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Destination
Management Plan
2018 –
2022
Destination Sydney Surrounds South Zone
Sydney Surrounds South
Country and Outback NSW
North Coast NSW
Southern NSW
Sydney Surrounds North
Riverina Murray NSW
Wollondilly
Wollongong
Southern Highlands
Shellharbour
Kiama
Shoalhaven
Destination Sydney Surrounds South Zone 2
Foreword
We live and work in a region of great beauty –
a largely unspoilt coastline and hinterland with dramatic
escarpment, clean and picturesque beaches and world-
renowned national parks. An area rich in diversity and
a growing cultural and experience palette with food and
beverage trails, characterful towns and historic villages and
a calendar of music, sporting and cultural events. All of this
with a unique advantage – close proximity to Sydney and
Canberra, their airports both existing and planned.
When financial experts Deloitte Access Economics talk about
where global growth and Australian advantage intersects,
where the drivers for our prosperity will come from in the
next 20 years, tourism comes up as a star performer. In The Way Forward
a regional area like ours, where traditional industries like • Regional Industry Skills and Pathways - address staff
manufacturing are under pressure, it becomes more vital and skills shortages in all areas of hospitality. University
that we take the visitor economy on like never before with a training pathways to graduate status for tourism
well-informed, strategic view. and hospitality;
Pleasingly the Sydney Surrounds South overnight visitor • Certainty of investment in tourism development - whole
economy is in good shape, largely due to the efforts of local of government approach to planning and funding by local,
stakeholders. With average annual growth of 4% per annum state and federal governments;
since 2013, $1.77 billion was injected by overnight visitors
into the local economy in 2016/17. While outperforming • Transport & Connectivity - road and rail upgrades
the state average there is however more we can do to take to meet future demand;
advantage of global growth predictions for the tourism sector. • Food & Beverage Trails - build on our growing trails
Building on the solid foundations already in place, this including wine, craft beer and cider and paddock
Destination Management Plan, the first from the Destination to plate and others;
Network Sydney Surrounds South, reviews the emerging • Aboriginal Experiences - we have an enviable range
trends, our capabilities and capacity, and analyses available of indigenous talent in food, story-telling, dance and
measures of how we have performed as a region to provide cultural experiences;
future directions and actions needed to achieve our stated
goal of $2.10 billion in overnight expenditure by 2022. • The Trends – Sharing Economy, Experiences,
involvement by locals (Localhood), Back to Nature; and
The Potential • Drives - develop the untapped drive market, particularly
We will take a borderless approach in line with visitor between our two biggest cities and nation’s capital.
behaviour, encourage collaboration from within, with
This document is our first venture into the future of our
neighbouring regions and interstate. With the biggest
visitor economy but it should be emphasised that it is a
potential to lift the region’s growth trajectory over the next
dynamic process and it can and will be updated on a regular
20 years, we are positioning the visitor economy from various
basis during its life span.
angles to ensure we will be ready to make the most of:
On behalf of the board I want to thank stakeholders for their
• Growing populations of Sydney and Canberra
contributions and participation in the workshops
(Western Sydney is a big hotspot);
that informed this plan.
• The focus on regional dispersal out of metropolitan
The next phase in delivering on our goal is a collective
markets and the high growth trajectory of Asian visitors
alignment of our plans and actions.
coming through Sydney and Melbourne;
We hope you will join us in this quest for what may well
• The dynamic nature of technology and how people
be our region’s biggest opportunity for growth in the
will research, book and travel in coming years;
next 20 years.
• Private investment in major developments such as
Colin Waller
Willinga Park, the Silkari Avondale project and upgrades
Chair, Destination Sydney Surrounds South
to Illawarra Regional Airport.
Foreword 3
Executive Summary
The Destination Sydney Surrounds South (DSSS) Destination Management Plan
provides a practical, evidence based strategic framework to guide collaboration
towards the target of doubling the value of the region’s overnight visitor
economy by 2022.
2022 Target
Double 2012 overnight visitor expenditure to $2.01 billion;
this requires 5% year-on-year growth between 2017 and 2022.
2022 Vision
Be the #1 overnight short break destination for our target markets.
Enablers of Success Measures & KPIs
• Industry partnerships and collaboration • Value of tourism
• Improved transport and digital connectivity to create a seamless • Job creation
visitor experience. (esp. youth employment)
• Ensuring Government Planning Schemes provide certainty for • Market awareness of USPs
tourism investment and future infrastructure needs. and conversion
• Adaption to market demands led by consumer insights and • Visitor Dispersal (off-peak,
market intelligence. mid-week, geographic)
• State Government funding programmes align with Destination • Investment in tourism
Network Zones and enable participation by smaller LGAs businesses
Strategic Imperatives
1 Cohesive Destination Management
2 Destination Infrastructure
3 Collaborative Approach to Destination Marketing
4 Support Product and Experience Development
5 Events & Conferencing
6 Industry Skills Development
Executive Summary 4
Table of Contents
Introduction 7
Top Line Analysis 9
Goals 10
Industry Consultation 11
Destination SWOT 14
Guiding Principles and Strategic Imperatives 15
Analysis: Target Markets and Growth Potential 28
Catalyst Project Case Studies 30
Industry Funding Programmes 37
Appendix 1 - Destination Analysis 38
Appendix 2 - Strategic Context 49
Appendix 3 - Accommodation Audit 55
Appendix 4 - Top 20 Visited NSW 57
DSSS Board 58
Management Team and contact details 59
Disclaimer
The information and recommendations provided in this document are made on the basis of information
available at the time of preparation and the assumptions outlined throughout the document. While all care
has been taken to check and validate material presented in this report, independent research should be
undertaken before any action or decision is taken on the basis of material contained in this report. This
report does not seek to provide any assurance of project viability and EarthCheck accepts no liability for
decisions made or the information provided in this report.
Images courtesy of Destination New South Wales (Anson Smart, Dee Kramer Photography, Mark Jessop
and Wings over Illawara, Beardy McBeardy, Alpesh Parshotam), Jann Tuxford), Destination Southern
Highlands, Wollondilly Shire Council, NSW Train Museum, Destination Wollongong, Discover Jervis Bay.
Table of Contents 5
Abbreviations
DMP Destination Management Plan
DNs Destination Networks
DNSW Destination NSW
DSNSW Destination Southern NSW
DSSS Destination Sydney Surrounds South
FIT Free Independent Traveller
LGA Local Government Area
LTO Local Tourism Organisation
MICE Meetings, Incentives, Conferences, Exhibitions
NPWS National Parks & Wildlife Service
OTA Online Travel Agent
RMS Roads & Maritime Services
SWOT Strengths, Weaknesses, Opportunities, Threats
TRA Tourism Research Australia
USP Unique Selling Proposition
VFR Visiting Friends and Relatives
VIC Visitor Information Centre
Abbreviations 6
Introduction
Destination Sydney Surrounds South Zone Objective of the DMP
DSSS encompasses 6 local government areas - Kiama, The Destination Management Plan is designed as a high
Shellharbour, Shoalhaven, Wollongong, Wingecarribee level framework to guide the delivery of the tourism
(Southern Highlands), and Wollondilly, each with their sector’s economic and social benefits and positions DSSS
respective vision for the future, and projects and priorities as an active advocate and facilitator for the region.
which are relevant to the success of the DSSS as a whole.
This DMP takes a borderless view to identify and quantify
Regional organisations such as Illawarra-Shoalhaven Joint
regional level strategies and actions for the DSSS zone and
Organisation and Regional Development Australia also play
exists to:
important roles.
• Inform the development of the Destination NSW
The DSSS zone is home to over 500,000 residents, a figure
state-wide DMP as to priority strategies and actions as
which is set to grow to over 550,000 residents by 2025 based
they relate to regional tourism and specifically the
on historic growth rates.
DSSS zone;
Local Governments are required to plan for a sustainable
• Build upon existing frameworks;
future with a focus on infrastructure maximisation,
economic diversification and the maintenance of quality • Be a resource for the development of local DMPs;
of life. The visitor economy is recognised as an important
• Be a reference point for industry for the purposes of
contributor with regard to each of these areas. The collective
pursuing funding opportunities;
themes of diversity, inclusion, economic and environmental
sustainabilityand safeguarding future prosperity underpin • Act as a tool to encourage industry to adopt a consistent
policy direction across DSSS zone. approach to tourism product development and promotion
of the destination and be a reference point for industry
The DSSS zone has three distinct visitor offerings; urban,
for the purposes of pursuing funding opportunities; and
coastal areas and inland hinterlands, each with their own
variations in seasonality. This results in a diverse range of • Identify investment and product development needs
experiences and visitation that require consideration with in the DSSS region.
overall destination management and planning. This document is an adaptable plan that will be reviewed as
required by DSSS in consultation with industry stakeholders.
Wollondilly
Wollongong
Southern Highlands
Shellharbour
Kiama
Shoalhaven
Figure 1: LGAs within the DSSS zone.
Introduction 7
Destination Snapshot
The current trends provide a strong platform for growth, however,
achieving the potential of this opportunity towards the vision of doubling
the value of the region’s visitor economy (from 2012 baseline) relies on
well-managed growth.
DSSS received 11.3 million
visitors in 2016-2017, increasing
by 8% p.a. since 2012/13
Over 11 million visitors nights in 2016/17, growing an average
of 6% p.a since 2012/13.
The total value of the visitor
economy in 2016/17 was
$2.28 billion
• International Visitor expenditure was worth over $269 million.
• Domestic Overnight Visitor expenditure was worth $1.308 billion.
• Domestic Day Visitor expenditure was worth $704 million.
Domestic Short Break visitors have
increased by 25% since 2012, and
now make up 73% of all domestic
overnight visitors to DSSS
67% of Domestic Overnight Visitors originate from Sydney.
Source: All data courtesy of Tourism Research Australia and Destination New South Wales.
Destination Snapshot 8
Top Line Analysis
Destination Sydney Surrounds South (DSSS) zone is growing Figure 2, below, illustrates the changes in the individual
above the state average in the domestic market. However, market segments of domestic day, domestic overnight
the region is lagging in gaining its share of the fast growing and international visitation.
International markets.
The overnight visitor market (domestic overnight and
DSSS received a total of 11,270,980 visitors in 2016/17, a international) is worth $1.577 billion in 2016/17 with
number which has grown at an average of 8% per annum the potential to grow to $2.01 billion by 2022.
since 2012/13, a rate which is above the national average.
A detailed destination analysis can be found in Appendix 1.
9,000,000
+3.5% p.a.
6,750,000
Visitors
4,500,000
+8% p.a.
2,250,000
+15% p.a.
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
Domestic Overnight Domestic Day International
Figure 2: Visitation by market to DSSS (2012/2013 and 2016/2017).
Source: Tourism Research Australia National Visitor Survey (NVS)
and International Visitor Survey (IVS) Y/E June 2017.
Top Line Analysis 9
Goals
The NSW Government set a target doubling overnight visitor Figure 3, below, illustrates the significance of developing
expenditure by 2020. strategies that will achieve this goal and sourcing an
additional $236.1 million in overnight visitor expenditure
In line with this objective the goal for the DSSS visitor
above baseline growth in 2022.
economy is to:
Achieving an additional $236.1 million in overnight visitor
Double 2012 overnight visitor expenditure expenditure above baseline in 2022 relies on thoughtful
to $2.01 billion in 2022. Achieving this identification of strategic projects that will contribute to
growth towards this goal, and enable local government area
target requires 5% year-on-year growth plans to visualise an achievable set of objectives.
between 2017 and 2022.
2,500
Expenditure (x1,000)
2,000
1,500
1,000
500
0
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022
Goal Projected
Figure 3: The 2022 target above baseline growth.
Goals 10Industry Consultation
The DSSS Destination Management Plan provides Local Government Plans
a coordinating framework for LGA DMPs and focuses
on the actions required at the regional level to encourage The directions, strategies, actions and projects identified
and facilitate product, infrastructure and market in the LGA-based Destination Management Plans are
development that will deliver sustainable growth supported by the DSSS DMP and form part of the DSSS DMP
in the DSSS Zone Visitor Economy. documentation. These Plans include;
Delivering the recommendations of this plan requires a
whole of industry approach; this includes local, state and
federal government and commercial operators. With this
in mind, the DMP references a number of existing plans
at local and state level, each with recommendations and
actions to support these recommendations.
Wollondilly Shire Destination Wollongong Destination
Management Plan Management Plan 2013/14
(in development)
Wollondilly
Southern Highlands Wollongong
Shellharbour
Southern Highlands Tourism
Strategy 2012-2016 Kiama
(pending update)
Shoalhaven Shellharbour Action Plan
2012-2017
(pending update)
Shoalhaven Destination
Management Operational
Plan 2017
(Sustainable Tourism Plan Destination Kiama Strategic
in development) Tourism and Events Plan
2018-2021
(Tourism Opportunity Plan
being developed)
An overview of these plans can also be found in Appendix 2.
Industry Consultation 11Industry Consultation
Regional and State Plans South East & Tablelands Regional Plan
Key regional and state plans relevant to the DSSS Wingecarribee Shire Council is within the geographic area of
zone include; this plan and as such, references in this plan should be read
in the context of the DSSS zone. This Regional Plan identifies
NSW Visitor Economy Strategy / Action Plan Tourism as a priority growth sector to diversify the economy.
Released in 2012 this plan is currently under review; the Directions within the plan include;
outcomes and recommendations of which will need to be Direction 5: Promote agricultural innovation, sustainability
referenced in future reviews of this plan. The existing plan and value-add opportunities.
states as toplines objectives;
Direction 9: Grow tourism in the region.
• Embrace the broader Visitor Economy
And in particular reference to Wingecarribbee;
• Double the value of the visitor economy by 2020
(Target $36.6B) • Promote the Shire as a destination and encourage
visitors to Canberra to also visit Wingecarribee Shire.
• Regain competitive position through visitor experiences.
The 360 Illawarra-Shoalhaven Economic
Illawarra - Shoalhaven Regional Plan 2015 It is important that the region looks outward to see how
it can build on its existing strengths and capabilities by
Applying to the local government areas of Kiama, connecting with the immense economic activity that is
Shellharbour, Shoalhaven and Wollongong, this plan occurring in its immediate surrounds. The 360
identifies tourism as one of six priority growth sectors Illawarra-Shoalhaven Economic Outlook has been
and highlights regional assets such as Illawarra Regional developed with this objective in mind.
Airport, Shell Cove Marina, Wollongong Entertainment
Centre, Lake Illawarra and Jervis Bay as assets that can The region’s proximity to Australia’s largest city Sydney,
deliver growth opportunities. the rapidly expanding Western Sydney area and the nation’s
capital Canberra means it is strategically positioned to
The recommended Directions and Actions contained connect to some of the fastest growing labour markets and
within this plan are supported by the DSSS Destination economies in the country.
Management Plan, in particular;
Leveraging this locational advantage is critical if the region
• The development of a stronger marine-based is to continue diversifying, innovating and driving economic
tourism industry growth in New South Wales.
• The development of aeronautics tourism at Illawarra The Outlook provides a snapshot of developments and
regional airport. economic opportunities in surrounding regions including
• Better connecting tourism areas in Kiama, Nowra/ Western Sydney, South East NSW and ACT, Metropolitan
Sydney and through the Port Kembla International
Bomaderry and Ulladulla.
Trade Gateway.
Importantly, this snapshot highlights opportunities that can
enhance the economic growth of the IllawarraShoalhaven
due to their alignment with the region’s existing skills base,
economic assets and industry capabilities.
From the construction of Sydney’s second international
airport at Badgerys Creek, to increased tourism
opportunities emerging from the development of the cruise
ship industry at Port Kembla, the Outlook highlights how
connecting to external opportunities can help the
Illawarra-Shoalhaven to grow jobs and diversify.
Industry Consultation 12Industry Consultation
To inform preparation of this plan a series of workshops were held within the DSSS zone.
Representatives from the following organisations attended either one of a number of workshops.
Kiama Municipal Council Stay at Kiama Symbio Wildlife Park
Wollondilly Shire Council Jamberoo Action Park Links Shell Cove
Shoalhaven City Council Bundanon Trust Discover Jervis Bay
Department Premier & Cabinet Tourism Shellharbour Skydive Australia
National Parks & Wildlife Service Kiama Tourism Advisory Group Kiama Transport
Shellharbour City Council Shoalhaven Tourism Advisory Group Paperbark Camp
4 Industry Consultation
Wingecarribee Shire Council
Caravan and Camping Industry
Association NSW
Barrengarry Hideaway
RMS - Maritime Division Mowbray Park Farm Polo Cottage
Wollongong City Council NSW Business Chamber Nattai Creek Wines
Booderree National Park Stockland Peppers Craigieburn
Destination Southern Highlands Albion Park Show Feast at Berrima
Destination Wollongong Why Documentaries Joadja Estate
University of Wollongong Cuttaway Hill Wines Wildfest
Destination Sydney Surrounds South Southern Secrets Kombi Capers
Destination NSW Mount Ashby Estate Peppers Craigieburn
RDA Illawarra Herd Southern Highlands Chevalier College
Simmer / The Loch ImaginArta
The Pines Pastoral Centennial Vineyard
Highlands Food & Wine Tours Wollondilly Tourism Association
Southern Highlands Chamber of
Southern Food & Wine Association
Commerce & Industry
Fitzroy Falls Visitor Centre Minnamurra Rainforest Centre
Table 1: Consultation Stakeholders
Industry Consultation 13Destination SWOT
Strengths Weaknesses
• Visitation above the state average • International lagging behind
• Strong growth forecast • Average length of stay below state average
• High consumer recognition • Visitor expenditure below state average
• Location in relation to major markets; Sydney • High volume vs lower value visitation
and Canberra • Workforce availability
• Visiting Friends and Relatives • Leisure businesses with limited hours of operation
• University of Wollongong international profile • Perception that the south is 'cold'
• Calendar of events – variety • Underachieving in aquatic, coastal, nature and
• Regional conferencing sector wildlife sectors
• Food and beverage scene • New tourism experiences – adventure, aboriginal
• Established co-operative marketing campaigns eg: • Locals knowledge of tourism products
Unspoilt, Grand Pacific Drive, Sydney to • Industry membership models at LGA level
Melbourne Touring • Limited hotel accommodation
• Engaged with international markets e.g. Asia • Overspend on outdated VIC facilities
• Multiple Visitor Centres spread across the region • Competition at local level inhibits greater collaboration
• Strong social media presence e.g. between LGAs, between sectors e.g. Food & Wine
• Variety of seasons across the network • Access to digital and mobile connectivity
• Natural environment • Limited night time economy limits overnight growth
• Industry engagement at local level • Some LGAs excluded from funding programmes
• Australia regarded as a ‘safe’ destination • Limited infrastructure for major business events
• Strong online presence on distribution channels
Opportunities Threats
• Short Break destination (2-3hr from Sydney & Canberra) • Planning and development issues
• Deeper engagement with international market • Community understanding of tourism benefits
• Extend the average length of stay • Over-crowding of coastal destinations
• Regional conferencing (mid week) • Congestion on road networks, connectivity
• Higher yielding events • Lack of collaboration
• Increase yield of day and overnight visitation • Duplication of visitor services
• Activity development: nature-based, agritourism • Mixed marketing messages
and adventure • Limited air access
• Food and beverage Sector • Bidding for events
• National Parks and State Forests • Ageing tourism stock
• Golf packages • Destination Sydney Surrounds North
• Heritage tourism • Greater Western Sydney
• Lake Illawarra • Domestic cruise market ex-Sydney
• Mid Week – Feb/May & September • Low cost international airfares
• Grand Pacific Drive – expand and activate • Reduction of current investment by local gov’t
• Sydney – Melbourne touring; coastal and inland • Currency fluctuations
• Illawarra Regional Airport Expansion • Domestic Economy
• Equine industry and centres • Major geopolitical events
• Southern Highlands and Wollondilly partnering • Market dominance of international online
• Growth of South Western Sydney corridor booking platforms
• Badgerys Creek Airport • Environmental hazards/weather events/climate change
• Fuel prices
Destination SWOT 14Guiding Principles and
Strategic Imperatives
Guiding Principles Information on each of these Strategies and the
recommended actions to support their implementation
The development of this Destination Management Plan are set out in the following sections of this document,
and the recommended strategic directions are based including example catalyst projects that have the ability
on the following guiding principles: to significantly impact the visitor economy.
• Protecting the region’s environmental, cultural and
community values to deliver authentic experiences;
Role of DSSS
The operations of DSSS are wholly funded by the NSW
• Growing the value and levels of shoulder/off-peak
Government and Destination NSW until June 2020. The
travel over a focus on volume alone;
key function of DSSS is regional destination management
• Encouraging dispersal across the destination focused on building industry capability, facilitating
geographically and across the year; experience and product development and influencing
• Encouraging public and private sector investment decisions on important infrastructure and developments
in quality experiences; and that will support the growth of the visitor economy. DSSS
will take a lead role in facilitating and coordinating the
• Evidence-based decision making (evaluation and data). partnerships required to deliver on the recommendations
identified in each of the Strategic Imperative action plans
Strategic Imperatives that follow.
Through industry consultation, a wide-range of activities Measurement and Evaluation
with potential to drive regional visitor economy growth have
been identified. These have been grouped into six Strategic In delivering on the objectives of this plan, industry
Imperatives, each with recommended actions that will measures of success will include:
drive outcomes. • Visitor expenditure and jobs (especially youth);
1 Cohesive Destination Management • Visitor dispersal (off-peak, mid-week and geographic);
2 Destination Infrastructure • Awareness of the destination brands and conversion
3 Collaborative Destination Marketing of interest to overnight visitation; and
4 Product and Experience Development • Investment in tourism businesses delivering
quality experiences.
5 Events & Conferencing
Capturing these measures will rely on the availability of
6 Industry Skills Development. data from a variety or sources including but not limited to;
Tourism Research Australia, Destination NSW, Australian
Bureau of Statistics, Tourism Accommodation Australia,
Tourism Transport Forum and Local Council Tourism and
Economic Development departments.
Guiding Principles and Strategic Imperatives 15Strategy Imperative 1 -
Cohesive Destination Management
Industry stakeholders acting cohesively and with a common Key to unlocking the value and benefits of a successful
purpose are integral to the success of a destination. Aligning visitor economy is achieving buy-in from local councils,
governance processes with goals and a culture which state and federal government agencies, direct and in-direct
promotes industry partnerships and maximises the use of tourism operators and local communities. It is therefore vital
available resources can enable the realisation of long term that the DSSS zone be managed in a coordinated, cohesive
goals and objectives for the benefit of all visitor economy way as it is the sum of the parts of the visitor experience
stakeholders. Community support for tourism is also vital working in tandem that will deliver a high quality visitor
in providing an overall complete positive visitor experience experience, create a sustainable business environment
to all visitors, and in growing tourism to encourage higher and protect amenity for local communities into the future.
yield, expenditure and in turn, local jobs.
Strategic Imperative 1 - Recommended Actions
Action No. Action Partners
DSSS, Councils,
Industry advocate for a coordinated whole of government approach
1.1 NSW Government,
at federal, state and local levels.
Destination NSW
Promote the direct and in-direct benefits of the visitor economy DSSS, Councils, LTOs,
1.2 to the community and advocate for the needs of the tourism industry Industry, Destination
at all levels of government and industry. NSW
Destination NSW and other government funding programmes align DSSS, DNSW,
1.3 with Destination Network Zones and programmes enable participation Councils, NSW
by smaller LGAs and industry operators. Government
DSSS, Industry,
Industry advocate for and work with Federal, State and Local
Destination NSW,
1.4 Government Planning Schemes to provide certainty for
NSW Government,
tourism investment.
Federal Government
Appropriate stakeholders contribute to the development of strategic DSSS, DNs, local
1.5 plans related to the visitor economy; e.g. Southern NSW Marine councils, industry,
Tourism Strategy, NSW Tourism Transport Strategy. Destination NSW
Engagement with industry includes operators who are not financial DSSS, Local Council,
1.6
members of local LTOs or Council Tourism programmes. LTO
Destination NSW,
Ensure that relevant visitor economy data is released in a timely
1.7 Tourism Research
manner for use by all industry stakeholders.
Australia
Strategy Imperative 1 - Cohesive Destination Management 16Strategy Imperative 2 -
Destination Infrastructure
As a predominately short-break and day-trip destination for • The second Sydney airport at Badgery’s Creek
those from Sydney (both domestic and international visitors), and increased in-bound international arrivals;
dealing with the issues of peak-demand, dispersal and via Canberra Airport;
connectivity are central to future success.
• Improvements and upgrades to the Princes Highway,
The destination needs to build a critical mass of new M7 & M9 Motorway & F6 Freeway, Appin Rd, Picton
visitors to support the feasibility of new connectivity as well Road, MR92.
as adapting to the evolving needs of the visitor market for
Visitors expect seamless connections to and within the
transport, digital connectivity and the delivery of visitor
destination in terms of transport and digital connections
information. This critical mass is most likely to come from
as such it is vital that continued improvements to transport
growth in visitation to the DSSS zone as a result of:
links and digital infrastructure is planned for
• Population growth in Sydney, particularly in the Western and implemented.
Sydney corridor;
• Forecast growth in international visitation; particularly
from Asia;
Strategic Imperative 2 - Recommended Actions
Action No. Action Partners
Destination Infrastructure
Work with all 3 tiers of government to identify and prioritise
DSSS, Councils,
infrastructure that will deliver best outcomes; e.g. Marine Tourism
2.1 NSW and Federal
Strategy, NSW Tourism Transport Plan, Wollongong
Government
Convention Centre.
Advocate for improved road connections and public transport DSSS, Councils, NSW
2.2 connectivity from Sydney, particularly beyond Kiama and to the Government, Industry,
Southern Highlands. Federal Government
DSSS,
Advocate for improved digital infrastructure to meet future demand
2.3 Councils, NSW
from digital native generations such as the Millennials.
Government, Industry
DSSS, Councils, LTOs,
2.4 Support and advocate for public space infrastructure (e.g. WiFi).
Industry
Support and advocate for the development of infrastructure that DSSS, LTO, Councils,
2.5
supports community and visitor needs. NSW Government
Support infrastructure project plans with evidence based insights DSSS, Destination
2.6
related to visitor economy impact. NSW TRA
Strategy Imperative 2 - Destination Infrastructure 17Strategy Imperative 2 -
Destination Infrastructure
While not an exhaustive list, major identified infrastructure projects that have the
potential to significantly impact on the visitor economy at a regional level include;
ALL: Wollongong
• Badgerys Creek Airport (In Progress) • Wollongong Convention
• NSW Marine Tourism Master Strategy (In Progress) Centre (Proposed)
• F6 Freeway Extension (In Planning) • Port Kembla Cruise
Terminal (Proposed)
• NSW Tourism Transport Strategy (In progress)
• Grand Pacific Walkway
• Maldon Dumbarton or SWIRL Rail (Feasibility Studies Complete)
(Under Construction)
• Mt Kiera Summit Park
(Planned)
• Picton and Appin Rds
Wollondilly Upgrades (In Progress)
The Wollondilly DMP
is currently being
prepared -infrastructure
projects will be added on
Shellharbour
completion of the DMP.
• Shell Cove Marina and
precinct development
• Princes Hwy Albion Park
• Illawarra Regional Airport
Southern Highlands Upgrade (Proposed)
• Mittagong to Moss Vale • Bass Point Aboriginal
Cycleway (Planned) Cultural Centre (Feasibility
• Moss Vale Sports Centre Complete)
redevelopment
• Bowral and Moss Vale
Bypass (Planned(
• Bowral Memorial Hall
Kiama
Redevelopment
• Indoor Equine Centre • Jerrara Dam Development
Werai Racecourse (Concept)
• Kiama Harbour
Masterplan (concept)
• Kiama Coastal Walk
Extension (concept)
Shoalhaven • Kiama to Southern
• Princes Hwy upgrade - Berry to Bomaderry (In Progress) Highlands Walking Trail
• Nowra Bridge (Planned) (Concept)
• Round the Bay Walk, Jervis Bay (In Progress)
• Ulladulla Harbour Expansion (planned)
• MR92 upgrade – Canberra (on-going)
• Nowra River Precinct Masterplan (planned)
• The Great South Coast Walk (planned)
• Shoalhaven Indoor Sports Stadium (under construction)
• Huskisson Masterplan (Planned)
Strategy Imperative 2 - Destination Infrastructure 18Strategy Imperative 3 -
Collaborative Destination Marketing
Regional partners need to combine their efforts to increase Due to the region’s strong attributes and awareness,
investment in targeted marketing through an evidence additional marketing spend through targeted cooperative
based, insight led approach to project selection and campaigns (such as Unspoilt and Grand Pacific Drive) has
development. This should include seeking grant funding tangible and significant benefits when paired with promotion
from Local, State and Federal agencies as well as seeking of the unique visitor experiences. This is evidenced via the
to create brand alliances via commercial partnerships to catalyst project case studies presented in the latter part of
stretch marketing investment further. this document.
A detailed analysis of the region's visitor markets can This approach will;
be found in Appendix 1, the key takeouts from this
1 Increase visitor preference
assessment are:
2 Increase intention to visit
• Growth needs to be managed to achieve year-round
dispersal of the benefits of the Visitor Economy 3 Increase leads for local businesses
• While outperforming regional competitors in terms of 4 Increase visitor conversion
growth in the domestic market, both average length of
The destination brands of South Coast and Southern
stay and overnight expenditure are lower than
Highlands have gained market and industry traction,
state averages
however more is needed to cement brand values and lift
• While international visitation is the fastest growing awareness of the experiences on offer to the appropriate
segment for the zone, this is from a much smaller base. target markets.
As is evidenced by the Destination Analysis in Appendix 1,
DSSS is competing well with comparable visitor economies
but is not maximising its industry potential. Without
proactive industry collaboration and action, there is a real
possibility that DSSS may fall behind.
Strategy Imperative 3 - Collaborative Destination Marketing 19Strategy Imperative 3 -
Collaborative Destination Marketing
Strategic Imperative 3 - Recommended Actions
Action No. Action Partners
Collaborative Destination Marketing
DSSS, Councils,
Secure timely and relevant insights and data from sources including
3.1 Industry, Destination
Destination NSW, Tourism Research Australia and other sources.
NSW, TRA
Develop business cases to secure additional marketing funds for
DSSS, DNs, Councils,
3.2 Southern Highlands, South Coast and Grand Pacific Drive campaigns
LTO’s, Industry
through evidence-based analysis of unmet / pent-up demand.
DSSS, Councils,
Support and inform the development of short-break campaigns
3.3 Industry, Destination
targeting mid-week and longer stay markets.
NSW
Work with in Inbound Tour Operators, Self-drive tour companies,
Councils, Destination
3.4 Sydney Hotel concierges and ride-sharing services such as Uber to
NSW, Industry
encourage more mid-week international trips from Sydney.
Work with Sydney and Canberra Airport on cooperative marketing Councils, Destination
3.5
programs to drive interstate and international visitors. NSW
Promote the value of digital platforms encompassing the sub DSSS, Destination
3.6 destinations of South Coast and Southern Highlands to rationalise NSW, Councils,
resources and align with consumer behaviour. Industry
DSSS, DSNSW,
Support and advocate for the expansion of the Grand Pacific Drive into Councils, NSW
3.7 a Sydney-Melbourne touring route and support the Sydney-Melbourne Government,
Coastal and Heritage Drives. Destination NSW
Federal Government
Councils, Destination
Partner with Tourism Australia to gain recognition for signature
3.8 NSW, Industry,
experiences that can be promoted to the international audience.
Tourism Australia
Councils, Industry,
Align activities with DNSW and Tourism Australia target segments
3.9 Destination NSW,
and campaigns.
Tourism Australia
Align and rationalise investment in visitor information service delivery Councils, LTO,
3.10
in line with consumer insights. Destination NSW
Align marketing activity with consumer demand trend to experience Destination NSW,
3.11
destinations ‘like a local’. Councils, LTO, Industry
Strategy Imperative 3 - Collaborative Destination Marketing 20Strategy Imperative 4 -
Product and Experience Development
While the region has an enviable blend of city, coastal and Tourism Australia segments tourism activities into
hinterland offerings and strong natural assets, opportunities six broad categories:
for visitors to spend money on experiences and attractions
• Aquatic and Coastal
are not as prevalent as in other regions.
• Food and Wine
To attract and support investment and reinvestment in new
products and experiences and accommodation offerings • City
local councils and state government need to create an
• Sport and Adventure
investor-friendly environment where commercial operations
are provided the mechanisms and support to invest in an • History and Culture
environment of certainty. • Nature and Wildlife
Local councils are arguably the most significant asset Consumer interests will drive visitation and the onus is
owner in regions with community facilities, parks, beaches, on industry to identify and support the development of
walkways, cycleways and in some cases waterways under niche and special interest offerings across the range of
their control. Councils need to embrace the opportunity to product categories. Tourism is a dynamic industry driven
monetise these assets for the community via more readily by changing consumer interests and technology so some
allowing commercial tourism business operators access products that may not fall neatly into these categories.
to these assets. These new attractions and experiences should be supported
With large areas of national and state parks, state forests and encouraged to keep pace with industry evolution.
and areas of crown land, each of the relevant landowners A key driver to increasing visitor length of stay and in turn
need to further develop the required infrastructure and in expenditure will be to:
turn encourage access to these areas to meet the growing
interest in nature, aquatic and outdoor experiences • Support and encourage new and diverse products,
and activities. attractions and experiences into market;
To effectively grow the overnight market the region needs • Increase operator skills in the areas of packaging and
destination accommodation of the types and styles that value-adding;
encourage visitation and match consumer tastes and trends • Support operators to be export ready to meet the
– not just provide for accommodation to meet the current projected growth in the international in-bound
demand. Boutique and high quality rural accommodation, market; and
pop-up and remarkable eco-tourism accommodation and
resort-style coastal accommodation that create demand and • Develop touring routes and trails that promote extended
drive awareness and preference. To support this need and stay itineraries and complimentary experiences
an audit of hotel/motel accommodation and future demand and attractions.
can be found in appendix 3.
Local councils need to encourage accommodation
investment through the removal of barriers and the
creation of enablers such as priority development areas
and incentives.
Strategy Imperative 4 - Product and Experience Development 21Strategy Imperative 4 - Product and Experience Development Strategy Imperative 2 (page 18) notes a number of infrastructure projects such as walkways and trails and marine infrastructure that will support new products and experiences. Separate to these are at the time of writing a number of major commercial developments that have the potential to drive growth at a regional level. While not an exhaustive list, these include; Project LGA Status Shaolin Temple – Staged Development Shoalhaven DA Approved Jamberoo Action Park Expansion Kiama Planned Bundanon Riversdale Masterplan Shoalhaven Planned Silkari Resort Avondale Wollongong DA Submitted Worrowing Heights Hotel Shoalhaven DA Submitted Southern Highlands Wines Hotel Wingecarribee Wingecarribee Calderwood Golf Resort Shellharbour DA Approved Yerriyong Motorsport Complex Shoalhaven Planned Bendooley Estate Berrima Function Centre and Cottages Wingecarribee Under Construction Mt Ashby Estate Winery Function Centre Wingecarribee Planned Indoor Equine Centre at Werai Racecourse Wingecarribee Planned Willinga Park Equestrian Centre Shoalhaven Part Complete Detailed information on the status of these developments should be sought from the project proponent. Strategy Imperative 4 - Product and Experience Development 22
Strategy Imperative 4 -
Product and Experience Development
Strategic Imperative 4 - Recommended Actions
Action No. Action Partners
Product and Experience Development
DSSS, Destination
Advocate for State and Local Government Planning Schemes to
4.1 NSW, Councils,
provide certainty for tourism investment.
Industry
Advocate for local councils and related approval authorities to create DSSS, Industry,
4.2
an investor friendly environment. Destination NSW, LTOs
Work with local councils, National Parks and Wildlife Service, Forestry DSSS, Councils,
Corporation of NSW, Crown Lands and Waterways NSW to identify and Destination NSW, LTO,
4.3
secure sites for future industry needs and allow greater access for NPWS, Crown Lands,
commercial tourism activities. NSW Government
Support industry to secure funding for product development via
4.4 DSSS, Councils, LTO
Destination NSW and other funding sources.
Promote Destination NSWs market readiness programmes;
4.5 DSSS, Councils, LTO
particularly in relation to Asian market readiness.
Work with NPWS and Councils to develop a ‘pop-up’ accommodation DSSS, Destination
4.6
policy for on and near park locations. NSW, Councils, NPWS
Support the development and promotion of local Indigenous tourism
DSSS, LTO, Councils,
experiences utilising the insights and resources available through
4.7 Destination NSW,
Destination NSW and other agencies. E.g. Aboriginal Tourism Plan
Crown Parks, NPWS
2017-20.
Support and encourage the development of niche and special interest
DSSS, Councils, LTOs
4.8 product offerings including Golf, Adventure, Food & Beverage, Aquatic,
Destination NSW
Equine, Arts & Culture, Heritage, Outdoor, Nature.
Support and advocate for the Southern NSW Marine Tourism Strategy DSSS, Councils,
being developed by the Department of Premier & Cabinet, in particular Destination NSW,
4.9
the opportunities this presents for marine based experience operators NSW Dept Premier
and attractions. & Cabinet
Promote and support industry to be ‘export ready’ for international DSSS, Councils, LTO,
4.10 growth via Destination NSW readiness programmes and multi-lingual Destination NSW,
visitor information. Tourism Australia
Strategy Imperative 4 - Product and Experience Development 23Strategy Imperative 5 -
Events and Conferencing
Events and festivals are integral to the visitor economy Events stimulate both direct and indirect contributions to the
and provide significant tourism, trade and investment economy. Direct benefits include employment creation and
opportunities for regional NSW. In line with Destination revenue generation.
NSW’s mission, the DSSS zone needs to identify, attract
The destination needs to maintain, develop and secure
and nurture events that will increase overnight expenditure
investment in the infrastructure required to hold events
and stimulate visitation in off peak periods. Events are a key
whether they be major, minor or niche.
pillar of the visitor economy and have the ability to:
While the responsibility for securing and hosting events
• Reinforce the brand of a destination
rests with individual local councils, they need the support
• Provide the impetus to visit ‘now’ and assistance of all levels of government to create and
nurture events in a positive regulatory environment.
• Reach new markets
• Reduce seasonality Business Conferencing
• Increase the products and experiences on offer Business events and conferences from large to small have
the ability to drive visitation, particularly mid-week and out
• Drive overnight and mid week visitation of peak season and;
• Stimulate repeat visitation • Are generally high yield
• Increase overnight expenditure • Fill mid week accommodation vacancies
The term events covers a broad range of activities that • Encourage repeat visitation
significantly contribute to the visitor economy. These include
but are not limited to events classified as; • Enable packaging of experiences for attendees to extend
stays pre and post event
- Arts and Culture
The continued growth of the business events market in the
- Heritage zone requires a considered approach to targeting events that
- Sport match supply, and developing infrastructure that supports
growth, in particular;
- Weddings
• Development of the Wollongong Convention Centre and
- Music surrounding accommodation
- Car, Motorcycle, Air • Establishment of branded hotel / serviced apartment
- Agricultural Shows and Fields Days accommodation in Nowra to support the Shoalhaven
Entertainment Centre
- Race Meetings; Horse, Dog, Vehicular
In line with existing conference facilities within the DSSS
- Equine zone, the focus is to stimulate MICE sector growth needs
- Nature e.g. birdwatching, whalewatching to match supply.
- Aquatic; sailing, fishing, surfing
- Outdoor Pursuits; cycling, walking, mountain biking.
Strategy Imperative 5 - Events and Conferencing 24Strategy Imperative 5 -
Events and Conferencing
Strategic Imperative 5 - Recommended Actions
Action No. Action Partners
Events and Conferencing
Assist event organisers in preparing submissions to the NSW Event DSSS, Councils, LTOs
5.1
Funding and other grant programs. Destination NSW
Assist event promotion via Destination NSW publicity and marketing DSSS, Councils,
5.2
channels. Destination NSW
Support the development of local events into high profile signature DSSS, Councils,
5.3
events for the region. Destination NSW
Councils, NSW
5.4 Provide a positive regulatory environment for event organisers.
Government
Target and/or develop events to drive visitation in the shoulder Councils, Destination
5.5
and off season. NSW, Industry
DSSS, Councils,
Work with council departments advocating for investment in facilities NSW Government,
5.6
that attract major events. Destination NSW
Industry
Support event organisations with as needed skills training and DSSS, Councils,
5.7 development; promote event management pathways via the MEA NSW Government,
scholarship programme. Destination NSW
Improved coordination, packaging, marketing and promotion of
DSSS, Councils, LTO
5.8 MICE events in consultation with the Destination NSW Regional
Destination NSW
Conferencing Unit.
Assist conference event organisers via Destination NSW event funding DSSS, Councils,
5.9
programmes. Destination NSW
DSSS, Councils,
Assist proponents in securing support for the development of major
5.10 Destination NSW, NSW
infrastructure to host events.
Government
5.11 Develop pre and post conference packages to stimulate extended stays. Council, LTO
Strategy Imperative 5 - Events and Conferencing 25Strategy Imperative 6 -
Industry Skills Development
Operator Skills Support Innovation Models
The quality of a visitor's experience of a destination relies The region has a range of natural strengths and a growing
heavily on the service delivery across all stages of travel, market, both domestically and internationally. The region’s
from trip inception and planning to in-destination experience average spend per visitor and mix of activities participated
and post visit experience sharing. in suggest an opportunity to encourage new start-up
businesses offering value-added experiences. To foster
The tourism industry in regional NSW is made up primarily
innovation within the tourism industry, develop partnerships
of small business operators, a characteristic which is also
and enhance the development of creative initiatives, a Hub
reflected in the DSSS Zone. With limited internal resources,
for tourism product development should be explored.
industry operators need support to develop and continue to
This would have many benefits:
update their organizational skills and knowledge to deliver
the quality experience that will encourage repeat visitation • Fosters local partnerships and collaboration
and experience sharing.
• Facilitates cross industry learnings
Industry Pathways • Strengthens confidence and ability of local operators
Industry needs support to address current and forecasted • Promotes the development of new product
skills shortages, particularly in the hospitality and
accommodation sectors, this as a result of the lack of • Enhances the visitor experience
acknowledgement of tourism as a career pathway. • Allows needs, demand and supply to be investigated and
projects developed to meet future needs and aspirations
of the region.
Strategy Imperative 6 - Industry Skills Development 26Strategy Imperative 6 -
Industry Skills Development
Strategic Imperative 6 - Recommended Actions
Action No. Action Partners
Industry Skills and Development
DSSS, Councils,
Work with industry and training service providers to identify skills
Industry, Destination
6.1 gaps and the type of training programs needed and develop strategy /
NSW, Training
approach to deliver appropriate programs.
Organisations
Educate and inform industry on relevant insights on market and DSSS, Councils,
6.2 consumer trends, emerging opportunities, best practice and Destination NSW,
inspirational tourism industry initiatives. Tourism Australia
DSSS, Councils, LTOs,
6.3 Promote Destination NSW's market readiness programmes.
Destination NSW
DSSS, Councils, LTOs
6.4 Promote Destination NSW's NSW First programme.
Destination NSW
Work with industry education providers and member bodies to develop DSSS, DNs, Illawarra
6.5 ways to enable smaller accommodation providers to better compete in ITEC, Industry, TAFE,
the online booking environment. Destination NSW
DSSS, DNs
Champion education pathways through universities and TAFE to
Destination NSW, NSW
6.6 address the staff shortages and foster the perception of hospitality as
Government, TAFE
a viable long-term career.
NSW
DSSS, DNs,
Work with universities and TAFE to develop and deliver graduate level
6.7 Destination NSW, NSW
courses relevant to the tourism industry.
Government
DSSS, DNs,
Collaborate with industry and University of Wollongong to identify,
Destination NSW,
6.8 encourage and support tourism enterprises via a product incubator /
Industry, University
mentoring programme.
of Wollongong
Strategy Imperative 6 - Industry Skills Development 27Analysis: Target Markets
and Growth Potential
Through the consultation process the following target • Business Events / MICE
market segments were identified. These markets will be • Sydney - Melbourne touring route travellers
explored as part of the strategic directions and case study (nature-lovers)
projects, as stakeholders have identified them as having as
• Arts & Cultural visitors
existing market preference which is able to be leveraged in
order to achieve the region’s goal. • Cruise.
To test the value of each market a Shift Share analysis has
Primary Target Markets
been undertaken. That is where the share of the market is
• 200km drive market (Southern and Western Sydney, increased to a benchmark above the ‘business as usual’
Canberra, South Coast) families young couples and share. Table 4 below shows the potential shift share of
singles / millennials) looking for nature, culture and well- each segment above, while Table 5 on the following page
being (inc. food and wine) illustrates the potential value of target international markets.
• International markets in Sydney. Through development of projects inspired by the case
Secondary Target Markets studies, the series of example shift shares in the following
sections can achieve 86% of the 2020 goal. Please note
• Travel for a purpose drive market that some of these markets are expected to overlap, and as
• Leisure Events (inc. Weddings) such to avoid duplication these should not be considered as
independent, cumulative markets.
Current Target 2022 Increase
Market Segment
Share Share Value in Value
100km - 200km drive market families, couples
19.19% 19.49% $4.3B $67.4M
and young singles
International visitors to Sydney* (inc. touring) 5.2% 5.5% $427M $30M
Travel for a purpose (self-drive):
Leisure Events 14.6% 15% $1.37B $13.1M
Business Events (with a Convention Centre) 6.3% 8% $2.4B $9.2M
Cultural visitors 8.6% 9% $196M $11.9M
Cruise 0.6% 2% $2.21M $633K
Table 4: Shift-share analysis of key target markets
Note: the Cruise category was extrapolated from a series Additionally, direct visitor spend exclusive of ship operating
of assumptions based on the 2016-2017 Wollongong port costs was sourced from a report completed by Tourism
activity and as such should be used as a baseline indicator Research Australia and Tourism Western Australia which
and not as an accurate overview of impact: In 2016-2017 stated that direct visitor expenditure for day-tripping cruise
financial year, 3 ships made port, with passengers and visitors was $63. Market share was developed based on
crew numbering between 2,900 and 5,400, half of which these assumptions against cruise activity outlined in the
it is assumed disembarked as based on general cruise Australian Cruise Association Economic Impact Assessment
visitor activity. of the Cruise Industry 2015-16 report and a day visitor
forecasting rate was applied. Achieving the target shares
within these international target markets has the potential
to achieve 20% of the target 2022 goal.
Analysis: Target Markets and Growth Potential 28Analysis: Target Markets
and Growth Potential
Current Target 2022 Increase
Market Segment
Share Share Value in Value
Asian (Collective) 3.2% 3.5% $225M $15.4M
China 2.6% 3% $115M $12M
UK 7.7% 8.1% $51M $3M
USA 4% 4.5% $45M $19M
Korea 6.2% 6.8% $27B $2.5M
New Zealand 3.9% 4.5% $18M $2.3M
Total $54M
Table 5: Shift-share analysis of key target international markets
Sydney Market
Currently, NSW residents take almost 9.7 million interstate Currently, the destination has only two locations in the
trips per year, and almost 18.4 million trips within NSW. Top 10 destinations for overnight domestic trips from the
DSSS receives 1.84million of these intrastate trips, Sydney short-break target market (Appendix 4). There is
amounting to an 10% share of the NSW market. In meeting an opportunity that industry activities in line with the case
the guiding principles of managed growth, one of key focus studies can increase the number of areas within the DSSS
areas for the next five years must be converting a greater zone which are in the Top 10 in 2022, making DSSS the #1
proportion of visitors to overnight stays and dispersing those destination for overnight short breaks from Sydney.
stays across the year, to mid-week and geographically
across the region.
This approach not only makes sense in managing growth,
but as Table 6 below shows it makes good economic sense.
Of the Sydney Short Break Market (1-3 days), DSSS hold
11.6% of the market, while neighbouring Destination Sydney
Surrounds North (DSSN) holds a 17.6% share.
Current Target 2022 Increase
Market Segment
Share Share Value in Value
Sydney Overnight 23% 1.5% $921M $85M
Sydney Day 23% 1% $606M $46M
Table 6: Shift-share analysis of Sydney source market
Analysis: Target Markets and Growth Potential 29You can also read
