VISITOR ECONOM STRATEG 2017-2021 - Tourism Greater Geelong And ...
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VISITOR ECONOMY STRATEGY 2017-2021
TOURISM GREATER GEELONG AND THE BELLARINE INC Level 1 - 48 Brougham Street Geelong VIC 3220 P (03) 5223 2588 E info@tourismgeelongbellarine.com.au W tourismgeelongbellarine.com.au ABN: 26 990 691 173
CONTENTS || FOREWORD 4 BACKGROUND 6 ORGANISATIONAL STRUCTURE 7 VISITOR ECONOMY 8 PARTNERSHIPS 10 ABOUT US 12 MISSION 14 OUR PRIORITIES 16 WHAT IS SUCCESS 19 FACTS AND FIGURES 20 STRATEGY AT A GLANCE 22 OVERVIEW 24
TOURISM GREATER GEELONG AND THE B
ELLARINE
FOREWORD
||
With a broader focus on the visitor economy we understand
and recognise that experiences are now our superstars,
,
with digital content storytelling and engagement our mantra .
Likewise we recognise the most the insights to understand We want people from
important tourism asset we what motivates visitation near and far to enter the
have is the people who live here. and to identify the roadblocks conversation, connect with
Visitors want to live like a local and barriers to visitation. unique local experiences
as they seek moments that and share their stories.
We also understand that we do
matter and genuine experiences.
not strive in isolation and we will A healthy and dynamic visitor
With this new strategy we continue to forge partnerships economy is critical to our region.
recognise the need to change, and alliances to better engage We welcome your involvement
to understand and to adapt, to and better deliver a seamless and seek your support as we
ensure that our region and our visitor experience. embark on this journey that
industry doesn’t simply compete will take us beyond 2020.
As we embark on a new future
in a cluttered marketplace
we are confident in our status
but actually leads.
as a Regional Tourism Board
Our core brand stories and and strong in our membership
images must be stronger than support. We embrace new
ever and worthy of sharing. partnerships and new ways of
Our planning and lobbying and doing things and bid farewell
industry development must to an era when glossy print
deliver new reason to visit and advertising was our reason
to stay longer. Our industry for existence. John Stevens
must be better trained and Chairman
With the launch of this Strategic
to have the skills to exceed
Plan taking us further than
visitor expectations.
2020, we detail a path forward
We will measure success not that goes beyond what we
just in guest arrivals but also once called tourism. We seek
in visitor satisfaction and to engage with more people
in the desire to return and from new sectors who’ll become
recommend us to others. destination ambassadors
and brand advocates. Roger Grant
At the heart of this strategy and
into the future we have Executive Director
4
VISITOR ECONOMY STRATEGY 2017-2021
5
TOURISM GREATER GEELONG AND THE B
ELLARINE
BACKGROUND
|
|
,
Founded in January 2014 Tourism Greater Geelong and The Bellarine
.
Inc (TGGB) is the regional tourism organisation for the region from
Werribee to Armstrong Creek including Geelong the Bellarine ,
,
Peninsula Queenscliff and the Moorabool Valley .
TGGB is managed by a board of
eleven people. Representatives
include municipal stakeholders,
tourism industry professionals
and skills-based appointees. The
board is led by an independent
chairperson and administered
by our staff.
Melbourne
Lara
Bannockburn Avalon Airport
Portarlington Port Phillip Bay
Corio Bay
Indented Head
Geelong
Drysdale
St Leonards
Wallington
Queenscliff
Ocean Grove
Barwon Heads Point Lonsdale
6
VISITOR ECONOMY STRATEGY 2017-2021
ORGANISATIONAL
STRUCTURE
||
An Executive Director oversees the team of 17 staff (14.5 EFT) in the
,
areas of marketing industry development business events visitor , ,
.
information and administration 120 volunteers welcome travellers
to Visitor Information Centres across the region through the provision
of industry funded visitor information guides maps and referrals , .
MEMBERSHIP MARKETING VISITOR INFORMATION INDUSTRY BUSINESS EVENTS
SERVICES DEVELOPMENT GEELONG
Since the release of our last municipal partners and support The dividend expected from
strategy TGGB has been the delivery of our strategic the local and state government
formally recognised by Visit plan through the provision of investment with the tourism
Victoria as a Regional Tourism financial and human resources. industry is a more robust
Board. This provides us an The City of Greater Geelong local economy with increased
annual funding allocation as provides the major financial employment, investment and
well as access to the suite of support to employ staff and clear economic and social
research, industry development, administer TGGB. All three of outcomes. The relationship
cooperative marketing, grant our municipal partners have between TGGB and our
programs and other initiatives recognized the importance of municipal partners is formalised
delivered at state level. working in partnership with the through a Memorandum of
tourism business community Understanding.
The City of Greater Geelong, and state government to deliver
Borough of Queenscliffe greater industry coordination,
and Golden Plains Shire are cooperation and leadership.
7
TOURISM GREATER GEELONG AND THE B
ELLARINE
TOURISM
| |
is best
now defined as
VISITOR ECONOMY
||
Traditional definitions of tourism tend to focus on
the consumption activities of leisure tourist people
,
travelling for holidays site-seeing and recreation .
More contemporary definitions The strength and potential
have expanded to include people future growth of the visitor
travelling for other reasons - economy is recognised in local,
visiting friends and relatives, regional, state and national
business, work, education or economic development
medical services. strategies. The visitor economy
is of critical importance to the
The term ‘visitor economy’ is a economic and social well being
more accurate definition of the of Greater Geelong and The
broader impact of our industry. Bellarine region. Its potential
It brings together the sectors for growth is a strength of
offering direct visitor services the region and our ability to
like accommodation, transport, facilitate and help capitalize
tour companies and attractions on that potential is through
with intermediaries and indirect the delivery of our 2017-2021
sectors like retail and food Strategic Plan.
production. This recognises that
visitor activity does not occur
in isolation and contributes to
investment and jobs across a
range of industry sectors.
8
VISITOR ECONOMY STRATEGY 2017-2021
9
TOURISM GREATER GEELONG AND THE B
ELLARINE
PARTNERSHIPS
|
|
s
STRATEGIC PARTNERS
G21 and Geelong Chamber
of Commerce and Committee
for Geelong
THEY GIVE US: Coordination,
leadership and a united voice
nt e r
ar
for the region.
WE GIVE THEM: Tourism
expertise and sector specific
leadership.
Regional Development
Victoria and Regional
strategic p
Development Australia
THEY GIVE US: Opportunities
TOURISM
for government investment
to grow the visitor economy.
WE GIVE THEM: A strategic
framework to invest in
infrastructure and job growth. GEELON
Invest Victoria
THEY GIVE US: Support to
facilitate private investment
THE BEL
in tourism infrastructure.
WE GIVE THEM: Leadership,
advocacy and research-based
priorities.
MUNICIPAL PARTNERS
mun
City of Greater Geelong and
Borough of Queenscliffe
and Golden Plains Shire
THEY GIVE US: Financial
and human resources.
icipal
WE GIVE THEM: Positive outcomes
in their local visitor economies.
10VISITOR ECONOMY STRATEGY 2017-2021
Partnerships enhance performance by collaborating with
member businesses tourism and community organisations and
at all levels of government for mutually beneficial outcomes .
TOUR
TOURISM PARTNERS
Visit Victoria and
Tourism Australia
THEY GIVE US: Opportunities
to leverage broader campaigns
and insights into wider tourism
ISM
trends.
WE GIVE THEM: Connections
with regional experiences and
content.
partners
Destination Melbourne
THEY GIVE US: Connection to
interstate and international
travellers to position Geelong
GREATER
and The Bellarine as an easy
and worthwhile extension of
visiting Melbourne.
NG AND WE GIVE THEM: Resources,
content and unique stories
to tell.
LLARINE Victoria Tourism
Industry Council
THEY GIVE US: Statewide
leadership, coordination
and advocacy for tourism
and the visitor economy.
WE GIVE THEM: Membership,
support and active
participation.
s
Great Southern Touring Route,
r
Go Beyond Melbourne and
e
other cooperatives.
pa rt n
THEY GIVE US: Global
travel trade distribution and
sales networks to increase
international visitation.
WE GIVE THEM: Experiences
and operators that are ready
and willing to work with the
international travel trade.
11TOURISM GREATER GEELONG AND THE B
ELLARINE
Vision
| || ||
Greater Geelong and The Bellarine is a globally
recognised destination that delivers world
standard visitor experiences.
Mission
Tourism Greater Geelong and The Bellarine exists
to grow and support the visitor economy through
leadership, promotion and development.
WE SERVE
Existing visitors who already have an
affinity with the region.
Potential visitors who aren’t familiar with
the region – we’ll build a desire to visit.
Members of the tourism industry who are
delivering visitor experiences in the region.
Business events sector, supporting and
connecting organisers with regional products.
Industry sector partners we work with to deliver
positive outcomes for the visitor economy.
12VISITOR ECONOMY STRATEGY 2017-2021
VALUES
|
TEAMWORK
Everyone contributes individual strengths
and effort to achieve shared goals.
CREATIVIT�
A dynamic environment that embraces
innovation and encourages bravery.
LEADERSHIP
Having the passion, knowledge and
conviction to set a clear path forward
with positivity and energy.
ZEST
Approaching our work and our future
with infectious optimism, eager energy
and unbridled enjoyment.
JUDGEMENT
Challenging ourselves to consider
all resources so we’re responsible
for good decisions.
13TOURISM GREATER GEELONG AND THE B
ELLARINE
OUR
OPPORTUNITIES
||
|
ARE GREATER THAN OUR
CHALLENGES
Achieving our ambitious mission will be a challenge There are also .
some existing challenges we need to be mindful of as we work towards
our vision and implement the activities outlined in this strategy .
MAKE THEM STA� We now have the opportunity DIGITAL EVOLUTION
Our proximity to Melbourne to take that work throughout Tech keeps changing, improving
is a blessing and a curse. the region to identify, refine and beginning again. It presents
Ease of access makes the and communicate destination vast opportunities while also
region attractive, but perhaps brands including the subtle, challenging us to stay relevant.
also makes it too easy to go complementary differences It impacts on the distribution of
home at the end of the day. between our townships and travel, on booking patterns and
Our work needs to focus on locales. on visitor behaviour. We need
providing more experiences to monitor, understand and
that encourage longer stays. GAME CHANGERS. respond when it’s appropriate
Our Tourism Development Plan
DEVELOPMENT WITHOUT has identified the key game ACCESSIBLE TOURISM
DESTRUCTION changing projects that should With the National Disability
be investment priorities. We’ll Insurance Scheme headquarters
To reach our full potential, drill further down and work
there has to be development. soon to open in Geelong
to advocate for government alongside agencies like the TAC,
Investment in new infrastructure commitments and facilitate
will open new experiences and Worksafe and the associated
private investment in those service industries, we see
better meet visitor expectation. areas we expect the greatest
But that development shouldn’t potential for the region to
impact. leverage the profile created by
compromise the rural amenity
and natural environment at the these organisations and position
heart of our regional strengths. REDEFINING WHO WE ARE the region as a leader in the
The expansion beyond tourism provision of accessible tourism
BUILDING THE BRAND into the visitor economy has product and experiences.
opened up potential new sectors
Whilst the Geelong brand had and opportunities for new
taken a hit in recent years, partnerships. Tourism has
we’ve undertaken significant a seat at new tables and
work to build it. we’re planning to make
the most of it.
14VISITOR ECONOMY STRATEGY 2017-2021
15TOURISM GREATER GEELONG AND THE B
ELLARINE
OUR PRIORITIES:
PROMOTION
||
Destination marketing and promotion including communications focusing
on key themes and competitive advantages relevant tactical initiatives , ,
working cooperatively with state and national bodies and leveraging
broader opportunities .
WE WILL WE WILL
Build the brand of Geelong Provide inspiration and
and The Bellarine as a visitor information to connect visitors
destination to increase with the experiences they desire.
awareness, foster positive
sentiment and grow demand.
B�
B� • Conducting tactical
marketing initiatives
• Implementing an active and offering appropriate
schedule of content leverage opportunities
marketing that leads with for industry product.
the experiences we know
drive visitation.
•
Working cooperatively with
state, national and industry
marketing bodies to leverage
broader opportunities.
16VISITOR ECONOMY STRATEGY 2017-2021
OUR PRIORITIES:
DEVELOPMENT
|
|
Destination development will focus on industry development programs ,
identifying and championing infrastructure development opportunities
(including potential public / private partnerships) as well as facilitating
industry partnerships and the growth and development of events .
•
Providing relevant insights
WE WILL and research to understand
performance trends, WE WILL
consumer sentiment and
Enrich the visitor experience support good decision Help the region reach its tourism
by supporting and sustaining making. potential through the delivery of
a high performing tourism critical infrastructure.
•
Facilitating industry
industry that exceeds visitor
partnerships with a positive
expectations.
approach to cooperative
projects.
B�
B� •
Working to grow, develop
and maximise the positive
• Identifying and championing
impact of events.
key priority projects that
•
Implementing an inspired will grow capacity, satisfy
program of industry visitors and generate positive
development that engages, economic outcomes.
informs and grows industry
capacity with relevant •
Facilitating partnerships with
education and training government and the private
delivered by respected sector to pursue profitable
experts. tourism infrastructure that
complements and capitalises
on regional strengths.
17TOURISM GREATER GEELONG AND THE B
ELLARINE
OUR PRIORITIES:
LEADERSHIP
||
Destination leadership and stewardship planning and governance ,
including engaging with relevant industry and government stakeholders
and organisations as well as providing leadership in strategy planning , ,
industry advocacy and research .
WE WILL WE WILL WE WILL
Lead a strong and coordinated Ensure our industry and our Sustain an effective
tourism industry with a united destination is best placed to and responsible tourism
and compelling voice. take advantage of the greatest organisation.
opportunities.
B� B�
B�
• Continuing an open and •
Providing accountability and
communicative relationship • Engaging with relevant good governance through
with tourism industry industry and government stakeholder engagement
members to ensure our stakeholders and and reporting.
policies reflect their reality. organisations.
• Maintaining an informed
and strategic approach
to contemporary issues,
maximising those insights
to drive a positive tourism
agenda.
18VISITOR ECONOMY STRATEGY 2017-2021
WHAT IS
SUCCESS?
||
Success in regional tourism is not as straightforward as one number
moving ever upward .
We will set targets against the key deliverables for our organisation to
.
measure and report on our own performance It’s also vital to understand
the bigger trends of how tourism is tracking in the region We will .
monitor industry reporting to gauge the performance of the industry
against the benchmarks our work seeks to impact positively .
MEASURING OUR MEASURING
PERFORMANCE THE REGION
• Financial sustainability. • Visitation data.
• Project delivery. • Economic impact.
• Engagement levels from • Investment trends.
consumers and industry.
• Industry and consumer
• Business Events sector sentiment.
performance.
19TOURISM GREATER GEELONG AND THE B
ELLARINE
THE
VISITOR ECONOMY
|| |
|
IN GEELONG AND THE BELLARINE
| Attracts around
5m
visitors annually
2.8m
as at 1 January 2017
Attracts around
day visitors
2.2m
overnight visitors
They spend It's worth
$796m
35% on experiences 4,794
30% on accommodation
10% on retail jobs
25% other
20VISITOR ECONOMY STRATEGY 2017-2021
Since Tourism Greater Geelong and The Bellarine was formed in
,
2014 our visitor economy has grown markedly and outperformed ,
regional Victorian averages .
2014-2016 change
GEELONG AND REGIONAL VICTORIAN
THE BELLARINE AVERAGE
Domestic
Visitors g15.34% g5.25%
Visitor nights g9.34% h0.85%
International
Visitors g46.34% g34.12%
Visitor Nights g7.49% g7.46%
Day trips
Visitors g9.9% g9.9%
BUSINESS EVENTS GEELONG VISITOR INFORMATION CENTRES
Average event size is In 2016 they assisted 200,454
50 delegates. visitors with their travel plans,
enticing 85% of travellers to do
Total business events in more than they had originally
2016 = 6,505 – an increase planned. 48% spent more money,
of 207% vs 2014. 52% stayed an extra day and 93%
plan to return to the region after
Total delegates in 2016 talking to a local.
= 326,638 – an increase
of 140% vs 2014. This data and these achievements
highlight where we are now.
Greater GeelonG and
the Bellarine
With the right investment and
tourism
development plan
development, the Visitor Economy
Summary
is projected to grow to 7 million
visitors worth $1.145 billion by
2030. Our Tourism Development
Plan outlines how we’ll get there.
21TOURISM GREATER GEELONG AND THE B
ELLARINE
THE STRATEGY
AT A GLANCE
VISION MISSION
Greater Geelong and The Bellarine is a globally Tourism Greater Geelong and The Bellarine
recognised destination that delivers world exists to grow and support the visitor
standard visitor experiences. economy through leadership, promotion
and development.
WE SERVE CREATIVIT�
TEAMWORK
• Existing visitors
• Potential visitors
• Members of the Tourism Industry ZEST
• Business Events Sector
|
• Industry sector partners
JUDGEMENT
LEADERSHIP
WHAT IS SUCCESS?
MEASURING OUR PERFORMANCE: MEASURING THE REGION:
• Financial sustainability • Visitation data
• Project delivery • Economic impact
• Engagement levels from consumers • Investment trends
and industry • Industry and consumer sentiment.
• Business events sector performance.
22VISITOR ECONOMY STRATEGY 2017-2021
MAKE THEM STAY REDEFINING WHO WE ARE
Convert day trip to overnight visitation. Tourism evolving into the visitor economy
has broadened our horizons and opened
new opportunities.
DEVELOPMENT WITHOUT DESTRUCTION
Build infrastructure to allow the region to grow DIGITAL EVOLUTION
without damaging the visitor experiences.
Monitor, understand and respond positively.
BUILDING THE BRAND ACCESSIBLE TOURISM
Work to foster positive recognition
Leverage the national profile created by local
of the region and destinations.
organisations to be a leader in accessible tourism.
GAME CHANGERS
Facilitate investment in the projects
that will have the greatest impact.
OUR PRIORITIES
PROMOTION DEVELOPMENT LEADERSHIP
WE WILL: WE WILL: WE WILL:
• Build the brand of Geelong • Enrich the visitor experience • Lead a strong and
and The Bellarine as a visit by supporting and sustaining coordinated tourism
destination to increase a high performing tourism industry with a strong
awareness, foster positive industry that exceeds visitor and compelling voice.
sentiment and grow demand. expectations.
• Ensure our industry and our
• Provide inspiration and • Help the region reach its destination is best places
information to connect tourism potential through to take advantage of the
visitors with the experiences the delivery of critical greatest opportunities.
they desire. infrastructure.
• Sustain an effective
and responsible tourism
organisation.
23TOURISM GREATER GEELONG AND THE B
ELLARINE
OUR STRATEGIES
LEAD TO
ACTIONS
| |
OUR ACTIONS PROVIDE
||
OPPORTUNITIES
Our Visitor Economy Strategy
sets an ambitious vision and
positive mission, with focus on
the priorities where our resources
will deliver the biggest impact.
We’ve identified our key partners
and significant opportunities to
capitalise on as we drive towards VISITOR
achieving our definition of success. ECONOMY
STRATEGY
2017-2021
24VISITOR ECONOMY STRATEGY 2017-2021
Our Annual Action Plan details the
specific projects we’ll undertake
and the budgets allocated to
various marketing, development
and leadership activities
2017-2018
ACTION
PLAN
Our Member Opportunity Guide
describes the projects we’ll
implement throughout each year
to achieve our collective goal of
more visitors doing extra, staying
longer and spending more. It’s an
important tool for our industry
partners to plan their involvement
in regional activities.
2526
VISITOR ECONOMY STRATEGY 2017-2021
27TOURISM GREATER GEELONG AND THE BELLARINE INC Level 1 - 48 Brougham Street Geelong VIC 3220 P (03) 5223 2588 E info@tourismgeelongbellarine.com.au W tourismgeelongbellarine.com.au ABN: 26 990 691 173
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