NEWCASTLE VISITOR ECONOMY VISION

FINAL REPORT, FEBRUARY 2018

1 Image @chrisbeetham FOREWORD

The Newcastle Tourism Industry Group are proud either underway or planned, including; the smart to set out our vision for the visitor economy over city initiative, light rail development, cruise the next decade. terminal development and completion of the city University campus, as well as a significant At the core of the concept of the visitor economy portfolio of new property and commercial is the economic activity of visitors, embracing all accommodation development. of the elements that make for a successful visitor destination. This includes; Given the strengths of our great city and the range of visitor experiences throughout the ▪ The diverse range of assets that attract visitors; - including Wine Country, Upper ▪ The infrastructure that helps to reinforce and Hunter and Port Stephens, and neighbouring shape destinations’ sense of place; and destinations such as Central Coast, we have ▪ The services that cater for the needs of visitors significant untapped potential. Mature tourism (and of residents), that create economic and experiences elsewhere in the Hunter and social activity and increase spending. surrounding areas complement the city’s existing The visitor economy already makes a leading and developing attractions and experiences. contribution towards Newcastle being a smart, However, we also have challenges which need to liveable and sustainable city in 2017; be addressed, including outdated perceptions of ▪ Generating $950m in visitor expenditure Newcastle in domestic and international markets. ▪ Attracting 100,000 international visitors This document sets a vision for delivering on our undoubted potential. It identifies a number of ▪ Attracting 4.3m domestic trips (day and game-changing investments and projects which overnight visitors) will attract new visitors and expenditure, and ▪ Over $1b in development approvals. drive perception change. Forecasts are indicating continued growth for We look forward to working with business, both domestic and international visitor markets, community and government partners to deliver and a wide range of exciting new investment is on this Visitor Economy Vision for Newcastle.

2 Image Destination NSW EXECUTIVE SUMMARY

A MAJOR DRIVER OF NEWCASTLE’S ▪ Leisure tourism (holiday & visiting friends and opportunities which will drive new visitors and ECONOMY relatives) - 1.32b* in expenditure and 4.75m expenditure, and in the longer term, an The visitor economy is already a major wealth visitors. evolution in perceptions of Newcastle as a creator for the City - the sector attracted * Please note that the visitation and expenditure forecasts arising from great place to visit, invest and do business. these growth scenarios should not be treated cumulatively. approximately $950m in visitor expenditure These gamechanger projects focus on adding and 4.4 million visitors in 2017. GROWTH STRATEGY depth, range and quality to our visitor 2027 GROWTH TARGETS Growth will be achieved through targeting a experiences, events, precincts and products: the all-important motivators which influence trip If Newcastle’s visitor economy achieves growing market share of regional NSW’s trips, decisions from visitors in our target markets. industry-wide growth forecasts to 2027, both nights and visitation in our target markets and visits and nights spent in destination are set to sectors. Effective collaboration and partnerships are the experience strong growth, with domestic Given our strengths as a destination, the critical enablers which will facilitate delivery of overnight expenditure doubling and following markets and segments have been growth potential of our visitor economy. international visits rising by over 50% - identified as providing optimal opportunities for attracting an estimated 5.81 million visitors growth and new investment; (7.4 million nights) and generating $1.84 billion ▪ Business tourism and events; in expenditure. However, Newcastle as a destination has significant scope for additional ▪ Sporting and cultural events; growth beyond these baseline forecasts. In our ▪ Visiting friends and relatives (VFR) & target growth sectors by 2027, the city can education; generate; ▪ Leisure (holidays and VFR); ▪ International tourism - 167,000 international ▪ International. visitors, spending $751m* Attracting new investment is critical to realising ▪ Business tourism - $324m* in expenditure the full potential of the City’s visitor economy. and 1.21m visitors This document highlights a series of game- ▪ Leisure events (sports and cultural) - $82m* changing investment, infrastructure and project in expenditure and 490,000 visitors 3 EXECUTIVE SUMMARY

DESTINATION INVESTMENT OPPORTUNITIES ENABLING ACTIONS TO ACHIEVE THE 5. City and Region Together: Where Key opportunities identified include; VISION appropriate to target markets and A series of enabling actions are critical if the advantageous to Newcastle, the City’s ▪ Business/ Conference-led growth: Development tourism proposition can be immeasurably full potential of the City’s visitor economy is to of a new conference centre in Newcastle’s CBD as stronger when positioned alongside the an immediate priority, and in the medium to be realised; Hunter Region and neighbouring longer term, deliver a step-change in conference 1. One Voice: Industry speaking with one destinations. capacity via attracting investment in a major new voice on an agreed program of priorities. venue in the Broadmeadow Event and 6. Bringing Precincts to Life: Development Entertainment precinct. 2. Effective Partnerships: Working with and placemaking which draws out the Hunter Development Corporation there is unique appeal of the City’s precincts. ▪ Leisure event-led growth: Development and an opportunity to investigate the activation of Broadmeadow and Surrounds Event 7. Signature Experiences: The importance of and Entertainment precinct. potential of an ‘authority model’ which basing growth around ‘signature’ or ‘hero’ has the resources and authority to take experiences – the products and ▪ Leisure-led growth: Development of a new opportunities to market. premier harbourside leisure precinct in the area experiences which are the ‘must-sees’ or around Queen’s Wharf Jetty, Harbour Square, 3. Supporting new businesses: Investigating motivators for trip decisions. Foreshore Park and the former Newcastle Station opportunities for the extension of precinct. Newcastle University’s incubator program to the travel and tourism sector. ▪ Leisure-led growth: Investment to deliver the potential of , Nobbys and the East 4. Co-operative Marketing Investment: End Heritage precinct. Seeking increased commitment to ▪ VFR/ Education-led growth: Development of a increased levels of co-operative cultural heritage precinct at King Edward Park. marketing by partners across the region. ▪ Leisure-led growth: Leveraging the potential provided by Glenrock State Conservation Area. ▪ Leisure-led growth: Development of a major new marine leisure precinct in Stockton. 4 CONTENTS

Foreword 2

Executive Summary 3

Introduction 6

The Visitor Economy’s Role in 7 Delivering Newcastle’s potential

Newcastle’s Tourism Economy in 2017 9

Newcastle’s Tourism Economy in 2027 18

Destination Investment Opportunities 24

5 Image @__leeroy INTRODUCTION

PURPOSE OF THE REPORT This document sets an industry-led vision for delivering the potential of Newcastle’s visitor economy. It complements existing initiatives and policy frameworks including; the ’s Economic Development Strategy (2015), Destination Management Plan (2016), Newcastle 2030 (2013), and the Smart City Plan (2015), and is prepared within the context of the significant public and private development currently taking place or planned throughout the city. Forecasts indicate that Newcastle’s visitor economy is well set for sustained development – growing by 28.5% to approximately 5.8 million visitors (7.4 million nights) by 2027. Expenditure is forecast to grow by over 90% during this period. When this forecast growth is combined with planned investment and the natural strengths and positioning of the City, the next decade provides an unparalleled opportunity for community and business partners as well as new investors. This Vision document reaffirms our target visitor markets and identifies a series of game-changing projects and investment opportunities which will be instrumental in driving further growth beyond these baseline forecasts.

6 Image @where.is.matty THE VISITOR ECONOMY’S ROLE IN DELIVERING NEWCASTLE’S POTENTIAL

7 Image @diphos THE VISITOR ECONOMY’S ROLE IN DELIVERING NEWCASTLE’S POTENTIAL

THE VISITOR ECONOMY’S ROLE IN The Newcastle Destination Management CREATING A SMART, LIVEABLE AND Plan 2016-2019 identifies the following SUSTAINABLE CITY objectives; Tourism contributes to the achievement of the Newcastle is the second largest non-capital 1. Improve visitor experience overall vision for the City by: urban centre in . 2. Develop strategic marketing ▪ Attracting visitor expenditure which supports At the core of Newcastle’s investment 3. Facilitate product and asset local business and supplier industries; attraction strategy is the adoption and development application of ‘Newcastle 2030’, the 4. Facilitate industry development ▪ Improving the profile of the city as a place to Economic Development Strategy, as well as 5. Encourage advocacy live, work and do business as well as invest; the Smart City Strategy. The Smart City strategy seeks to: From technology to learning, to sports ▪ Helping build a sense of community and ▪ Improve operational efficiency; and cultural event infrastructure over the pride in Newcastle as a destination; next ten years, Newcastle is set to ▪ Increase sustainability; continue and improve its place in Lonely ▪ Position Newcastle as a smart lifestyle city ▪ Generate economic development activity; Planet’s ‘Best in Travel’ listing and improve internationally and on its award winning event hosting.

▪ Improving visibility of Newcastle as a high ▪ Position Newcastle as a smart lifestyle Alongside visitors, the primary city internationally. beneficiaries of investment in improved quality, sustainable destination on the global Within the context of tourism product infrastructure and an expanded stage. development activities and attraction/ entertainment and experience offering, experience delivery, implementation of the will be local communities and residents. Smart City strategy is especially important. Visitor economy investment will continue to be a driver of improved liveability and economic health.

8 NEWCASTLE’S VISITOR ECONOMY IN 2017

9 Image @diphos NEWCASTLE’S VISITOR ECONOMY IN 2017

There has been steady growth in the City’s visitor numbers since A key driver of Newcastle’s economy 2012, with international visitors growing at a higher average rate than domestic overnight and day visitors (10% p.a. compared with 8% and 7% respectively). $949.5 million visitor expenditure Visitors To Newcastle 2012-2017

5,000,000 1,340,000 domestic overnight visits 4,000,000 3,000,000 2,000,000 1,000,000 2,960,000 day visits -

99,000 international visits

8% share of regional NSW’s visitor market International Domestic Overnight Day

Domestic visitors dominate the market, accounting for over Source: Unless other wise stated, all data is sourced from Tourism Research Australia, 95% of trips. The international market is small, albeit growing International and National Visitor Surveys, year ending June 2017 with the US, UK and New Zealand remaining the largest markets.

10 NEWCASTLE’S VISITOR ECONOMY IN 2017

VISITOR ORIGINS VISITOR ACTIVITIES PURPOSE OF VISIT NSW dominates Newcastle’s domestic Segmenting the market utilising Tourism Leisure activities are the leading drivers of overnight visitor market, accounting for Australia’s key activity groups shows that visits to the City. approximately 75% of all trips, followed by city-based activities are most prevalent, Queensland and Victoria. followed by aquatic and coastal activities. Origins of Domestic Overnight Visitors Newcastle Trip Visitor Segments to Newcastle 8% 10% Acquatic and Coastal 1% 2% 2% 6% 7% 6% Food and Wine 11% Victoria City Queensland Sport and Adventure 10% 63% South Australia History and Culture Western Australia Natural Beauty and Wildlife Source: Tourism Australia/ Andrew Smith 74% ACT Primary Purpose of Visit 1% Holiday By definition, day visitors come from 10% 7% predominately local origins, with interstate VFR travel largely attributable to domestic Business business travel. 52% Employment 30% Other

Source: Destination NSW

11 NEWCASTLE’S VISITOR ECONOMY IN 2017

PLANNED AND PIPELINE From a visitor economy perspective, key DEVELOPMENT developments include: The predicted continued growth of ▪ Significant urban investment activity Newcastle is reflected in the scale of across the city; current and planned investment by both ▪ Investment in new tourism infrastructure Newcastle private and public sector partners; such as; a new conference centre, apartments, hotels and significant tourism ▪ Over $1B in public sector investment transport links including light rail, a cruise ▪ Committed private sector investment ship terminal, and airport upgrades; over the next 2 years already exceeds ▪ A commitment to implementing the $2B, with additional investment vision for the Broadmeadow events planned. precinct (see page 26) offers scope for Factors driving investment include: further diversification in tourism products ▪ An air of certainty for partners and and experiences and the opportunity to investors created in part by sustained generate year-round visitation, and; investment in public infrastructure ▪ Installation of new and improved coastal schemes; walks, for example, Bathers Way. Smart ▪ Macro-economic conditions helping City technological innovations can play a move investment away from typical leading role in activating this space, investment options; delivering on its potential to rival Sydney’s ▪ University precinct expansion and its Bondi. Opportunities include investment positive influence on the City’s vitality in pop-up (temporary) activators such as and viability; and events and public areas, as well as permanent features such as cafes. ▪ Overall improvements to liveability and improved sense of place.

12 NEWCASTLE’S VISITOR ECONOMY – PROJECTS COMMENCED

WICKHAM MASTER CRUISE TERMINAL LIGHT RAIL PLAN DEVELOPMENT

The Wickham Master Plan provides a The $13M investment in development The investment of $650M into the framework for the sustainable long- of the new cruise terminal will be an project will term development of the Wickham important economic driver for eventually have the capacity to precinct. Alongside new residential Newcastle. Recent investment in new carry 1200 people per hour buildings, the master plan calls for bollards has already facilitated new accessing 6 stops along the route. increased investment amenity. The cruise ship arrivals, and is symptomatic This initial stage of development is master plan recognises the significant of the continued infrastructure and due for completion by early 2019. opportunities offered by the successful precinct development necessary to Opportunities for further route activation of waterfront industrial appeal and keep trend to future cruise expansion to Broadmeadow sports heritage, including the Carrington market demand. The potential for precinct, beaches, university and Hydraulic Engine House (“The Newcastle to become a home port for the airport offer significant Pumphouse”), and transport enabling cruise ships offers an additional potential as an enabler to deliver infrastructure such as ferry terminals development opportunity. future growth in the visitor located at Carrington. economy.

13 NEWCASTLE’S VISITOR ECONOMY – PROJECTS COMMENCED

HUNTER SPORTS & HARBOUR FORESHORE & ENTERTAINMENT PRECINCT AIRPORT TERMINAL COASTAL ACTIVATION AND SURROUNDS

As part of a holistically planned Stage 2 components of the Activation of the harbour foreshore precinct, suggested improvements Newcastle Airport Upgrade include from Wickham to Nobbys to include developments such as; a the recent opening of a new Merewether offers significant new entertainment centre, terminal capable of managing potential as a connected precinct consolidation of sporting facilities, international arrivals and which can be a major new driver for hotel accommodation which meets departures as well as the widening the visitor economy. user demand, landscaped walkways of the airstrip and the development Investment in improving the public and cycleways, and commercial of a parallel runway as well as the realm, wayfinding and improved retail tenancies, providing new control tower relocation. connections are key enablers which options for the expanding Opportunities for route expansion will unlock development Newcastle population. Similarly, domestically and to international opportunities which include; additional development across new; destinations including China, New commercialisation and activation of health, education, residential, Zealand, Singapore and Fiji will the Maritime Centre, the former conference and retail facilities will need to be supported by ongoing Newcastle Train Station, Anzac walk, also be required. identification and investment in Surfhouse, and Shepherd’s Hill new infrastructure and services. Cottage. 14 NEWCASTLE’S VISITOR ECONOMY – PROJECTS COMMENCED

UNIVERSITY BATHERS WAY WALK UPGRADE SMART CITY IMPLEMENTATION

As part of ambitious overall Said to rival Sydney’s Bondi to The Smart City Strategy 2017-2021 development plans, the University Bronte Walk, the Bathers Way Walk will see the incorporation of of Newcastle’s $95M investment upgrades will provide Novacastrians digitally connected infrastructure into the NeW Space is already a and visitors with widened pathways, with works which are predicted to key component in unlocking the a skate bowl, a kiosk, fitness drive innovation and creativity University’s contribution as an facilities as well as areas to stop and through enhanced learning, economic driver for the City. In take in the view. Successful collaboration and the delivery of addition to being an economic activation of commercial enhanced liveability and amenities. driver in its own right, increased opportunities along the 6km The ability to tap into real-time student activity can play an Mereweather to Nobbys Beach information with Smart City important role creating an scenic walk, will help ensure that technology will provide visitors with increasingly vibrant city centre. the walk will become the diamond state-of-the-art wayfinding. in the Newcastle coastline crown.

15 NEWCASTLE’ VISITOR ECONOMY IN 2017 OUR TARGET MARKETS & UNIQUE SELLING PROPOSITION With the diversity of infrastructure investment both in place and planned for Newcastle, the Characteristics which are central to our Looking to the future, as the CBD moves target markets which the city can attract are unique selling proposition include; west towards Wickham, a great opportunity equally diverse. These markets include: 1. CITY ON THE BEACH exists to further grow the visitor economy through creating a hotel and mini ▪ Visiting Friends and Relatives (VFR); The CBD and beach are only a short conference centre in the Civic precinct. The walking distance apart - unique viewing ▪ Leisure Events; global recognition of Newcastle’s surf points, an attractive coastal walkway, offering is recognised by hosting major ▪ Business Tourism and Events; and unique event spaces are attractive international events including , often ▪ Cruise; connection points. Mereweather has at Merewether Reserve. recently been recognised by ▪ Drive/Touring Market; www.101bestbeaches.com as Australia’s 2. A WORKING HARBOUR ▪ Indigenous Tourism; best city beach. The is recognised as the ▪ Education; largest coal port in the world. ▪ International Events; With an established reputation for logistics, ▪ Sports Events. the advancement of the port to incorporate cruise vessels, and the addition of tourism related infrastructure in the harbour, there Quite distinct approaches are needed to attract is the potential to offer unique each of the markets, adapting Newcastle’s opportunities for visitor activities. unique selling points to reflect their initial attraction to the city, while building alternative The City also retains a thriving fishing products into each stay. industry including the award-winning Commercial Fishermen's Co-op at Wickham. Source: Destination New South Wales

16 NEWCASTLE’ VISITOR ECONOMY IN 2017

3. EVENTS 4. LIVING HERITAGE 6. FOCAL POINT FOR THE HUNTER REGION Newcastle’s ability to deliver successful The city embraces its built heritage events is reflected in the achievement of providing unique use and re-design The city is a natural focal point for the the World Festival Event City award over options to support both local and visitor Greater Hunter region, acting as a gateway successive years. infrastructure. and benefitting from the appeal which its Successful delivery of events such as the broad range of attractions and food & drink Coates Hire , live music The history depicted in these heritage produce offers. festivals, and the 2015 Asian Cup help sites offers excellent opportunities to generate approximately $220million in develop and promote the stories of the annual revenue for the city. Supercars is a city, reflecting a balance of both old and staple of the City’s offering attracting new built environments. 192,000 visitors in 2017. 5. SMART CITY The smart city movement will be pivotal in shaping how Newcastle evolves as a great destination to work, invest and live as well as visit.

It will be instrumental in revitalising and Source: Revitalising Newcastle bringing renewed investment to our Newcastle also has excellent accessibility by region. road, rail, air and sea. The new light rail network will soon be introduced to further improve the City’s accessibility.

Source: Visit NSW – Newcastle 500

17 NEWCASTLE’S VISITOR ECONOMY IN 2027

Image @diphos 18 NEWCASTLE’S VISITOR ECONOMY IN 2027

OBJECTIVES TARGET GROWTH SECTORS Newcastle will be the market leader in While tourism as a whole is forecast to NSW’s regional visitor economy, as seen grow over the next decade, given our through: strengths as a destination, the following VISION ▪ Measurable growth in target segments markets and segments have been identified as providing optimal ▪ Delivering innovative new experiences All tourism industry partners working opportunities for growth and new (Food & Wine, Water-based, nature- investment; together to drive an increasing level of based, heritage and cultural); 1. Business tourism and events; visitation to Newcastle, where every visitor ▪ Continued investment in key enabling 2. Sporting and cultural events; wants to share their great experiences. infrastructure, creating new visitor economy development opportunities 3. Visiting friends and relatives (VFR) & via public/ private investment education; City of Newcastle Destination Tourism Plan partnerships; 4. Leisure (holidays and VFR); ▪ Growth in the value of tourism above national forecast growth, resulting in 5. International. more jobs; and ▪ Successful partnerships with Sydney & Surrounds and within the Hunter Region.

19 NEWCASTLE’S VISITOR ECONOMY IN 2027

FORECAST BASELINE GROWTH 2017 - 2027 Baseline Visits and Expenditure Growth Projections 2017-2027

7,000,000 $2,000,000,000 $1,800,000,000 If Newcastle’s visitor economy achieves 6,000,000 $1,600,000,000 Tourism Forecasting Reference Panel (TFRP) 5,000,000 $1,400,000,000 growth forecasts to 2027, both visits and 4,000,000 $1,200,000,000 $1,000,000,000 nights spent in destination are set to 3,000,000 $800,000,000 EXPENDITURE experience strong growth, with domestic 2,000,000 $600,000,000 Visits $400,000,000 overnight expenditure doubling and 1,000,000 $200,000,000 international visits rising by over 50%. - $-

However TFRP forecasts are national-level projections. Driven by new investment and development, Newcastle has the potential to

grow at a significantly higher rate in our M A R K E T INTER - D O M E S T I C D A Y A L L G R O W T H N A T I O N A L O V E R N I G H T target sectors. VISITORS VISITORS 2017- 27 VISITORS VISITORS

Visits 54% 27% 33% 28.5%

Nights 77% 20% n/a 37%

Expenditure 241% 100% 51% 93% Source: Tourism Research Australia and Tourism Forecasting Reference Panel 20 NEWCASTLE’S VISITOR ECONOMY IN 2027

STRATEGY FOR GROWTH The game-changing projects and investment opportunities identified in the following pages of Newcastle as a destination has significant this document have the potential to extend growth beyond baseline growth forecasts in our scope for additional growth above and target markets, as illustrated below; beyond baseline forecasts. Growth will be Business Tourism Leisure Events (Sporting & achieved through targeting a growing Cultural) market share of regional NSW’s trips, nights ▪ The sector as a whole can generate and visitation in our target markets and ▪ The sector as a whole can generate $324 in expenditure and 1.21M visitors sectors. $82M in expenditure and 490,000 visitors in 2027 in 2027 GROWTH KPIs ▪ An additional 255,000 visitors above ▪ An additional 188,000 visitors above baseline growth, over 5,000 of which By 2027, the City can generate; baseline, over 16,000 of which will be will be international visitors International Tourism international visitors ▪ Spending an additional $52M - a 19% ▪ 167,000 international visitors, spending ▪ Spending an additional $34M $751M rise above 2027 projections Business Tourism Leisure Tourism ▪ $324M in expenditure and 1.21M visitors (Holiday and VFR) Leisure Tourism (holiday & VFR) ▪ $1.32B in expenditure and 4.75M visitors ▪ The sector as a whole can generate $1.32B in expenditure and 4.75M visitors in 2027 Leisure Events (sports and cultural) ▪ An additional 425,000 visitors above baseline growth, over 25,000 of which will be international visitors ▪ $82M in expenditure and 490,000 visitors ▪ Spending an additional $430M

* Please note that the visitation and expenditure forecasts arising from these growth scenarios should not be treated cumulatively.

21 ENABLERS FOR GROWTH

A series of enabling actions are essential if The benefits of a collaborative partnership the full tourism potential of the City is to approach towards tourism management and be realised; delivery are illustrated in the diagram below - successful collaboration between tourism 1. ONE VOICE industry, public sector agencies, investors and The tourism industry and its partners other stakeholders can be instrumental in speaking with voice on its agreed maximising economic and liveability benefits. priorities. A single structure built on clear KPIs will be well placed to represent the broad range of visitor economy businesses i.e. one voice, charged with delivering destination marketing, co-operative campaigns, strategy, advocacy, and place making. 2. PARTNERSHIP MODEL A new public/ private partnership is required to bring the project to fruition - partners with the vision and resources to deliver large-scale urban development opportunities. Working with Hunter Development Corporation there is an opportunity to investigate the potential of an ‘authority model’ which has the resources and authority to lead the necessary land assembly and purchase tasks and take the resulting opportunities to market. 22 Source: Evan Smith/ Destination NSW ENABLERS FOR GROWTH

3. SUPPORTING NEW BUSINESSES 5. CITY AND REGION TOGETHER Newcastle University runs a business The City’s tourism proposition is incubator program which provides support immeasurably stronger when acting as the for a networked innovation ecosystem gateway and a focal point for the Hunter and across the region. There is potential to neighbouring destinations. Regional extend the program to provide a strengths in food and drink can be dedicated initiative for the travel and effectively showcased in the City, where large tourism sector. and more condensed visitor activity has the potential to create new business 4. CO-OPERATIVE MARKETING opportunities. INVESTMENT TO DRIVE DEMAND 6. BRINGING PRECINCTS TO LIFE A significant element of the investment required to meet growth targets is based Each of the City’s precincts already have their on stimulating demand and being market- own unique appeal - initiatives such as new driven. Commitment to significantly lookouts and light shows/ installations have increased levels of co-operative marketing the potential to help bring them to life even by partners across the region, such as further. businesses and councils, is important if the 7. SIGNATURE EXPERIENCES opportunity to maximise industry potential is to be realised. The importance of basing growth around ‘signature’ or ‘hero’ experiences – the products, places and destinations which are the ‘must-sees’ or motivators for trip and repeat visit decisions.

23

Source: Destination NSW DESTINATION INVESTMENT OPPORTUNITIES

24 Image @diphos DESTINATION INVESTMENT OPPORTUNITIES

STRATEGY FOR GROWTH The following headline opportunities are presented in the following pages of this Tourism Forecasting Reference Panel (TFRP) document. national projections indicate strong growth Potential 2027 Visitation and Expenditure Growth above Baseline Forecasts across all markets with international visitor trips rising at approximately twice the rate of domestic trips. However, Newcastle as a destination provides scope for additional growth above and beyond these forecasts. This will be best achieved through targeting a growing market share of regional NSW’s trips, nights and visitation in our target markets and sectors. Maintaining the status quo will not deliver the full potential of Newcastle’s visitor economy. The growth scenarios outlined (opposite) are based on securing new investment in a series of short and longer term game-changing product and infrastructure opportunities.

* Please note that the visitation and expenditure forecasts arising from these growth scenarios should not be treated cumulatively.

25 DESTINATION INVESTMENT OPPORTUNITIES

DESTINATION INVESTMENT OPPORTUNITIES

The vision for delivering the potential of Newcastle’s 1. Major Recreation and Public To Airport visitor economy is based on securing prioritised Space Precinct investment in game-changing projects. 2. Premier Harbourside Leisure Precinct 7. New 3. Delivering the potential of Marine the Fort Scratchley, Nobbys Leisure Development opportunities focus on adding depth, and East End Heritage Precinct Precinct range and quality to our visitor experiences, events, 4. Cultural Heritage Precinct precincts and products: the all-important 5. Broadmeadow Event Hub 3. Delivering the potential 6. Glenrock State Conservation 8. Marine and of the Fort motivators which influence trip decisions. Area beach-based Scratchley, 7. New Marine Leisure Precinct activities Nobbys and 8. Marine and beach-based East End activities The development opportunities include CBD Heritage 1. Major Recreation Precinct PRECINCT INVESTMENT in new products and and Public Space 2. Premier Precinct Harbourside experiences to grow our appeal in target leisure and Leisure Precinct business markets, and development of a MAJOR MARINE LEISURE precinct. 4. Cultural Heritage Precinct including 5. Broadmeadow Event Hub the Indigenous/ Aboriginal Centre at 6. Glenrock State King Edward Park Conservation Area

26 GAME - CHANGER PROJECT 1: B U S I N E S S / CONFERENCE - L E D GROWTH DEVELOPMENT OF NEW CONFERENCE attracting investment in a major new venue in CENTRE CAPACITY the Broadmeadow Event and Entertainment Increasing the capacity and quality of the City’s precinct. dedicated meetings and conference venues is A new facility should provide a flexible events essential if we are to position Newcastle as a space for up 2000 pax, and be developed for the bona fide business and conference destination. main purpose of business events and Potential sites in Honeysuckle, Broadmeadow conferences but also have the capacity to and Surrounds Event and Entertainment accommodate consumer events. Support Precinct, the area currently occupied by the requirements to fully realise the market Source: Venues NSW: Hunter Sports and Entertainment Precinct Entertainment Centre, and former Newcastle opportunity include: Station Precinct provide great location options ▪ Development of new hotel properties and for new conference centres, benefitting from; rooms in line with anticipated increases in ▪ Being located in busy and well connected demand from the business and events sectors; CBD precincts; ▪ Proactive marketing of the city as a business ▪ The opportunity to leverage infrastructure destination to conference organisers and key and the extensive new property development economic sectors; coming on stream in these precincts; ▪ Smart and connected wayfinding and ▪ Marketing and event attraction which transport connections to support city-wide leverages off Newcastle’s key economic orientation; sectors; and ▪ Hospitality and entertainment experiences Source: Venues NSW – Newcastle Entertainment Centre ▪ Improved accessibility to customers from that meet with market requirements, including opportunities from the continued the potential opportunity to secure the development of Newcastle airport. floating pavilion currently in Darling Harbour to be utilised as an events venue; and Development of a new conference centre in Newcastle’s CBD is an immediate priority, and in ▪ Commercialisation of tertiary and minor the medium to longer term, a step-change in conferences assets. conference capacity can be achieved via 27 GAME - CHANGER PROJECT 2: LEISURE EVENT - L E D G R O W T H

BROADMEADOW & SURROUNDS EVENT AND CASE STUDY ENTERTAINMENT PRECINCT The $575m revamp of the Adelaide Oval has not Proposals are currently being considered to only attracted additional local sports fans with its develop the potential of the Broadmeadow ability to host multiple sports, but it’s estimated and Surrounds Event and Entertainment that AFL in the city has helped inject an additional precinct, positioning it as an entertainment $240 million into the South Australian economy precinct of global significance. during the stadium’s first 12 months of operation. To stand out from the crowd, the precinct Source: Newcastleknights.com.au – Hunter Stadium needs clear positioning. Successful activation can be achieved through innovative public/ private partnerships which deliver high quality entertainment options as well as development in complementary sectors including education, health, residential, retail and sports-related fields such as a multi-code centre of excellence. The Adelaide Oval has also received 43 State, national and international awards since its The precinct has clear potential to be a redevelopment. It has secured large international game-changing investment for attractions such as the Rolling Stones and ACDC entertainment and events-led growth and a concerts, as well as international cricket and soccer key driver of the City’s visitor economy. To games. The stadium’s location and great Source: Venues NSW - Concept Plan for Hunter Sports & Entertainment Precinct fully deliver on its potential, ensuring connections to the CBD have been an important connectivity via light rail is an outcome that factor in its initial success. stakeholders should be given full consideration towards.

28 GAME - CHANGER PROJECT 3: LEISURE - L E D G R O W T H PREMIER HARBOURSIDE C A S E S T U D Y LEISURE PRECINCT San Francisco’s Fisherman’s Wharf The areas around Queen’s Wharf Jetty, Harbour stands on land created out of the Square, Foreshore Park and the former rubble of the 1906 earthquake and Newcastle Station precinct provide an ideal Fire. The main port was once an opportunity to develop a new premier harbour- industrial site receiving lumber, food and immigrants into the city. side precinct for the City. Today, the heritage of early The high value waterside setting and ready fishermen, love of the sea, and access to Newcastle’s public transport network tradition of good food and drink are key enablers. Newcastle already benefits contribute to the culture and atmosphere of this world famous tourist attraction. Source: honeysuckle.net/history - Honeysuckle Precinct from a high quality environment based around its living heritage and beach-side setting. The Wharf is home to sea lion shows, Ripley’s Precincts such as Brisbane’s Southbank, Darwin Believe It or Not! Museum, Musée Mecanique, the Harbour or San Francisco’s Fishermans Wharf Aquarium of the Bay, as well as speciality shops and demonstrate the potential on offer. restaurants, and more. Fisherman’s Wharf has A new public/ private partnership is required to gained renown as a gourmet food and dining district. bring the project to fruition - through partners with the vision and resources to deliver a large Fisherman’s Wharf has become the number one scale urban development opportunity. tourist destination in San Francisco, receiving 12 Activation will need to include; million visitors annually. On any given day, the • The water environment – soft recreation and number of visitors to the Wharf can range from activity opportunities; 24,000 to 120,000 people. The Wharf supports over • New magnet visitor attractions; 8,384 jobs, including 1,475 jobs at the 13 hotels Source: Newcastle Herald - Foreshore Park • Hotel development and; located within the Wharf. As well as this, there is a • Supporting food and beverage/ thriving fishing industry, currently with 185 active entertainment offerings. vessels producing 19 million pounds of seafood every year. 29 GAME - CHANGER PROJECT 4: LEISURE - L E D G R O W T H

DELIVERING THE POTENTIAL OF FORT CASE STUDY SCRATCHLEY, NOBBYS AND EAST END HERITAGE PRECINCT Titanic Belfast is the world’s largest Titanic themed attraction. Paying homage to Belfast’s maritime Fort Scratchley is an iconic part of heritage and shipbuilding past, the 12,000m2 Newcastle’s living heritage, and is already a attraction sits in front of the actual site where the much loved visitor attraction. RMS Titanic was built and launched in 1912.The Leisure tourism thrives off creating reasons attraction forms the centrepiece of the Titanic to visit - fresh ideas and new investment can Quarter; a mix of residential, commercial, education help deliver the potential of Fort Scratchley and retail space across 135 acres of master-planned Source: VisitNewcastle heritage site. and connecting precincts. Sympathetic new development can help draw out the area’s living heritage to create an even more active and vibrant precinct that has the potential to be a game-changer for the City. A formal Expression of Interest (EOI) process provides a useful mechanism to invite submission of new ideas and investment propositions. Ideas could include: Source: Ireland.com Titanic Belfast was co-financed through a ▪ Utilising new technologies such as public/private partnership between the Federal augmented or virtual reality to tell the Government, Northern Ireland Tourist Board, Belfast story of the Fort/ Newcastle’s history; and City Council, Belfast Harbour Commissioners and ▪ Deliver compelling events and experiences Titanic Quarter Limited. It is wholly owned by the Source: Destination NSW that use the Fort as a backdrop. Titanic Foundation, a government charity that was established to preserve the authenticity of Belfast’s maritime and industrial heritage.

30 GAME - CHANGER PROJECT 5: VFR/EDUCATION - L E D G R O W T H

CULTURAL HERITAGE PRECINCT CASE STUDY

King Edward Park provides a standout Museum of New Zealand Te Papa Tongarewa, opportunity to develop a compelling set of Wellington is widely acknowledged as being a new cultural experiences for Newcastle. world-leading example of a museum/ institution These opportunities are based on innovative which has successfully delivered indigenous stories approaches to storytelling, particularly and heritage in an entertaining and educational relating to the region’s rich indigenous manner. heritage. These assets can build appeal to This extremely engaging institution is renowned for both local and interstate education groups being bicultural, scholarly, innovative, and fun. The and VFR visitors. institution is constantly looking for innovative new ways to connect with their visitors. Source: Tripadvisor.com - King Edward Park A key enabler is the development of a plan of management which will allow public access in the creation of the Cultural Heritage Precinct. Components could include: ▪ Public art trails and art-driven initiatives; ▪ Performance spaces and active curation of an events program; Source newzealand.com ▪ The concept of a keeping place which acts Interpretative exhibits are designed to fight as a focal point for heritage and story- museum fatigue and keep audiences energized based experiences; and throughout their visit. These methods also enable audiences to become active creators of their ▪ Whale watching vantage points. museum experiences, inviting them into a VIP

Source: Flikr.com- King Edward Park experience like no other.

31 GAME - CHANGER PROJECT 6: LEISURE - L E D G R O W T H

GLENROCK STATE CONSERVATION CASEC A SSTUDY E S T U D Y AREA D’Aguilar National Park/ Walkabout Creek, The proximity of Glenrock State Conservation Brisbane Park to the City provides an opportunity to D’Aguilar National Park is located only 12km from position its range of nature-based recreation the Brisbane CBD – the park offers opportunities for opportunities as a core element of a wide range of nature-based pursuits. Newcastle’s existing and planned visitor experiences and precincts. Considerations in delivering Glenrock’s leisure and tourism potential include;

Source: Shaun Sursok/NSW Government – Yuelarbah Track, Glenrock State ▪ Improving connectivity between the City Conservation Area and Glenrock; Source: walkaboutcreekadventures ▪ Where appropriate to habitat settings, activate Park spaces for appropriate types Walkabout Creek Discovery Centre, (managed by of nature-based and adventure the Queensland Governments’ Parks and Wildlife opportunities. An EOI process Service) is a principal access point to the 36,400ha (Government or market-led) may provide of National Park. Positioned as the perfect an appropriate means of bringing opportunity to explore the best that Brisbane’s development concepts forward; backyard has to offer, the Centre was identified as one of the Park Service’s Gateway Visitor Centres in ▪ Testing demand for ‘pop-up’ or temporary 2013. Recent strategic investment has included; activation of spaces for appropriate ▪ A Government-led EOI process which secured a development types i.e. glamping, art new ecotourism operator onsite Source: Shaun Sursok/NSW Government –Glenrock State Conservation Area trails/installations, recreation offerings etc ▪ Extension of a wifi program to Walkabout Creek provides an alternative means for bringing www.npsr.qld.gov.au/experiences/qldparks- new development forward. wifi.html

32 GAME - CHANGER PROJECTS 7 & 8: LEISURE - L E D G R O W T H NEW MARINE LEISURE PRECINCT/ CASE STUDY MARINE & BEACH-BASED ACTIVITIES - STOCKTON LA offers a coherent beach experience comprised of eight of the destination’s most A significant opportunity exists to establish popular beaches, stretching from Malibu to Stockton as the location for a major new South Bay. While all eight beaches are marketed international marine leisure precinct. Investment individually as unique experiences, they have in new transport infrastructure which delivers a been packaged together as the ‘must see, must do’ beaches of LA. step-change in accessibility between the Airport, Stockton and CBD is one of the keys to unlocking its tourism and leisure potential. Source: Destination NSW - Destinations such as San Francisco’s Fisherman’s Wharf, LA’s Beaches or Newcastle’s (England) Quayside demonstrate the potential of integrated

mixed-use developments which leverage off Source: www.discoverlosangeles.com maritime heritage to provide vibrant harbour, As the beaches are found in close proximity to beach or riverside precincts. one another, visitors are able to ‘beach hop’ Visionary thinking on the scale of opportunity along Los Angeles’ stunning coastline – a available will be necessary to bring stakeholders’ common tourist activity for those who are time poor. aspirations for Stockton to life. New entertainment and accommodation products, and new experiences in sectors such as adventure and Source: Destination NSW - Stockton nature-based activities can position Newcastle to capitalise on forecast domestic and international market growth. \\\ 33 NEWCASTLE VISITOR ECONOMY VISION

34 Image @chrisbeetham