Indigo Destination Game Changer 2023 Tourism Strategy
September 2018 Report prepared by Urban Enterprise, reviewed by Indigo Shire Council and adopted following public exhibition, comment and subsequent review. August 2018.
Urban Enterprise Urban Planning, Land Economics, Tourism Planning & Industry Software 389 St Georges Rd, Fitzroy North, VIC 3068 (03) 9482 3888 urbanenterprise.com.au
Authors Danielle Cousens, Eva Abbinga, Mike Ruzzene
© Copyright, Urban Enterprise Pty Ltd, 2017 This work is copyright. Apart from any uses permitted under Copyright Act 1963, no part may be reproduced without written permission of Urban Enterprise Pty Ltd.
Disclaimer Neither Urban Enterprise Pty. Ltd. nor any member or employee of Urban Enterprise Pty. Ltd. takes responsibility in any way whatsoever to any person or organisation (other than that for which this report has been prepared) in respect of the information set out in this report, including any errors or omissions therein. In the course of our preparation of this report, projections have been prepared on the basis of assumptions and methodology which have been described in the report. It is possible that some of the assumptions underlying the projections may change. Nevertheless, the professional judgement of the members and employees of Urban Enterprise Pty. Ltd. have been applied in making these assumptions, such that they constitute an understandable basis for estimates and projections. Beyond this, to the extent that the assumptions do not materialise, the estimates and projections of achievable results may vary. Contents
Executive Summary 5 5. Product Profile 33 5.1. Introduction 33 5.2. Key findings 33 Part A. Background 14 5.3. Indigo Shire 34
1. Introduction 14 6. Governance and Resources 38 1.1. Background 14 6.1. Introduction 38 1.2. Project drivers 14 6.2. Key findings 38 1.3. Project approach 14 6.3. Overview of tourism service delivery 38 1.4. Locational context 15 6.4. Rutherglen 39
2. Indigo Shire Visitor Economy 16 7. Visitor Information Services Review 41 2.1. Visitation 16 7.1. Introduction 41 2.2. Key findings 16 7.2. Key findings 41 2.3. Total visitation 16 7.3. Strategic context 41 2.4. Daytrip and overnight visitation 18 7.4. Current VIC network performance 44 2.5. Share of visitation 19 7.5. Benchmarking of resources 46 2.6. Visitor demographics 20 2.7. Visitor economy 21 7.6. Visitor information services demand 47 2.8. Visitation growth potential 21 8. Performance Measurement 49 3. Market Segmentation 23 8.1. Introduction 49 3.1. Introduction 23 8.2. Key findings 49 3.2. Current markets 23 8.3. LGA and subregional data tracking 49 3.3. Growth markets 25 8.4. Big data tracking 50
4. Strategic Context 28 9. Strategic Considerations 52 4.1. Introduction 28 9.1. Introduction 52 4.2. Key findings 28 4.3. Policy context 28 9.2. Key findings 52
1 Part B. Strategic Plan 54 14. Chiltern Area 85 14.1. Overview 86 10. Strategic Framework 55 14.2. Vision 2023 87 10.1. Introduction 55 14.3. Chiltern Area profile 88 10.2. Vision 2023 55 14.4. Chiltern Area projects 90 10.3. Overarching objectives 56 10.4. Performance targets for 2023 56 15. Indigo Shire Tourism Delivery 93 10.5. Strategic themes 57 and Operations 10.6. Collaborative delivery model 58 15.1. Introduction 93 15.2. Resources 93 11. Beechworth Area 60 15.3. Digital excellence 93 11.1. Overview 61 15.4. Physical visitor information centres 94 11.2. Vision 2023 62 15.5. Destination marketing and brands 95 11.3. Profile 63 15.6. Product development and investment 95 11.4. Beechworth Area projects 65 15.7. Industry development 96 15.8. Event procurement 96 12. Rutherglen Area 70 15.9. Tourism delivery and operational projects 97 12.1. Overview 71 12.2. Vision 2023 72 12.3. Rutherglen Area profile 73 Part C. Implementation Plan 99 12.4. Rutherglen Area projects 75 16. Implementation Plan 100
13. Yackandandah Area 76 Appendix 111 13.1. Overview 78 13.2. Vision 2023 79 Appendix A Pave Modelling 111 13.3. Yackandandah Area profile 80 Appendix B Visitor Demographics 112 13.4. Yackandandah Area projects 81 Appendix C Victorian Accreditation Guidelines 117
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Figures Tables
Figure 1 SA2 Regions of Indigo Shire 15 Table 1 Domestic visitor nights in regional Victoria 21 Figure 2 Location context 15 by purpose of visit- Forecasts 2014/15 – 2024/25 Figure 3 Total visitation to Indigo Shire 17 Table 2 International visitor nights in regional Victoria 21 and sub regions/areas by Purpose of visit forecasts 2014/15 – 2024/25 Figure 4 Daytrip and Overnight visitation 18 Table 3 Indigo Shire cycling projects 29 to Indigo Shire and Sub Regions/Areas Table 4 Total tourism budget 39 Figure 5 Domestic overnight visitation 19 Table 5 Income and expenditure – 44 proportion by LGA visitor information services Figure 6 Tourism output by ANZSIC* 21 Table 6 Enquiry overview 44 division/sector ($M) Table 7 Capture rate by area 45 Figure 7 Forecast growth scenarios – Indigo Shire 22 Table 8 Potential demand based on 47 Figure 8 Intrastate Vs Interstate preferred information source visitation by market 23 Table 9 Annual exploreindigo social 51 Figure 9 Interstate visitation by market 23 media channel engagement Figure 10 International visitor country 23 Table 10 Audience and engagement 51 of origin – major groups metrics 2017-2018 (Q3) Figure 11 Indigo’s current visitor age profile 24 Table 11 Responsibilities and roles for national, 59 Figure 12 Generational shift 2003-2022 26 state, regional and local organisations Figure 13 Product strengths of Indigo’s Areas 37 Table 12 Marketing activity framework 95 Figure 14 Average cost per walk in visitor 43 Table 13 Indigo Shire domestic daytrip, 112 domestic overnight and international visitor Figure 15 Walk in visitor trend by VIC 45 demographic key indicators Figure 16 Visitor information centre external 46  funding by size of VIC – comparison with Indigo Shire VICs Acronyms Figure 17 Average cost of VIC per walk in enquiry 46 ABS Australian Bureau Of Statistics Figure 18 Strategic development framework 55 DMP Destination Management Plan DR Destination Rutherglen Figure 19 Beechworth Area profiles 64 FAMIL Media/PR Familiarisation Figure 20 Rutherglen Area profiles 74 ISC Indigo Shire Council Figure 21 Yackandandah Area profiles 81 IVS International Visitor Survey Figure 22 Chiltern Area profiles 89 NVS National Visitor Survey LL Lifestyle Leader market segment MTB Mountain Bike NBT Nature-Based Tourism TNE Tourism North East TRA Tourism Research Australia VFR Visiting Friends And Relatives VIC Visitor Information Centre WoR Winemakers of Rutherglen
3 DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Executive Summary
Background
Project overview Tourism- rapid evolution Indigo visitor profile and economy 2017: The Indigo Destination Game Changer It is critical to establish the product 2023 Tourism Strategy seeks to redefine and experience foundations and the way tourism is delivered in Indigo digital and servicing springboards for Shire. growth and relevance in the fast- evolving tourism sector. Tourism’s role in the Indigo Shire economy is significant, and the tourism Digital change is impacting tourism industry is a sector which can be highly more dramatically than most other influenced by Local Government. growth sectors. Visitors’ choice of destinations, products and Implementation of the strategy over a 5 experiences and the access to this 850,000 Visitors year period between 2018 and 2023 will choice is unprecedented. Behaviour deliver measurable growth in Indigo’s and preferences have rapidly evolved Visitor Economy. and continue to do so.
Indigo Shire Council commissioned Tourism’s evolution, coupled with Urban Enterprise to deliver an organic generational shift, make it innovative strategy, supported by imperative to implement strategy that current research and data, with a focus will position Indigo for relevance and on these key areas: growth in an increasingly dynamic • Tourism development: and competitive landscape. • Industry development; 508 Jobs • Product development; • Marketing; How the strategy will be used • Game changer investments; Indigo Shire Council will use this • Visitor servicing; strategy to guide budget and • Resource review and allocation; and resource allocation over the 5 year • Measuring performance. strategy period and to inform tourism operations, initiatives and projects to grow Indigo’s visitor economy. Performance against strategy will be 105 million measured quarterly and will inform in Output annual evaluation and recalibration of strategic direction to ensure relevance in the fast moving tourism sector. Source: Urban Enterprise PAVE Model, 2017
5 Executive Summary
The majority of visitors to Indigo Shire The success of this strategy will be the opportunity for growth from are day trippers. Contributing factors underpinned not by achieving visitation overnight domestic visitation. include the comparatively low supply of growth alone, but by achieving growth It is important that the strategy has visitor accommodation and proximity in overnight visitation and visitor yield. clear focus with regard to target to a number of key regional centres in This outcome will rely on the delivery of markets for product development and North East Victoria and Southern NSW contemporary and motivating tourism marketing. The product profile of Indigo such as Wangaratta and Albury Wodonga. products and events and successful Shire is well suited to the domestic Additionally, local and regional day trippers marketing programs. Lifestyle Leader segment developed by remain more motivated to travel to Indigo Council has a dual role in driving Visit Victoria. Shire’s destinations than higher yielding growth from higher yielding audience overnight visitors, who increasingly Lifestyle Leaders are educated, segments and managing growth, both demand a new level of innovation and professional and progressive integral to the development of vibrant, connection to place through contemporary individuals who enjoy seeking out new sustainable communities. products and experience offerings. information and being the first to try new products. They have a higher level Visitation forecast scenarios show that the of discretionary expenditure than the Indigo Shire will attract visitation growth Target markets general population, so can afford to over the next seven years. At the midpoint indulge more often in travel, with a growth scenario Indigo Shire will grow by Indigo Shire’s visitor market is primarily particular desire to escape city life and over 345,000 visitors by 2025. domestic daytrip and overnight visitors, with stronger daytrip visitation. The embrace nature/outdoors and new Tourism by nature is a competitive International Visitor Survey shows that discoveries. This segment is a strong industry and those destinations that Indigo Shire only attracts around 4,000 fit for Indigo Shire’s emerging food, attract new investment in compelling international visitors staying overnight wine and beer product, nature based visitor product, and develop successful per annum, which equates to 0.5% of product and cycling infrastructure. marketing programs, can greatly influence all visitors to Indigo Shire. The focus Cultural heritage product also has the their future in terms of attracting visitation. for the duration of this strategy is the potential to motivate this audience with domestic visitor markets, recognising contemporary interpretation.
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Lifestyle Leaders are a psychographic Tourism Strategy drawing on current substantially impact on visitor attraction audience segment, crossing all adult life literature from Federal, State and Local to Indigo Shire. However, unless stages. Demographically Indigo Shire Government include: significant efficiencies are implemented is over-weighted with older life-stage • The growing role of digital in tourism or revenue generation releases budget visitors, with a dominance of habitual servicing; for allocation to tourism development, daytrip visitors. Emerging generations there is limited room to move within the • Improving branding and marketing of (Millennials) must receive amplified existing budget. destinations through digital; focus to position Indigo for a sustainable In addition there is opportunity tourism future. The International • Growing event tourism in regional to strengthen collaboration and Experience Seeker segment will grow areas; partnerships with Tourism North East, in importance for regional Victoria over • Providing experiences that target Asian which would allow Indigo Shire to the next 10 years, therefore Indigo’s visitors, particularly the Melbourne leverage further from Tourism North product development should include China VFR market and product East’s marketing and digital media offerings motivating to both domestic development to service future growth; resources. and international audiences. • Cycle tourism opportunities in partnership with Tourism North East; It is the responsibility of Indigo Shire Council to direct resources to areas Product profile • Walking tourism opportunities in partnership with Tourism North East; which will have the greatest benefit for Indigo Shire is an emerging destination and the visitor economy and industry. in Victoria’s North East. Its capture of • Heritage tourism opportunities visitation to the North East is currently leveraging recent work undertaking Strategic considerations low, however it has much potential for for Ned Kelly Alive project and Hume growth across food, wine and beer, for Indigo Shire Aboriginal Cultural Trail project (HACT). arts & culture, nature based and cycle Key strategic considerations for the It will be important for Indigo Shire to tourism. The Victorian Gold Rush towns Indigo Destination Game Changer 2023 maintain strong working relationships of Indigo Shire provide a high amenity Tourism Strategy include: backdrop for tourism and Beechworth with State and Regional Tourism • Addressing low overnight visitation and Rutherglen have long been Organisations and Regional Development through attracting investment in domestic destinations. Product gaps and Victoria to ensure it is able to leverage accommodation and new product; opportunities include: from larger regional tourism projects • Focusing on product development and • Cycle tourism – delivery of trail such as Ned Kelly Alive, North East marketing towards Lifestyle Leader infrastructure and mountain biking Victoria Cycling Optimisation project markets; tracks; (NEVCO) and Hume Aboriginal Cultural Trail project (HACT) work as well as future • Delivering tourism product that is • Arts & Culture – delivering projects and campaigns. motivational and will drive visitation; contemporary and motivational heritage products; • Investing in heritage tourism product which is new and interesting across a • Nature based tourism – including Governance, tourism resources broad range of segments; improvement to short walks; and visitor servicing • Leveraging future growth markets – • Food, wine and craft beer tourism Indigo Shire has a tourism budget of millennials and internationals; and – attracting new operators in $1.6 million. A large part of this budget • Delivering contemporary visitor destination food and drink tourism is allocated to visitor information service information services and digital and additional investment in existing delivery and heritage precincts in addition excellence. product, with an emphasis on agri/ to tourism development initiatives. sustainable innovation; and There is opportunity to reduce net cost • Accommodation – attracting to Council in visitor information services Principles investment in new motivational and heritage precinct delivery, while Key considerations include: accommodation including self- amplifying the contribution of both to contained, nature based and Indigo’s Visitor Economy. • Accessibility eco accommodation, as well • Sustainability A review of resources relating to tourism as reinvestment in the existing service delivery shows a low level of • Recognition of Aboriginal Cultural accommodation offer. expenditure on events and low staff Heritage resources dedicated across tourism • Diversity Strategic context marketing, product and industry • Collaboration development and events. This is an area Key considerations for the Indigo • Future focus which, if resources were increased, could Destination Game Changer 2023
7 Executive Summary
Strategic Direction for Indigo Shire Indigo Shire Indigo Shire’s four Areas will be regarded as leading holiday leisure destinations in Victoria’s North East, renowned for motivational heritage vision: attractions, leading nature and cycling tourism assets, and contemporary food, wine and beer experiences.
Objectives: The overarching objective for Indigo Shire is to achieve measurable growth in Indigo’s Visitor Economy based on holistic destination management principles of collaboratively creating sustainable, vibrant communities; great places to live, to work and to visit.
Objectives to achieve this include:
Grow visitation to Indigo Shire Grow visitor yield – Investment in – Through development of accommodation and product that compelling tourism product attracts higher yielding visitor and improved marketing of the markets and encourages visitors Shire’s destinations, visitation to to stay overnight; Indigo will substantially increase;
Improve the visitor experience – Well informed visitors – Visitor Visitors should leave Indigo Shire’s information in Indigo Shire needs destinations with a high level of to reflect changing consumption satisfaction, through experiencing patterns, with a renewed focus on compelling visitor attractions, quality digital media, accessible physical food, wine and beer and high levels information touchpoints and of customer service. knowledgeable industry.
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Performance Targets for 2023 Strategic tourism Sub-Regional Strategy development themes Performance measurement is an Indigo Shire is comprised of four essential element of the strategy Key strategic development themes for distinctly different major towns, and identified targets include: Indigo Shire are provided below. These Beechworth, Rutherglen, Yackandandah, address the gaps, opportunities and and Chiltern which are recognised barriers for tourism growth in Indigo as destination towns in the minds of Shire. visitors to the region. Conversely, ‘Indigo 1. Maximising existing heritage Shire’ is a government construct and 1.2 million assets; administrative boundary which is not meaningful or easily recognisable to 2. Leader in cycle tourism; visitors by 2023 visitors. (additional 345,000 visitors) 3. Nature based tourism development; In order to better understand and 4. Activating through signature address where the issues and events; opportunities are for Indigo Shire as a Increase in whole, performance must be measured 5. Contemporary accommodation overnight visitor at a sub-regional level, focused around investment; proportion from the four destination townships (as 6. Destination food and beverage recognised by visitors) so efforts can be 29% to 40% experiences; reviewed and recalibrated for greater by 2023 7. Creating a high amenity tourism outcomes. destination; Consequently, a sub-regional approach 8. Brand and positioning; has been used in the development $30 million in 9. Leveraging partnerships; of this strategy to provide accurate 10. Contemporary visitor services; performance measurements, as defined investment in 11. Family friendly; and by the four Statistical Area 2 (SA2) regions1 which comprise Indigo Shire: accommodation 12. Digital excellence. including reinvestment in • Beechworth Area; existing accommodation • Rutherglen Area; and new accommodation • Yackandandah Area, and establishments between • Chiltern Area. 2018-2023
Visitor economy will grow from $105 million in output to $130 million in output
Tourism jobs will grow from 508 to 650 by 2023
1 Statistical Area 2 (SA2) regions are the smallest area boundary within the Australian Statistical Geography Standard (ASGS) which can be used to source Tourism Australia data.
9 Executive Summary
Indigo Shire four main areas:
Beechworth Vision: Beechworth will be one of Australia’s leading heritage destinations with attractions such as Old Beechworth Gaol, Burke Museum and the Area Courthouse repositioned as contemporary and engaging experiences that drive substantial growth in visitation. Beechworth Area will provide the Beechworth, Stanley, visitor with a multi-faceted tourism experience, allowing visitors to explore Wooragee the region by bike, on foot and by car, indulge in quality food, wine and craft beer and engage with nature. The depth of experience in Beechworth Area will compel visitors to stay longer and drive overnight visitation.
Priority Investment Projects • Historic Precinct Courthouse and Burke Museum Town Hall activation; • Old Beechworth Gaol redevelopment; • Beechworth to Yackandandah Rail Trail; • Enhancements to Rail Trail • Beechworth to Yackandandah Mountain Bike Trail; • Reimagining Beechworth Gorge experience; • Rolling program of Signature Events; • Destination high end branded boutique hotel; and contemporary, diverse accommodation options and; • Old Beechworth Gaol Bike Hotel.
Yackandandah Vision: Yackandandah will continue to strengthen its core values as a sustainable village and grow in its stature as a key cycle node Area of Victoria’s north east. Investment in cycle tourism, arts, food and
Yackandandah, Kiewa, boutique accommodation will support growth in visitation and enhance Osbornes Flat, Staghorn Flat, the liveability of Yackandandah Area with stronger connections Allans Flat, Tangambalanga, between the area’s towns and Lake Hume. Kergunyah, Gundowring, Sandy Creek, Bruarong Priority Investment Projects • Beechworth to Yackandandah Rail Trail; • Enhancements to Rail Trails; • Beechworth to Yackandandah Mountain Bike Trail; • Boutique Self Contained Accommodation project and eco/innovative accommodation and; • Yackandandah Placemaking Project
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Rutherglen Vision: Rutherglen will be regarded as the Muscat capital of the world with the wine provenance of the region recognised by all visitors. This Area will be supported by a strong destination brand (what we stand for, who we are targeting - not ‘logo creative’), further supported by an innovative Rutherglen, Wahgunyah, and creative experiences to motivate next generation audiences, Brimin, Gooramadda, Norong including dynamic and contemporary events, that will attract new visitor markets to explore the region and strengthening of links to the region’s natural assets.
Priority Investment Projects • Destination brand project • Rutherglen Wine Cycling Loop; • Rail trail enhancements; • Rolling program of Signature Events; • Large integrated accommodation establishment; and • Promote and brand Rutherglen as the Muscat Capital.
Chiltern Vision: Chiltern will be a must-stop destination for touring couples and families travelling the Hume Freeway. Its heritage streetscape will Area be enhanced, and the lake precinct will become an active and vibrant
Chiltern, Indigo Valley, visitor node, connected to the town centre. The Chiltern Mount Pilot Barnawartha, National Park will be invigorated as a nature based destination, with Chiltern Valley, improvements to walking and cycling itineraries. Cornishtown Priority Investment Projects • Lake Precinct Tourism Masterplan; • Destination Playground; • Chiltern Goods Shed Gang Camp Land; • National Trust retail experience; and • Lake House Restaurant.
11 Executive Summary
Tourism operations and delivery Key initiatives include: • Clarify differentiation of growth target • Seek co-location opportunities for markets and brand message, reflecting To support growth in tourism a number Beechworth VIC, Yackandandah VIC and the individuality of Indigo’s four of recommendations are provided in the Chiltern VIC to improve service delivery destination townships/areas; strategy which will provide a greater and reduce costs where possible; • In conjunction with Economic focus on attracting visitors to Indigo, Development Strategy work consider whilst maintaining targeted visitor • Implement a fresh approach to delivery investment business case and services in the region. of tourism and visitor services in Rutherglen which will lead to greater prospectus development for private coordination and investment in brand sector projects which can be used to development and marketing; market the opportunities in the region; • Outsource digital marketing and social • Develop a new events policy to direct media to utilise specialist expertise expanded funding and support to new and better leverage connections with visitation driver events and brand driver national and regional websites, social events and support existing signature media and campaigns of scale. events that align with the new policy and direction.
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Part A. Background
A13 Part A. Background
1. Introduction
1.1. Background Visit Victoria officers and board member, 1.3. Project approach Regional Development Victoria, Tourism Indigo Shire commissioned Urban North East and the Indigo Tourism 1.3.1. Township approach Enterprise to undertake the Indigo & Economic Development Advisory Destination Game Changer 2023 Committee. Indigo Shire is comprised of four Tourism Strategy which seeks to distinctly different major tourism redefine the way tourism is delivered Indigo Shire Council Executive destination towns: Beechworth, in Indigo Shire. This study provides a Management and Councillors’ reviewed Rutherglen, Yackandandah, and Chiltern. new and innovative approach to tourism early recommendations and guided Established primarily as the result of strategy development in Indigo Shire, direction on complex aspects of the the Victorian Gold Rush, the heritage of with focus on the following areas: strategy. each town, and architectural backdrop, reflects this period of Victoria’s history. • Tourism development: The strategy will be placed out for • Industry development; Public Exhibition in June 2018, during Gold rush heritage has created four • Product development; and which time ten ‘Drop in Sessions’ interesting villages, each unique in their own way, and this project will explore and • Marketing. will be conducted by Council officers. Collection and collation of feedback and build on the identified themes of each • Game changer investments; consideration of the input received, will township and their surrounding area with • Township based planning; inform the final development work. the aim to develop a plan which will see • Visitor servicing; each of the townships/areas thrive as The final strategy is due for formal destinations in their own right. Bold ideas • Digital excellence; Council adoption following Public and game changers will be identified • Resource review and allocation; and Exhibition. Implementation will for each township/area, building on • Measuring performance. commence immediately following the competitive strengths, location and Council adoption. setting. As such, this study includes a strategic context review, visitor profile; visitor A sub-regional approach has been used economy profile; big data tracking in the development of this strategy, opportunities, review of the existing 1.2. Project Drivers based on each of the four key townships tourism and visitor economy product and their surrounding areas as defined The primary project drivers of the Indigo in the Shire and its key identified by the four Statistical Area 2 (SA2) Destination Gamechanger 2023 were: townships; current visitor servicing and regions which comprise Indigo Shire governance structure in the Shire, and • Provide a detailed placemaking (Figure 1). The key towns within each marketing activity and segmentation in approach to township development; defined SA2 include: order to develop a strategic plan for the • Incorporate blue sky thinking and the • Beechworth Area – Beechworth, Shire. opportunity to explore new ideas for Stanley and Wooragee; Indigo Shire; • Rutherglen Area – Rutherglen, • Provide direction with regard to where Wahgunyah, Brimin, Gooramadda, and 1.1.1. Process resources can achieve the best return Norong; on investment; • Yackandandah Area – Yackandandah, A Project Control Group comprising of • Define key market segments and Kiewa, Osbornes Flat, Staghorn Council officers (3), Councillors (3), IEDTAC ‘niche’ market segments for Indigo Flat, Allans Flat, Tangambalanga, (1) and TNE (1) guided the project and the Shire’s four tourism areas; Kergunyah, Gundowring, Sandy Creek development of the strategy, meeting at the • Identify measures to track growth and and Bruarong; and project inception and a further three times success in the tourism industry within during the development process. • Chiltern Area – Chiltern, Indigo Valley, Indigo Shire; Barnawartha, Chiltern Valley, and Broad consultation was a critical part of • Define regional and township brand Cornishtown. strategy development and included 23 positioning and pillars including consultation workshops across the four exploring and building on the themes Areas of Indigo Shire, including two general of each township with the aim to workshops per Area, three idea generation develop a plan which will see each dinners and 18 sector-specific workshops. of the townships/areas thrive as destinations in their own right; Further consultations concerning game • Identify measures to ensure Indigo changer concepts were conducted with attains a level of digital excellence.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 11.4. Locational context KEY CHALLENGES Indigo Shire is located in the North East of Victoria, just south of Albury Wodonga. Indigo Shire is predominantly a self-drive destination with The Shire is located approximately three a lack of cohesive public hours’ drive from Melbourne (Figure 2). transport options It is in close proximity to Albury Airport (approximately 45 minutes drive from KEY OPPORTUNITIES Beechworth) and public transport links • Leverage rail and freeway servicing the region include: links to Indigo, as well as the • Melbourne – Albury V/Line train proximity of Albury airport service which stops at Chiltern Railway • National projects such as Station; and the Inland Rail Project may • Corowa – Melbourne V/Line coach provide leverage potential service which stops at Rutherglen. over the longer term. • Private investment in transport, supported tours and transfer options
Figure 1 SA2 regions of Indigo Shire
Wahgunyah
Rutherglen Brimin
Barnawartha
Chiltern
Indigo Shire Kiewa-Tangambalanga Figure 2 Location context Wooragee
Yackandandah Kergunyah
Sandy Creek Beechworth Canberra Albury Stanley
Victoria
Melbourne
15 Part A. Background
2. Indigo Shire visitor economy
2.1. Visitation 2.3. Total Visitation
Visitation data prepared for Indigo Indigo Shire attracts 850,000 visitors Shire is based on Urban Enterprise’s per annum2 (Figure 3). Almost half of PAVE model. Further detail on PAVE those visitors are visiting Beechworth modelling is included in Appendix A. Area.
The visitation to Rutherglen Area is likely to be understated due to the underlying definition for overnight visitors3 , as the majority of visitors to 2.2. Key findings Rutherglen Area stay in Corowa which is outside Indigo Shire. In addition to Indigo Shire captures 850,000 this they do not register as daytrip visitors per annum2 and the visitors either, due to their proximity tourism industry contributed to Rutherglen Area, and the Area also $105 million in output to the experiences a high level of daytrip economy and over 500 jobs in visitors from Albury/Wodonga which 2017. would also not be accounted for in the The majority of visitors to Indigo TRA data. Shire are domestic day trippers. Visitation to Chiltern Area is higher Contributing factors include than expected. This is the result of its the comparatively low supply location on the Hume Highway and of visitor accommodation and large Visiting Friends and Relatives proximity to a number of key market. regional centres in North East Victoria and Southern NSW such as Wangaratta and Albury Figure 3 Total visitation to indigo shire and sub regions/areas Wodonga.
900,000 Visitation forecasting shows that 853,000 Indigo Shire will attract visitation 800,000 growth over the next seven years. At the midpoint growth 700,000 scenario Indigo Shire visitation 600,000 will grow by over 345,000 visitors
by 2025. 500,000
The success of this strategy will 400,000 401,000 be underpinned, not by achieving visitation growth alone, but by 300,000 achieving growth in overnight 200,000 181,000 visitation and visitor yield. This 153,000 118,000 outcome will rely on the delivery 100,000 Beechworth Chiltern Rutherglen Yackandandah Total of contemporary and motivating Area Area Area Area Area tourism products and events and Source: Urban Enterprise PAVE Model successful marketing programs.
2 The PAVE method has been utilised to estimate visitation for Indigo Shire resulting in significantly higher visitation numbers than the TRA rolling average. Further information on the PAVE method can be found in Appendix A. 3 As defined by TRA, data from which has been utilised as a PAVE multiplier
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 17 Part A. Background
2.4. Daytrip and overnight visitation
The Shire attracts 623,000 day trippers (73%) and 230,000 overnight visitors (27%) annually. The large number of day trippers compared to overnight visitors is highly unusual for a regional Victorian location that is more than three hours’ drive from Melbourne. Figure 4 provides an overview of visitation to Indigo Shire.
The reason for the high level of daytrip visitation is likely due to the combined low supply of visitor accommodation and proximity to large regional centres in the North East of Victoria and Southern NSW such as Wangaratta, Albury Wodonga and Wagga Wagga.
Beechworth Area attracts the majority of daytrip (45%) and overnight (53%) visitors in the Shire.
Figure 4 Daytrip and overnight visitation to Indigo Shire and Sub Regions/Areas
700,000
623,000 600,000
500,000
400,000
300,000 278,000 230,000 200,000
123,000 129,000 116,000 100,000 100,000
37,000 52,000 18,000
Beechworth Area Chiltern Area Rutherglen Area Yackandandah Area Total Area
Overnight Daytrip
Source: Urban Enterprise PAVE Model
KEY CHALLENGES Competitive advantage of locations in close proximity to Indigo Shire that have large accommodation bases
KEY OPPORTUNITIES Creating supporting products Rutherglen Area has an and experiences to motivate exceptionally low proportion of overnight visitation and overnight visitation compared leverage daytrip visitation to other popular destinations from surrounding overnight within three hours’ drive from township destinations. Melbourne. A key focus of the tourism strategy will be to grow overnight visitation.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 2.5. Share of visitation
Figure 5 shows the distribution of domestic overnight visitors across Local Government Areas in Victoria’s North East, based on a TRA 5-year average of KEY CHALLENGES visitation from 2011 to 2015. Growing visitor share against neighbouring The data shows that Alpine Shire, including Mt Hotham and Falls Creek, destinations which have attracts the highest proportion of visitation (30%), followed by Mansfield Shire, become increasingly including Mt Buller (22%). popular such as Bright
Indigo Shire currently attracts 12% of domestic overnight visitors across the KEY OPPORTUNITIES High Country region. Leveraging from visitation to popular nearby destinations through marketing and unique brand positioning
Figure 5 Domestic overnight visitation proportion by LGA
City of Wodonga 10%
Towong Shire Indigo Shire 12% 4%
City of Benalla Wangaratta Rural City 15% 7% Alpine Shire 30%
Mansfield Shire 22%
Given Indigo Shire’s developing product profile in wine, heritage, cycling and nature based tourism there is potential to grow Indigo’s share of visitation across the region and also leverage from visitors travelling to popular destinations such as Bright and Yarrawonga.
19 Part A. Background
2.6. Visitor demographics
Appendix A provides a review of key indicators for daytrip, overnight and international visitors to Indigo Shire as compared to nearby LGAs; Alpine Shire and Mansfield Shire, as well as the regional Victoria average. Key findings included the following:
Domestic daytrip visitors Domestic overnight visitors International visitors • 11% of visitors are under 25 compared • The majority of overnight visitors are • International visitors equate to less to 19% for Alpine and 27% for over 55 (48%) compared to 32% for than 1% of Indigo visitors and of these, Mansfield, with the majority (36%) over Alpine Shire and 24% for Mansfield; over half of all international visitors 55; • Like daytrip visitors, although the (57%) are over 55, compared to only • Although the majority (66%) are from majority (64%) are from within Victoria, 40% for Alpine and 28% for Mansfield; within Victoria, a higher proportion a higher proportion (26%) are from • Although the highest proportion of (34%) are from NSW than for Alpine NSW than for Alpine (14%), Mansfield Indigo Shire’s international visitors (19%), Mansfield (0%) and regional (4%) and regional Victoria (7%) as well originate from the United Kingdom Victoria (3%); as from ACT (4% compared to 1%, 0% (20%); New Zealand (16%) and • Compared to Alpine and Mansfield, a and 1% respectively); Scandinavia (11%) are also significant lower proportion are holiday visitors • A lower proportion of visitors are source markets, with the proportion (47%, as compared to 53% and 60% holiday visitors (49%) than for Alpine of Scandinavian visitors significantly respectively), although this was higher and Mansfield (both 68%); and higher than for Alpine (1%), Mansfield (3%) and the regional Victorian average than for regional Victoria as a whole • A higher proportion participated in (3%); and (37%); eating/dining out at a restaurant and/ • Compared to all other regions a higher or café (65%), going shopping for • The majority of visitors as visiting for a proportion (9%) of daytrip visitors are pleasure (26%), visiting wineries (22%), holiday (63%), with a higher proportion visiting for business; and a significantly and visiting history / heritage buildings, of visitors VFR (27%)than for Alpine lower proportion (3%) are visiting to sites or monuments (15%) than for all (19%), and Mansfield (20%) which participate in sport than for Alpine (9%) other regions. is in line with the regional Victoria or Mansfield (12%), in line with the proportion (28%). winter sport strengths of these regions; and • A higher proportion participated in eating/dining out at a restaurant and/ or café (59%), going shopping for pleasure (25%), visiting wineries (14%), and visiting history / heritage buildings, sites or monuments (7%) than for all other regions. KEY CHALLENGES Product and branding that is attracting an aging demographic
KEY OPPORTUNITIES Indigo’s visitors are significantly older than Alpine Shire and Mansfield Shire. A key focus for Indigo Shire will be to implement Creating products and strategies to grow visitation from younger markets including experiences that will grow Generation X, Millennials and the broader family market. Delivery visitation from younger of contemporary tourism product and innovative events will markets strengthen appeal in younger market segments.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 2.8. Visitation growth Table 1 Domestic visitor nights in regional Victoria 2.7. Visitor economy by purpose of visit- forecasts 2014/15 – 2024/25 potential The visitor economy for Indigo Shire in VISITOR NIGHTS 2017 was $105 million in Output and 2014/15 2024/25 % AAG 2.8.1. Victorian visitor forecasts (MILLION) contributed 508 jobs to the Shire. Domestic tourism is expected to Holiday 20.6m 28.6m 3.4% pa Figure 6 shows the allocation of tourism strengthen based on continued output by ANZSIC Division. population growth, low Australian dollar VFR 12.1m 15.2m 2.4% pa and steady economic growth. The data shows that accommodation and Business 4.5m 6.4m 3.6% pa food services is the largest contributor China is expected to be the largest source to the tourism sector, following by of growth in both inbound arrivals and Other 1.9m 2.4m 2.4% pa Manufacturing. The large contribution inbound expenditure for Australia in the of the manufacturing sector can be next decade, with analysis for Victoria Total Regional 39.1m 52.7m* 3.0% pa predominantly attributed to wine indicating that China is estimated to Victoria production in the region. generate 53 per cent of Victoria’s total international expenditure in the year Source: Tourism Research Australia Forecast Visitation to Victoria 2016 Issue (National and State). *Total Regional 2024-25 and contribute more than Victoria Visitation for 2024/25 not equal to visitation by Figure 6 Tourism output by ANZSIC* purpose of visit type due to rounding. division/sector ($m) two thirds (70%) of the forecast total international visitor expenditure growth over the next decade.
Table 2 International visitor nights in regional Victoria by purpose of visit forecasts 2014/15 – 2024/25
KEY CHALLENGES VISITOR NIGHTS 2014/15 2024/25 % AAG • Ensuring Areas are (000S) visitor ready for growth markets such as Holiday 2,456 4,122 5.3% p.a Melbourne Chinese VFR Accommodation & Food VFR 2,039 3,870 6.6% p.a Services 51.8% Manufacturing (inc. wine KEY OPPORTUNITIES Business 173 159 -0.8% production) 24.1% • Grow domestic Ownership of Dwellings 7.2% overnight visitation Other 1,698 2,189 2.6% • Grow Melbourne Transport, Postal & Total Regional Chinese VFR market 6,366 10,340 5.0% Warehousing 6.9% Victoria Retail Trade 4.4% • Develop product and Administrative & Support experience which will Services 1.7% appeal to both domestic and international Arts & Recreation Services 1.2 visitors Other Sectors 2.7
*The Australian and New Zealand Standard Industrial Classification (ANZSIC) is the standard classification used in Australia and New Zealand for the collection, compilation and publication of statistics by industry.
Visitation will grow significantly over the next 10 years. Indigo is well placed to attract growth from domestic visitor markets and with improved product development there is also potential to capture a larger proportion of growing international visitation to Victoria.
21 Part A. Background
2.8.2. Indigo Forecasts
Figure 7 shows the forecast growth Figure 7 Forecast growth scenarios – Indigo Shire scenarios for Indigo Shire. This is based on historic growth rate, population growth 1,600,000 rate and adopted Tourism Research 1,400,000 Australia and Tourism Victoria forecasts. 1,196,684 1,200,000 All scenario’s show that the Indigo Shire will attract some level of visitation growth 1,000,000 over the next 7 years. 800,000 Tourism by nature is a competitive industry and those destinations that attract 600,000 new investment in compelling visitor product and develop successful marketing 400,000 programs can greatly influence their 200,000 future in terms of attracting visitation.
0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Scenario 1 - Historial Growth Rate The success of this strategy will be Scenario 2 - Tourism Victoria Forecast underpinned not by achieving visitation growth alone, but by achieving visitation Scenario 3 - Population Growth Rate growth in overnight visitation and in Scenario 4 - Tourism Research Australia Forecast growing visitor yield. This outcome will rely heavily on the delivery of Adopted Growth Rate - Mid Point contemporary and motivating tourism products and events in tandem with successful marketing.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 3. Market segmentation
3.1. Introduction INTERNATIONAL (0.5%) Figure 8 Intrastate vs Interstate International visitors to Indigo Shire visitation by market This section provides an overview currently comprise a low proportion of 70% 66% 64% of psychographic, geographic, overall visitors (0.5%). Of international 60% generational, and lifestage market visitors, the majority are from traditional 50% segmentation for Indigo Shire; separated western markets, with 55% from the UK 40% 34% 35% into important current visitor markets, and Europe, 16% from New Zealand and 30% and potential growth markets for the 15% from USA and Canada (Figure 10). 20% Shire. Information for this section has 10% been drawn from background research 0% and analysis, as well as industry and Daytrip Visitors Overnight Visitors 3.2.2. Psychographic community consultation. Intrastate Interstate
HABITUALS Source: TRA NVS 2008-2017 average Habitual visitors form an important, 3.2. Current markets but declining share of current visitors to Indigo Shire. These visitors typically 3.2.1. Geographic have a lower spend during their trip Figure 9 Interstate visitation by market INTRASTATE (64%) and are predominantly daytrip visitors. Having already developed a relationship 40% Intrastate visitation is currently the 35% 34% most significant market for the Shire with Indigo’s destination towns, these 30% with close to two thirds of all daytrip habitual visitors will continue to play 26% 25% and overnight visitors to Indigo Shire a role in market segmentation of the 20% originating from within Victoria (Figure Shire into the future, and will require 15% 8). Intrastate visitation is dominated the same ‘new experiences and product 10% by local and regional Victorian daytrip development that growth markets require in the face of the competitive 5% 4% 3% visitors; with daytrip visitors more than 1% 1% tourism environment, with product 0% double the number of overnight visitors. NSW ACT QLD SA WA TAS development also likely to motivate INTERSTATE (35%) increased visitation and longer stays. Daytrip Visitors Overnight Visitors Just over a third of all daytrip visitors and overnight visitors to Indigo Shire Source: TRA NVS 2008-2017 average are interstate visitors, with all interstate daytrip visitors from NSW and overnight visitors originating from primarily NSW, followed by the ACT predominantly Figure 10 International visitor country of (Figure 9). origin – major groups
UK & Europe 55% New Zealand 16% USA & Canada 15% Asia 11% Other 3%
Source: TRA IVS 2008-2017 average
23 Part A. Background
3.2.3. Generational BABY BOOMERS (1946-1964) Baby boomers are currently the Figure 11 shows Indigo Shires current visitor age profile across domestic daytrip, largest generational market for domestic overnight and international visitors. Indigo Shire, and were identified by Beechworth Area, Rutherglen Area Figure 11 Indigos current visitor age profile and Chiltern Area during consultation as a target market, focusing on the
100% following subsegments: • Beechworth Area - Midweek 90% visitors; 80% 48% 57% • Rutherglen Area – multigenerational travel parties; and 70% 19% • Chiltern Area – walking and other 60% passive recreation. 15% 50% 16% Baby boomers were identified as being 40% 19% less budget-conscious and likely to 15% spend more on hotels than other 30% 15% generations, and as taking the longest 11% 20% 19% trips (10.5 days on average). 12% 10% 13% War Babies also currently form an 11% 9% 6% important generational segment 0% for Indigo Shire, however both Baby Daytrip Visitors Overnight Visitors International Visitors Boomers and War Babies will, through natural generational shift, become 15-24 years 25-34 years 35-44 years 45-54 years 55+ years less important over the next five years.
GENERATION X (1965-1979) Generation X are identified as family- oriented travellers whose vacations are focused on keeping their family entertained and happy, preferring to fill their itinerary with museums, historical sites, and arts and culture. These visitors currently form an important part of Indigo Shire’s visitor profile, and will continue to be an important generational and growth market during the next 5 years and beyond.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 3.3. Growth Markets ‘Lifestyle Leaders’ market, developed and and wine. In particular they like to get to targeted by Visit Victoria. Lifestyle Leaders know the characters and stories behind 3.3.1. Geographic are based on a mindset, are found in all the food and wine from the winemaker regions, ages and lifecycle groups and or chef. represent approximately a third of the INTRASTATE Australian population aged 18+. Intrastate visitors will continue to be ENRICHED WELLBEING Enriched Wellbeing represent a key market for Indigo Shire, with the Lifestyle Leaders are educated, approximately 7% of the total population objective to convert daytrip visitors professional and progressive individuals 18+. Enriched Wellbeing are progressive, into overnight visitors. Attracting who enjoy seeking out new information educated and professional individuals both daytrip and overnight visitors and being the first to try new products. who seek luxurious breaks to indulge from metropolitan Melbourne is a They have a higher level of discretionary personal passions within a culturally key opportunity for the Shire, with expenditure than the general population rich, natural or rejuvenating setting. Rutherglen Area and Yackandandah so they can afford to indulge more Area in particular identifying the often in travel, with a particular Enriched Wellbeing are financially opportunity to promote the region as an desire to escape city life and embrace secure, predominately female escape or detox from city life. Attracting nature/outdoors and new discoveries. individuals who earn more and increased daytrip and overnight visitors Compared with the average Australian, spend more on travel and luxury from regional Victoria is also an Lifestyle Leaders: accommodation. They value quality opportunity. • Take a greater number of leisure over price and seek enrichment and trips per year (4.2 trips compared to rejuvenation through connecting with INTERSTATE 3.9); and nature and focussing on their wellbeing. There is significant opportunity to • Spend more on travelling per year They appreciate quality and freshness increase interstate visitation to the ($4,058 on average compared to in food and are more likely to buy Shire, with visitors from nearby ACT $3,205) organic foods, and indulge in premium currently forming a low proportion of restaurant experiences which offer domestic overnight visitors, and further The Lifestyle Leaders market fresh, seasonal and regional produce. opportunity to attract those visitors segmentation model also incorporates from regional NSW. Sydney-Melbourne- four categories of target markets specific INSPIRED BY NATURE Sydney travel presents some growth to the types of experiences sought within Represent approximately 14% of the opportunity. the Lifestyle Leaders market, as outlined total population 18+. They regularly get below. away for weekends and want a choice of INTERNATIONAL activities that allow them to get active to Whilst international visitors currently CREATIVE OPINION LEADERS varied degrees, from hiking and cycling comprise a extremely small proportion Creative Opinion Leaders represent to shopping and dining. Their genuine of overall visitors to Indigo Shire, approximately 6% of the total population environmental concerns lead them growth of this market at a state level 18+. They are creative both in terms towards preferring an eco-tourism will present opportunities for Indigo of their involvement in cultural and experience where respect for natural Shire to capture an increased share of creative pursuits and their openness surrounds is paramount. this market into the future. Increasing to risks, new experiences and new destination awareness in the Melbourne ideas. Their extensive social networks INTERNATIONAL metropolitan market will increase and extroverted nature means that EXPERIENCE SEEKERS opportunities to capture international once they’ve visited a destination, the International experience seekers VFR visitors to Melbourne. latest exhibition or experience, they will are growing in number in Australia, generate positive word of mouth among Beechworth Area, Rutherglen Area, particularly Asian experience seekers. their friends and family. and Yackandandah Area identified The Asian markets are travelling further international visitors as desired target and dispersing more across Victoria, markets. FOOD AND WINE LIFESTYLERS with motivations including interaction Food and Wine Lifestylers represent with nature, wildlife, heritage and 3.3.2. Psychographic approximately 13% of the total culture. population 18+. They are a credible Whilst international visitors are not a LIFESTYLE LEADERS authority on eating out and seek to enhance their sophisticated palate key market currently for Indigo Shire, The key domestic target market for the there is potential for this market to Indigo Shire has been identified as the and culinary knowledge through an understanding about everything food develop with the right product offering.
25 Part A. Background
MILLENNIALS (1981-1996) 3.3.3. Generational Figure 12 shows the generational shift that will occur in the current main visitor markets to 2022. 22 - 37 30 - 45 YEARS YEARS Figure 12 Generational Shift 2003-2022 2018 2026
FAMILIES TOURING
By 2025 .50c in every dollar spent on 35.44 45-54 55-64 65-74 tourism will be spent by the Millennial generation. The millennial market is 2003 currently only a small part of the visitor market to regional Victoria. However, GEN X BABY BOOMERS WAR BOOMERS this will become a key market which will develop over the next 10 years. Key attributes of this market include: 2017 • They are tech savvy: They are constantly connected through their smart phones and high consumers of social media. Data connectivity 2022 is critically important for this group and they undertake all of their information gathering pre and during trip using digital resources; Millenials Gen X Baby Boomers War Babies • Their preferred holiday experiences are those that are unique and Source: EarthCheck, 2017 include a strong experiential element. Whilst they won’t pay for luxury accommodation, they will pay for quality food and activities; and • They travel regularly. Millennials spend a large part of their wage on travel and when not travelling they are researching and planning their next trip. Millennials were specifically identified as a key growth target market for all four Areas.
GENERATION X (1965-1979)
38 - 53 47 - 62 KEY CHALLENGES YEARS YEARS
• Aging habitual visitors 2018 2026 • Shifting generations
Attracting Generation X visitors will KEY OPPORTUNITIES continue to play an important role • Maintain and grow for Indigo Shire marketing, with this Gen X market identified as a key current and • Grow product and growth target market for Indigo for experience for the duration of the 5 year strategy and emerging and growth beyond, particularly for Beechworth markets and Chiltern Areas.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 3.3.4. Lifestage disposable income and more time to travel and explore the distinct townships FAMILIES of the region. Families, SINKs & DINKs and Empty Nesters are all strongly All Areas identified that families represented within the Lifestyle Leader were an important target market, in market. particular linked to school holiday travel (Yackandandah Area), camping (Rutherglen Area). and Cultural Heritage 3.3.5. Niche Markets tourism (Beechworth Area). It is important to note that there are This will be a key target market for other niche market segments which Chiltern Area in particular in line with are important to the Indigo Shire region increased family orientated product including grey nomads, gold fossickers, development. bird watchers, school and sporting groups, weddings and other special interest SINKS & DINKS groups. The grey nomad touring market Single Income No Kids (SINK) and Double is significant now, and is important Income No Kids (DINKS) are both ideal particularly outside of peak times, but target markets for the whole Indigo Shire generational shift will change the nature region, and in particular are an ideal of the touring market with shorter tours a market match for Beechworth Area and feature of this shift. Yackandandah Area in line with further Indigo Shire Council needs to provide cycling and food product development. strategic focus on markets that are best aligned with the product profile of the Shire EMPTY NESTERS and in particular those markets which have Empty Nesters are also a key potential the highest potential for growth and yield. target market for the region, with higher
27 Part A. Background
4. Strategic Context
4.1. Introduction 4.3. Policy context VICTORIA’S ABORIGINAL TOURISM DEVELOPMENT STRATEGY This section of the Strategy provides an 4.3.1. Federal tourism policy Victoria’s Aboriginal Tourism outline of key documents and literature Development Strategy 2013-23 that may influence the strategic direction TOURISM 2020 STRATEGY identifies that there is a high demand of the plan. This includes Federal, State The Tourism 2020 strategy was developed for Aboriginal experiences, significant and Local Government plans and policy. to provide long term goals for the amongst international markets, Australian tourism industry. The six key particularly Western Hemisphere areas of the strategy include: markets such as the United Kingdom and Europe. Aboriginal tourism is seen • Grow demand from Asia; as a motivator for travel to Australia for 4.2. Key Findings • Build competitive digital capability; these visitors. The vision is that regional • Encourage investment and implement Victoria will boast a growing Aboriginal Key considerations for the the regulatory reform agenda; tourism industry that showcases Strategy drawing on current Victoria’s unique Aboriginal history, literature include: • Ensure tourism transport environment supports growth; cultural expression and diversity to a • The growing role of digital in global audience. Visitors are seeking • Increase supply of labour, skills and tourism servicing; experiences that are positive and that Indigenous participation; and • Improving branding and highlight the unique aspects of the marketing of destinations • Build industry resilience, productivity culture. through digital; and quality. • Growing event tourism in VICTORIAN REGIONAL ECONOMIC regional areas; DEVELOPMENT AND SERVICES 4.3.2. State tourism policy REVIEW 2015 • Providing experiences The Victorian Regional Economic that target Asian visitors, VICTORIAN VISITOR ECONOMY STRATEGY, JULY 2016 Development and Services Review particularly the Melbourne provides 60 recommendations to guide China VFR market and product The Victorian visitor economy has been growing strongly in comparison to NSW development in regional Victoria. development to service future Pertinently, the review states the high growth; and Queensland since 2010. The Victorian Visitor Economy Strategy 2016 (Visitor priority of attracting investment into the • Cycle tourism opportunities in Economy Strategy) prepared by the visitor economy (recommendation 20) by partnership with Tourism North Victorian State Government highlights removing barriers to private investment East; the key to this success is the diversity of in key regional tourism infrastructure, • Walking tourism opportunities product on offer in Victoria and recognises and High Priority: Unique regional in partnership with Tourism the need to strengthen this diversity. tourism segments (recommendation North East; and 21) by focusing on niche mountain bike product development in North East of • Heritage tourism opportunities The Visitor Economy Strategy provides Victoria. leveraging recent work state wide direction for the growth of the undertaken for Ned Kelly Alive tourism industry. The Strategy aims to VICTORIA’S CYCLING TOURISM Project and Hume Aboriginal increase visitor spending to $36.5 billion ACTION PLAN 2011- 2015 Cultural Trail Project (HACT). by 2025 through nine priority goals which include: The Action Plan aims to outline Victoria’s position in relation to cycling tourism and It will be important for Indigo • More private sector investment; Shire to maintain strong working provides the following direction: • Build on the potential of regional and relationships with State and • Strengthening the supply of cycling rural Victoria; Regional Tourism Organisations tourism experiences; • Improve branding and marketing; and Regional Development Victoria • Building consumer demand for cycling to ensure it is able to leverage • Maximise the benefits of events; tourism experiences; and from larger regional tourism • Improve experiences for visitors from • Attracting and leveraging events. projects such as Ned Kelly Asia; Alive, North East Victoria Cycle • Better tourism infrastructure; Victoria’s High Country is recognised Optimisation Project (NEVCO) and as having a primary strength in road • Improve access into and around Hume Aboriginal Cultural Trail cycling, mountain biking, trails and major Victoria; Project (HACT) work, as well as cycling events. In regard to Victoria’s High future projects and campaigns. • Skilled and capable sector; and Country, the Plan identifies the following • More effective coordination. actions:
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 • Completion of key rail trail and cycle VICTORIA’S HIGH COUNTRY The Strategy identified five key themes tourism projects including the Murray DESTINATION MANAGEMENT for the overall region: PLAN 2016-2023 to Mountains Rail Trail; and • Environment Theme: Natural The Destination Management Plan • Nature-based infrastructure and resources protected and enhanced for outlines a range of priority projects investment product linked to adventure current future generations; for the North East region with the tourism product. first priority project being ‘Ride High • Communities Theme: Healthy, vibrant Country – Rail Trials’. The aim of this and resilient communities; 4.3.3. Regional Policy priority project is “for the High Country • Economic Theme: A thriving and to own the best rail trail network in the dynamic economy; NORTH EAST VICTORIA CYCLING Southern Hemisphere, which will act as • Transport Theme: An integrated OPTIMISATION (NEVCO) MASTERPLAN a major regional tourism driver”. network of efficient and high A Cycling Masterplan has been recently functioning transportation systems; The Destination Management Plan completed by Urban Enterprise for and the North East Victoria Region. The outlines investment in mountain • Land Use Theme: An efficient and overarching aim of the North East Victoria biking, including the Yackandandah to sustainable pattern of urban and rural Cycle Optimisation (NEVCO) Masterplan Beechworth MTB Trails - Enhancement land use and development. is to ensure North East Victoria maintains of existing local trails to bring them up to tourism quality including a its position as Australia’s premier cycling Within the economic and transport link between the Beechworth and destination and continues to develop themes, subregional actions specifically Yackandandah MTB Parks. world class cycling infrastructure and relevant to the future tourism direction experiences that attract growth in of Indigo shire include: visitation and yield. Priority Three looks to drive innovation across the region’s key food, wine • Improve tourist precinct services The masterplan identified four key and beer tourism offering to ensure between Wodonga and the tourist themes: new and enhanced cycle product that it is engaging, contemporary and precincts of Rutherglen, Beechworth and experiences; cycle friendly region; experiential. and Yackandandah complementary product and experience; • Develop a detailed Upper Hume sub In regard to Arts and Culture and grow demand for cycle tourism. regional strategy for off-road cycling Invigoration, Priority seven outlines the Table 3 shows the priority projects paths, including the Rutherglen aim to develop highly engaging products identified for Indigo Shire specifically. to Bowser trail, links associated associated with the Ned Kelly story, the with the High Country Rail Trail local indigenous experience, and a High Table 3 Indigo Shire Cycling Projects and connections with the Murray Country Art Discovery product. to Mountains Rail Trail, in order to PROJECT TYPE strengthen the appeal for the region THE HUME STRATEGY FOR for cycle touring; Beechworth to SUSTAINABLE COMMUNITIES Mountain • Maintain and grow support for Yackandandah Mountain 2010-2020 Biking Bike EPIC innovative events that provide new or Completed in 2010, the Hume Strategy expanded tourism opportunities; Cycle Friendly for Sustainable communities (Hume Beechworth Bike Hub • Plan for a dedicated heavy vehicle Region Strategy) is a 10 year strategic plan that bypass around Yackandandah; was developed by the Hume Regional • Provide a heavy vehicle bypass around Beechworth to Stanley Mountain Management Forum (RMF) to provide Rutherglen; Mountain Bike Trail Biking advice and make recommendations to inform decision making and investment • Increase the service level frequency Chiltern Mountain Bike Mountain in the Hume Region. for the Corryong–Tallangatta– Trails Biking Wodonga and the Yackandandah to The strategy comprises a regional and Beechworth services; and Bike Hub Cycle Friendly four sub regional plans, with Indigo Yackandandah Region • Upgrade local roads such as the Shire one of three LGAs located within Wodonga to Beechworth Road, the Beechworth Gaol Cycle Friendly the Upper Hume sub region. Locations Up River Road (after the Corowa/ Bike Hub Region such as Rutherglen and Beechworth Wahgunyah Bypass) and Federation are identified as having food and wine, Bridge crossing of the Murray River Rail Trail Extension heritage, recreational and environmental to cater for regional and cross border - Yackandandah to Rail Trail values that are important for tourism. heavy vehicle traffic. Beechworth
29 Part A. Background
HUME REGION SIGNIFICANT TRACKS HUME ABORIGINAL CULTURAL NORTH EAST VICTORIA AND TRAILS STRATEGY 2014-2023 TRAIL (HACT) TOURISM GAP ANALYSIS, The Hume Aboriginal Cultural SGS, AUGUST 2012 The aim of this strategy is to improve Trail has been completed by Hirst The product gaps identified by existing regionally significant tracks Projects and scoped and established the North Victoria Tourism Gap and trails in the Hume region, to a business case for the development Analysis include: identify any new regionally significant of a connected network of significant • Unique, iconic accommodation; tracks and trails or extensions Aboriginal cultural tourism products • Unique accommodation which required, and to identify other factors and experiences across Hume region. is sympathetic to nature; that will encourage greater use and The vision for HACT is: awareness of tracks and trails in the • Facilitated, nature- based region. By 2027 Hume will enjoy a thriving activities; Aboriginal cultural tourism economy • Facilitated cycling experience; The overarching vision for the rich with memorable experiences that • Intra- regional transport links; strategy is to develop the Hume connect visitors to Hume’s Aboriginal and region to provide diverse, high quality, cultures. We will share knowledge, sustainable tracks and trails of promote understanding, respect the • Cultural heritage activities. regional, state and national significance enduring contribution that Aboriginal to facilitate economic, social, health people make to the region and bring and environmental benefits. people together in a care for country. 4.3.4. Local Policy
NED KELLY ALIVE- REIMAGINING INDIGO SHIRE INTERNATIONAL THE KELLY STORY TOURISM PROJECT The Ned Kelly Alive project was The International Tourism undertaken by lead consultant In order to achieve the Vision, Product Development Project EarthCheck to revitalise and reimagine the following objectives must investigates the impact of the Ned Kelly tourism experience be met: international tourism in Indigo with fresh marketing appeal. The 1. Create a tourism-focused and provides a number of short to project aims to bring the Kelly story concept and platform for medium term strategies for the to life through the use of cutting the Region which directs the following concepts: edge technology and interpretation development of Aboriginal 5. Beechworth international techniques, in order to increase visitor cultural product; numbers, spend and their length of cycling; 2. Provide leadership for stay. There is a focus on creating an 6. Rutherglen food and wine loop; product development in immersive visitor experience with the Hume Region through 7. Premium/ interactive wine international appeal. The Business effective governance; experience; Case provides ten concept designs for 8. Beechworth historic and consideration, of which the Beechworth 3. Increase the capability and cultural precinct; and Historic Precinct’s Courthouse and capacity of the Aboriginal the Old Beechworth Gaol are directly people in the Hume Region to 9. Niche tour/ package relevant to Indigo Shire. deliver tourism products; and experience. 4. Prioritise and attract product The report highlights that the The remaining concepts include: development investment in local international tourism • North East Republic Gourmet Trail; products that can achieve the market presents the strongest vision utilising the concept • Viewing Platform with VR Expansion; opportunity to grow international and staging development. • Purpose built Kelly attraction; tourism in the short term. The • Map technology platform; These objects are underpinned greatest product development challenge is identified as the • Kelly inspired art trail; by four Strategies that outline the Direction; The StoryMap and ability to provide a compelling • Ar/ VR experience at siege site; Clusters, Governance, Capability hook that will cut through the • Mansfield Police Memorial and tour and Capacity and Product very competitive tourism market operators hub; and Development. and entice visitors to travel to the • Benalla Art Gallery Expansion. region.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 INDIGO SHIRE COUNCIL PLAN mountain bike trail. The preferred trail 2017 - 2021, JUNE 2017 option was recognised as the high INDIGO SHIRE TOURISM In regard to tourism, the Council Plan investment option of Beechworth to STRATEGY 2013 - 2018, sets out the following actions: Yackandandah loop, which provides JUNE 2013 45 km of trail including an ‘epic’ style The vision for tourism is • Review and update the 2013 Tourism loop of 32 km. The economic impact of identified as follows: Strategy to develop Council’s direction and competitive advantage the trail is estimated at $5.1 million in Indigo Shire will be consistent with the Regional output and 34 FTE jobs. recognised as a region Destination Management Plan; with nationally significant, • Develop a strategic plan for caravan INDIGO SHIRE CLIMATE CHANGE historic streetscapes and park amenities across the Shire; POLICY, AUGUST 2016 unique destinations offering The Policy has been prepared to provide • Finalise and implement the review of authentic food, wine and a mechanism to guide strategies, Visitor Information Services; cultural heritage experiences, evaluate and assess projects and a vibrant calendar of events, • Progress development of the services, and enable Council to manage and landscapes of great Beechworth Railway Station and its climate change vulnerability. When natural beauty. Its tourism Goods Shed precinct; delivering local government services industry will be a significant • Support the development and and maintaining assets into the future sector of the local economy activation of the Old Beechworth Council intends to providing employment, Goal and Historic Precinct; and • Meet legislated obligations in regard economic growth, and • Facilitate the development of to climate change; encouraging civic pride and Wahgunyah railway land. • View all strategic and operational cohesiveness. decisions, and policy positions The strategy provides four INDIGO SHIRE ECONOMIC through the climate change lens; pillars with actions to achieve DEVELOPMENT STRATEGY, 2012 • Manage our carbon footprint through this vision. These include: The Strategy recognises the cost effective processes including importance of the tourism industry energy consumption monitoring 10. Visitor experience; for the Shire, identifying tourism as and management and reducing 11. Marketing; providing 20% of the jobs in the Shire greenhouse gas emissions; 12. Industry development; and representing approximately 12% • Apply risk management to and of the total businesses in the Shire. On develop and implement adaptation 13. Investment attraction average tourists stay 2.5 days in the strategies; and infrastructure Shire and spend an average of $379 • Ensure that the burden of mitigating development. per visit or over $67 million annually. and adapting will apply equally to all and not fall unfairly on the INDIGO SHIRE BEECHWORTH TO vulnerable and disadvantaged; YACKANDANDAH MOUNTAIN BIKE • Promote and work towards TRAIL SCOPING STUDY, 2017 cooperative, coordinated regional The Beechworth to Yackandandah climate change management; and Mountain Bike Trail Scoping Study • Identify opportunities to innovate and was prepared by Urban Enterprise be proactive in our response to the and provides an assessment of 5 challenges of climate change. development options for the delivery of the Beechworth Yackandandah
31 Part A. Background
PARKS AND RECREATION • Wahgunyah Foreshore Master INDIGO SHIRE COUNCIL, RESERVE MASTERPLANS Plan - is a comprehensive plan for HERITAGE STRATEGY, 2017- A number of park and recreation the Wahgunyah foreshore area and 2021, FEBRUARY 2017 reserve masterplans for assets within details site specific and general The vision for the Indigo Shire Indigo Shire were also reviewed, these foreshore recommendations. Council Heritage Strategy is as included: • Yackandandah Sports Park follows: • Baarmutha Park Master Plan - Master Plan (2007) - provides outlines the proposed redevelopment recommendations to enhance Indigo Shire is a renowned of Baarmutha Park, including the park’s physical features and and proud custodian of its the 2-stage redevelopment of the infrastructure and potential for new diverse and significant natural community facility and changerooms, usage opportunities. beauty, heritage places and renovation of the oval, proposed • Lake Sambell Master Plan (2015) - preserved historic character new playground and formalised car provides strategic direction for the of both its Indigenous and parking. future upgrades and maintenance post European settlement. • Coulston Park, Tangambalanga of the lake. The Master Plan The Indigo Shire promotes Master Plan (2011) - provides recommends the repositioning of a greater appreciation and actions and priorities for the the Chinese Garden, installation of understanding of places of future improvements to the park. interpretive signage. heritage significance in the Redevelopment actions include Shire and seeks to protect • Stanley Recreation Reserve Master upgrades to the BMX track, a skate its heritage places for the Plan (2011) - provides for the future park., upgrades the BMX track, benefit of current and future maintenance and works at the access and community facilities. generations. reserve and recommends for the • Chiltern Reserve, Lake Anderson/ upgrading of the reserve facility. The Strategy recommends Martin Park Master Plan (2011) - the tourism and economic provides for the future maintenance PROJECTS UNDERWAY development promotion of required at the park. The plan A number of projects are currently heritage assets including the recommends the installation of underway or proposed that will Indigo Gold Trail, Echoes of interpretive signage throughout influence tourism delivery in Indigo History, Powder Magazine, the park and reserve precinct to Shire, these include: Ned Kelly/ Gold Walking encourage way-finding by tourists • Chiltern Connectivity Project 2018 Tours and Rutherglen Gold and to celebrate the history of the (underway); Battery, which is part of area. • Historic Precinct Master Plan 2018 the Gold Trail. Further, the • Wahgunyah Recreation Reserve (commencing 2018); Strategy recommends the Master Plan - provides a focus update of Indigo Shire website, for improvements to the park and • Rutherglen Revitalisation Project add additional information includes recommendation for (underway); materials and access links to the relocation of the playground, • Proposed Yackandandah appropriate Heritage websites installation of BBQ, picnic tables and Placemaking Project 2018/19; to celebrate and inform about shelter. • Economic Development Strategy Indigo Shire’s cultural heritage 2018-2023 and history.
The Strategy recognises the rich history and substantial heritage assets of the municipality as an important tourism drawcard for the Indigo Shire.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 5. Product Profile
5.1. Introduction
This section provides an outline of 5.2. Key Findings • Cycle tourism – delivery of trail tourism product in Indigo Shire and infrastructure and mountain identified the merging and potential Indigo Shire is an emerging biking tracks; product opportunities that may be destination in Victoria’s North • Heritage – delivering considered. East. Its capture of visitation to contemporary and motivating the North East is currently low, heritage products; Further detail on product opportunities however it has much potential • Nature based tourism – including is identified in the Strategy Section of for growth across food, wine and improvement to short walks; this report under each Area. craft beer, heritage, nature based and cycle tourism. The Victorian • Food, wine and craft beer Gold Rush towns of Indigo Shire tourism – attracting new provide a high amenity backdrop operators in destination food for tourism and Beechworth and drink tourism and additional and Rutherglen have long been investment in existing product, domestic destinations. Key product with an emphasis on agri/ gaps and opportunities include: sustainable innovation; and • Accommodation – attracting investment in new motivational accommodation including self- contained, nature based and eco accommodation, as well as reinvestment in the existing accommodation offer.
33 Part A. Background
5.3. Indigo Shire
5.3.1. History and heritage • Yackandandah Area – Yackandandah streetscape, Karr’s Reef Gold Mine, Yackandandah Museum, plus History and heritage is a key product strength of the various buildings in surrounding Kiewa and Sandy Shire, with each of the four historic townships distinct Creek; and and featuring a number of key assets, including: • Chiltern Area – Chiltern Old Town Hall and • Beechworth Area - Beechworth streetscape, Old Athenaeum, Chiltern Railway Station and Goods Beechworth Gaol, Beechworth Historic Court House, Shed, and the National Trust listed Lakeview, Federal Beechworth Post Office, Stanley Athenaeum, Mayday Standard, Dow’s Pharmacy, Yeddonba Rock Art site, Hills and the Indigo Gold Trail sites; Star Hotel and Theatre and Indigo Gold Trail sites. • Rutherglen Area - Rutherglen Wine Experience, Main Street heritage buildings, historic winery Marketing and promotion, legibility and interpretation buildings (including All Saints Estate, Mt Ophir, of key assets is an issue across all four townships, with Fairfield and Olive Hills), and the Indigo Gold Trail development of immersive and exciting experiences sites. needed to contemporise the product offer.
5.3.2. Nature based There is a well-established visitor and local mountain biking market for the region, particularly Indigo Shire has a diverse range of nature based in Beechworth and Yackandandah townships, with assets across the region, these include: five mountain bike clubs located within one hour’s • Beechworth Area - Lake Sambell, Woolshed Falls, drive of the townships including a local club in each Beechworth Gorge, Lake Kerferd, The Cascades, township. The iconic Murray to Mountains Rail Trail Stanley State Forest, Beechworth Historic Park and traverses through the region, and the region is also Fletchers Dam; popular for road cycling. • Rutherglen Area - Lake King, Lake Moodemere Whilst a number of key projects are proposed or and the Murray River; underway to support the growing cycling profile of the • Yackandandah Area – Stanley State Forest, Shire, there remains significant opportunity for the Kiewa Valley and River, Sandy Creek Reserve, Shire to leverage from current and future demand. Yackandandah Gorge, Kergunyah Reserve, Hume Weir Huon, and Upper Sandy Creek Reservoir; and WALKING • Chiltern Area - Chiltern Mount Pilot National Park, The region is also home to a diverse range of Lake Anderson, and Mount Pilot. formalised walks including the following in each township region: The region’s nature assets support a range of • Beechworth Area - Lake Kerferd Walk, Lake passive and active recreational uses including road Sambell Walk, Woolshed Falls Walk, The Cascades cycling and MTB, walking, bird-watching, abseiling, Walk, The Precipice Walk, Ingrams Rock/Fiddes rock climbing, gold panning, bushwalking, fishing, Quarry, and Rotary Walk; and horse riding. There are also a number of community recreational facilities including swimming • Rutherglen Area – Lake King Walk, Lake pools at Beechworth, Chiltern, Rutherglen, and Moodemere Walk, Rutherglen Heritage Walk; Yackandandah; golf courses, Chiltern Racecourse; • Yackandandah Area – The Lions Town Walk, and skate parks; tennis courts; and a number of Tangambalanga/Kiewa Walkway; and dedicated recreation reserves. • Chiltern Area – Chiltern Historic Walk.
CYCLING Improving marketing and promotion of available Cycling use and demand in the region is growing walks, and developing supporting infrastructure and across all cycling markets (road, MTB and rail trail) collateral, will greatly improve this existing product in line with the prominence of the North East Region offer. as a cycling tourism destination. Further leveraging the existing natural assets of the region to create key experiences and attractions presents a significant opportunity for the Shire.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 5.3.3. Arts and Culture • Yackandandah Area – Yack Station Art Station, Arts Yackandandah, Kirbys Flat Pottery, Gordon Arts and culture is an emerging product strength across Dixon Gallery, Sluga Gallery; all Indigo Shire’s Areas, with each having its own unique • Chiltern Area – Hub 62, Regli’s Missing Link and community of artists and makers. Existing galleries and Paper Trail Studio. artist groups in each Area include: • Beechworth Area - Beechworth Arts Council, Mayday Local artists within each Area present a unique Hills Art Society, Beechworth Fine Art Gallery, Stanley opportunity to develop arts initiatives, installations Active Arts Community and events that will enhance the visitor (and resident) • Rutherglen Area – Main Street Gallery, Arts experience in each Area. Rutherglen, Rutherglen Art Gallery
5.3.4. Food and Agritourism associated seven generations narrative) not currently being effectively capitalised on. Food and agritourism is a key strength of Indigo Shire, however whilst some townships are developing to meet Within Rutherglen township there are also limited food growing customer expectations, other townships are offerings for the visitor, and although Rutherglen also experiencing issues including diversity, availability and/ hosts a number of wine related events which attract or standard of product which are creating barriers to significant attendance, there is substantial scope to increasing visitation, length of stay and visitor yield. develop new and exciting experiences and ancillary products, and signature events, to grow and diversify BEECHWORTH AREA the existing wine narrative in the region. Key issues for In recent years Beechworth has started to emerge as Rutherglen Area’s food and agritourism offer include a food and beverage hub for the region, with a number availability, variety and the quality of offer. of motivating and on trend businesses including Bridge Road Brewers craft brewery, Provenance (chef’s YACKANDANDAH AREA/ hatted restaurant), and The Ox and Hound. There is a CHILTERN AREA burgeoning local food co-operative and agri-tourism Food and beverage product in Yackandandah Area, and innovation offers opportunity to further boost the Area’s Chiltern Area, is limited compared to product which is food offering. available in Beechworth Area and Rutherglen Area, with key issues including availability, variety and the quality However key issues include availability, particularly of offer. early mid-week. Additionally, whilst the Area has a number of existing wineries including Amulet Vineyard, The sustainability and locally sourced and made Haldon Estate, Pennyweight and Star Lane, consumer narrative that has grown within the Yackandandah recognition is relatively low, and the development of township provides a significant opportunity for supporting product and contemporary experiences is development of unique food and beverage product. limited. Recently opened Saint Monday provides an example of a high quality, on-trend and motivating food product which RUTHERGLEN AREA clearly aligns with the sustainability and local ethos Rutherglen is one of Victoria’s recognised wine of the township and has the potential to develop as a regions with an exceptionally strong winery product destination dining offer for the region. offer. This includes 19 wineries and vineyards in the Rutherglen Area including well-established Although food and dining product within Chiltern large wineries. However, wineries in the region township is currently limited, there are a number of vary greatly in their ancillary product offer, with a producers in the Area including Hotson’s Cherries and number successfully developing experiences such Chiltern Honey Farm, which could be expanded to create as a restaurant/café, tours, farmers markets, farm motivating agritourism visitor experiences including produce, regional produce, cider, accommodation, farm gate, tasting and/or development of a produce trail and cooking classes. experience. Recently opened Hub 62 has also been very successful to date, providing a café offering alongside There is significant opportunity to leverage from the an art gallery showing that there is existing demand for distinct character and history of the wine region, with the contemporary food and beverage businesses within the region’s key points of difference (e.g. Muscat variety and township and surrounds.
35 Part A. Background
5.3.5. Events ― Rutherglen Winery Walkabout (15,000 attendees), Rutherglen Country Fair Indigo Shire hosts over 175 events per annum, including (5,000-15,000 attendees) in June a number of iconic festivals and events which attract ― Rutherglen Wine Show in September significant visitor numbers to the region, as well (500 attendees); and as a range of smaller events which predominantly ― Rutherglen Ag Show in October attract habitual and local visitors and add value the (500 attendees). local community. Major festivals (and their estimated attendance) in each township region include: • Yackandandah Area: ― Yackandandah Folk Festival in March • Beechworth Area: (13,000 attendees) ― Opera in the Alps (4,000 attendees) and ― Kiewa Camp Oven Cook Off in October Beechworth Music Festival (400 attendees); and (1,000 attendees) in January; ― Yackandandah Billy Cart Race in November ― Writers, Readers and Poets Weekend in February (300 attendees). (500 attendees); ― High Country Hops Festival in March There is significant potential to leverage from this (1,000 attendees) existing event profile including expanding existing ― Golden Horseshoes Festival during Easter events and the development of new and iconic events to (15,000 attendees); create a diverse events calendar capable of driving new ― Drive Back in Time in May (4,000 attendees); and repeat visitation, increased length of stay and each ― Ned Kelly Weekend/Golden City of the Hills Area’s brand message. (3,800 attendees); and ― Beechworth Celtic Festival in November ( 2,000 attendees). • Chiltern Area: ― Chiltern Pro Rodeo in March KEY CHALLENGES (2,500 attendees); • Creative deficit with events primarily ― Chiltern Visual Arts Exhibition in June drawing a habitual, local audience (800 attendees); attendance ― Chiltern Jam Session in July • Limited appeal to growth segments (500 attendees); • Limited creative or innovative edge to ― Chiltern Antique Fair in August drive brand message (500 attendees); and KEY OPPORTUNITIES ― Chiltern Mo Ride in November (500 attendees) • Event investment attraction • Rutherglen Area: • Innovative, brand-driver events ― Rutherglen Rowing Regatta • New events with contemporary audience appeal (4,000 attendees) in January; • On-trend accommodation options like ― A Day on the Green glamping, eco pods etc. (5,000 attendees) and Tastes of Rutherglen (3,000 attendees) in March; and
5.3.6. Accommodation KEY CHALLENGES Whilst there are over 180 existing accommodation Quality of existing accommodation stock properties across Indigo Shire, the product offering and operator capacity to redevelop in line lacks a critical mass of on-trend, motivating options with contemporary trends appealing to contemporary travellers.
The product and experience offer of current KEY OPPORTUNITIES accommodation requires review and reinvestment, as Creating on-trend accommodation well as the development of contemporary and unique options with a clear link to the region’s accommodation product that showcases regional branding strengths, e.g. Self contained strengths, such as the recent glamping accommodation ‘contemporary heritage’, glamping, development at Cofields Winery in Rutherglen. eco/niche accommodation
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 5.3.7. Township strengths
Figure 13 shows an assessment of regional product strengths by township. KEY CHALLENGES
Figure 13 Product strengths of Indigo’s Areas Creating primary product strengths across all areas for a HISTORY FOOD AND NATURE ARTS AND FESTIVALS cohesive approach to AND CYCLING AGRITOURISM BASED CULTURE AND EVENTS HERITAGE marketing the region
Beechworth Area KEY OPPORTUNITIES Each Area has individual Chiltern Area strengths that are complementary, providing a rounded Rutherglen Area experience across the Shire. Yackandandah Area
Primary Product Strength Secondary Product Strength Emerging Product
37 Part A. Background
6. Governance and Resources
6.1. Introduction 6.3. Overview of tourism service delivery This section provides an overview of 6.2. Key findings governance and resources dedicated 6.3.1. Tourism governance to tourism service delivery in Indigo Indigo Shire has a tourism hierarchy Shire, based on background analysis budget of almost $1.6 million, which compares positively when undertaken. The delivery of tourism benchmarked against other development in Indigo regional LGAs. A large part of Shire includes the following this budget is allocated to visitor organisations: information service delivery and heritage precinct, in addition to • Visit Victoria; tourism development initiatives. • Tourism North East; There is some opportunity to • Indigo Shire; and reduce expenditure to visitor information services through • Township based Local Tourism co-location initiatives in tandem Associations (LTA) (e.g. with reduction of the net cost to Destination Rutherglen). Council from a new commercial The roles and responsibilities vary focus and revenue generation. for each organisation. The role • A review of resources for Local Government in tourism relating to tourism service service delivery includes the delivery shows a low level of following: expenditure on events and • Delivery of visitor information low staff resources dedicated services; across tourism marketing, • Industry support; industry development and • Domestic marketing; events. This is an area which, if resources were increased, • Content development; could substantially impact on • Event attraction and support; visitor attraction to Indigo Shire. and However, unless significant • Investment attraction. efficiencies are implemented or revenue generation releases Tourism North East is the Regional budget for allocation to tourism Tourism Board for Victoria’s development, there is limited High Country tourism region, of room to move within the which Indigo Shire is one of 6 LGA existing budget. partners and one of 9 partners in total including 3 Alpine Resorts. In addition there is opportunity This organisation it well-resourced to strengthen collaboration and provides leadership across the and partnerships with Tourism broader region with regard to: North East, which would allow • Marketing; KEY CHALLENGES Indigo Shire to leverage further • Product development; Low resources dedicated from Tourism North East’s to events, marketing and marketing and digital media • Digital resources; and industry development resources. • Industry development.
It is the responsibility of KEY OPPORTUNITIES There is opportunity for Indigo Indigo Shire Council to direct Shire to leverage the expertise and Reduce expenditure to visitor resources to areas which will resources of TNE, particularly in information services through have the greatest benefit for the the areas of marketing, product co-location of service delivery visitor economy and industry. development and product-based with heritage precinct delivery. industry development.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 6.3.2. Budget 6.4. Rutherglen - providing industry collaboration, networking and development Indigo Shire’s tourism budget for STRUCTURE opportunities. 2017/18 is $1.58 million (Table 5). Rutherglen is in an unusual situation • Marketing. compared to other destinations in Indigo Given the low marketing budget and the 41% of the tourism budget or Shire where the VIC and destination limited digital expertise within Destination $651,735 is used for the purposes marketing is delivered under an Rutherglen it is recommended that of tourism development. The key independent organisation ‘Destination marketing be delivered by a combination areas where the majority of expenses Rutherglen’.Destination Rutherglen of Winemakers of Rutherglen and Council are made for tourism development operates the VIC in Rutherglen and has a at destination level, where applicable include: small budget for marketing. • Regional Tourism Board; leveraging and aligning with TNE’s The VIC is owned by the Rutherglen larger regional marketing campaigns. • Tourism Development Marketing & Wine Centre Board which is a section 86 Rutherglen’s brand messaging is the Digital; committee of Council. This group then third fragmentation issue, with one • Tourism Development Events & contract Destination Rutherglen to provide lead message required with consistent Industry; visitor servicing. The VIC building is owned application over a number of years. Please • Destination Marketing; and 50% by Indigo Shire Council and 50% by refer to the Rutherglen Area section Winemakers of Rutherglen. • Tourism & Marketing Management. regarding Muscat Capital and destination Destination Rutherglen is funded in part brand project recommendation. The wage cost for tourism services by Indigo Shire Council, Winemakers of is relatively low, with only one Rutherglen and local industry members. INDUSTRY EQUITY full time and one part time staff Business operators in Rutherglen allocated to this area. Expenditure on MARKETING AND SERVICE DELIVERY currently access ATDW business listings procurement of events is relatively Fragmentation on three levels is a core (one online business listing appearing on low compared to spend on other issue for Rutherglen. Online presence national, state, regional and destination items within the unit. This is an area fragmented across multiple websites, websites) via membership of Destination which could achieve strong benefits cannibalising ranking and undermining Rutherglen. The cost of an ATDW listing for Indigo Shire’s economy if it has cohesive destination messaging. Structural is included within the current Destination additional resources. fragmentation leads to confusion in Rutherglen membership fee. destination marketing and messaging as Currently Destination Rutherglen A large part of the overall tourism there are at least five organisations which members receive preferential budget (37%) is attributed to visitor overlap in some way in respect of tourism representation from the Rutherglen Wine information services (Table 4). services delivery. These include: Experience visitor information centre. Further detail on visitor information • Indigo Shire Council; services delivery is included in the In comparison Beechworth operators can • Destination Rutherglen; following section. access the ATDW business listings without • Winemakers of Rutherglen; a requirement to join an LTA, or the cost • Tourism North East; and of doing so. All businesses with an ATDW Table 4 Total tourism budget 2017 listing receive equitable representation from • Visit Victoria. the Beechworth Visitor Information Centre. 2017/18 PROPORTION OF STREAM BUDGET TOTAL BUDGET A review of the structures delivering Removing digital marketing operations destination marketing and other tourism from Destination Rutherglen including TOURISM services is recommended and findings DEVELOPMENT $651,735 41% website and social media management should inform effective delivery models and implementing equitable costs and for essential destination management VISITOR access to ATDW listings across Indigo is INFORMATION $593,485 37% including: recommended. Visitor Information Centres SERVICES • Visitor information services - delivery of in Indigo should equally represent all a destination VIC that is a destination in HISTORIC tourism businesses with an ATDW listing. PRECINCT $340,381 21% its own right, a commercial co-location model with capacity to deliver visitor Initiatives to substantially increase the number of Indigo ATDW business listings TOTAL $1,585,601 100% services on and off site. EXPENDITURE should be scoped and implemented. • Micro-event activation and event delivery with a focus on activating the town centre. Essentially ATDW listed businesses fulfill • Major event attraction and brand- the ‘entry point’ criteria to be included in leading event development. Indigo, Regional and State campaigns and • Industry support and networking PR as well as representation at Indigo visitor information centres.
39 Part A. Background
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 7. Visitor Information Services Review
7.1. Introduction 7.3. Strategic Context The Strategic Directions Paper identified the following key This section provides an overview of 7.3.1. Policy direction opportunities for VICs: visitor information services delivery • The role of VICs can adapt in line with and future demand in Indigo Shire. AUSTRALIA’S ACCREDITED VICS: the rapid increase in visitors’ use of A STRATEGIC DIRECTIONS PAPER 2014 technology, particularly via mobile In general, there is a movement from the devices, to access information; expectation that visitors will plan to visit • They can leverage visitors’ desire a VIC to; 7.2. Key findings to experience what is unique and special about a destination; Indigo Shire currently “how can we effectively engage and supports four accredited service visitors while they are in the • VIC accreditation can continue to Visitor Information Centres region?” drive VICs to optimise the visitor throughout the region. Of these, experience and maximise value VICs in regional areas are facing Beechworth VIC captures the for the tourism industry and local major challenges as the landscape of highest number of walk in community; visitor information and visitor services visitors on average (85,243) in • VICs can work towards delivering all evolves. Developments in digital line with the prominence of the visitors consistent front-of-house technology and the ease of accessing Beechworth Area, however it experiences regardless of the size information are transforming how also equates to more than half and location of the VIC; visitors access information. of total expenditure outlaid • Working together, VICs can establish by Council on VICs. VICs vary Key challenges facing the future of VICs a modern, integrated network greatly in their current walk in include: that allows visitors to have their visitation, and capture rate of information and travel booking needs • VICs providing paper-based subregional visitors. met regardless of their location; information and limited opening Demand modelling suggests hours have less appeal for visitors • VICs can diversify the services they that Indigo Shire can currently who want to access targeted offer, such as actively servicing support 2.6 accredited VICs information online 24 hours a day; residents with community information and providing support to based on visitor information • The quality of visitor experiences event management and marketing; demand, and new accreditation and yield may decline because of and guidelines for Victoria inconsistency across the network in support the move towards how visitors can access information • VICs can make the experience of establishing Beechworth as and make bookings; working in them more attractive for volunteers who are comfortable with a Hub VIC for the region with • Increasing funding pressure technology. an amplified connection to and scrutiny on the return on the cultural heritage offerings investment for local government of the museum and precinct, Four priority areas for action have been and regional tourism organisations identified: supported by Rutherglen as a (RTOs) is challenging many VICs satellite with an amplified focus to demonstrate their value to their • Contemporary VICs; on wine experience, retail and owners; • Extraordinary visitor experiences; bike hire commercial elements, • A partnership approach to visitor and Yackandandah and Chiltern • The notion that VICs are a worthwhile servicing; and as Ancillary VICs. part of the tourism distribution system is questioned by some • A recognised VIC network. This will mean that the tourism operators; and approach to visitor information • There is some duplication of effort services is consistent across and inefficiencies across the network the four VICs. It is feasible for through a lack of leadership and one coordinator to manage support. Visitor Servicing across Indigo’s four VICs.
41 Part A. Background
7.3.2. Accredited Visitor A key difference between VIC delivery Information Centres models is the required paid staffing levels, as follows: The new guidelines allow for a ACCREDITATION GUIDELINES • Hub VIC - One full-time equivalent reduction in paid staff to service the paid staff member allocated to Visitor Visitor Information Centres in Victoria VICs whilst maintaining accreditation. can now apply a newly adopted set of Information Servicing, per Hub VIC; Chiltern and Yackandandah can guidelines for accreditation. These • Satellite VIC - 0.5 full-time equivalent operate as ancillary VICs connected to guidelines have only recently been paid staff member allocated to Visitor Beechworth, which can be maintained released and provide much greater Information Servicing per Satellite VIC. as the hub VIC. Rutherglen can operate flexibility surrounding physical VIC Can be staffed by paid or volunteer as a Satellite VIC, maintaining current delivery. There are now accreditation staff; volunteers must have access to hours and staffing, but with options to recalibrate as commercial or visitation guidelines for the following delivery a paid staff member; changes impact operations. models: • Seasonal VIC - 0.5 full-time equivalent • Hub VIC - A Hub VIC is the main paid staff member allocated to Visitor VIC in a particular LGA/region/town Information Servicing per Seasonal meeting all compulsory Accreditation VIC, for the duration of the service. requirements; Can be staffed by paid or volunteer • Satellite VIC - Each Satellite VIC staff; volunteers must have access to is required to have policies and a paid staff member; procedures in place that may reflect • Ancillary - 0.5 full-time equivalent the Hub VIC but have localised paid staff member allocated to Visitor content; Information Servicing per Ancillary • Seasonal VIC - A Seasonal VIC could service, prorated per 42 hours of be an option for a region that has a activity per week. Can be staffed by high intake of visitors at a certain time paid or volunteer staff; volunteers of year for an extended period i.e. 4-6 must have access to a paid staff months. A Seasonal VIC must abide by member; and the same guidelines as the Satellite • Pop-up - 0.5 full-time equivalent paid VIC model; staff member allocated to Visitor • Ancillary - An Ancillary can be a fixed Information Servicing per Pop-up or movable structure that is stationary service, prorated per 42 hours of during its hours of operation. E.g. train activity per week. Can be staffed by station, cruise ship, regional airport; paid or volunteer staff; volunteers and must have access to a paid staff • Pop-up - A Pop-up is a non- member. permanent service operating for a Further details on the accreditation part-day, single day, or over multiple criteria can be found in the ‘Visitor days for the purposes of an event, Information Centre Servicing Guidelines’. tradeshow, or crisis management. These are included in Appendix C.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 7.3.3. New ways of providing issue that must be addressed regarding potential uplift benefits of high-visibility, to visitors the future of VICs8. Analysis done on high-footfall locations. the trends in visitor servicing and International research conducted technology to address this objective COST PER WALK IN VISITOR in 20126 showed that 83% of leisure highlight that a visitor centre is only The VIC Futures Project highlighted the travellers and 76% of business part of the visitor servicing picture large cost per walk in visitor to VICs travellers planned their trip online, and and following key technological and that attract less than 30,000 walk in the 2013 VIC Futures Report7 identified delivery innovations (and examples) are visitors (Figure 14). The key driver for that two thirds of VIC visitors said they important considerations for the future this is the large cost burden of past were likely to explore, shop and book of visitor centres: accreditation guidelines place on VICs with a requirement for full time paid travel activities via their smart devices. • Mobile applications (e.g. Tourism staff. WA’s Experience Extraordinary Hyperactivity (i.e. Consumer/ Visitors mobile app); as ‘always on’ and requiring instant VISION FOR FUTURE VISITOR gratification) was identified in this • Near field communications - (e.g. INFORMATION CENTRES report as a key consumer trend Museum of London, World Expo The vision for visitor information and in line with this, the following 2012 in Korea, and the Modern and centres, identified in the Visitor technological trends were identified Contemporary Art Museum of Nice); Information Centre Futures project that would influence the future of VICs • Immersive centre environments includes the following: (some of which have already begun to – (e.g. Busselton VIC in WA which • A VIC network that has strong emerge): is using iPads to provide visitor leadership from all levels • Embedded technology for information information); of Government and tourism transfer; • Mobile visitor centres – (e.g. St organisations; • Humanisation of technology; Kilda Visitor Info Kombi; St Paul, • Transition to a regional networked Minnesota; Arlington, Virginia; and • Extreme information management; approach of gateway and satellite Santa Monica, California); • Device convergence; visitor information delivery; • Ambassador programs – (e.g. City of • Computer power; • Resources for VICs and services Melbourne, Port Macquarie, Brisbane will be tailored to meet visitor • Mobile money; and Airport and Christchurch); and consumption and needs; • The trade off – privacy for relevance. • Kiosks or “shops-within-shops” – • The design of VICs will embrace (e.g. City of Melbourne, City of Perth emerging digital technology and The imbalance between available and shop-within-shops in New York focus on providing uncluttered, visitor centre resources (financial and City). streamlined and visitor friendly people) and the need for greater focus spaces; and and innovation in online and mobile Location is an explicit consideration, engagement, is considered to be a key along with an understanding of the • Digital information delivery is embraced by VICs.
Figure 14 Average cost per walk in visitor
Group 5 VICs >125,001 $3.1
Group 4 VICs 75,001-125,000 $3.3
Group 3 VICs 30,001-75,000 $4.0
Group 2 VICs 15,001-30,000 $8.2
Group 1 VICs <15,000 $9.2
$- $1.0 $2.0 $3.0 $4.0 $5.0 $6.0 $7.0 $8.0 $9.0 $10.0
6 The Traveller's Road to Decision, Google and Ipsos MediaCT. July 2012, cited in Queensland Government, 2016. 7 VIC Futures Project, Urban Enterprise, 2013 8 The Future of Visitor Centres in WA 2014, Haeberlin Consulting.
43 Part A. Background
7.4. Current VIC network Table 5 Income and Expenditure – Visitor Information Services performance AREA 17/18 16/17 7.4.1. Operating Budget – Visitor Services Beechworth VIC 49,910 78,910
INCOME Yackandandah VIC 1,700 1,700 The operating budget for visitor information services in 2017/18 Total Income 51,610 80,610 was $593,485. A large part of this expenditure was attributed to Beechworth VIC 321,402 366,849 Beechworth VIC ($321,000) with a lower amount spent on Rutherglen VIC Chiltern Tourist Association 25,828 25,486 ($143,000), Yackandandah VIC ($52,000) and Chiltern VIC ($25,000) (Table 5). Rutherglen Wine Centre Board 143,844 141,350
7.4.2. Visitation EXPENDITURE Yackandandah VIC 52,783 53,210
CURRENT VISITATION Management VIC 49,628 38,448 Table 6 shows the average number of walk in, phone calls and emails for Total Expenditure 645,095 625,343 each VIC. Beechworth VIC attracted a Total Loss 593,485 544,733 substantial number of walk in visitors (85,243) as did Rutherglen VIC (51,120). When benchmarked against other VICs in similar sized towns the level of visitation is exceptionally high for these Table 6 Enquiry overview two towns.
ENQUIRY TYPE 2014-2017 AVERAGE* MONTHLY AVERAGE Trends in visitation (Figure 15) show that Beechworth and Rutherglen VICs Walk in Visitors 85,243 7,104 are showing a slow gradual decline in visitation, and whilst Yackandandah Phone Calls 4,952 413 BEECHWORTH and Chiltern VICs have increased VIC walk in numbers, this has not grown Emails 3,430 286 proportionate to the overall growth in visitation experienced in these areas. Total Enquiries 93,625 7,803
Walk in Visitors 51,120 4,260 CAPTURE RATE Phone Calls 2,007 167 The capture rate of VICs in Indigo RUTHERGLEN VIC Shire is a way of understanding the Emails 815 68 proportion of visitors to the townships who visit the VIC. The data shows Total Enquiries 53,942 4,495 low capture rates for Yackandandah (8%) and Chiltern (3%) (Table 7), but Walk in Visitors 10,019 835 a proportionately high capture rate Phone Calls 595 50 for Rutherglen VIC, which may be due YACKANDANDAH VIC in part, to understated visitation as Emails 1,244 104 explained earlier in the report. Total Enquiries 11,858 989 . Walk in Visitors 4,281 357
Phone Calls 728 61 CHILTERN VIC Emails N/A N/A
Total Enquiries 5,009 418
*Phone call and email data has been based on 2016 data only
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 Figure 15 Walk in visitor trend by VIC
90,000 85,365 85,243 80,000
70,000
60,000 54,094 50,000 51,120
40,000
30,000
20,000
10,000 8,712 10,019 4,207 4,281 0% Beechworth Rutherglen Yackandandah Chiltern
2013-2016 2014-2017
Source: Indigo Shire Council, 2018. Visitation numbers for Chiltern are all enquiries combined, excluding email results for 2015 and 2016 which were no available.
Table 7 Capture rate by area
PROPORTION OF NUMBER OF VICTORIA WALK IN VISITORS TO VIC* VISITOR CAPTURE VISITORS BY VIC
BEECHWORTH 85,243 401,000 21%
RUTHERGLEN 51,120 181,000 28%
YACKANDANDAH 10,019 118,000 8%
CHILTERN 4,281 153,000 3%
TOTAL 150,663 853,000 18%
*Walk in visitation is based on four year rolling averages (2014-2017)
45 Part A. Background
7.5. Benchmarking of Beechworth comprises 53% of the total a motivating visitor experience and expenditure less revenue, however This information provision, creating resources is reflective to some degree of the higher increased walk in visitation, decreased EXTERNAL FUNDING TO OPERATE VICS visitor traffic to the Beechworth VIC and service cost per visitor and increased The 2017/18 cost to deliver services to Heritage Precinct related group booking opportunity to influence visitors’ length all VICs within Indigo Shire is $645,095 operations. of stay, yield and dispersal. per annum, or $543,857 less $51,610 The opportunity to co-locate VICs in generated in income. STAFF RESOURCES Indigo Shire should be explored as a way The VIC Futures Report identified that to reduce costs associated with delivery Figure 16 shows that per VIC, Chiltern, on average, VICs in Victoria employed of physical visitor information centres. Rutherglen and Yackandandah are 1.5 full time, 2.3 part time and 2.9 below the average expenditure for VICs In addition each VIC has a capacity to casual staff; and had 24.9 volunteers. of their size, however expenditure for generate increased revenue, reducing For Group 1 VICs this dropped to 0.8 full Beechworth is higher, with Beechworth the net cost to Council. Further, there time. expenditure accounting for 59% of all VIC is opportunity to create ‘destination’ expenditure (not including Beechworth 7.5.1. Cost of VIC delivery VICs, with a dual purpose of delivering VICs share of management costs). per enquiry
BENCHMARKING TOTAL VIC EXPENDITURE PER WALK IN VISITOR Figure 16 Visitor information centre external funding by size of VIC – comparison with Indigo Shire VICs The cost of service delivery for all VICs within Indigo Shire is $3.61, based on Chiltern - 4,281 $25,828 the 2014-2017 average volume of walk in visitors and the 2017/18 total expenditure Yackandandah - 10,019 $52,783 less revenue (including VIC management Group 1 - <15,000 $134,418 costs. Group 2 - 15,001 - 35,000 $170,321 Figure 17 shows where the cost Rutherglen - 51,120 $143,844 of delivery for each VIC (excluding Group 3 - 35,001-75,000 $181,080 management costs) sits in comparison
Beechworth - 85,243 $321,402 to VICs of the same size. It shows that Chiltern, Rutherglen and Yackandandah Group 4 - 75,001 - 125,000 $269,922 all have lower costs of service delivery Group 5 - >125,001 $303,396 than VICs of the same size, whilst the
Average $206,394 cost per delivery for Beechworth is higher than for VICs of the same size. $- $100,000 $200,000 $300,000 This is based on the total expenditure for Beechworth VIC which is $366,849, however Beechworth VIC also generates $78,910 in income per annum. Figure 17 Average cost of vic per walk in enquiry
Chiltern - 4,281 $25,828 $6.03
Yackandandah - 10,019 $52,783 $5.27
Group 1 - <15,000 $134,418 $9.17
Group 2 - 15,001 - 35,000 $170,321 $8.18
Rutherglen - 51,120 $2.81
Group 3 - 35,001-75,000 $3.61
Beechworth - 85,243 $4.30
Group 4 - 75,001 - 125,000 $3.33
Group 5 - >125,001 $3.10
$- $2.00 $4.00 $6.00 $8.00 $10.00
Source: VTIC Visitor Information Centre Consumer Study, 2009, adapted by Urban Enterprise
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 7.6. Visitor Information are outperforming the level of visitation they should be attracting based on wider Services Demand VIC trends. However, the current data This section provides a theoretical demand collections methods employed at both assessment for walk in visitors to VICs Beechworth and Rutherglen VICs means in Indigo Shire. The purpose of this that current walk in visitation levels cannot assessment is to understand the likely be accurately quantified and are likely to market size of walk in visitors to VICs in be overstated. order to assist with future VIC planning Conversely, Yackandandah and Chiltern and provision. VICs are under-performing based on the 7.6.1. Assessment of VIC need estimated potential demand, however for Chiltern, the current sub regional visitation The Mornington Peninsula Visitor Journey (which forms the basis of this modelling) Report prepared by Urban Enterprise in is predominantly attributable to a large 2014 identified that approximately 62% of number of daytrip visitors, who are less visitors preferred to access information on likely to source information in-region. their smart phone or tablets, whilst only 14% preferred to access information at a Based on previous accreditation VIC. A smaller research project conducted guidelines, sustainable VICs were in 2016 for Wodonga specifically identified identified as those which can attract approximately 60% of visitors preferred to more than 35,000 visitors. This reduces access information on their smart phone the cost per visitor substantially, due to or tablets, whilst 20% preferred to access the high cost to operate VICs within the information at a VIC. Only 27% of visitors accreditation guidelines. Based on this surveyed in Wodonga identified that they theoretical demand analysis, overall the had used any source of information during LGA can currently support approximately their trip. 2.6 accredited VICs.
An average of these results has been used Taking into account the current walk in to calculate the potential visitor demand visitation levels, township hierarchy and across the sub-regions of Indigo Shire Area visitor profiles, Beechworth VIC for physical VICs, digital information and should be maintained as the Hub VIC for published collateral (Table 8). This demand the region, with Rutherglen operating modelling also utilised information from as a satellite VIC and Yackandandah TRA’s IVS and NVS; Urban Enterprise PAVE and Chiltern as ancillary VICs. Although modelling of subregional visitation; Urban visitation to Rutherglen VIC is above Enterprise 2014 Mornington Peninsula average, transitioning this VIC to an Visitor Journey Report; Urban Enterprise Ancillary VIC model will allow greater 2016 Wodonga Visitor Information focus and development of the unique wine experience element, and potentially the There is opportunity to co-locate VICs, Centre Service Review; and information cycle hire/cycle support operations, which this should be explored as a way of: collected from Indigo Shire Council. better align with the product development • Increasing efficiencies; Table 8 shows that based on a four year average, Beechworth and Rutherglen VICs direction of the sub region. • Reducing costs; • Increasing walk ins.
The Destination VIC concept should be Table 8 Potential demand based on preferred information source explored as a way of: • Increasing walk ins; PUBLISHED AREA VIC DIGITAL • Increasing revenue/commercial COLLATERAL potential. BEECHWORTH AREA 43,373 155,632 31,829 The commercial/revenue generation opportunity should be explored as a CHILTERN AREA 16,516 59,265 12,144 way of reducing net cost to Council and releasing budget for tourism RUTHERGLEN AREA 19,539 70,110 14,367 development initiatives such as event development, marketing and product YACKANDANDAH AREA 12,738 45,707 9,366 and industry development initiatives.
47 Part A. Background
Physical Visitor Information Services Future delivery of physical VICs should consider: remain a contentious topic across the tourism industry with many • Co-location of Beechworth VIC with the Burke Museum Historic Precinct, scoping destinations grappling with the forming part of the Historic Precinct Master Plan 2018 project. best approach to service visitors in — Hub accreditation status. region with the rapid rise of digital — Further consideration should be given to the Destination VIC model, with product/ media and declining visitor numbers experience offerings of sufficient motivation to raise walk in numbers, raising through Visitor Information Centres. opportunity to influence stay, yield and dispersal and to generate retail revenue.
It is understood that it is a community — Further consideration should be given to this co-located, destination VIC servicing objective to maintain a VIC presence both visitors and industry. in the four townships. — Success is measured by contribution to the growth of the visitor economy.
There are improvements that should • Destination VIC model for Rutherglen Wine Experience VIC, with the emphasis on be considered with the delivery of visitor experience and commercial operations; wine experience and bike hub. visitor information services in Indigo — Satellite accreditation status. Shire. In particular there are co- — Further consideration should be given to contemporary, motivating experience location opportunities that should be offerings wine experience, artisan retail offering, wine bar et al). explored in the Shire that will allow a physical VIC to be maintained across • Co-location model for Yackandandah VIC – options might include a new bike hub, all four townships without the same existing retail space, museum or gallery. level of resources needed to meet accreditation criteria. — Ancillary accreditation status. — Opportunities to co-locate with a visitor experience/product should be considered to Contemporary approaches to visitor amplify walk in visitation. information centre delivery includes — Opportunities for commercial revenue generation should be considered. consideration of the following: • Movement away from stand-alone • Co-location model for Chiltern VIC – options may include museum or gallery, central VICs to co-located VICs reducing retail space, National Trust sites, other. operational costs and leveraging — Ancillary accreditation status. other attractions and community — Opportunities to co-locate with a visitor experience/product should be considered facilities; for example co-location to amplify walk in visitation and reduce the multi-site demands on volunteer with museums, libraries, service resources. centres or art galleries are now common; Key performance measures for VICs include increasing length of stay, increasing • Movement away from ‘gateway’ yield, increasing dispersal, augmenting the visitor experience and encouraging return VICs to centrally located VICs to visitation, revenue generation. leverage from incidental visitation and also promote visitor yield in town centres; and • Consolidation and reduction of the number of physical VICs, however providing a flexible approach to delivery including temporary kiosks and VIC vans (such as the St Kilda Kombi).
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 8. Performance Measurement
8.1. Introduction 8.3. LGA and subregional • Total visitation • Total expenditure This section provides an outline of the data tracking key measures that can be used to track • Usual place of residence the performance of the Indigo Desti- 8.3.1. NATIONAL VISITOR SURVEY AND • Repeat visitation INTERNATIONAL VISITOR SURVEY nation Game Changer 2023 Tourism • Group tours Strategy. DATA: TOURISM RESEARCH AUSTRALIA The National Visitor Survey and • Travel party This includes data already accessi- International Visitor Survey is conducted • Purpose of visit and places visited ble through Council such as building by Tourism Research Australia and • Transportation and accommodation approvals data and Remplan data and provides quarterly estimates of trips • Activities new datasets for consideration such as undertaken by domestic and international credit card transaction data and Urban visitors arriving in Australia. • Expenditure per visitor Enterprises PAVE model. • Demographics INTERNATIONAL VISITOR SURVEY (IVS) The IVS samples 40,000 departing, This data is statistically significant at the short-term international travellers aged LGA level for Indigo Shire, but not at the 15 years and over who have been visiting Area level, for which the PAVE model is 8.2. Key findings Australia. The survey is conducted by recommended. Computer Assisted Personal Interviewing The visitor economy may be (CAPI) in the departure lounges of the 8.3.2. PAVE: Urban Enterprise measured through a range of eight major international airports: PAVE modelling has been developed data sources to allow tracking of Sydney, Melbourne, Brisbane, Cairns, by Urban Enterprise to present a more visitor expenditure, investment Perth, Adelaide, Darwin and the Gold holistic representation of visitation to by tourism businesses and Coast. the Shire and its sub regions. Relying on visitation. The following data Tourism Research Australia’s National The IVS contains around 100 questions sources should be considered Visitor Survey (NVS) and International supported by ‘show-cards’ that are used for tracking of the visitor Visitor Survey (IVS) data in isolation to help the respondent answer particular economy and the strategy: does not provide an accurate account of sections. • Visitation to each Area and total visitation to the Indigo Shire for the Indigo Shire – PAVE data to be NATIONAL VISITOR SURVEY following reasons: updated annually; The National Visitor Survey (NVS) is a • IVS and NVS data does not capture • Size of the visitor economy in large-scale telephone survey which visitation for persons 14 years and Indigo Shire – Remplan data has been conducted continuously since under; to provide Output and Jobs January 1998, and is designed to measure • Sampling methods for the NVS do relating to tourism industry domestic and outbound travel by not effectively capture holiday home annually; Australian residents. The NVS is funded visitors, due to the biased nature of • Visitor expenditure at the Area by the Commonwealth Government, and holiday home ownership. This results level – This can be provided by state and territory governments under in underestimating the number of Geografia on a monthly basis; the auspices of the Australian Standing visitors staying in holiday homes and Committee on Tourism (ASCOT). • Investment in tourism – for the Indigo Shire which has many non-resident rate payers, under Building approvals data NVS eligibility includes any Australian estimates total overnight visitation to provided by Council’s building resident who is 15 years of age or more, the Shire; department. This can be and has lived in their current residence reported on a quarterly basis for at least three months. • The IVS does not provide estimates for Areas and Indigo Shire; of international day trippers to Indigo • Digital Engagement Mapping NVS interviews are distributed evenly Shire. - Quarterly tracking of across most days of the year (with the In response to the under estimation website and social media exception of 12 public holidays), which of visitation to the Indigo Shire, Urban analytics and consumer means that the current annual quota of Enterprise provides new estimates on engagement, at Indigo Shire 120,000 interviews are completed at a visitation to the Indigo Shire and its Areas, and Area level. steady rate of around 2,300 per week. accounting for the holiday home sector, The National and International Visitor visitors aged under 14 and international Survey provides quarterly data on the visitation. following which may be tracked over time:
49 Part A. Background
Urban Enterprise has applied this of the visitor economy. This is readily based consultancy Geografia have model to a number of areas in the available for the Calendar year through developed a web-based application past including Greater Shepparton, Indigo Shire’s subscription. called Spendmapp which allows users Strathbogie Shire, Murrindindi Shire, to “analyse real bank transaction data Mansfield Shire, Mitchell Shire, Surf across different spending categories, Coast Shire, Mornington Peninsula 8.3.4. Building approvals data locations and times. You can use this Shire and City of Frankston. This work Investment in tourism can be tracked information to guide planning, policy, has been used for economic impact through Council’s building approvals investment and economic development modelling for those areas and also for register, providing the investment has decisions”. Geografia identifies the understanding visitation at the small triggered a requirement for a Building following benefits and functions for area level. Permit. Council categorise their own Spendmapp users: building approvals and there is potential • Track jobs and floorspace demand The number of visitors to the Indigo to report on tourism investments created by policy and investment Shire has been calculated using Urban through Council’s register. decisions; Enterprise’s PAVE model. The model uses a number of algorithms which • Confidently measure the economic Building approvals data can be used impact of local events; draw on local level accommodation to show the level and type of tourism data (number of establishments and investment measured in dollars. This • Learn how to reduce escape guest rooms), ABS Survey of Tourist is collected by Council’s building expenditure; and Accommodation data (occupancy rates) department. • Benchmark your economy against and National Visitor Survey Data (visitor other suburbs or municipalities. proportions). Geografia offers four Spendmapp plans PAVE modelling prepared by Urban 8.4. Big Data Tracking for this web-based program: Enterprise provides visitation estimates • Intro - $410/month; ideal for a big at the sub regional level. Big data tracking is quickly gaining picture view; traction as a mechanism for the tourism industry. There is growing • +Plus - $870/month; industry-level 8.3.3. Australian Bureau of awareness that large data sources analysis and actionable statistics; Statistics may provide new insights and a greater • Advantage - $1,550/month; fine- grained suburb-level analysis; or The Australian Bureau of Statistics understanding of visitor behaviours. undertakes a Census of residents Collation of credit card transaction • Prime - $3,800/month; the every five years. This data is used by data, mobile phone data and utilities comprehensive suite, includes daily companies such as Remplan and Id consumption for example, may provide expenditure analytics and population Consulting to model the economic value a transformative approach to tourism and economic profiling.9 of tourism. Modelling of the size of the data analysis in the future. Indigo Shire may consider piloting a tourism industry applies the Tourism lower cost program to supplement Satellite Accounts to ABS Census the other performance measures data and annual estimates are made 8.4.1. Credit card transaction data recommended. available through Council’s current One big data tracking option which subscription.Remplan uses Output and could be considered by Indigo Shire is Jobs as a measurement of the size credit card transaction data. Melbourne
Credit card transaction data can be used to provide data on visitor spend, impact from events, home location of credit card user and more. Trends in visitor spend can be analysed at Area and LGA level.
9 Information sourced from: https://spendmapp.com.au/ 10 What Is Big Data Analytics On Social Media? 2018, https://www.business2community.com/social-media/big-data-analytics-social-media-02007051
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 8.4.2. Social Media These accounts are slowly growing TOURISM NORTH EAST Social media has been identified as an organically and only represent a small Review of Ride High Country’s important big data source, particularly fraction of the social media that takes website Q3 (2017-2018) performance for marketing and branding exercises place throughout the shire. Other demonstrated strong results, with allowing “a business to better avenues include TNE, LTA’s, industry 123,275 pages viewed across 38,923 understand the very nature of the operators, community members and visits. Over the same time period, ‘Ride interaction between their customer base visitors. High Country’ and ‘See High Country’ and their content” through “access to social media channel engagement numerous metrics, such as likes, post 8.4.3. Website analytics also performed strongly, far exceeding 10 KPI’s set for brand advocacy and fan reactions, post replies and more”. Quarterly tracking of organic search, paid acquisition for both Facebook and search, site rankings and consumer/ Measuring engagement across social Instagram channels. site visitor engagement is an important media platforms supported by Indigo indicator of exposure and engagement Shire (Facebook and Instagram) with product, events and attractions INDIGO SHIRE in tandem with measuring website within Indigo Shire at Area level. TNE’s Digital Dashboard analytics engagement, provides important for Indigo Shire’s four destination marketing performance and consumer TNE currently collects digital dashboard websites reveal key insights into behaviour/response analytics and analytics for Indigo Shire’s four audience behaviour and engagement, should be reported on quarterly as part destination websites (explorebeechworth. and largely reflects visitor and product of Indigo’s Quarterly Visitor Economy com.au; explorerutherglen.com.au; development trends occurring within Updates. Indigo Shire currently collects exploreyackandandah.com.au; and each Area. engagement data for the Explore Indigo explorechiltern.com.au), as well as Facebook and Instagram accounts, an regional level campaigns such as Ride Table 10 provides a summary of key overview of which is presented in Table High Country and See High Country. audience and engagement metrics for 9. Standard Insights audience data are Provided below is an example of web each of the four townships during Q3 also collected for each account. analytics data collected. 2017-2018.
Table 9 Annual explore indigo social media channel engagement 8.4.4. Independently produced online public data
CHANNEL ENGAGEMENT Whilst not produced or supported by the Shire, publicly available online • 1,213 likes data also represents an important data source for understanding audience FACEBOOK • 1,361 reached per post (average) engagement, product perception and • 76 clicks per post (average) brand recognition. Aggregating this • 50.35 post likes, comments and shares per post (average) data with industry produced data • 1,213 likes presents a significant opportunity to better understand, monitor and INSTAGRAM • 108 likes per post (average) influence visitor and operator behaviour • 3 comments per post (average) and engagement.
Table 10 Audience and engagement metrics 2017-2018 (q3)
B/WORTH RUTHERGLEN YACKANDANDAH CHILTERN
Ongoing tracking of social media tags and SESSIONS # 20.0k 18.6k 7.1k 712 posts is a good way to measure online
SESSIONS (GROWTH ON exposure of product and attractions PREVIOUS YEAR) 29.8% -36.2% 105.7% N/A within Indigo Shire.
PAGE VIEWS 56.7k 51.0k 18.3k 2.2k
PAGE VIEWS (GROWTH ON PREVIOUS YEAR) 23.1% -22.7% 128.9% N/A
PAGES/SESSIONS 2.8 2.7 2.6 3.1
(GROWTH ON PREVIOUS YEAR) -5.1% 21.1% 11.2% N/A
51 Part A. Background
9. Strategic Considerations
9.1. Introduction LOW OVERNIGHT VISITATION ORGANIC GROWTH This section provides an outline of key Urban Enterprise estimates show that The tourism market in Australia has strategic considerations for the Tourism only 36% of visitors are staying overnight performed strongly over the past 10 years Strategy. This draws on information in Indigo Shire. This is exceptionally low off the back of increasing population gathered from consultation with when compared to other destinations that growth and international arrivals. industry and also research undertaken are three hours or more from the major Projections show that Indigo Shire and by Urban Enterprise. source market of Melbourne. the broader North East will continue to grow. Whilst additional product development is welcomed and will encourage greater The challenge for Indigo Shire is to demand for overnight stays, one of the influence what this growth will look like; key challenges for Indigo Shire is the without additional investment in product lack of quality, contemporary visitor and accommodation the majority of accommodation. growth will occur in daytrip and low yield visitation. In order to grow overnight stays the following needs to be considered: It is critical that this plan identifies • Improving the awareness of the the product, infrastructure and key destinations of Beechworth, accommodation mix that will influence Yackandandah and Rutherglen in the type of visitors to Indigo Shire and key markets as well as promotion influence their expenditure. of the offer that currently exists. It is The strategy needs to clearly identify important that marketing of Indigo those target markets which will add to 9.2. Key findings Shire is led by its hero products. visitor expenditure. • Investment in accommodation. The Key strategic considerations accommodation product mix is for the Indigo Destination Game MATCHING PRODUCT limited, with no large scale branded Changer 2023 Tourism Strategy TO TARGET MARKETS accommodation within the Shire. include: The majority of accommodation in Drawing on the strengths of Indigo Shire • Addressing low overnight the Shire is not considered to meet and the emerging opportunities, the visitation through attracting contemporary market needs or the following are identified as target markets investment in accommodation potential to grow higher yield markets. that Indigo Shire should pursue. Other and new product; markets do visit and are important to • Lack of iconic product. Within Indigo some locations and industry sectors, • Focus on product Shire there is a lack of iconic product however it is critical for Indigo Shire to development and marketing – regional market research conducted have a clear set of target markets which towards Lifestyle Leader at product or sector level should be will have the largest potential economic markets; reviewed and LGA level research benefits for the Shire long term. • Delivering tourism product considered if required, to better to that is motivational and will understand the level of awareness Visit Victoria have identified Lifestyle drive visitation; and associations with Indigo Shire’s Leaders as a segment which drives a • Investment in heritage destination. Iconic product examples large proportion of visitation and spend in tourism product which is new would include Bridge Road Brewers the State. and interesting across a broad or All Saints Estate winery. There is no range of segments; history and heritage product or nature This includes the sub segments of: based product that has been developed • Leveraging future growth • Creative opinion leaders; to a point that it becomes a lead markets – millennials and • Inspired by nature; motivator for visit. internationals; and • Food and wine lifestyles; and • Investment in motivating product: • Delivering contemporary history and heritage, nature based and • Enriched wellbeing. visitor information services cycling. This would greatly strengthen and digital excellence. the attraction of Indigo Shire as an overnight destination.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 The tourism strategy should provide market is dispersing further and is • Most of the growth areas for industry a focused response to these target motivated by natural attractions, heritage, in Australia is in the service sector markets and in particular product and agritourism and wildlife. including health, professional and infrastructure priorities should reflect financial services and education. Indigo the needs and expectations of Lifestyle In the long term there is considerable is only competitively placed in terms of Leader segmentation. potential for Indigo and the North East future growth industries for agricultural to grow international markets. Currently production and tourism. The Lifestyle Leader segmentation shows product development must primarily that they are highly motivated by the motivate domestic LL audiences, with For the reasons above it is critical that following experiences which are strong a view to developing experiences and Indigo sustains its tourism investment. and/or emerging within Indigo Shire: product to appeal to mid-term growth Services that are developed for the • Spectacular natural landscapes and audience segments (domestic) as well as tourism industry also support local experiences with nature; longer term international audiences. communities and attract greater numbers of lifestyle residents. • Walks and cycling; Millennials • Arts and events; As organic generational shift plays out, The tourism budget of Indigo Shire must • Awarded restaurants and chefs; the Millennial market (currently 22 - 37 be directed to projects and initiatives that years) will become increasingly important will grow the economic value of tourism • Wineries and cellar doors; for Indigo and the North East. through attracting more visitors and • Local produce and farmers markets; increasing length of stay. This is best and Some of the key features of this market achieved through: and the way they travel are: • Villages • Effectively marketing the tourism • Focus on technology; assets of the Shire that have appeal to HERITAGE AS A DRIVER OF VISITATION • Focus on new immersive experiences; growth markets; Habitual and Grey Nomad segments are and • Facilitating investment in tourism motivated by Heritage product, however • Luxury is not important to their travel product and accommodation that will Lifestyle Leaders are not traditionally choices. attract and support visitation; and motivated by this product and would • Facilitating events that generate direct The focus on immersive experiences and require a contemporary interpretation economic benefits and drive awareness technology as drivers of the Millennial’s of cultural heritage assets if they are to and brand to growth markets. motivate. travel choices, is important in light of the rich cultural heritage of Indigo and Heritage is a key product strength for the requirement to develop motivating, KEY CHALLENGE - MID WEEK VISITATION Indigo Shire and it will be important for contemporary interpretation of the stories heritage products and experiences to of people and place. The vast majority of new large-scale become more contemporary to appeal to accommodation establishments in a wider audience. ACHIEVING CLEAR BENEFITS FROM regional Victoria have been attracted COUNCIL’S INVESTMENT IN TOURISM to large towns and regional cities. The The heritage layer provides an important reason for this is that the mid-week Indigo Shire has a substantial budget backdrop for the other activities that business market is a key driver of allocation to tourism, when compared Lifestyle Leader segments are interested overnight visitation to regional Victoria. in within Indigo Shire. Heritage, if with other Local Governments with delivered well, can create a cultural similar levels of visitation. Tourism as One of the issues facing sustainable element to the trip and increase length of an economic driver is a logical focus for accommodation development in Indigo stay by providing experiences in region. Indigo Shire given the limitation of Indigo’s Shire is the lack of a large mid-week economic circumstances, including: business market which provides a large EMERGING MARKETS • Indigo’s lack of a large regional centre proportion of room nights in larger International Visitors that has a self-contained service centres. International visitation is growing rapidly economy (Indigo Shire is made up of This means that the attraction of in Australia and forecasts show significant four moderate size towns); investment in large scale accommodation increases in international visitation over • Indigo’s proximity to Wangaratta and in Indigo is more difficult than places like the next 10 years. The Asian markets and Wodonga which leads to jobs and Wangaratta and Wodonga. in particular China will become the key expenditure leaving the Shire; and source market for Australia. The Chinese
53 Part B. Strategic Plan
Part B. Strategic Plan
INDIGO DESTINATION BGAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 10. Strategic Framework
10.1. Introduction Figure 18 Strategic development framework
The strategic framework provides the overarching approach to strategic 1. RESEACH 2. STRATEGIC DEVELOPMENT THEMES 3. LOCATION 4. FUTURE DIRECTIONS tourism development in Indigo Shire (Figure 12). MAXIMISING EXISTING HERITAGE ASSETS The framework highlights the strategic
development themes that provide a BEECHWORTH focus for future investment and activities LEADER IN CYCLE TOURISIM AREA within Indigo Shire.
NATURE BASED PRIORITY GAME Delivery of the strategy will be through TOURISIM DEVELOPMENT CHANGER VISITOR PRODUCT INVESTMENT targeted work in attracting investment PROJECTS for priority game changers, private sector and public sector investment in ACTIVATION THROUGH SIGNATURE EVENTS RUTHERGLEN tier 2 and 3 projects, operational projects AREA BACKGROUND ANALYSIS & CONSULTATION and initiatives delivered by Indigo Shire Council in collaboration with an industry CONTEMPORARY ACCOMMODATION INVESTMENT responsive to consumer evolution and fit TIER 2 & 3 INVESTMENT for purpose. PROJECTS DESTINATION FOOD AND BEVERAGE EXPERIENCES YACKANDANDAH AREA
FAMILY FRIENDLY 10.2. Vision 2023
OPERATIONAL Indigo Shire’s four Areas PROJECTS & will be regarded as leading INITIATIVES holiday leisure destinations CHILTERN in Victoria’s North East, AREA renowned for motivational CREATING HIGH AMENITY heritage attractions, leading TOURISM DESTINATIONS DESTINATION MANAGEMENT nature and cycling tourism assets, and contemporary CONTEMPORARY food, wine and beer VISITOR SERVICES experiences. INDIGO SHIRE DIGITAL EXCELLENCE
LEVERAGING PARTNERSHIPS B 55 Part B. Strategic Plan
10.3. Overarching 10.4. Performance targets objectives for 2023
In response to the identified issues In order to measure effectiveness, and opportunities for tourism, the performance measurement is an overarching objective for Indigo essential element of the Game Changer Shire is to achieve measurable strategy. Identified targets include: growth in Indigo’s Visitor Economy based on holistic destination management principles of 1.2 million collaboratively creating sustainable, vibrant communities; great places visitors by 2023 to live, to work and to visit. (additional 345,000 Objectives for the Indigo Destination visitors) Game Changer 2023 to achieve this include: • Grow visitation to Indigo Shire Increase in overnight – Through development of visitor proportion from compelling tourism product and improved marketing of the Shire’s 29% to 40% destinations, visitation to Indigo will substantially increase; by 2023 • Grow visitor yield – Investment in accommodation and product that attracts higher yielding visitor markets and encourages visitors $30 million in to stay overnight; investment in • Improve the visitor experience – Visitors should leave Indigo accommodation Shire’s destinations with a high including reinvestment in level of satisfaction, through experiencing compelling visitor existing accommodation attractions, quality food, wine and and new accommodation beer and high levels of customer service; and establishments between • Well informed visitors – Visitor 2018-2023 information in Indigo Shire needs to reflect changing consumption patterns, with a renewed focus on Visitor economy digital media, accessible physical will grow from information touchpoints and knowledgeable industry. $105 million in output to $130 million in output
Tourism jobs will grow from 508 to 650 by 2023
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 10.5. Strategic Themes in the Shire present opportunity to grow which will not only ‘house’ visitors tourism. The uniqueness of the nature overnight but also be a motivator for visit. based assets is the cultural and heritage THEME 1: MAXIMISING EXISTING layer to nature based tourism. HERITAGE ASSETS THEME 6: DESTINATION FOOD AND BEVERAGE EXPERIENCES Indigo Shire has an excellent base line of Chiltern Mount Pilot National Park is an tourism assets throughout the Shire that excellenct example of where a visitor A key driver for overnight visitation is date to the 19th century Gold Rush and can experience Victoria’s native flora and the strength of the product mix of a agricultural settlement. Assets such as fauna and discover relics from another destination. In the case of Indigo Shire, the Beechworth Gaol, Mayday Hills and era. In addition the Murray River borders the region is well placed in terms of food, wine industry are unique in the context of the north of the Shire and with Lake wine and craft beer: Australian history. Moodemere, presents nature based • Beechworth has two craft breweries, opportunities for the Rutherglen region. one of which has a strong brand The experience of heritage assets in presence, it has numerous quality the Shire, is dated and static in format. Leveraging from the Walk High Country pubs, daytime cafés and a chef’s hat There is opportunity to reinstate visitors’ regional master brand work and restaurant. In addition, the Beechworth interests in the heritage attractions with campaign plans, is an opportunity for wine region produces high quality a contemporary approach to cultural Indigo to develop a leadership position as wines and there is a growing farm gate heritage tourism. a Short Walks destination. Development experience in the broader region. of Short Walk collateral and campaign • Yackandandah has a developing food The Ned Kelly Alive and Hume Aboriginal activity is timely. Cultural Trail regional projects position culture centred around quality local Indigo strongly to leverage investment produce and health. THEME 4: ACTIVATING THROUGH in cultural heritage experience • Rutherglen has an exceptionally SIGNATURE EVENTS development. strong winery product offer, with well- When contrasted with Alpine Shire and established large wineries that are well Mansfield Shire there is a distinct lack THEME 2: LEADER IN CYCLE TOURISM regarded with a strong brand. Within of events of State significance in Indigo Rutherglen township there are limited The North East Victoria Cycling Shire. A clear strategy to procure new food offerings for the visitor. Optimisation Masterplan was recently events in Indigo Shire that strengthen the completed, and Indigo Shire is well awareness of Indigo’s destinations in key This product pillar has reached placed to leverage from cycle tourism markets will likely have both short term as stage of maturity and requires growth. and long term economic benefits for the significant innovation to keep the Shire. upward momentum. Agri-tourism and The Shire will experience further sustainable, local food initiatives are a investment in rail trail infrastructure and Events development for Indigo should key innovation opportunity. also proposals for growing Beechworth focus on building on Indigo’s key and Yackandandah as premier all year and emerging strengths to assists in mountain bike destinations. THEME 7 CREATING A HIGH AMENITY positioning destinations in key source TOURISM DESTINATION markets. Events procurement needs to Rutherglen and Chiltern also present consider multi day events that encourage Successful tourist destinations in secondary destinations for cycle tourism, overnight visitation and events that will Australia have one thing in common: however further investment in trails is draw visitors from capital cities. they all provide a high amenity to required. visitors. Whether it is their nature Indigo Shire should seek to allocate based setting or quality of built visitor Investment in cycle tourism projects has additional funding for attraction of attractions, destinations must provide demonstrated significant growth in cycle signature events that are on brand and the visitor with an escape. Beechworth visitors to the North East and it is logical will generate economic impact for the and Yackandandah have developed that this be expanded as a key pillar for Shire. into high amenity heritage villages Indigo Shire. through both public realm investment and improvement and investment by Work undertaken for the North East THEME 5: CONTEMPORARY the private sector in the heritage retail highlights that cycle tourism is one of the ACCOMMODATION INVESTMENT shopfronts. Chiltern, Rutherglen and fastest growing visitor segments. The lack of contemporary Wahgunyah are heritage villages that accommodation is a major issue for all need landscape improvement and growing overnight stays in Indigo Shire. THEME 3: NATURE BASED investment in amenities. In order for An audit of accommodation shows TOURISM DEVELOPMENT these villages to reach their tourism limited stock in the region. The majority Indigo Shire is not broadly recognised potential they need to be presented to the of accommodation is in motel and a premier nature based destination in visitor in the best light. Victoria, however the nature based assets caravan parks. There is a need to attract investment in destination accommodation
57 Part B. Strategic Plan
THEME 8 BRAND AND POSITIONING THEME 10: CONTEMPORARY to developing content for website and Indigo Shire’s destinations lack a VISITOR SERVICES social media channels. clear brand and messaging. The A large part of Indigo Shire’s tourism There is opportunity to explore Indigo Destination Game Changer budget is dedicated to the operation partnerships with Tourism North East to 2023 Tourism Strategy will assist in of physical visitor information centres. assist in delivering targeted and effective articulating product strengths for Beechworth and Rutherglen VICs digital marketing. the sub regions and also identify attract a declining, but significant future direction for each, which must number of walk in visitors. When It is critical that Indigo retains a focus on be reflected in future branding and benchmarked against other VICs in Digital Excellence, including: marketing of the Areas. Victoria these VICs would still present a • Connectivity - for industry, community high degree of visitor capture. It will be important to clearly present and visitors (future servicing, a defined position and competitive It makes sense to maintain a physical infrastructure, capacity building); offer for each destination. It may be VIC presence in Rutherglen and • Engagement of industry across all that the focus of destination marketing Beechworth, considering the level of online channels, rich and motivating and visitor information services will capture of visitors. There are very few online content (websites and social be best led by the key destinations Local Governments in Australia that media) at Business, LGA, State and of Rutherglen and Beechworth. The support more than two physical VICs, National level; reason for this is that most visitors and the need for a standalone VIC • Emerging and contemporary digital are not static in one location and are presence in Yackandandah and Chiltern interpretation of tourism product and interested in exploring product in should be reviewed. experiences (AR, VR, AI), projection hinterlands around key destinations. mapping (i.e. White Nights) and the Indigo Shire is not a ‘destination’ the THEME 11: FAMILY FRIENDLY travelling experience (way to and destinations are the townships, product It is critical that Indigo Shire’s way home) as well as intra-regional and experiences within Indigo. destinations develop initiatives that are exploration); and aimed at attracting multigenerational • Data Mining - Including Credit Cards, THEME 9 LEVERAGING audiences, and in particular strengthen Mobile and Utilities to better measure PARTNERSHIPS appeal to families. This includes performance and trends. Establish family dining options, family friendly Tourism North East principles of ethical operation utilising accommodation and things for families Indigo Shire is fortunate to be part international protocols. to do. of one of the best operating Tourism Boards in Victoria. Tourism North East Beechworth Area, Chiltern Area has been a leader in the development and Yackandandah Area present 10.6. Collaborative of a regional digital platform, clear opportunities to strengthen family delivery model strategy direction, clear marketing visitation. The delivery of motivating Delivery of tourism in Indigo Shire is the messaging and brand and recently things to do that leverage from nature responsibility of many organisations. regional cycle tourism. There is and heritage will provide a strong Indigo Shire has in important role to opportunity to develop this relationship platform for visitation. and explore: play, however a strong tourism region is one where all organisations and • Joint marketing; Rutherglen Area has stronger destination development initiatives individuals are actively engaged. The • Promotion of product development focusing on other segments, but chart below provides an outline of opportunities (investment family amenities remain an important the various roles and responsibilities prospectus); consideration. for national, state, regional and local • Digital excellence; organisations and businesses. • Cultural Heritage tourism THEME 12 DIGITAL EXCELLENCE At the heart of the tourism industry development; The online environment is now the key is the quality of the product and • Cycle tourism development; source of information for visitors before experience offer which provides the • Ongoing research. visiting and whilst visiting Indigo Shire. key motivator for visit to a destination. Actively engaged delivery organisations Regional Local Government In addition, digital marketing channels including Local Government, Parks In addition to this a working relationship are increasingly becoming the most asset managers and the private sector with surrounding LGAs needs to effective way to market destinations to tourism businesses need to provide a be maintained, including Alpine, targeted audiences. contemporary, high quality product and Wangaratta, Wodonga and Towong. Digital marketing is resource experience that will compel visitors to intensive, particularly when it comes come to the region and return.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 Table 11 Responsibilities and roles for national, state, regional and local organisations and business owners INFORMATION SERVICES/ MARKETING INTRASTATEMARKETING MARKETING INTERSTATEMARKETING CAPITAL INVESTMENT IN IN INVESTMENT CAPITAL INFORMATION SERVICES TOURISM PRODUCT AND VISITOR EXPERIENCE MARKET RESEARCH DIGITAL PRESENCE TOURISM PRODUCT INTERNATIONALLY INFRASTRUCTURE PHYSICAL VISITOR VISITOR PHYSICAL DIGITAL VISITOR STAKEHOLDERS AND EVENTS AND MARKETING MARKETING FUNDING KEY KEY
NATIONAL LEVEL ORGANISATION
Tourism
Australia
Trade and Investment Commission
STATE LEVEL ORGANISATION
Regional Development Victoria
DELWP
Parks Victoria
Visit Victoria
REGIONAL LEVEL ORGANISATION
Tourism North
East
LOCAL LEVEL ORGANISATION
Indigo Shire
Council
Local Tourism and Business Associations
Tourism
Businesses
59 Part B. Strategic Plan
11. Beechworth Area
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 11.1. Overview
Beechworth has gone from strength to tourism and there is opportunity Consultation has identified the strength as a tourism town, the largest for further enhancement of these following as areas of focus for further of the four main towns in Indigo Shire, areas. With further investment in enhancement: its gold rush heritage streetscapes and accommodation and enhancements of • Arts and cultural heritage tourism – architecture is one of the best examples motivating tourism product Beechworth establishment of motivating heritage in Australia. The town has developed could quickly become one of Victoria’s experiences; as a food, wine and cycling destination leading destinations. • Focus on stories of National and has attracted high-profile tourism significance (Ned Kelly, Robert O’Hara establishments such as Bridge Road However, Beechworth is also a Burke); Brewers. The heritage precinct in town destination undergoing generational provides a glimpse change at community and consumer • Improved events calendar with into the Ned Kelly bushranger heritage level. Digital change is impacting strategically placed signature events; and the Victorian gold rush. the current business mix and there • Investment in food and wine tourism is tension between the need to leveraging the already strong The Beechworth Bakery led an early grow emerging markets for future operators in this area; wave of tourism development in sustainability and immediate business • Continued growth of cycle tourism town and there has been successive demand for habitual, but organically including rail trails and mountain investments in food and beverage declining audiences. Evolution is both biking; product in town that has captured essential and unstoppable. Council contemporary markets in recent needs to define its responsibility to • Enhanced nature based assets years. grow the visitor economy and define which provide quality experiences for how businesses may transition and/or visitors; and The surrounding area has emerging remain fit for purpose in sectors under • Quality accommodation. strengths in wine and nature based significant pressure.
61 Part B. Strategic Plan
11.2. Vision 2023 KEY CHALLENGES Beechworth will be one of Australia’s leading heritage destinations with • Retail pressure from attractions such as the Old Beechworth Gaol, Burke Museum and the digital change (online Courthouse repositioned as contemporary and engaging experiences that shopping et al.) drive substantial growth in visitation. • Changing nature of consumer preference Beechworth Area will provide the visitor with a multi-faceted tourism for self-contained, echo, experience, allowing visitors to explore the region by bike, on foot and by car, on-trend accommodation indulge in quality food, wine and craft beer and engage with nature. options and current weighting to older style The depth of experience in Beechworth Area will compel visitors to stay accommodation longer and drive overnight visitation. KEY OPPORTUNITIES • Micro-event activation • Addressing the creative deficit (introduce high visual appeal activities and elements to the main street experience) • Retail activation programs
BEECHWORTH-CHILTERN
Wooragee
BEECHWORTH-WODONGA
Beechworth
STANLEY
BUCKLAND GAP BEECHWORTH-WANGARATTA
Stanley
MT STANLEY
Wangaratta
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 11.3. Profile
11.3.1. Visitor Market Profile The following provides a summary of the demographic profile of visitors for Beechworth Area.
Domestic daytrip visitors (69%) Domestic overnight visitors (31%) International visitors (<1%) • Daytrip visitors have a broad age • Almost half (48%) of overnight visitors • Over half (58%) of international visitors profile, with a significant proportion are aged over 55; to Beechworth Area are over 55; of visitors aged 25-34 (22%) and 35-44 • The majority of overnight visitors are • 20% of international visitors are from (23%); from within Victoria (65%), with 26% the UK, whilst the region also attracted • Whilst the majority (70%) of visitors are from NSW, and 4% from the ACT; high proportions of visitors from New from Victoria, the township attracts • Just over half (51%) are visiting for a Zealand (13%), Scandinavia (13%), USA 30% of its visitors from NSW; holiday, with 30% VFR, and 5% visiting (11%) and Germany (11%) • Just over half of all visitors (52%) are to attend an event, sport or cultural • Over half (60%) of all international visiting for the purpose of a holiday, festival; and visitors to Beechworth Area were with 23% VFR; and • Eating out/dining at restaurants holiday visitors, with a further 28% VFR; • The most popular daytrip visitor and/or cafés was a popular visitor • A comparatively high proportion of activities are eating/dining out at activity (65%); whilst 47% of visitors international visitors to Beechworth a restaurant and/or café (66%); participated in sightseeing/looking Area ate out/ dined out at a restaurant sightseeing/looking around (32%); around; 32% visiting friends and and/or café (93%), visited history/ going shopping for pleasure (30%) and relatives, and 28% going shopping. heritage building, sites or monuments visiting friends and relatives (25%), with (70%), or went on a guided tour or a high proportion (13%) also visiting excursion (41%) whilst on their trip to national parks/state parks. Australia.
TOWNSHIP COMPARISON In comparing the key visitor characteristics of each township by visitor market, the following was of note for Beechworth Area:
Domestic daytrip visitors Domestic overnight visitors International visitors • Beechworth Area had the highest • A significantly higher (20%) proportion • Although visitor activities for proportion of holiday visitors (52%); of visitors to Beechworth Area international visitors encompasses all • Sightseeing/looking around was participated in visiting history/heritage activities undertaken by visitors whilst a much more popular activity in buildings, sites or monuments than for on their trip to Australia, the following Beechworth Area (32%), than in any of the other three townships; was significant: the other townships and surrounds, • Only 15% of visitors visited a winery ― A higher proportion of visitors to indicative of the strength of the during their trip, compared to over half Beechworth Area participated in historical streetscape in the township; (51%) of all visitors to Rutherglen Area; sightseeing/looking around (92%), • Almost a third of all visitors to • Although food, wine and beer are visiting history/heritage buildings, Beechworth Area (30%) participated an identified product strength of sites or monuments (70%), visit in shopping for pleasure as an activity Beechworth Area, the proportion of museums or art galleries (69%), and during their daytrip, compared to overnight visitors eating out/ dining go on guided tours or excursions 22% in Rutherglen Area, 10% in out at a restaurant and/or café during (41%) compared to the three other Yackandandah Area and 3% in Chiltern their trip (65%) was lower than for townships. Area. Rutherglen Area (75%)
63 Part B. Strategic Plan
11.3.2. Product pillars and Figure 19 Beechworth Area profiles target markets
The Beechworth Area region has the strongest existing product profile, centred around Heritage as the most recognised product pillar in the region KEY FOCUS (Figure 19). More needs to be done to ARTS & contemporise existing heritage product in CULTURE order to attract a broader visitor profile, and to better connect this product pillar with other growing product pillar trends such as food, wine and craft beer and cycling. CYCLE, FOOD, WINE & CRAFT BEER, EXPERIENCES NATURE/WALKS, ARTS & CULTURE TARGET MARKETS ESSENTIAL PRODUCTS/ All identified Lifestyle Leader sub markets align well with Beechworth Area strengths, in particular Creative Opinion Leaders will be attracted to ACCOMMODATION, EVENTS, the development of new contemporary FOUNDATION VIBRANT TOWN CENTRE/RETAIL heritage experiences, and further development of emerging strengths such as cycling and walks, and key natural assets (Beechworth Gorge; Lake Product/Experience Pillar Profile Sambell) will attract those Inspired By Nature. Millennials and International Experience Seekers will both be key emerging target markets, with an emphasis on developing product and experiences to motivate the emerging domestic market, but with relevance to ALL KEY FOCUS DEFINED the longer term opportunity presented by LIFESTYLE LEADER international markets. SUB-MARKETS, CREATIVE OPINION LEADERS
INSPIRED BY NATURE, MILLENNIALS, INTERNATIONAL EXPERIENCES EXPERIENCE SEEKERS ESSENTIAL PRODUCTS/
HABITUAL, REGIONAL, LOCAL DAYTRIPPERS FOUNDATION
Growth Audience Profile
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 Project implementation may be reliant on funding and is to some degree opportunistic. If funding opportunities arise for lower priority projects, these may be accelerated. Equally some projects may not be implemented when funding cannot be secured. Project concepts were sourced from; • Community workshops • State, regional and local tourism input • Project consultants • Indigo Shire
11.4. Beechworth area projects
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Establishment of a new leading contemporary • Preparation of a heritage experience in Victoria, with a focus detailed masterplan, on virtual reality, guided tours, landscape and concept plan, feasibility amenity improvements, events spaces, visitor study and business information services, Australian history, gold case Maximising BEECHWORTH rush and bushranger focus. • Planning permit 1 HISTORIC PRECINCT Heritage 1 1-2 INVESTMENT The Historic Precinct Master Plan will include application for proposal Assets the Precinct, Gaol, Burke Museum, Town Hall • Seek grant and Gardens. opportunities Stories and experiences of national significance to focus on the ‘two sons of Ireland’ with direct connection to Beechworth; Kelly and Burke.
With links to project one, a masterplanned • Preparation of a development of the Gaol including cycle detailed masterplan OLD BEECHWORTH Maximising hub, bike hotel, arts space, business hub, • Planning permit 2 GAOL Heritage 1 1-2 accommodation, training centre and food and applications REDEVELOPMENT Assets beverage. • Staged implementation of plans for Old Beechworth Gaol
The Beechworth to Yackandandah Rail Trail • Finalisation of BEECHWORTH Leader is well underway with the project having detailed design 3 TO YACKANDANDAH in Cycle 1 1-2 attracted grant funding. Detailed design and • Construction RAIL TRAIL Tourism implementation will occur over the coming two years.
Enhancements to existing rail trails is also • Seek grant funding proposed for Upper Everton to Beechworth and • Detailed design of rail Leader ENHANCEMENT TO Beechworth to Yackandandah once completed. trail enhancements 4 in Cycle 1 1-2 RAIL TRAILS This will include a number of activations along • Implementation Tourism the trial to create a more interesting experience which will engage visitors.
A feasibility study for the Beechworth to • Detailed trail planning Yackandandah Mountain Bike Trail has and specialist reports been completed. This project will provide an • Permit applications outstanding new mountain bike EPIC type trail • Grant funding BEECHWORTH TO Leader YACKANDANDAH between the townships. Market assessment application 5 in Cycle 1 2-5 MOUNTAIN BIKE work shows that the trail will provide a strong • Implementation TRAIL Tourism motivation for visit and compliment the Yack Tracks and Beechworth Mountain Bike Park. Activation of heritage assets will also be considered as part of the trail.
65 Part B. Strategic Plan
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
The Gorge needs reconsideration as a • Establish a steering tourism asset, with dated infrastructure and committee comprising limited tourism experience. With a visionary representatives from masterplan the Gorge could become one of Parks Victoria, Tourism the icons of the region, however a tourism North East and Indigo focused masterplan will be required to Shire to oversee deliver this vision. The Gorge Walk should be direction for the project assessed and further improved to become • Undertake a visionary one of the hero Short Walks within Indigo tourism masterplan REIMAGINING Nature Based 6 BEECHWORTH 1 2-4 Shire. for the site, with GORGE Tourism The following should be considered for the architectural elements masterplan: (Similar to Shipwreck • Precinct masterplan Coast Masterplan) • Safe walkable experience • Staged implementation • Create iconic walking track • Food destination • High quality interpretation • Integration of quality contemporary architecture
The development of a rolling events program • Develop an events and (e.g. White Night Arts Festival) that activate procurement policy for the towns precincts (main street, Historic Indigo Shire Precinct, Rail Trail, Lake/Gorge) should be • Promote event considered. The events should be on trend opportunities and motivational for target markets. ROLLING This should include three new signature PROGRAM OF SIGNATURE Activating events that leverage from the region’s 7 EVENTS through 1 1-5 strengths, including: PROJECTS Signature Events • Cycling related events; bike festivals, 26, 32 & 46 women’s cycling festivals, cyclocross events et al • Food, wine and craft beer events • Cultural Heritage events with a contemporary creative edge • Arts and artisan events and/or prizes of significance
The establishment of a medium size (e.g.: • Identify appropriate 40 room hotel) high end boutique hotel sites, potential business in Beechworth would complement the partners current product strengths in food, wine and • Develop a business heritage. Suitable for weekend escapes, case for the hotel to be mid week conferences and as a wedding promoted venue, a boutique hotel would meet a current • Provide services to DESTINATION Contemporary HIGH END market gap for the Beechworth Area region. support the attraction of 8 Accommodation 1 3-5 BRANDED Jackalope on the Mornington Peninsula and investment BOUTIQUE HOTEL Investment the recently developed Mitchelton Winery Hotel provide examples of a destination hotel that would be suited to the region. This project, whilst it would be a game changer may require further investment in activities and attractions before it become a commercial opportunity.
There currently exists a proposal to • Complete architecture establish a bike hotel within the Gaol. This drawings Contemporary OLD would provide new group accommodation • Lodge a planning 9 BEECHWORTH Accommodation 1 2-4 GAOL BIKE HOTEL for cyclists and compliment the proposed application Investment investment in cycling infrastructure in • Staged implementation Beechworth region.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Develop a coordinated branding, marketing • Undertake a coordinated and packaging of key heritage site assets branding exercise for sites including Burke Museum, the Precinct, the • Undertake a coordinated PACKAGING UP Maximising Gaol, historic walking tours, Mayday Hills and signage project including 10 MONUMENTAL Heritage 2 1 more. This can be undertaken in the short to directional signage HERITAGE SITES Assets medium term and as the product improves • Develop a package ticket can be further enhanced. The development of and market through online a logical and simple ticketing system should resources and the VIC be undertaken for the sites.
Beechworth Area that could be further • Undertake a study which enhanced through storytelling, interpretation assesses and provides and signage. recommendations for Sites to be considered include various main various sites street buildings, goldmine assets throughout • Prepare digital the region, underground assets, the gorge information and etc. Further exploration of the ‘the mad, bad storytelling of history of Maximising DEVELOPING and sad’ themes should be considered which Beechworth Area 11 SECOND TIER Heritage 2 2-5 HERITAGE SITES will capture visitor imagination. • Implement Assets There exists an audit of heritage sites that recommendations of the would form the starting point of the process, study this should be integrated with a Burke Museum/Precinct website/sub-site (including online collections’ cataloguing) and in time extend to include cultural heritage assets and sites across Indigo.
The Asylum and Mayday Hills area, whilst a privately owned site, provides one of the key Maximising ASYLUM/MAYDAY tourism development sites in Beechworth. 12 Heritage 2 4 HILLS It will be important for council to keep Assets communication lines open with the owner and operators of the precinct.
There are many short walks that are not • Undertake an audit of well promoted or utilised by visitors. Further short walks development of a suite of high amenity short • Identify infrastructure walks should be considered. Improvement improvements Nature SHORT WALKS to signage and interpretation should also • Develop improved 13 Based 2 1-4 WITH A STORY be considered for these short walks which information and marketing Tourism leverage nature based attractions and material heritage sites. • Leverage from regional campaigns of scale under Walk High Country brand
Lake Sambell is a gem within Beechworth • Revise the masterplan that is underutilised for its tourism potential. with consideration of A masterplan has been prepared for the site, tourism activity however further vision is required to deliver • Seek planning permission tourism activity at the lake, infrastructure and for elements considered activities to be considered include: • Plan and invest Nature • A lakehouse café with boat hire and paddle 14 LAKE SAMBELL Based 2 2-5 boat hire Tourism • Stepping stones • Events space • Light shows and illumination activations and events • Improved play facilities • Board walk • Defined connection pathways to town
67 Part B. Strategic Plan
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
There is opportunity for establishment of niche and interesting accommodation SMALL Contemporary throughout Beechworth Area that 15 SCALE NICHE Accommodation 2 1-5 offers a point of difference. This ACCOMMODATION Investment includes consideration of self-contained accommodation at wineries, heritage sites and nature based sites.
There are a number of existing • Work with Tourism accommodation establishments that, if North East to develop a invested in and repositioned to provide guide to reinvestment contemporary accommodation would in accommodation. This meet market needs better. This includes will include identification REINVESTMENT Contemporary IN CURRENT consideration of: of changing market 16 Accommodation 2 1-5 ACCOMMODATION • Conversion to self-contained demand and the STOCK Investment accommodation for contemporary importance of positioning audience and presentation • Improvement to facilities and amenity • Distribute the guide to • Re branding operators
The food and beverage offer in Beechworth Area is quite well catered for. There are a number of good dining establishments, two craft breweries and Destination boutique high quality local wines. Food and 17 DISTILLERY 2 2-5 One of the gaps in Beechworth which Beverage would complement the existing product Experiences mix is the establishment of a distillery. This would clearly be led by the private sector, but Council could assist in facilitating this investment.
There are a number of high quality • Promote the potential of wineries in the Beechworth region, a complementary cellar Destination however the cellar door experience in door offer in Beechworth WINERY Food and the region is limited. The establishment Area wineries 18 CELLAR DOOR 2 1-5 IMPROVEMENTS Beverage of exclusive, by appointment winery • Facilitate investment Experiences weekend experiences, should be explored, through economic leading the GI tourism brand position and development initiatives campaign messaging.
A wine tasting room should be considered • Promote the opportunity for Beechworth with brings together the to entrepreneurs 30 wineries of Beechworth into a town • Garner support from Destination centre experience. This will allow for local wineries BEECHWORTH Food and 19 2 2-3 visitors to try the many wineries in the WINE TASTING HUB Beverage region that are not open to the public. Experiences There are a number of heritage buildings in town which could be converted into a wine tasting hub.
Beechworth has a strong a high quality • Promote the gaps in food night time dining offer. The breakfast, tourism Destination brunch and lunch offer however is not • Identify facilities which BREAKFAST, Food and as strong as other towns in the region. could be repurposed and 20 BRUNCH AND 2 1-5 LUNCH TIME FOOD Beverage The attraction of new food operators to utilised Experiences improve the breakfast and lunch offer will make Beechworth a more rounded food destination.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
There are a number of buildings and • 2nd precinct masterplan landowners within the Beechworth Railway • Seek funding for Station Precinct which could be repurposed implementation of the for tourism uses. A masterplan will be masterplan and building required to provide direction for cycle, tourism improvements and other community uses within the precinct. The location is a logical starting point for BEECHWORTH bike journeys on the rail trail and also will RAILWAY STATION/ provide a future commencement point for the RAILWAY Family 21 PRECINCT 2 3-5 Beechworth to Yackandandah Mountain Bike MASTERPLAN Friendly [P2] ACTIVITY Trail. HUB – FAMILY HUB The precinct should support family friendly activities such as: • Skating area • Bike hub with pump track • Clip and climb • Bounce park • Integrate with the Lake Precinct • Café
Improvement of retail offer including delivery • Work with retailers to of retail product that is appealing to growth identify market gaps markets, contemporary offerings connected to in Beechworth retail Destination place and people. sector. RETAIL Food and 22 2 1-3 • Engage with a retail INVIGORATION Beverage specialist to provide Experience advice on the retail mix and positioning of retail in Beechworth.
Agri-tourism as a necessary innovation for • Work with Tourism this product pillar. Leverage food co-op and North East on delivery of Destination small agri-producer iniatives. a regional agri-tourism AGRI Food and Participate in regional partnership programs project that deals with 23 2 1-2 TOURISM Beverage such as: Murray Region Farm to Plate strategy improving supply chains. Experiences and the Local Food Strategy in conjunction with Greater Hume, Albury Wodong and North East LGAs.
PRIVATE & COMMUNITY LED PROJECTS
Wallaby Mine
CONCEPT Rocky Mountain Tunnel
Arts Prize
69 Part B. Strategic Plan
12. Rutherglen Area
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 12 .1. Overview
Rutherglen Area is the home to one The issue facing Rutherglen wine region The areas that should be explored for of Victoria’s premier wine regions is how it competes with the rapidly product development include: and some of the oldest wineries in growing wine regions in Victoria, many • Nature based leveraging assets such Australia. With Rutherglen marketed of which are very close to Melbourne as Lake Moodemere and the Murray as a wine village, out of the four towns such as the Yarra Valley, Mornington River; it potentially has the clearest brand Peninsula and Bellarine Peninsula. These • New contemporary events that positioning, with a focus on wine wine regions have attracted significant challenge and inspire new audiences tourism. Rutherglen wine region is investment and have a diversified product to visit; renowned for fortified wines and big mix that includes chocolate, beer and reds such as Durif. The region has destination food. • Premium food offering; well developed wineries that have a • Complementary tourism product such strong brand presence and a number There is a need for Rutherglen Area as a distillery; to reinvent itself in the tourism space of popular wedding venues which drive • Cycling development; a substantial number of visitors to the and present a contemporary brand. • Investment in Rutherglen township to region on weekends. This may be achieved by investment in product complementary to wine and strengthen it as a destination; contemporary events. • On trend accommodation investment; and • Destination branding project;
71 Part B. Strategic Plan
12.2. Vision 2023 KEY CHALLENGES KEY OPPORTUNITIES • Rutherglen indicators such • Digital cohesion, reduce online Rutherglen will be regarded as as organic online search, VIC audience fragmentation and the Muscat capital of the world numbers, and sub-sectors ranking/search cannibalism with the wine provenance of of accommodation with • Structure Project Destination the region recognised by all declining occupancy rates, Management - implement an visitors. This will be supported when combined, indicate independent review to audit current by an undercurrent of innovative a destination that at best management entities including the and creative experiences is ‘holding steady’ and at roles of WoR, DR, ISC, TNE, test and to motivate next generation worst is losing ground in benchmark optimal DMP options audiences, including dynamic the increasingly competitive and provide direction for a cohesive tourism and wine tourism and contemporary events, that and effective DMP model landscape. will attract new visitor markets • Increase critical mass of motivating, to explore the region and • Recent Winery Cellar on trend accommodation options Research indicated low strengthening of links to the and large capacity high end levels of awareness in key region’s natural assets. accommodation to service wedding markets, further indicating and Lifestyle Leader group markets lack of effective destination • Undertake destination branding marketing. with key stakeholders (recognising • Fragmentation of digital, wine branding around Muscat) and management structure and leverage creative, active industry brand. operators to address the creative deficit and build brand. • Investment and activation of key products and experiences that will motivate growth, high yield audience segments
Gooramadda Federation Carlyle
Corowa GOORAMADDA
Wahgunyah MURRAY VALLEY Brimin CHILTERN-RUTHERGLEN Rutherglen
CHILTERN VALLEY
Noro
Moira
Lilliput
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 12.2. Rutherglen area profile
11.3.1. Visitor Profile The following provides a summary of the demographic profile of visitors for Rutherglen Area.
Domestic daytrip visitors (71%) Domestic overnight visitors (29%) International visitors (<1%) • 53% of daytrip visitors were over 55, • Just under half (48%) of all overnight • Just under half (49%) of international and only 8% were under 24; visitors to Rutherglen Area are over 55; visitors to Rutherglen Area were over 55; • The majority of visitors originated • The majority (66%) are travelling from • The highest proportion (25%) of visitors from within Victoria (59%), with the within Victoria, with a further 24% from are from New Zealand, followed by 16% remaining 41% from NSW; NSW and 5% from the ACT; from the UK; • Half of all daytrip visitors were visiting • Over half (53%) are visiting for a • Only 34% were visiting for a holiday, for a holiday; and holiday, with 27% VFR; and with 55% visiting friends and relatives; • 53% of daytrip visitors to Rutherglen • Three quarters of all overnight visitors and 5% visiting for business; and Area ate out/ dined out at a restaurant to Rutherglen Area ate out/ dined out • Significantly 87% of international and/or a café during their trip, and 49% at a restaurant and/or café whilst in the visitors who visited Rutherglen Area of visited a winery. region; with 51% also visiting wineries. visited a winery during their trip to Australia.
TOWNSHIP COMPARISON In comparing the key visitor characteristics of each township by visitor market, the following was of note for Rutherglen Area:
Domestic daytrip visitors Domestic overnight visitors International visitors • Rutherglen Area had the highest • Over half (51%) of all visitors to • Rutherglen Area attracted a higher proportion of daytrip visitors aged over Rutherglen Area visited a winery, this proportion of New Zealand visitors than 55 (53%); was significantly higher than for the those from the UK (16%), which was • Rutherglen Area and Yackandandah other townships, and unique in the region; Area both attracted significant • Rutherglen Area also had the highest • VFR was a significant visitor segment proportions of their daytrip visitors from proportion of overnight visitors for both Rutherglen Area (55%) NSW (42% and 41% respectively); in line eating out/ dining out at a restaurant and Yackandandah Area (58%), as with their proximity to the NSW border; and/or café during their trip (75%), compared to the regional level (28%) • 6% of visitors to Rutherglen Area significantly higher than the regional and for both other townships; were visiting a convention/conference/ Victorian average (55%). • Although visitor activities for seminar/trade fair/ exhibition, indicative international visitors encompasses all of the wine industry strengths in the activities undertaken by visitors whilst region on their trip to Australia, the following • Almost half (49%) of all visitors to comparisons was significant: Rutherglen Area visited a winery during ― A significantly higher proportion of their trip; and international visitors to Rutherglen • Almost a quarter of all visitors to Area participated in visiting a winery Rutherglen Area (22%) participated in (87%) during their trip to Australia shopping for pleasure as an activity than for the three other townships during their daytrip, compared to Beechworth Area (30%), and only 10% and 3% in Yackandandah Area and Chiltern Area respectively, indicative of available product servicing this activity in each township.
73 Part B. Strategic Plan
12.2.2. Product pillars and Figure 20 Rutherglen Area profiles target markets
Wine is the key product pillar for Rutherglen Area, with all other pillars supported by the regions strength as a wine region (Figure 20). Connecting events to other key product pillars KEY FOCUS WINE such as cycling and nature is a key opportunity, as is building the food product pillar of the region to better support the strength of the wine product pillar.
FOOD, WINE & CRAFT BEER,
TARGET MARKETS EXPERIENCES NATURE/WATER, CYCLE Food and Wine Lifestylers, Enriched ESSENTIAL PRODUCTS/ Wellbeing and Millennials will be key target markets for Rutherglen Area, attracted by the strong food and wine offer supported by unique storytelling ACCOMMODATION, EVENTS, and meet the maker opportunities, FOUNDATION VIBRANT TOWN CENTRE/RETAIL and contemporary accommodation experiences. International Experience Seekers will also be drawn to this region as a secondary destination to Product/Experience Pillar Profile Beechworth Area.
STRATEGIC PARTNERSHIP Rutherglen has adopted a strategic partnership with Corowa via Federation Shire, including product inclusion in printed and digital KEY FOCUS collateral. Leverage from Murray FOOD & WINE Regional Tourism initiatives also LIFESTYLERS, ENRICHED WELLBEING, presents future opportunities. MILLENNIALS
INTERNATIONAL EXPERIENCE EXPERIENCES SEEKERS, MILLENNIALS
ESSENTIAL PRODUCTS/
HABITUAL, LOCAL DAYTRIPPERS, REGIONAL
FOUNDATION
Growth Audience Profile
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 12.3. Rutherglen Area projects
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
There is a short section of rail trail which • Undertake a links Rutherglen to Wahgunyah. There are feasibility study however very few wineries on this section to identify route of trail with the majority of wineries located options and confirm further south. The establishment of a the preferred loop wine cycling loop which would utilise road • Develop a concept RUTHERGLEN Leader in Cycle easements that pass by Pfeiffers, Bullers, plan for the loop 24 WINE CYCLING 1 2-4 LOOP Tourism Lake Moodemere, Campbells and returns • Implement the to Rutherglen. This will greatly strengthen concept plan the current rail trail which is linear and will open up a touring loop with some of the leading Rutherglen wineries included. Signage and road crossings should be incorporated.
Enhancements of the Rutherglen to • Secure funding Wahgunyah section of the Murray to • Detailed design of Mountains Rail Trail should be considered. enhancements This project is part of the priority rail • Implementation RAIL TRAIL Leader in Cycle trail investment proposed for North East 25 1 2-3 ENHANCEMENTS Tourism Victoria. The enhancement project includes activations and art installations along the rail trail including the painting of silos in town.
The development of a rolling events • Develop an events program for Rutherglen Area is needed to and procurement strengthen the brand and attract visitors policy for Indigo Activating to the region during off peak periods. This Shire ROLLING PROGRAM OF through should include at least three new signature • Promote event 26 1 1-5 SIGNATURE Signature events that leverage from the region’s opportunities EVENTS Events strengths. These should be unexpected, contemporary, and provocative events which address the creative deficit and drive brand awareness.
There is a lack of large, quality • Identify suitable accommodation in the Rutherglen Area to sites support overnight visitation. There are many • Develop a business weddings held in the region on weekends case for the and potential to also attract touring proposal markets travelling through the region. • Promote the A large integrated resort (such as RACV concept to investors LARGE Contemporary INTEGRATED Inverloch) would provide a high capacity 27 Accommodation 1 3-5 ACCOMMODATION venue for visitors to stay at whilst in the ESTABLISHMENT Investment region. An integrated resort would attract touring visitors with RV sites, camping sites and self contained accommodation for groups. A location in proximity to Wahgunyah would be suitable, leveraging the Murray River experience and also the wine product of Rutherglen.
75 Part B. Strategic Plan
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Muscat is unique to Rutherglen and considered • Establish a one of the finest fortified wines in Australia. communication protocol Similar to the Prosecco Road branding of the to ensure wine brand King Valley, Rutherglen should promote its project work carried ownership of the Muscat brand. out by Winemakers of *This should be achieved with recognition of Rutherglen is supported Wine Victoria supported Muscat/Rutherglen by Tourism North East initiatives, but should consider: and Indigo Shire Council • Muscat event and feeds into Destination PROMOTE • Food matching Branding work. AND DEVELOP MUSCAT WINE • Mixology Vs Purists wine bar dedicated to the • Establishment of a CAPITAL OF THE Muscat experience strategic plan to promote WORLD* WINE Brand and 28 1 1-5 • 7 generations of Muscat story the awareness and BRAND AND Positioning UNDERTAKE • Marketing and promotion, digital content branding of Muscat DESTINATION • Rutherglen requires a cohesive Destination • Implementation plan BRAND PROJECT. Brand and a brand development project is • Establish a Destination require to identify ‘what we stand for, and who Brand development we are targeting’ to inform all product, event steering committee and experience development and marketing. to oversee the brand development work, including Winemakers of Rutherglen, Destination Rutherglen, Tourism North East and Indigo Shire Council.
SEE SHORT WALKS PROJECT WITH A STORY 13
There is opportunity to establish a trail • Confirm trail location connection that links Wahgunyah with Corowa, • Complete design Howlong and eventually to Albury Wodonga as • Implement trail part of the broader Murray River Adventure Trial Project. Nature MURRAY RIVER This trail concept would support wineries 29 ADVENTURE Based 2 1-3 located to the north east of the Rutherglen Wine TRAIL Tourism Region, near Howlong and around Wahgunayah, linking with those in the south west. A concept plan, feasibility study and business case for the trail concept has already been prepared by Murray Regional Tourism.
Rutherglen township is at the heart of the • Progress Rutherglen Rutherglen wine region and has potential to Revitalisation project improve its credentials as a tourism hub. The implementation. town centre has poor amenity when compared • Linkage/connectivity High RUTHERGLEN with Beechworth and Yackandandah townships. Plan for Wahgunyah 30 REVITALISATION Amenity 2 3-5 Wahgunyah requires investment in visitor in the context of trail PROJECT Destinations amenity related to linkages to key tourism developments and experiences; Murray River (and Adventure Trail), integrated activation of Lake Moodemere, walking and cycling trails and waterways. the Murray to Mountains Rail Trail.
PRIVATE & COMMUNITY LED PROJECTS
Rutherglen Wine Bottle
CONCEPT
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 13. Yackandandah Area
77 Part B. Strategic Plan
13.1. Overview
Yackandandah is promoted as one of There is a strong sense of community • Arts and creative tourism – Australia’s prettiest villages and it has within Yackandandah with underlying establishing Yackandandah as a town an unique and heritage setting that has community values centred on that hosts creative pursuits; attracted artists, craft businesses and environment, sustainability and • Local quality food – An underlying food and beverage businesses to create creativity. This underlying spirit is an value of Yackandandah is that a vibrant streetscape. Yackandandah unique asset for the town and should food should be sourced locally is growing both in population and be harnessed as part of the tourism where possible, this reduces food as a destination. The development strategy for the town. kilometres and matches with of mountain biking has provided the the sustainability platform for Key areas of focus for investment village with another motivator for Yackandandah. It also ensures and development of tourism in visitation and the proposed rail trail food is at its freshest and best. The Yackandandah Area include: linking Beechworth will strengthen the delivery of this food experience villages’ appeal. • Cycle tourism – investment in rail message of ‘authentic, local and trails and mountain biking will sustainable food production’ will continue to strengthen the appeal of motivate emerging growth audience Yackandandah Area; segments with aligned sensibilities.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 13.2. Vision 2023 KEY CHALLENGES Yackandandah will continue to • Managing growth in line strengthen its core values as a with core values sustainable village and grow in • Providing accommodation to its stature as a key cycle node of support overnight visitation Victoria’s north east. Investment in cycle tourism, arts, food and KEY OPPORTUNITIES boutique accommodation will support growth in visitation • Product development and and enhance the liveability experiences that align with community values including: of Yackandandah Area with stronger connections between • Cycling the area’s towns and Lake • Arts and creative tourism Hume. • Local food
MURRAY VALLEY
Huon
HUON KIEWA Tangambalanga KIEWA EAST Kiewa
KIEWA VALLEY
YACKANDANDAH-WODONGA
Allans Flat Sandy Creek Charleroi
Yackandandah Osbornes Flat
KERGUNYAH
Kergunyah
MYRTLEFORD-YACKANDANDAH
GUNDOWRING
Gundowring
79 Part B. Strategic Plan
13.3. Yackandandah Area profile
11.3.1. Visitor Profile The following provides a summary of the demographic profile of visitors for Yackandandah Area.
Domestic daytrip visitors (85%) Domestic overnight visitors (15%) International visitors (<1%) • 37% of daytrip visitors are over 55, and • Over half (53%) of all overnight visitors • Just under half (47%) of all international 20% between 45 and 55; are over 55; visitors to Yackandandah Area were over • Over half (58%) of daytrip visitors to • Whilst the majority of overnight visitors 55, with 20% aged 25-34; Yackandandah Area are travelling from are from Victoria (60%), almost a third • The highest proportion of international within Victoria, and 42% are from NSW; (31%)are from NSW, and a further 4% visitors came from the UK (27%), • Only 21% of daytrip visitors to are from the ACT; followed by Scandinavia (19%) and Yackandandah Area are visiting for a • Less than half (43%) of all overnight France (12%); holiday, with 34% VFR; and visitors are holiday visitors, with 30% • Only 35% were holiday visitors, with • Bushwalking (12%), visiting gardens visiting relatives and a further 11% 58% visiting friends and relatives; and (10%), and attend an organised sporting visiting friends; and • 96% of international visitors who visited event (10%) are popular activities • Just over half (55%) ate out/ dined Yackandandah Area ate out/ dined out for daytrip visitors to Yackandandah out at a restaurant and/or café in the at a restaurant and/or café during their Area, however only 31% ate or dined region during their stay with 21% going trip to Australia, whilst a comparatively out at a restaurant or café, and 17% shopping, and 22% going to pubs, clubs, high proportion also went to pubs, clubs participated in none of the activities or discos. Significantly, 14% of visitors or discos (71%), or went bushwalking listed. went on a daytrip to another place whilst (71%) during their trip. staying in Yackandandah Area.
TOWNSHIP COMPARISON In comparing the key visitor characteristics of each township by visitor market, the following was of note for Yackandandah Area:
Domestic daytrip visitors Domestic overnight visitors International visitors • Yackandandah Area and Rutherglen Area • Yackandandah Area attracted the • The proportion of New Zealand both attracted significant proportions of their highest proportion of visitors aged visitors to Yackandandah Area was daytrip visitors from NSW (42% and 41% over 55 (53%); and significantly lower (7%) than all respectively); in line with their proximity to • 14% of visitors to Yackandandah other townships; and the NSW border; Area went on a daytrip to another • VFR was a significant visitor • Only 21% of visitors to Yackandandah Area place as an activity whilst on their segment for Yackandandah Area were visiting for the purpose of a holiday, trip which may be indicative of a lack (58%), compared to all other significantly lower than the regional Victorian of product in the township; townships and the regional average average (37%); (28%). • Yackandandah Area attracted 18% of its daytrip visitors for business, higher than the regional Victorian average of 8%; • Only 31% of daytrip visitors to Yackandandah Area participate in eating / dining out at a restaurant and/or café, indicative of the historical lack of motivating food and beverage product in the township, whilst 66% of visitors participated in this activity in Beechworth Area; • Only 10% of visitors in Yackandandah Area participated in shopping for pleasure as an activity during their daytrip
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 13.3.2. Product pillars and target Figure 21 Yackandandah Area profiles markets
Yackandandah Area has a broad range of product pillars, centred around the core sustainability ethos of the township (Figure 21). The burgeoning food culture KEY FOCUS is currently disconnected from all other CYCLE, pillars excluding sustainability, and this SUSTAINABILITY presents a great opportunity for the township.
TARGET MARKETS Inspired by Nature, Millennials and to a FOOD, WINE & CRAFT BEER, NATURE/WALKS, ARTS & CULTURE lesser extent Enriched Wellbeing, will EXPERIENCES be key target markets for Yackandandah ESSENTIAL PRODUCTS/ Area with development of the local, sustainable food story and strong cycling culture and product offer. ACCOMMODATION, EVENTS, VIBRANT TOWN CENTRE/RETAIL
FOUNDATION
Product/Experience Pillar Profile
KEY FOCUS INSPIRED BY NATURE/LIFESTYLE LEADERS, MILLENNIALS
ENRICHED WELLBEING EXPERIENCES
ESSENTIAL PRODUCTS/
HABITUAL, LOCAL, REGIONAL DAY TRIPPERS
FOUNDATION
Growth Audience Profile
81 Part B. Strategic Plan
12.3. Yackandandah Area projects
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
The Beechworth to Yackandandah extension • Finalisation of detailed of the Murray to Mountains Rail Trail is design SEE BEECHWORTH TO Leader • Construction PROJECT well underway with the project having YACKANDANDAH in Cycle 1 1-2 3 attracted grant funding. Detailed design and RAIL TRAIL Tourism implementation will occur over the coming two years.
Enhancements to existing rail trails is also • Detailed design of rail proposed for Upper Everton to Beechworth trail enhancements • Implementation SEE Leader section and Beechworth to Yackandandah ENHANCEMENT PROJECT 4 TO RAIL TRAILS in Cycle 1 1-2 extension once completed. This will include Tourism a number of activations along the trial to create a more interesting experience which will engage visitors.
A feasibility study for the Beechworth • Detailed trail planning to Yackandandah Mountain Bike Trail and specialist reports has been completed. This project will • Permit applications provide an outstanding new mountain bike • Grant funding BEECHWORTH TO Leader EPIC type trail between the townships. application SEE YACKANDANDAH • Implementation PROJECT 5 MOUNTAIN BIKE in Cycle 1 2-5 Market assessment work shows that the TRAIL Tourism trail will provide a strong motivation for visit and compliment the Yack Tracks and Beechworth Mountain Bike Parks. Activation of heritage assets will also be considered as part of the trail.
Yackandandah will strengthen as a cycling • Undertake a location town with the delivery of the rail trail and planning study for extension and proposed mountain bike the bike hub and trail trail. These trails will create demand for network the establishment of a bike hub which will • Study to be undertaken become the logical location for visitors to as part of, or in commence their cycling journey including tandem with, a broader Leader BIKE HUB AND car parking, information, bike hire, shuttle Placemaking piece for 31 TOWNSHIP TRAIL in Cycle 2 2-5 bus pick up/drop off and bike maintenance/ the township. NETWORK Tourism sales. The location of the bike hub needs to be confirmed, however should be close to the town centre to encourage retail expenditure. Similarly, a trail network needs to be established which provides safe off road network for use by a range of cyclists including families.
The development of a rolling events • Develop an events and program for Yackandandah Area is needed procurement policy for to strengthen the brand and attract visitors Indigo Shire to the region during off peak periods. This • Promote event Activating should include an ongoing program of opportunities ROLLING through 32 PROGRAM OF 2 1-5 small niche events that attract visitors from Signature EVENTS outside of the region: Events • Music events • Sustainability events • Art events • Local food events
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
SEE SHORT WALKS PROJECT WITH A STORY 13
In order to grow overnight accommodation • Review supply and in Yackandandah Area there is a need demand and assess to consider the encouragement of the the private sector boutique/eco accommodation offer in opportunity with and around town. Various models of consideration of the self contained quality accommodation dominance of the would fit the market need well. In order Online Travel Agents. BOUTIQUE SELF Contemporary to encourage investment in boutique/eco • Assess linkages with CONTAINED 33 ACCOMMODATION Accommodation 1 2-5 accommodation, the establishment of a destination websites PROJECT Investment ‘Daylesford Getaways’ business model (or to avoid audience Bright Escapes), should be explored which fragmentation. provides a range of services to owners of • Promote the self-contained accommodation including opportunity to the marketing, welcome desk, linen services private sector and property maintenance. It may be possible for an operator to service both Beechworth Area and Yackandandah Area.
Whilst there are some excellent daytime options for dining in Yackandandah there are limitations to the dining in town. Early in the week there are limited food options YACKANDANDAH Destination Food and there is also limited quality night time 34 DESTINATION and Beverage 2 2-5 dining. The attraction of an additional DINING Experiences destination food operator to complement the existing food offer will assist in creating a sustainable food industry in town, particularly if the offer is of a quality that attracts visitors to the town.
Yackandandah has many heritage buildings • Prepare a business that could be revitalised to accommodate case for the concept; a destination beverage experience such • Review opportunities as a distillery. This would be complement with existing brewers Destination Food YACKANDANDAH the food offer in town and provide a strong and distillers in the 35 and Beverage 2 3-5 DISTILLERY drawcard to Yackandandah. An example area. Experiences of a popular distillery that has become a • Identify potential destination in a rural location is the Wild sites Brumby Distillery near Jindabyne in NSW. • Promote the opportunity
Yackandandah is a small village that has • Consider strengthened as a tourist destination. As Placemaking such the township faces planning issues project scope relating to lack of parking, congestion and Masterplan in the main street, increasing demand requirement. for property and the need to strengthen • Prepare a brief for Creating a YACKANDANDAH linkages for proposed trail networks. a qualified planning, 36 PLACEMAKING High Amenity 1 1-3 A township placemaking project is required design and economic PROJECT Destination to develop a future framework for the firm to respond to town which will support sustainable • Tender the tourism growth in the township. This will placemaking project also identify areas where amenity can be • Identify priority improved to support visitors and the local projects for community. implementation
83 Part B. Strategic Plan
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Phase 2 of the Yack Station Art Centre is • Prepare plans for required to deliver gallery space and retail Phase 2 Creating a YACK STATION space. This will strengthen Yackandandah • Seek funding 37 ART CENTRE High Amenity 2 3-5 as an arts town and provide additional opportunities/partners PHASE 2 Destination things for visitors to engage in when visiting.
Building on Yackandandah’s growing • Establish a working reputation as a destination for artists group of local artists, and art enthusiasts, Council should community and council YACKANDANDAH Creating a investigate the development of a program • Identify funding ART 38 INSTALLATION High Amenity 2 2-4 of contemporary art installations which requirements and seek PROJECT Destination build on sustainability themes for the grant opportunities township. These could form a sculpture trail • Implement art throughout the township and contribute to installations the township’s amenity.
PRIVATE & COMMUNITY LED PROJECTS
Agri-tourism and sustainable local food production activation
CONCEPT
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 14. Chiltern Area
85 Part B. Strategic Plan
14.1. Overview
Chiltern, located just off the Hume Key areas of focus for investment and Freeway is well located to capture development of tourism in Chiltern Area visitors travelling between Melbourne include: and Sydney or further afield. The • Family friendly attractions to capture township has a strong goldrush heritage travelling families; with a number of National Trust • Further activation of walking and buildings in town. cycling engagement with the National Park; Chiltern is surrounded by Chiltern Mount Pilot National Park which provides a • Retail vibrancy, with investment in nature based backdrop to the heritage National Trust assets; township. • Cultural Heritage micro events and exhibitions; The greatest immediate opportunity for • Arts and artisan events; tourism development in Chiltern Area is to create product that motivates visitors • Connection and logical navigation to leave the Hume Highway for a short between town, lake, park and railway/ stay. This includes destination dining and town entrance; and family experiences. In addition Chiltern • Additional food/wine/brewing/distilling leverages Rutherglen and Beechworth product. visitation.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 14.2. Vision 2023
Chiltern will be a must-stop destination for touring couples and families travelling the Hume Freeway. Its heritage streetscape will be enhanced, and the lake precinct will become an active and vibrant visitor node, connected to the town centre. The Chiltern Mount Pilot National Park will be invigorated as a nature based destination, with improvements to walking and cycling itineraries.
MURRAY VALLEY HWY
Chiltern Valley
BARNAWARTHA-HOWLONG Cornishtown CHILTERN-HOWLONG Barnawartha
INDIGO CREEK CHILTERN-RUTHERGLEN
Wodonga Chiltern Chiltern Valley
CHILTERN-BARNAWARTHA
Indigo Valley
BEECHWORTH-CHILTERN
87 Part B. Strategic Plan
14.3. Chiltern Area profile
14.3.1. Visitor Profile The following provides a summary of the demographic profile of visitors for Chiltern Area.
Domestic daytrip visitors (76%) Domestic overnight visitors (24%) International visitors (<1%) • Daytrip visitors are predominantly • Whilst 41% of overnight visitors to 63% of international visitors to Chiltern older, with 47% aged between 45-54 Chiltern Area are over 55, significantly Area are over 55; and 40% aged over 55; 20% are under 24; • The largest proportion of visitors • 72% of Chiltern Area daytrip visitors • Just over half (51%) of all overnight originated from the UK (34%), followed originated from within Victoria, with the visitors are from within Victoria, with by New Zealand (30%), with a further remaining 28% from NSW; a further 30% from NSW and 8% from 18% from Thailand; and • Just under half of all daytrip visitors are the ACT; • Just over half (51%) of all international visiting for a holiday (46%), with 24% • Only 35% of overnight visitors to visitors to Chiltern Area are visiting for visiting friends and 23% participating in Chiltern Area are holiday visitors, with a holiday. sport; and 38% visiting relatives and a further • Just over half (55%) of all daytrip 14% visiting friends. Significantly 7% visitors ate out/dined at a restaurant identified that they were in transit only; and/or café, with other popular daytrip and visitor activities whilst in Chiltern Area • Less than half (42%) of all overnight included bushwalking (19%), picnics/ visitors to Chiltern Area ate out/dined BBQs (18%) and playing other sports. at a restaurant and/or café whilst in the 38% of visitors visited friends and area. relatives during their trip;
TOWNSHIP COMPARISON In comparing the key visitor characteristics of each township by visitor market, the following was of note for Chiltern Area:
Domestic daytrip visitors Domestic overnight visitors International visitors • Chiltern Area had the oldest visitor • Only 42% of visitors to Chiltern Area • Chiltern Area had the highest proportion of profile overall, with 47% of visitors participated in eating out/ dining out at a international visitors (63%) aged over 55 in aged 45-54, 40% aged over 55 and restaurant and/or café during their trip the region; too few to measure aged between this activity, indicative of a historical lack • Chiltern Area had a significantly different 25 -34; of product in this township; international visitor origin profile than • Chiltern Area attracted 23% of • Chiltern Area has a comparatively high the other three townships, with a higher visitors to participate in sports; proportion of overnight visitors aged proportion of visitors from both the UK (34%) with the regional Victorian average under 25 (20%); and New Zealand (30%), and 18% of visitors only 4%; • Chiltern Area has a low proportion (35%) from Thailand. • Passive recreation was a popular of overnight holiday visitors, compared to • Although visitor activities for international activity in Chiltern Area with 19% of the three other townships (which range visitors encompasses all activities visitors bushwalking, 19% having from 43% to 53%), and the regional undertaken by visitors whilst on their trip to a picnic or BBQ, and 23% playing Victorian average (48%); Australia, the following comparison between other sports, supported by the • Chiltern Area had the highest proportion Chiltern Area and the other three township quality of natural landscape in the of overnight visitors from the ACT (8%) and surrounds areas is significant: area; and and Queensland (5%), although this is • A lower proportion of international visitors • Only 3% of visitors to Chiltern based off a lower number of total visitors to Chiltern participated in eating out/ dining Area participated in shopping for to the Chiltern region; out at a restaurant and/ or café (82%); pleasure as an activity, indicative of • No visitors to Chiltern Area recorded sightseeing/ looking around (25%), going a lack of available product servicing participating in cycling as an activity shopping for pleasure (50%) visiting national this activity. during their trip, and parks/state parks (44%), visiting museums or art galleries (18%), or going to markets • Chiltern Area had the highest proportion (25%) or going to wineries (35%) during their of overnight visitors participating in trip to Australia compared to those who bushwalking during their trip (15%). visited the other three townships;
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 14.3.2. Product pillars and Figure 22 Chiltern Area profiles target markets
The current primary product strengths in Chiltern Area are relatively limited, with nature-based and heritage the current key product pillars for the sub-region (Figure 22). KEY FOCUS Food is an emerging strength but is HERITAGE AND NATURE currently a relatively small pillar.
TARGET MARKETS Inspired by Nature will be the key Lifestyle Leader market for Chiltern FOOD, ARTISANS Area, drawn to the regions diverse EXPERIENCES natural experiences and assets. ESSENTIAL PRODUCTS/ Families will also form a key growth market for Chiltern in line with development of motivational product and experiences to service this ACCOMMODATION, EVENTS, market VIBRANT TOWN CENTRE/RETAIL FOUNDATION
Product/Experience Pillar Profile
KEY FOCUS INSPIRED BY NATURE/ LIFESTYLE LEADER
FAMILIES EXPERIENCES
ESSENTIAL PRODUCTS/
HABITUAL, LOCAL, REGIONAL DAYTRIPPERS
FOUNDATION
Growth Audience Profile
89 Part B. Strategic Plan
14.4. Chiltern Area projects
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Creating a High Investigate a destination playground to be • Development in tandem DESTINATION 39 PLAYGROUND Amenity Tourist 1 established in Chiltern. with the Lake Precinct Destination Masterplan.
There is an opportunity to work with the • Undertake discussions National Trust to grow visitation and with National Trust engagement with The Lake House by • Develop a prospectus Destination evolving the ‘house museum’ format to for a destination dining LAKE HOUSE Food and 40 1 3-5 become a food destination, whilst still establishment RESTAURANT Beverage celebrating the life and works of HHR • Promote the opportunity Experiences (creation of a ‘Literary Restaurant’) Reference could also be made to the Wine Art movement for wineries with art.
There is opportunity for Chiltern to Scope the Destination strengthen as a stopover destination. Playground concept with Considerations for the Lake Precinct business case and design include: options. • Activating the Goods Shed Integrate the following: • Potential food and beverage opportunities • Town Connectivity for heritage buildings in the precinct project Creating a High LAKE PRECINCT • Establishment of a major destination • Lake Precinct 41 TOURISM Amenity Tourist 1 2-5 playground masterplan and lake MASTERPLAN Destination • Activating the lake with water-based activation activities for families such as stepping • Chiltern Goods stones, paddle boats and/or canoe hire. Shed strategic plan • Visitor information and linkages with the and National Park town centre engagement • Destination Playground concept development
CHILTERN Creating a High Consider the future use of the Shed Gang • Development in tandem GOODS SHED 42 GANG CAMP Amenity Tourist 1 Camp Land in Chiltern. with the Lake Precinct LAND Destination Masterplan
Dow’s Pharmacy is a National Trust owned • Enter discussions with building in Chiltern. There is opportunity National Trust regarding to activate the pharmacy so that retail the opportunity for operation is significantly lifted to become a retail adjacent to Dow’s NATIONAL destination ‘must visit’ retail experience for pharmacy Maximising TRUST RETAIL visitors. • Scope and detail 43 EXPERIENCE Heritage 1 3-5 National Trust retail (DOW’S Assets PHARMACY) benchmarks in Australia, applicable to developing a retail offering in Chiltern that would be a retail destination
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Explore short walk opportunities in • Undertake an audit of and around Chiltern including heritage short walks around walks and formalisation of walOld Hume Chiltern Highway 31 activation • Identify infrastructure improvements and short SEE SHORT WALKS Nature Based walk opportunities PROJECT WITH A STORY 2 1-4 13 Tourism • Develop improved information and marketing material • Leverage from regional campaigns of scale under Walk High Country brand
Establish a network of cycling trails in • Undertake discussions Chiltern National Park that are promoted with Parks Victoria to for use by families and beginner establish interest in the NETWORK OF Leader in mountain bikers. Work with Parks concept CYCLING TRAILS 44 IN CHILTERN Cycle 2 3-5 Victoria to install mountain bike training • Develop a plan for the NATIONAL PARK Tourism interventions to support mountain bike easy mountain bike development in the National Park. network • Develop information and maps to support visitation
There are many heritage buildings in • Develop an investment Chiltern Area that could be enhanced prospectus to encourage to provide unique self-contained visitor accommodation Contemporary BOUTIQUE SELF accommodation or a boutique hotel. The investment 45 CONTAINED Accommodation 2 3-5 delivery of contemporary accommodation ACCOMMODATION Investment in Chiltern may attract more visitors to choose Chiltern as an easy stop over destination.
The development of a rolling events • Develop an events and program for Chiltern Area is needed to procurement policy for strengthen the brand and attract visitors Indigo Shire to the region during off peak periods. This • Promote event Activating should include an ongoing program of opportunities ROLLING PROGRAM through 46 2 2-5 small niché events that attract visitors OF EVENTS Signature from outside of the region: Events • Local food events • Heritage events • Nature and conservation events • Arts and artisan events
PRIVATE & COMMUNITY LED PROJECTS
Old Hume Highway 31 activation
Arts and Artisan Festival
Equine Tourism - Racecourse Development CONCEPT Nature-based tourism, bird watching and conservation
Mount Lady Franklin short walk
Chiltern Water Tower viewing platform
91 Part B. Strategic Plan
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 15. Indigo Shire tourism delivery and operations
15.1. Introduction comparative LGAs. Options are therefore ― Showcase breadth and depth of to increase investment or reduce the events, experiences, products online. This section steps out initiatives net cost to Council of Visitor Information • Content: for delivery and focus for tourism Services and the Historic Precinct ― Tourism North East content services in Indigo Shire. This includes Team, so a greater allocation to tourism management and optimisation of consideration of: development functions is possible. search, ranking and engagement; • Resource allocation; Leveraging regional partnerships and ― Destination website and social • Digital service delivery; investment via Tourism North East and media; • Physical visitor information service LGA partners will strengthen Indigo’s ― Delivery of rich, motivating seasonal delivery; ability to grow the visitor economy. content, stories, images and video; • Destination marketing and branding; The Cultural Heritage functions provides ― Destination based content across • Product development and investment; an unique opportunity for Indigo to four Areas; and strengthen its delivery of heritage • Emerging and contemporary digital • Industry development. product and create stronger synergies interpretation of tourism product and between the delivery of cultural heritage experiences - AR, VR, AI, projection experiences and visitor information mapping (e.g. White Nights) and the services in Beechworth. traveling experience (way to and 15.2. Resources way home) as well as intra-regional In addition the built assets of the exploration); The tourism unit at Indigo Shire currently Historic Precinct present an opportunity • Data mining - Including Credit Cards, has three key areas of staff resources, to develop a central Tourism Hub, Mobile and Utilities to better measure these include: delivering: performance, trends. Also establish • Visitor Information Services – • Information services to visitors; principles for operation (i.e. use responsible for delivery of visitor • Cultural heritage product and International protocols re: privacy and information services including Visitor experiences to visitors and community; ethical use); Information Centres; and • Smart villages: • Cultural Heritage Team – responsible • Industry and product development for the management and delivery of ― Applying principles and ideas as services to industry Burke Museum, Historic Precinct and utilised in the Indigo Shire Economic Development Strategy; and other cultural heritage initiatives; This concept should be scoped and a • Tourism Development responsible business case developed with a multi- ― Make it personal: consider how for marketing, product development, faceted approach to growing the visitor individuals use connectivity and events and industry development. economy and strengthening industry services in home, business, and partnerships. while visiting. The staff resources for tourism • Technology, research and development are the lowest of the three development: areas of service delivery with only one full ― Utilise emerging technology for time and one part time officer dedicated 15.3. Digital Excellence cutting edge interpretation – AR, VR, to this area as well as management time. AI, projection mapping, travelling It is critical that Indigo Shire attains a In terms of potential impact on growing experiences/driving/road trip to/from level of digital excellence, including con- the visitor economy the tourism and dispersal; sideration of the following: development team if resourced well can ― Development of interactive touring have a substantial positive effect. Through • Connectivity - for industry, community and experiences; and visitors (future servicing, well-resourced marketing, including ― Integrate cultural heritage and infrastructure, capacity building) digital marketing and social media, natural environment; facilitation of product development and • Engagement: ― Research, future trends, forecasting; events Indigo could greatly influence the ― Tourism business and event ATDW ― Monitor, benchmark, case studies growth of the visitor economy. listings – potential for over 400 and keep an eye on the digital entries; The resources dedicated to this area leaders. need to be expanded, Council’s current ― Industry engagement and support; investment in tourism is in line with other and
93 Part B. Strategic Plan
The delivery of digital information and in turn releasing budget allocation for marketing in Indigo Shire is under higher priority event support and tourism serviced when benchmarked against development. leading tourism Councils. The State Visitor Servicing Strategy More than 75% of visitors access their is under development and due for visitor information pre and during trip completion at the end of June 2018. Indigo through digital sources (websites and will need to reference the State strategy social media) and social media is growing and monitor recommended pilot project as a key method of growing awareness outcomes. This information, along with and motivated visitation to regions to Indigo VIC performance measurement, target markets. will inform potential recalibration of Indigo’s visitor servicing direction, Indigo Shire is a partner of Tourism North investment and initiatives. East, the Regional Tourism Board for the High Country. It is a well-resourced Contemporary approaches to visitor tourism board with specialist officers information centre delivery includes dedicated to digital marketing methods. consideration of the following: Rather than replicating the specialised • Movement away from stand-alone VICs professionals within the region, there to co-located VICs which will reduce is potential for Indigo Shire to contract operational costs but also leverage digital marketing through the Regional from other attractions and community Tourism Board. facilities for example co-location with Content development would still need to museums, libraries, service centres or Key actions to deliver optimal occur at the Indigo Shire level, however art galleries are now common; online presence for all Indigo dedicated social media and online • Movement away from ‘gateway’ VICs to areas include: marketing would be best placed through centrally located VICs to leverage from - Industry engagement - triple Tourism North East which already has a incidental visitation and also promote the number of tourism strong structure and experience in place. visitor yield in town centres; and business listings across • Consolidation and reducing the number all Indigo visitor-facing of physical VICs, however providing a destination websites. 15.4. Physical visitor flexible approach to delivery including Implement a subsidy model information centres temporary kiosks and VIC vans (such as delivering equitable listing the St Kilda Kombi). access and implement Physical Visitor Information Services a program of industry remain a contentious topic across the Future delivery of physical VICs should engagement and support to tourism industry with many destinations consider: grappling with the best approach to secure listing numbers and • Co-location of Beechworth VIC with the service visitors in region with the rapid quality. Historic Precinct. Develop ‘Destination rise of digital media and declining visitor - Deliver seasonal benchmark Model’ VIC, with cultural heritage numbers through Visitor Information content showcasing the experience as driver of increased walk Centres. depth and breadth of tourism in visitors and increased commercial product and experiences There are improvements that should be operations. This would need to be across the 4 Indigo destination considered with the delivery of visitor delivered through a new master websites. Deliver measurable information services in Indigo Shire. planned heritage precinct; growth in site visitation and In particular there are co-location • Develop the Rutherglen Wine engagement. Outsource opportunities that should be explored in Experience ‘Destination Model’ content management to the Shire that will allow a physical VIC to operation including wine experience, experts (Digital Team at be maintained across townships without bike hub and merchandise retail Tourism North East). the same level of resources needed to experience. - Develop integrated meet accreditation criteria. Although there • Co-location of Yackandandah VIC Cultural Heritage website are minimal savings to be immediately with a new bike hub. This would need encompassing Burke generated, the co-location of VICs with to occur through further planning to Museum, Historic Precinct, other attractions will allow for a ‘revenue determine the location for a bike hub in Indigo online collections generation’ model through developing Yackandandah; and catalogues and online Destination VICs. This can make both the • Co-location of Chiltern VIC with the ticketing of cultural heritage VICs and cultural heritage assets more Chiltern Athenaeum Museum OR co- attractions. commercial through increasing their location with centrally located National ability to generate visitation and revenue, Trust retail destination enterprise.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 Table 12 Marketing activity framework
FRAMEWORK MARKETING ACTIVITIES 15.5. Destination marketing and brands • Develop and deliver collaborative marketing campaigns The focus of destination marketing • Sustaining Habitual, local and regional visitation across and branding should be in the core declining demographics tourism nodes in Indigo Shire, aligned • Growing VFR visitation through community and industry to the four key towns explored in this marketing support plan as opposed to delivering an Indigo • Activating lapsed Habituals - new news dispersal, creative Shire brand which has no market place industry micro-activations supported recognition. LOCAL • Part fund/buy in collaborative models. Deliver collaborative campaigns with Industry partners. Campaign options Furthermore, leveraging Tourism structured by Indigo, aligned with seasonal product pillars North East marketing will be essential and where possible leveraging LGA, regional or state for maximising exposure and also campaigns of scale attracting visitors from other areas in • Local media PR the region such as Bright. Anecdotal • Industry collaborative campaigns seasonal per Area evidence suggests that there is a high • Obligations on Industry - new news, innovation, industry amount of dispersal in the region collaboration, motivating experiences. already, which can benefit Indigo’s villages. • Develop and deliver Destination marketing campaigns in line with seasonal product pillars Indigo marketing activities can be • Growing the Visitor Economy with a focus on growth segmented into three distinct, but audience segments aligned delivery frameworks: • Leverage regional campaigns of scale, adding a layer of destination content and messaging where possible, but also aligning timing in market for Indigo driven campaigns to leverage regional campaigns of scale 15.6. Product development • Focus on key Indigo experience development such as; and investment DESTINATION Short Walks, Cultural Heritage experiences, Cycle, Food, Wine & Craft Beer, Nature Investment in product development is • Create print and online collateral and distribution to essential for growth of Indigo Shire. visitors, industry, media Indigo Shire’s role should be focused to • Digital excellence - motivating, inspiring online content, promoting investment opportunities and seasonal, on-trend content, showcasing rich, depth and also facilitating investment through the breadth of experiences and product to growth audience planning process. segments • PR metro - inter and intrastate Indigo Shire should promote private sector investment opportunities through development of a clear • Regional visitation growth, competitive ownership of key product pillars business case for investment and prospectus. This needs to consider • Support regional campaigns of scale, where product pillars REGIONAL & STATE align with Indigo destination offerings demand for product and also location LEVERAGE for investment. A good case study for • Provision of content, new news, imagery to gain maximum Indigo exposure and value this is Corangamite Shire which has undertaken a targeted program of • PR accommodation investment attraction in proximity to the 12 Apostles.
95 Part B. Strategic Plan
15.7. Industry development of opportunities for networking, joint Additional funding should be made marketing programs, referral from VICs available to attract event operators to In the fast evolving tourism sector, and investment support. Indigo Shire including the reallocation Local Government has a critical role to of funds to event support as Visitor play, providing information and support In line with Digital Excellence objectives, Servicing and Cultural Heritage revenue to tourism businesses who are under the expansion of the number of generation releases operational budget. pressure from changing visitor behaviour businesses that are registered through In addition a new event procurement and preferences, organic generational the Australian Tourism Data Warehouse policy should consider the following: (ATDW) is an important goal. To shift and increased competition. There is a • Visitation Driver Events - Support subside industry to list on the ATDW ‘fit for purpose’ obligation on any business, for events which are multi day that would greatly increase the presence of but for many this requires transition, encourage overnight visitation Indigo’s tourism products (businesses) innovation and investment to address tech and stays in commercial visitor across Australia.com, visitvictoria.com, or creative deficits and to remain viable in accommodation; a changing environment. victoriashighcountry.com.au and each of the 4 Indigo destination websites. • Brand driver events - Events that The Tourism Hub concept outlined are on-brand, with strong creative in the Resources section provides a elements and inspiring imagery, that central location for delivery of tourism drive brand awareness and address industry and product development, 15.8. Event procurement destination creative deficit and focus training, support and assistance, where towards Indigo Shire target markets. In the immediate term the resources strengthening industry partnerships and and procurement of events within Indigo offerings is a focus. Shire should be a focus in order to Supporting the existing tourism industry strengthen visitation and also assist in should remain a key role for Indigo Shire awareness building in targeted markets. Council. Common practice is the provision
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 15.9. Tourism delivery and operational projects
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
Contemporary Undertake a feasibility study and • Undertake a feasibility CO-LOCATION OF Visitor business plan for the co-location of the study and business plan 47 2 1 CHILTERN VIC Information Chiltern VIC. Services
Undertake a feasibility study for • Undertake a feasibility Contemporary the establishment of a bike hub in study for the CO-LOCATION OF Visitor Yackandandah that includes a co- Yackandandah Bike Hub/ 48 YACKANDANDAH 2 2-3 VIC Information located VIC. This should consider VIC Services location, role of private industry, and cost -benefit.
As part of the Heritage Precinct • Undertake a Historic Contemporary Masterplan consider the co-location of Precinct Masterplan CO-LOCATION OF Visitor 49 1 1-3 the Beechworth VIC and Burke Museum with consideration of the BEECHWORTH VIC Information reception. This may consider a new co-location of heritage Services contemporary purpose-built facility. services and VIC
Review and streamline existing • Review the roles and organisations involved in visitor strengths of key tourism
STREAMLINE services and Destination Marketing in organisations and RUTHERGLEN Contemporary Rutherglen to maximise efficiency and identify optimal structure BRANDING, Visitor strengthen brand positioning. to deliver tourism 50 VISITOR SERVICING 1 1 AND DESTINATION Information outcomes MARKETING Services • Marketing of Rutherglen DELIVERY to be delivered by Winemakers of Rutherglen and TNE
Deliver ongoing content for digital • Work with TNE to media in conjunction with TNE. This establish an action includes: plan for development of Digital and DEVELOP DIGITAL • Delivery of rich, motivating seasonal digital content including 51 Marketing 1 1 CONTENT content, stories, images and video delineation of Indigo Excellence • Destination based content across four Shire’s role and the role Areas of TNE • Confirm KPIs
There is a need to develop a detailed • Develop a marketing marketing action plan that clearly action plan with identifies the roles of various delivery reference to regional, Digital and MARKETING organisations and the actions to deliver state and local campaign 52 Marketing 1 2 ACTION PLAN a cohesive and consistent approach activity. Excellence to marketing Indigo Shire’s Areas and tourism assets. See marketing activity framework.
There is a need to undertake a cultural • Undertake a cultural CULTURAL heritage interpretation strategy which heritage interpretation HERITAGE Maximising 53 1 2-3 considers the use of digital media for strategy. INTERPRETATION Heritage Assets STRATEGY contemporary heritage interpretation across the Shire.
97 Part B. Strategic Plan
PROJECT PROJECT PRIORITY PROJECT TITLE THEME DESCRIPTION NEXT STEPS NO. TIER YEAR
There is a large amount of data being • Investigate generated by a range of organisations opportunities for data Digital and which can be accessed and modelled for mining to provide new 54 DATA MINING Marketing 2 2 developing a greater understanding of research on tourism Excellence visitor behaviour. This should be explored trends. as a way of tracking the visitor economy.
Indigo Shire Council to support or • Develop and promote subsidise the business listings on ATDW a Digital Excellence ENGAGEMENT with a target of 300+ businesses to Partnership package Digital and – INDUSTRY increase profile of products and activity. for industry. 55 ENGAGEMENT Marketing 1 1 • Deliver industry support AND PRODUCT Excellence SHOWCASING and training for Digital Excellence partnership take up
Contemporary Prepare an investment business case for • Undertake an Accommodation key projects identified in this strategic investment business Investment plan. This will consider supply and case for key projects in INVESTMENT 56 BUSINESS CASE 2 2-3 demand and clearly identify investment this plan Destination Food opportunities. This should be prepared in a • Prepare a prospectus and Beverage high quality graphic prospectus. to market the business Experiences case projects
Contemporary Undertake ongoing investment attraction • Identify investment Accommodation and facilitation of new business and targets TARGETED Investment development that aligns to this plan. • Undertake Famils for 57 INVESTMENT This would include support by Economic investors ATTRACTION Destination Food Development and Planning. • Provide ongoing and Beverage support Experiences
Prepare a new events policy that outlines • Establish new policy for events that have potential to receive tourism events Activating EVENTS POLICY funding and support from Council. This • Allocate event funding 58 Through 1 1 AND FUNDING Policy will also have a substantial amount pool Signature Events of funding to attract events to Indigo Shire that meet agreed criteria.
There is a need to actively promote • Promote new events Activating Council’s event funding policy to attract policy and funding on EVENT Through event operators to Indigo Shire. This Council’s website 59 1 2 PROCUREMENT Signature should be both through Council’s web • Undertake targeted Events based communications and also direct procurement of events discussions with event operators. INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 C Part C. Implementation Plan C Part C. Implementation Plan
16. Implementation Plan
The following implementation plan provides a guide for delivery of projects. It includes identification of the project lead, timeframe and ability to deliver the project within the identified timeframe. Where a green ‘light’ is provided, this means that the projects can be completed within Council’s resources, a dark blue ‘light’ is for projects that can commence with Council resources allocated, however delivery will also be dependent on other organisations such as State and Federal Government funding bodies. A blue ‘light’ is for projects that will be required to be delivered by other organisations such as the private sector, where Council has limited influence. DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
SHORT TERM PROJECTS [YEARS 1-2]
Project 1 - Beechworth Historic Maximising Indigo Shire Regional 1-2 $150K Council Precinct Investment Heritage Development Planning Private Assets Victoria ACTION 1.1 Preparation of a $4million Government detailed masterplan, concept Tourism North in capital Grant plan, feasibility study and East investment business case Community ACTION 1.2 Planning permit application for proposal ACTION 1.3 Seek grant opportunities
Project 2 - Old Beechworth Gaol Maximising ACRE Regional 1-2 $150K Government Redevelopment Heritage Development Planning Grant ACTION 2.1 Preparation of a Assets Victoria $15 million Private detailed masterplan Community in capital ACTION 2.2 Planning permit investment applications ACTION 2.3 Staged implementation of plans for Old Beechworth Gaol
Project 3 - Beechworth to Leader Indigo Shire Regional 1-2 Funded Indigo Shire Yackandandah Rail Trail in Cycle Development State ACTION 3.1 Finalisation of Tourism Victoria Government detailed design Tourism North ACTION 3.2 Construction East
Project 4 - Enhancements to Regional Indigo Shire Regional 1-2 Funded Indigo Shire Rail Trail Development Development State See Yackandandah Project 25 Victoria Victoria Government ACTION 4.1 Seek grant funding Tourism North Tourism (where applicable) East North East ACTION 4.2 Detailed design of rail trail enhancements ACTION 4.3 Implementation
Project 7 - Rolling Program of Activating Indigo Shire Visit Victoria 1-5 $200K in Indigo Shire Signature Events through Tourism North annual grant Visit Victoria See Projects 26, 32, 46 Signature East funding ACTION 7.1 Develop an events Events for events and procurement policy for procurement Indigo Shire ACTION 7.2 Promote event opportunities
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 Projects have been identified through community workshops, Council input and project consultant input. Projects can be completed within Council’s resource Projects that can commence with Council resources allocated, however delivery will also be dependent on other organisations such as State and Federal Government funding bodies Projects that will be required to be delivered by other organisations such as the private sector, where Council has limited influence. DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 10 - Packaging up Maximising Indigo Shire Tourism North 1 $100K Indigo Shire Monumental Heritage Sites Heritage Assets East Grant ACTION 10.1 Undertake a Funding coordinated branding exercise for sites ACTION 10.2 Undertake a coordinated signage project including directional signage ACTION 10.3 Develop a package ticket and market through online resources and the VIC
Project 58 Events Policy and Activating Indigo Shire Tourism North 1 $100K Indigo Shire funding through East Grant ACTION 58.1 Establish new signature events Visit Victoria funding policy for tourism events Creative Victoria Private ACTION 58.2 Allocate event Sector funding pool
Project 59 Event procurement Activating Indigo Shire Private Sector 2 N/A Indigo Shire ACTION 59.1 Promote new through State events policy and funding on signature events Government Council’s online channels and Private other appropriate channels Sector ACTION 59.2 Undertake targeted procurement of events
Project 13 – Short walks with a Nature Based Indigo Shire Tourism North 1-4 $30K Indigo Shire story Tourism East ACTION 13.1 Undertake an Parks Victoria audit of short walks around Beechworth, Rutherglen, Yackandandah and Chiltern and surrounds ACTION 13.2 Identify infrastructure improvements ACTION 13.3 Develop improved information and marketing material ACTION 13.4 Leverage from regional campaigns of scale under Walk High Country Brand
Project 15 - Small Scale Niche Contemporary Private Indigo Shire 1-5 N/A Private Accommodation Accommodation Sector Investment
101 Part C. Implementation Plan DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 16 - Reinvestment in Contemporary Tourism North Local 1-5 N/A Private current accommodation stock Accommodation East Governments Sector ACTION 16.1 Work with Investment Accommodation Tourism North East to develop Industry a guide to reinvestment in accommodation. This will include identification of changing market demand and the importance of positioning and presentation ACTION 16.2 Distribute the guide to operators
Project 57 Targeted investment Contemporary Indigo Shire Private 1 - 5 N/A Private attraction Accommodation Investors Sector ACTION 57.1 Identify Investment investment targets Destination Food and ACTION 57.2 Undertake Famils Beverage for investors Experiences ACTION 57.3 Provide ongoing support
Project 18 - Winery Cellar Door Destination Indigo Shire Private Sector 1-5 N/A Indigo Shire Improvements Food and Private ACTION 18 .1 Promote the Beverage Sector potential of a complementary Experiences cellar door offer in Beechworth Area wineries ACTION 18.2 Facilitate investment through economic development initiatives
Project 20 - Breakfast, Brunch Destination Indigo Shire Private Sector 1-5 N/A Indigo Shire and Lunch Time Food Food and Private ACTION 20.1 Promote the gaps Beverage Sector in food tourism Experiences ACTION 20.2 Identify facilities which could be repurposed and utilised
Project 22 - Retail Invigoration Destination Indigo Shire Private Sector 1-3 $20K for retail Indigo Shire ACTION 22.1 Work with Food and specialist Private retailers to identify market gaps Beverage Sector in Beechworth retail sector. Experiences ACTION 22.2 Engage with a retail specialist to provide advice on the retail mix and positioning of retail in Beechworth.
Project 23 - Agri tourism Destination Tourism North Local 1-2 Goverment ACTION 23.1 Work with Food and East Government Grant Tourism North East on Beverage Regional Tourism North delivery of a regional agri- Experiences Development East tourism project that deals with Victoria improving supply chains.
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 28 - Promote and Brand and Indigo Shire Tourism North 1-5 $50K Indigo Shire develop muscat wine capital Positioning Winemakers East Winemakers of of the world* wine brand and of Rutherglen Rutherglen undertake destination brand project. ACTION 28.1 Establish a communication protocol to ensure wine brand project work carried out by Winemakers of Rutherglen is supported by Tourism North East and Indigo Shire Council and feeds into Destination Branding work. ACTION 28.2 Establishment of a strategic plan to promote the awareness and branding of Muscat ACTION 28.3 Implementation plan ACTION 28.4 Establish a Destination Brand development steering committee to oversee the brand development work, including Winemakers of Rutherglen, Destination Rutherglen, Tourism North East and Indigo Shire Council.
Project 29 - Murray River Nature Based Indigo Shire Murray 1-3 $75K for Indigo Shire Adventure Trail Tourism Destination Regional planning Regional ACTION 29.1 Confirm trail Rutherglen Tourism $250k for Development location capital Victoria ACTION 29.2 Complete design ACTION 29.3 Implement trail
Project 36 - Yackandandah Creating a Indigo Shire RDV 1-3 $75K for Indigo Shire Placemaking Project High Amenity DELWP placemaking Regional ACTION 36.1 Prepare a brief for Destination study Development a qualified planning, design and Victoria economic firm to respond to ACTION 36.2 Tender the placemaking project ACTION 36.3 Identify priority projects for implementation
Project 47 - Co-location Indigo Shire Chiltern 1-3 $20K Indigo Shire of Chiltern VIC Tourism & ACTION 47.1 Undertake a Development feasibility study and business Inc. plan ACTION 47.2 Undertake work to improve the heritage facility and co-locate d VIC
103 Part C. Implementation Plan DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 49 - Co-location of Indigo Shire RDV 1-3 As per Project 1 Indigo Shire Beechworth VIC State ACTION 49.1 Undertake a Government Historic Precinct Masterplan with Funding consideration of the co-location of heritage services and VIC
Project 50 - Streamline Contemporary Indigo Shire Destination 1 Indigo Shire Visitor Rutherglen Rutherglen Visitor Services Destination Information Delivery Rutherglen Services ACTION 50.1 Review the roles and strengths of key tourism organisations and identify optimal structure to deliver tourism outcomes ACTION 50.2 Marketing of Rutherglen to be delivered by Winemakers of Rutherglen and TNE with support from Indigo Shire
Project 51 - Develop Digital and Indigo Shire Destination 2 Indigo Shire digital content Marketing Rutherglen Excellence ACTION 51.1 Work with TNE Tourism to establish an action plan for North East development of digital content including delineation of Indigo Shire’s role and the role of TNE
Project 52 - Marketing Digital and Indigo Shire Private Sector 2 N/A Indigo Shire Action Plan Marketing Tourism Excellence ACTION 52.1 Develop a marketing North East action plan with reference to state, Visit Victoria regional and local partnerships. LTAs
Project 54 - Data mining Digital and Indigo Shire Tourism Indigo Shire Marketing North East ACTION 54.1 Investigate Excellence opportunities for data mining to provide new research on tourism trends.
Project 55 - Engagement – Digital and Indigo Shire Tourism 1 Indigo Shire Industry Engagement and Marketing North East Product Showcasing Excellence ACTION 55.1 Liaise with Visit Victoria and ATDW in relation to the initiative
Project 5 - Beechworth to Leader in Indigo Shire Tourism 2-5 $2 Million in Indigo Shire Cycle Tourism North East Yackandandah Mountain Bike investment Regional Trail Mountain Bike Development ACTION 5.1 Detailed trail planning Clubs Victoria and specialist reports ACTION 5.1 Permit applications ACTION 5.2 Grant funding application
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
MEDIUM TERM PROJECTS [YEARS 2-3]
Project 6 - Reimagining Nature Based Indigo Shire Parks Victoria 2-4 $150K for Indigo Shire Beechworth Gorge Tourism planning Regional ACTION 6.1 Establish a Development steering committee comprising Victoria representatives from Parks Parks Victoria, Tourism North East and Victoria Indigo Shire to oversee direction for the project ACTION 6.2 Undertake a visionary tourism masterplan for the site, with architectural elements (Similar to Shipwreck Coast Masterplan) ACTION 6.3 Staged implementation
Project 9 - Old Beechworth Contemporary Private Sector Indigo Shire 2-4 Indigo Shire Private Gaol Bike Hotel Accommodation Regional Regional Investment ACTION 9.1 Complete architecture Development Development drawings Victoria Victoria ACTION 9.2 Lodge a planning application ACTION 9.3 Staged implementation
Project 11 - Developing Maximising Indigo Shire 2-5 n/a Indigo Shire Second Tier Heritage Sites Heritage Assets Grant ACTION 11.1 Undertake a study funding which assess and provides recommendations for various sites ACTION 11.2 Prepare digital information and storytelling of history of Beechworth Area ACTION 11.3 Implement recommendations of the study
Project 14 - Lake Sambell Nature Based Indigo Shire 2-5 $50K for Activate Indigo Shire Tourism Lake Sambell ACTION 14.1 Activate Lake Grants Sambell with reference to the with reference to Private Masterplan the Masterplan Sector ACTION 14.2 Seek planning permission for elements considered ACTION 14.3 Plan and invest
105 Part C. Implementation Plan DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 17 - Distillery Destination Private Sector Indigo Shire 2-5 Private ACTION 17.1 Promote the potential Food and Sector of a distillery in Beechworth Area Beverage Experiences ACTION 17.2 Facilitate investment through economic development initiatives
Project 19 - Beechworth Wine Destination Private Sector Indigo Shire 2-5 Private Tasting Hub Food and Sector ACTION 19.1 Promote the concept Beverage to industry and investors Experiences ACTION 19.2 Garner support from Beechworth Vignerons
Project 24 - Rutherglen Wine Leader in Cycle Indigo Shire Regional 2-4 $40K for Indigo Shire Cycling Loop Tourism Development feasibility study Grants ACTION 24.1 Undertake a Victoria feasibility study to identify route Destination options and confirm the preferred Rutherglen loop Winemakers ACTION 24.2 Develop a concept of Rutherglen plan for the loop ACTION 24.3 Implement the concept plan
Project 31 - Bike Hub and Leader in Cycle Indigo Shire Regional 2-5 $80K for Indigo Shire Township Trail Network Tourism Development feasibility study Regional Victoria ACTION 31.1 Undertake a location Development and planning study for the bike hub Tourism Victoria and trail network to be undertaken North East as part of, or in tandem with, a broader placemaking piece for the Yackandandah township.
Project 33 - Boutique Self Contemporary Indigo Shire Private Sector 2-5 Indigo Shire Contained Accommodation Project Accommodation Private (Yackandandah) Investment Sector ACTION 33.1 Review supply and demand and assess the private sector opportunity with consideration of the dominance of Online Travel Agents. ACTION 33.2 Assess linkages with destination websites to avoid audience fragmentation. ACTION 33.3 Promote the opportunity to the private sector
Project 34 - Yackandandah Destination Private Sector 2-5 Private Destination Dining Food and Beverage Experiences
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 38 - Yackandandah Art Creating a Indigo Shire Community 2-4 Indigo Shire Installation Project High Amenity groups Grants ACTION 38.1 Establish a Destination working group of local artists, community and council ACTION 38.2 Identify funding requirements and seek grant opportunities ACTION 38.3 Implement art installations
Project 41 - Lake Precinct Creating a High Indigo Shire Chiltern 2-5 $100K for Indigo Shire Tourism Masterplan Amenity Tourist Tourism & feasibility study Grants Includes Chiltern projects; Destination Development and concept 39 & 42 Inc. scoping ACTION 41.1 Scope the Destination Playground concept with business case and design options. Integrate the following: • Town Connectivity project • Lake Precinct masterplan and lake activation • Chiltern Goods Shed strategic plan and National Park engagement • Destination Playground concept development
Project 48 - Co-location of Contemporary Indigo Shire Historic 2 $20K Indigo Shire Yackandandah VIC Visitor Society ACTION 48.1 Undertake Information a feasibility study for the Services Yackandandah Bike Hub/VIC or other co-location opportunities
Project 53 - Cultural Heritage Maximising Indigo Shire 2-3 $50k Indigo Shire Interpretation Strategy Heritage Assets Grants ACTION 53.1 Undertake a cultural heritage interpretation strategy
Project 56 - Investment Contemporary Indigo Shire 2-3 $60K Indigo Shire Business Case Accommodation ACTION 56.1 Undertake an Investment investment business case for Destination Food key projects in this plan and Beverage ACTION 56.2 Prepare a Experiences prospectus to market the business case projects
107 Part C. Implementation Plan DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
LONGER TERM PROJECTS [YEARS 3-5]
Project 12 - Asylum/Mayday Hills Maximising Private 3-5 $80K for Private Heritage Assets Sector feasibility study Sector
Project 21 - Beechworth Railway Family Friendly Indigo Shire 2-3 $50k Indigo Shire Station/ Railway Precinct Grants Masterplan [P2] Activity hub – Family hub ACTION 21.1 2nd precinct masterplan ACTION 21.2 Seek funding for implementation of the masterplan and building improvements
Project 27 - Large Integrated Contemporary Private 3-5 $5Million Indigo Shire Accommodation Establishment Accommodation Sector ACTION 27.1 Identify suitable sites Investment ACTION 27.2 Develop a business case for the proposal ACTION 27.3 Promote the concept to investors
Project 30 - Rutherglen High Amenity Indigo Shire 3-5 Indigo Shire Revitalisation Project Destinations ACTION 30.1 Progress Rutherglen Revitalisation project implementation. ACTION 30.2 Linkage/connectivity Plan for Wahgunyah in the context of trail developments and integrated activation of waterways.
Project 35 - Yackandandah Destination Food Private 3-5 $1Million Private Distillery and Beverage Sector Sector ACTION 35.1 Prepare a business Experiences case for the concept; ACTION 35.2 Identify potential sites ACTION 35.3 Promote the opportunity
Project 37 - Yack Station Art Creating a Community 3-5 Indigo Shire Centre Phase 2 High Amenity Grants ACTION 37.1 Prepare plans for Destination Phase 2 ACTION 37.2 Seek funding opportunities/partners
Project 40 - Lake House Destination Food Private National Trust 3-5 Indigo Shire Restaurant and Beverage Sector Grant ACTION 40.1 Undertake Experiences National funding discussions with National Trust Trust ACTION 40.2 Develop a prospectus for a destination dining establishment ACTION 40.3 Promote the opportunity
INDIGO DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL TOURISM STRATEGY 2018 DELIVER WITHIN WITHIN DELIVER STAKEHOLDERS RESOURCES TIMEFRAME TIMEFRAME INDICATIVE ABILITY TO TO ABILITY FUNDING FUNDING COUNCIL COUNCIL SOURCE THEME (YEAR) OTHER OTHER COST LEAD LEAD PROJECT TITLE
Project 43 - National Trust Retail Maximising Indigo Shire National 3-5 Indigo Shire Experience (Dow’s Pharmacy) Heritage Assets Trust Grant ACTION 43.1 Enter discussions funding with National Trust regarding the opportunity for retail adjacent to Dow’s pharmacy ACTION 43.1 Scope and detail National Trust retail benchmarks in Australia, applicable to developing a retail offering in Chiltern that would be a must stop retail destination
Project 44 - Network of Cycling Leader in Cycle Parks 3-5 Parks Trails in Chiltern National Park Tourism Victoria Victoria ACTION 44.1 Undertake State discussions with Parks Victoria to government establish interest in the concept ACTION 44.2 Develop a plan for the easy mountain bike network ACTION 44.3 Develop information and maps to support visitation
Project 45 Boutique Self Contained Contemporary Private 3-5 $1Million Private Accommodation Accommodation Sector Sector ACTION 45.1 Develop an Investment investment prospectus to encourage visitor accommodation investment
Project 8 - Destination high end Contemporary Indigo Shire 3-5 N/A Private branded boutique hotel accommodation Sector ACTION 8.1 Identify appropriate investment sites, potential business partners ACTION 8.2 Develop business case for the hotel to be promoted ACTION 8.3 Provide services to support the attraction of investment
109 DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Appendix
Appendix A Pave Modelling
The number of visitors to Indigo Shire In response to the underestimation has been calculated using Urban of visitation to Indigo Shire, Urban Enterprise’s PAVE model. The model Enterprise provides new estimates on uses a number of algorithms which visitation to Indigo Shire, accounting draw on local level accommodation wholly for the holiday home sector, data (number of establishments and visitors aged under 14 and international guest rooms), ABS Survey of Tourist visitation. Accommodation data (occupancy rates) and National Visitor Survey Data (visitor In addition, NVS/IVS data is not accurate proportions). below the LGA level for Indigo Shire due to the low sample size. Urban PAVE modelling has been used for the Enterprises PAVE model has been preparation of visitation figures for developed to provide visitor estimates this report to present a more holistic for small areas. representation of visitation to the Shire. Relying on Tourism Research Urban Enterprise has applied this Australia’s National Visitor Survey (NVS) model to a number of areas in the and International Visitor Survey (IVS) past including Greater Shepparton, data in isolation does not provide an Strathbogie Shire, Murrindindi Shire, accurate account of total visitation to Mansfield Shire, Mitchell Shire, Surf Indigo Shire for the following reasons: Coast Shire, Mornington Peninsula Shire and City of Frankston. This work • IVS and NVS data does not capture has been used for understanding visitation for persons 14 years and visitation at the small area level for under; those areas and also for economic • Sampling methods for the NVS do impact modelling. not effectively capture holiday home visitors, due to the biased nature of holiday home ownership. This results in underestimating the number of visitors staying in holiday homes and for Indigo Shire, which has many non-permanent rate payers, underestimates total overnight visitation to the Shire; • The IVS does not provide estimates of international daytrippers to Indigo Shire
111 Appendix B Visitor Demographics
Table 13 Indigo Shire domestic daytrip, domestic overnight and international visitor demographic key indicators
INDICATOR INDIGO ALPINE MANSFIELD RV
DAYTRIP VISITORS
15-24 years 11% 19% 27% 14%
25-34 years 19% 17% 18% 17%
35-44 years 19% 18% 18% 17%
45-54 years 15% 15% 16% 18%
55+ years 36% 31% 21% 35%
OVERNIGHT VISITORS AGE STRUCTURE 15-24 years 9% 14% 19% 15%
25-34 years 12% 18% 19% 17%
35-44 years 15% 18% 20% 18%
45-54 years 16% 18% 19% 17%
55+ years 48% 32% 24% 33%
INTERNATIONAL VISITORS
15-24 years 6% 13% 17% 16%
25-34 years 13% 19% 27% 24%
35-44 years 11% 13% 13% 14%
45-54 years 13% 15% 14% 16%
55+ years 57% 40% 28% 31%
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 INDICATOR INDIGO ALPINE MANSFIELD RV
DAYTRIP VISITORS
Victoria 66% 81% 100% 97%
NSW 34% 19% 0% 3%
South Australia 0% 0% 0% 1%
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Victoria 64% 77% 90% 84%
NSW 26% 14% 4% 7%
ACT 4% 1% 0% 1%
Queensland 3% 2% 2% 3%
South Australia 1% 3% 2% 4%
ORIGINSTATE/COUNTRY (TOP) Western Australia 1% 1% 1% 1%
Tas 0% 1% 0% 1%
- - - - -
OVERNIGHT VISITORS
Victoria 64% 77% 90% 84%
NSW 26% 14% 4% 7%
ACT 4% 1% 0% 1%
Queensland 3% 2% 2% 3%
South Australia 1% 3% 2% 4%
Western Australia 1% 1% 1% 1%
Tas 0% 1% 0% 1%
- - - - -
INTERNATIONAL VISITORS
United Kingdom 20% 24% 16% 19%
New Zealand 16% 12% 12% 14%
Scandinavia 11% 1% 3% 3%
USA 11% 10% 10% 9%
Germany 8% 7% 2% 8%
Netherlands 7% 3% 2% 3%
France 5% 2% 3% 4%
Canada 4% 5% 2% 3%
113 INDICATOR INDIGO ALPINE MANSFIELD RV
DAYTRIP VISITORS
Holiday 47% 53% 60% 37%
Visiting relatives 15% 10% 9% 19%
Business 9% 7% 3% 8%
Visiting friends 8% 5% 8% 11%
Shopping 5% 3% 3% 7%
To attend an event, sport or cultural or festival 4% 4% 1% 3%
Sport - participating 3% 9% 12% 4%
Sport - watching 2% 4% 1% 2%
OVERNIGHT VISITORS
Holiday 49% 68% 68% 48% PURPOSE OF VISIT (TOP) VISIT OF PURPOSE Visiting relatives 24% 9% 9% 23%
Visiting friends 8% 4% 5% 9%
To attend an event, sport or cultural or festival 5% 2% 1% 2%
Business 4% 4% 5% 9%
In transit 2% 0% 0% 1%
Personal appointment/business (excl health) 2% 0% 0% 1%
Sport - participating 1% 10% 8% 3%
INTERNATIONAL VISITORS
Holiday 63% 68% 66% 62%
Visiting relatives 14% 11% 13% 18%
Visiting friends 13% 8% 7% 10%
Working holiday 3% 6% 6% 3%
Employment 2% 3% 5% 3%
To experience Australias food, wines and wineries 1% 0% 0% 0%
Business 1% 2% 1% 5%
To attend a specific leisure event or festival 1% 1% 0% 0%
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 INDICATOR INDIGO ALPINE MANSFIELD RV
DAYTRIP VISITORS
Eat out / dine at a restaurant and/or café 59% 53% 41% 44%
Sightseeing/looking around 26% 26% 18% 19%
Visit friends & relatives 26% 19% 20% 35%
Go shopping for pleasure 25% 14% 7% 18%
Visit wineries 14% 5% 1% 2%
Visit national parks / state parks 10% 11% 12% 5%
Go to markets 9% 4% 1% 3%
Bushwalking / rainforest walks 7% 15% 10% 5%
None of these 7% 4% 8% 11%
Pubs, clubs, discos etc 7% 7% 11% 7%
Visit history / heritage buildings, sites or monuments 7% 1% 1% 2%
Attend festivals / fairs or cultural events 6% 2% 0% 1% Visit industrial tourist attractions / mines / breweries 6% 2% 0% 1% (breweries excl 2016 onwards) Visit museums or art galleries 5% 5% 0% 3%
Visit botanical or other public gardens 4% 5% 1% 3% ACTIVITIES (TOP)ACTIVITIES Picnics or BBQs 4% 6% 7% 5%
Visit art / craft workshops / studios 3% 0% 0% 0%
OVERNIGHT VISITORS
Eat out / dine at a restaurant and/or café 65% 61% 46% 55%
Sightseeing/looking around 40% 39% 28% 30%
Visit friends & relatives 36% 21% 28% 47%
Go shopping for pleasure 26% 20% 13% 23%
Visit wineries 22% 12% 2% 6%
Pubs, clubs, discos etc 21% 28% 24% 22%
Visit history / heritage buildings, sites or monuments 15% 5% 2% 6%
Visit museums or art galleries 12% 5% 3% 7%
Bushwalking / rainforest walks 11% 29% 22% 15%
Visit national parks / state parks 9% 25% 20% 13%
Go on a daytrip to another place 9% 10% 5% 7%
Attend festivals / fairs or cultural events 7% 5% 2% 4%
Go to markets 6% 10% 7% 9%
Picnics or BBQs 6% 9% 9% 8%
Cycling 5% 10% 5% 3%
Exercise, gym or swimming 5% 6% 6% 5% Visit industrial tourist attractions / mines / breweries (breweries excl 2016 onwards) 5% 5% 1% 2%
115 INDICATOR INDIGO ALPINE MANSFIELD RV
INTERNATIONAL VISITORS
Eat out / dine at a restaurant and/or café 93% 92% 93% 93%
Sightseeing/looking around 86% 83% 80% 81%
Go shopping for pleasure 81% 77% 76% 79%
Visit national parks / state parks 73% 70% 62% 65%
Go to the beach 67% 67% 58% 73%
Visit history / heritage buildings, sites or monuments 64% 50% 37% 47% ACTIVITIES (TOP)ACTIVITIES Visit botanical or other public gardens 63% 54% 40% 53%
Visit museums or art galleries 60% 50% 36% 47%
Bushwalking / rainforest walks 59% 49% 38% 45%
Go to markets 57% 55% 51% 59%
Pubs, clubs, discos etc 57% 61% 60% 55%
Visit wineries 53% 37% 28% 28%
Visit wildlife parks / zoos / aquariums 48% 36% 32% 46%
Charter boat / cruise / ferry 44% 32% 16% 34%
Visit farms 36% 25% 25% 23%
Visit art / craft workshops / studios 32% 20% 14% 15%
Experience aboriginal art / craft and cultural displays 31% 17% 13% 21%
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Appendix C VIC Accreditation Guidelines Victorian Accredited Visitor Information Servicing Guidelines
These revised Guidelines introduce new and updated models of Accredited VIC and Accredited Supporting Services. These include: • Amended operating hours including a new minimum of 42 hours for an Accredited Hub VIC, consistent with National VIC guidelines. • New and amended Accredited Hub VIC, Satellite VIC, Seasonal VIC and Ancillary models. • Accredited Pop-ups, Ambassadors, Digital Platforms such as Trip Advisor and Instagram, Static & Digital Displays.
117 About this Update The Role of the Australian Tourism Accreditation Program – Victoria Every three years, the guidelines for Accredited Visitor Information Centres are reviewed. This review The Australian Tourism Accreditation Program Victoria (ATAP Victoria) is an industry initiative which found that it was due time for a more detailed approach to each facet of the guidelines. A whole fresh is led by representatives from associations relevant to the sectors covered by the program. Visitor approach was taken to look at the ever evolving needs and shape of servicing information to the visitor, Information Servicing Accreditation is delivered and administered by ATAP Victoria which is a program what that could look like while keeping a strong and reputable brand, and offering further flexibility in managed by the Victoria Tourism Industry Council (VTIC). the approach to the use of the trademarked i-signage.
Within this update, a number of new and established servicing models have been included that have the The Role of the Victoria Tourism Industry Council opportunity to use the yellow and blue i-signage. It was considered that the name Visitor Information Centre (VIC) does not cover all of these options. Consequently, Visitor Information Servicing (VIS) was VTIC manages the Visitor Information trademark i-brand in Victoria, on behalf of the Department of chosen to best describe the work of both paid staff and volunteers, and the service models that they Economic Development, Jobs, Transport and Resources. VTIC also coordinates the state-wide Visitor can use to meet the changing needs of visitors. Visitor Information Centre is still used to describe three Servicing Reference Group. VTIC conducts professional development activities for the VIC network types of Visitor Information Servicing models, with five other models now able to use thei -signage. and the wider tourism industry and provides specific benefits and services to its members; however, membership of VTIC is not mandatory. Background Information The Benefits of Accreditation The Role of Visitor Information Servicing • The Accreditation process assists Visitor Information Services teams and VICs in operating a more Victoria has developed a number of unique tourism strengths based on its natural assets, purpose professional service and promotes continuous improvement. built attractions and its liveability, all of which have widespread visitor appeal. The visitor economy is a significant contributor to the Victorian economy. Visitor Information Servicing plays a significant role in • Eligibility to use the Visitor Information trademark. The blue and yellow italic i has been in the maximising the benefits of the visitor economy by enhancing the visitor experience. This is achieved by marketplace for some years now and has become a powerful and sought after trademark. encouraging visitors to stay longer and undertake additional activities, exceeding visitors’ expectations and • Opportunity to use VicRoads signage (including gateway and directional on major roads). encouraging visitors to return to the region. • Marketing of the Visitor Information brand and network to the travelling public and industry. A Visitor Information Services team delivers the above by sharing its passion and providing quality and accurate information, providing exceptional customer service and effectively promoting the range of • Free listings in official publications such as the official visitors’ guides, touring maps and authorised visitor experiences and services available. digital platforms content. Visitor Information Servicing also supports local businesses and tourism operators within a region. • Access to training opportunities including professional development seminars and the annual Visitor Many local businesses and tourism operators are reliant on the services of a Visitor Information Centre Information Services Summit. (VIC) to generate additional visitor economy activity through the provision of a high standard of Visitor Information Servicing. • Participation in the state Visitor Information Servicing Reference Group (as appointed) and the regional Visitor Information Servicing network group to share information and ideas with other A VIC provides a central location (in a fixed building/structure) for visitors to gain access to timely, accurate Accredited centres and access to research, regular updates, information and advice. and impartial visitor information and advice. Visitor Information Services and Centres can help visitors electronically and in person to verify the research they have conducted online. • Access to benchmarking data and monthly reports. Visitor Information Servicing can be delivered in a number of different ways including: roving ambassadors, mobile vehicles, digital offerings and temporary information booths at festivals and events. For Customers and Visitors Accreditation and the Visitor Information brand provide visitors with confidence that they will receive a high level of service and professionalism that is consistent across Victoria. Accreditation ensures that visitors are provided with accurate advice and information, personally delivered service and comprehensive, timely information. In essence it provides the visitor with an assurance of reliability, consistency, certainty and confidence.
The Visitor Information Servicing Accreditation Process To apply for Accreditation, registration and application must be completed via the online Accreditation program at https://accreditation.atap.net.au. The Visitor Information Servicing Guidelines are in addition to the core ATAP Victoria Accreditation guidelines that must also be met to achieve Accreditation.
2 3
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 About this Update The Role of the Australian Tourism Accreditation Program – Victoria Every three years, the guidelines for Accredited Visitor Information Centres are reviewed. This review The Australian Tourism Accreditation Program Victoria (ATAP Victoria) is an industry initiative which found that it was due time for a more detailed approach to each facet of the guidelines. A whole fresh is led by representatives from associations relevant to the sectors covered by the program. Visitor approach was taken to look at the ever evolving needs and shape of servicing information to the visitor, Information Servicing Accreditation is delivered and administered by ATAP Victoria which is a program what that could look like while keeping a strong and reputable brand, and offering further flexibility in managed by the Victoria Tourism Industry Council (VTIC). the approach to the use of the trademarked i-signage.
Within this update, a number of new and established servicing models have been included that have the The Role of the Victoria Tourism Industry Council opportunity to use the yellow and blue i-signage. It was considered that the name Visitor Information Centre (VIC) does not cover all of these options. Consequently, Visitor Information Servicing (VIS) was VTIC manages the Visitor Information trademark i-brand in Victoria, on behalf of the Department of chosen to best describe the work of both paid staff and volunteers, and the service models that they Economic Development, Jobs, Transport and Resources. VTIC also coordinates the state-wide Visitor can use to meet the changing needs of visitors. Visitor Information Centre is still used to describe three Servicing Reference Group. VTIC conducts professional development activities for the VIC network types of Visitor Information Servicing models, with five other models now able to use thei -signage. and the wider tourism industry and provides specific benefits and services to its members; however, membership of VTIC is not mandatory. Background Information The Benefits of Accreditation The Role of Visitor Information Servicing • The Accreditation process assists Visitor Information Services teams and VICs in operating a more Victoria has developed a number of unique tourism strengths based on its natural assets, purpose professional service and promotes continuous improvement. built attractions and its liveability, all of which have widespread visitor appeal. The visitor economy is a significant contributor to the Victorian economy. Visitor Information Servicing plays a significant role in • Eligibility to use the Visitor Information trademark. The blue and yellow italic i has been in the maximising the benefits of the visitor economy by enhancing the visitor experience. This is achieved by marketplace for some years now and has become a powerful and sought after trademark. encouraging visitors to stay longer and undertake additional activities, exceeding visitors’ expectations and • Opportunity to use VicRoads signage (including gateway and directional on major roads). encouraging visitors to return to the region. • Marketing of the Visitor Information brand and network to the travelling public and industry. A Visitor Information Services team delivers the above by sharing its passion and providing quality and accurate information, providing exceptional customer service and effectively promoting the range of • Free listings in official publications such as the official visitors’ guides, touring maps and authorised visitor experiences and services available. digital platforms content. Visitor Information Servicing also supports local businesses and tourism operators within a region. • Access to training opportunities including professional development seminars and the annual Visitor Many local businesses and tourism operators are reliant on the services of a Visitor Information Centre Information Services Summit. (VIC) to generate additional visitor economy activity through the provision of a high standard of Visitor Information Servicing. • Participation in the state Visitor Information Servicing Reference Group (as appointed) and the regional Visitor Information Servicing network group to share information and ideas with other A VIC provides a central location (in a fixed building/structure) for visitors to gain access to timely, accurate Accredited centres and access to research, regular updates, information and advice. and impartial visitor information and advice. Visitor Information Services and Centres can help visitors electronically and in person to verify the research they have conducted online. • Access to benchmarking data and monthly reports. Visitor Information Servicing can be delivered in a number of different ways including: roving ambassadors, mobile vehicles, digital offerings and temporary information booths at festivals and events. For Customers and Visitors Accreditation and the Visitor Information brand provide visitors with confidence that they will receive a high level of service and professionalism that is consistent across Victoria. Accreditation ensures that visitors are provided with accurate advice and information, personally delivered service and comprehensive, timely information. In essence it provides the visitor with an assurance of reliability, consistency, certainty and confidence.
The Visitor Information Servicing Accreditation Process To apply for Accreditation, registration and application must be completed via the online Accreditation program at https://accreditation.atap.net.au. The Visitor Information Servicing Guidelines are in addition to the core ATAP Victoria Accreditation guidelines that must also be met to achieve Accreditation.
2 3
119 SECTION 1 Optional Service Models BUSINESS NAME, REGISTRATION, INSURANCE, AND APPROVAL 2.2 Satellite VIC Accreditation for this Service Model requires an alignment with a Hub VIC. When applying for VIS Accreditation, Hub, Satellite and Seasonal VICs must register with the words ‘Visitor Information Centre’, ‘Visitor Centre’ or ‘Visitor Information’ to gain access to the Trademarked 2.2.1 Each Satellite VIC is required to have policies and procedures in place that may reflect the Hub i-signage. This does not restrict using other names following on from this. E.g. Visitor Hub. VIC but have localised content. Insurance policies, including professional indemnity insurance and volunteer cover, must be provided. 2.2.2 The Satellite VIC must meet Accreditation requirements in its own right, will have an Paid staff and volunteers must be covered when off-site. Accreditation site visit from ATAP Victoria and pay applicable fees. A letter of support from Local Government Area (LGA) and/or your Regional Tourism Organisation 2.2.3 The manager responsible for a particular Satellite VIC will regularly visit the centre. verifying your role as an official Visitor Information Centre in your town/region/LGA is required for each Hub and Satellite VIC. This is required at application and for each 3 year Review renewal. 2.2.4 Satellite VICs are eligible for Vic Roads signage. If a Hub VIC is operating a pop-up service within a different LGA, a Memorandum of Understanding 2.3 Seasonal VIC (MOU), or similar, must be in place with the relevant LGA or Hub setting out the terms and conditions of Accreditation for this Service Model requires an alignment with a Hub VIC. the relationship. 2.3.1 A Seasonal VIC could be an option for a region that has a high intake of visitors at a certain time There is no restriction on multiple Hub VICs operating within an LGA/region. of year for an extended period i.e. 4-6 months. A Seasonal VIC must abide by the same guidelines as the Satellite VIC model. 2.3.2 A Seasonal VIC may be a fixed location or a mobile or temporary set up to service seasonal SECTION 2 visitors in a LGA/region, for example summer or ski seasons. 2.3.3 To undertake a Seasonal VIC option, a new application will need to be completed, and will have a ACCREDITED VISITOR SERVICING OPTIONS site visit from ATAP Victoria. A pro-rata fee applies. 2.3.4 It would be expected that the Seasonal VIC plans to repeat similar opening times each year. 2.1 Hub VIC 2.3.5 Seasonal VICs are only eligible for VicRoads (temporary) signage during the period of operation. A Hub VIC is required for overall Accreditation and therefore must be identified prior to consideration or operation of any other Visitor Information Servicing options. 2.4 Ancillary Accreditation for this Service Model requires an alignment with a Hub VIC, is not an Accrdedited VIC in its 2.1.1 A Hub VIC is the main VIC in a particular LGA/region/town meeting all compulsory Accreditation own right, and therefore not eligible to use the yellow and blue "i" signage on printed or electronic maps. requirements. 2.4.1 An Ancillary can be a fixed or movable structure that is stationary during its hours of operation. 2.1.2 It may be a shared tenancy with an appropriate business, with the Visitor Information Servicing E.g. train station, cruise ship, regional airport. An Ancillary's intention is not to replace or replicate the provided from an area independent of other tenants. An appropriate business includes (but is not services of a Satellite VIC, but meet predictable visitor demand, such as the arrival of a daily train to help limited to): an attraction, museum, interpretive centre, gallery, retail outlet, community building, informed dispersal. A Hub VIC & Satellite VIC continues to service travellers outside of this. leisure facility/library etc. 2.4.2 An Ancillary offers a regular operating (ongoing) service that is unable to meet the core 2.1.3 The Hub VIC may be publicly or privately operated. requirements of 10am-4pm, 7 days per week, or not suitable to be open 10-4pm. 2.1.4 In a shared tenancy, the Visitor Information Servicing area must have a clearly delineated high 2.4.3 If an Ancillary is open for a minimum of 5 days per week, the Ancillary must have a site visit prior to profile location, be easy to see, accessible, be well signed from the entrance point and separate approval and pay fees equivalent to that of a Satellite VIC. from other services. 2.4.4 Each Ancillary must replicate the policies and procedures of the Hub VIC, but may have localised content. It will have a mini-site visit within 12 months of setup. Photos of the Ancillary will need to be 2.1.5 New Hub VIC applicants must demonstrate a commitment to ongoing Visitor Information submitted with application. No fee applies as an Ancillary sits within the Hub VIC application. Servicing for a minimum of three years within the region (this is in addition to the core business/ 2.4. The manager responsible for a particular Ancillary will regularly visit the centre in order marketing planning requirement of an ATAP Victoria application). 5 to ensure the level of service is maintained and that the centre is running effectively. 2.1.6 Hub VICs are eligible for Vic Roads signage. 2.4.6 An Ancillary cannot infringe on the area of another Accredited VIC's region without the 2.1.7 All applications are subject to ATAP Victoria approval. approval of that VIC. 2.4.7 An Ancillary will not have access to Vic Roads signage, nor be elgible for printed or electronic Note: Conflict of Interest map signage. Any external signage cannot be permanent and must only be displayed during Establishment of an Accredited VIC within certain businesses may raise the issue of a conflict of interest opening hours (e.g. flags, A-frames). e.g. a VIC in an accommodation facility. ATAP Victoria reserves the right to grant Accreditation on a *N.B: If an Ancillary is open a minimum of five days per week then it may be eligible for case by case basis. moderate permanent external signage. This signage needs to include the opening hours, phone number and location of the Hub VIC, and a website for 24 hour information. An Ancillary’s permanent external signage must first be approved by ATAP Victoria. 4 5
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 SECTION 1 Optional Service Models BUSINESS NAME, REGISTRATION, INSURANCE, AND APPROVAL 2.2 Satellite VIC Accreditation for this Service Model requires an alignment with a Hub VIC. When applying for VIS Accreditation, Hub, Satellite and Seasonal VICs must register with the words ‘Visitor Information Centre’, ‘Visitor Centre’ or ‘Visitor Information’ to gain access to the Trademarked 2.2.1 Each Satellite VIC is required to have policies and procedures in place that may reflect the Hub i-signage. This does not restrict using other names following on from this. E.g. Visitor Hub. VIC but have localised content. Insurance policies, including professional indemnity insurance and volunteer cover, must be provided. 2.2.2 The Satellite VIC must meet Accreditation requirements in its own right, will have an Paid staff and volunteers must be covered when off-site. Accreditation site visit from ATAP Victoria and pay applicable fees. A letter of support from Local Government Area (LGA) and/or your Regional Tourism Organisation 2.2.3 The manager responsible for a particular Satellite VIC will regularly visit the centre. verifying your role as an official Visitor Information Centre in your town/region/LGA is required for each Hub and Satellite VIC. This is required at application and for each 3 year Review renewal. 2.2.4 Satellite VICs are eligible for Vic Roads signage. If a Hub VIC is operating a pop-up service within a different LGA, a Memorandum of Understanding 2.3 Seasonal VIC (MOU), or similar, must be in place with the relevant LGA or Hub setting out the terms and conditions of Accreditation for this Service Model requires an alignment with a Hub VIC. the relationship. 2.3.1 A Seasonal VIC could be an option for a region that has a high intake of visitors at a certain time There is no restriction on multiple Hub VICs operating within an LGA/region. of year for an extended period i.e. 4-6 months. A Seasonal VIC must abide by the same guidelines as the Satellite VIC model. 2.3.2 A Seasonal VIC may be a fixed location or a mobile or temporary set up to service seasonal SECTION 2 visitors in a LGA/region, for example summer or ski seasons. 2.3.3 To undertake a Seasonal VIC option, a new application will need to be completed, and will have a ACCREDITED VISITOR SERVICING OPTIONS site visit from ATAP Victoria. A pro-rata fee applies. 2.3.4 It would be expected that the Seasonal VIC plans to repeat similar opening times each year. 2.1 Hub VIC 2.3.5 Seasonal VICs are only eligible for VicRoads (temporary) signage during the period of operation. A Hub VIC is required for overall Accreditation and therefore must be identified prior to consideration or operation of any other Visitor Information Servicing options. 2.4 Ancillary Accreditation for this Service Model requires an alignment with a Hub VIC, is not an Accrdedited VIC in its 2.1.1 A Hub VIC is the main VIC in a particular LGA/region/town meeting all compulsory Accreditation own right, and therefore not eligible to use the yellow and blue "i" signage on printed or electronic maps. requirements. 2.4.1 An Ancillary can be a fixed or movable structure that is stationary during its hours of operation. 2.1.2 It may be a shared tenancy with an appropriate business, with the Visitor Information Servicing E.g. train station, cruise ship, regional airport. An Ancillary's intention is not to replace or replicate the provided from an area independent of other tenants. An appropriate business includes (but is not services of a Satellite VIC, but meet predictable visitor demand, such as the arrival of a daily train to help limited to): an attraction, museum, interpretive centre, gallery, retail outlet, community building, informed dispersal. A Hub VIC & Satellite VIC continues to service travellers outside of this. leisure facility/library etc. 2.4.2 An Ancillary offers a regular operating (ongoing) service that is unable to meet the core 2.1.3 The Hub VIC may be publicly or privately operated. requirements of 10am-4pm, 7 days per week, or not suitable to be open 10-4pm. 2.1.4 In a shared tenancy, the Visitor Information Servicing area must have a clearly delineated high 2.4.3 If an Ancillary is open for a minimum of 5 days per week, the Ancillary must have a site visit prior to profile location, be easy to see, accessible, be well signed from the entrance point and separate approval and pay fees equivalent to that of a Satellite VIC. from other services. 2.4.4 Each Ancillary must replicate the policies and procedures of the Hub VIC, but may have localised content. It will have a mini-site visit within 12 months of setup. Photos of the Ancillary will need to be 2.1.5 New Hub VIC applicants must demonstrate a commitment to ongoing Visitor Information submitted with application. No fee applies as an Ancillary sits within the Hub VIC application. Servicing for a minimum of three years within the region (this is in addition to the core business/ 2.4. The manager responsible for a particular Ancillary will regularly visit the centre in order marketing planning requirement of an ATAP Victoria application). 5 to ensure the level of service is maintained and that the centre is running effectively. 2.1.6 Hub VICs are eligible for Vic Roads signage. 2.4.6 An Ancillary cannot infringe on the area of another Accredited VIC's region without the 2.1.7 All applications are subject to ATAP Victoria approval. approval of that VIC. 2.4.7 An Ancillary will not have access to Vic Roads signage, nor be elgible for printed or electronic Note: Conflict of Interest map signage. Any external signage cannot be permanent and must only be displayed during Establishment of an Accredited VIC within certain businesses may raise the issue of a conflict of interest opening hours (e.g. flags, A-frames). e.g. a VIC in an accommodation facility. ATAP Victoria reserves the right to grant Accreditation on a *N.B: If an Ancillary is open a minimum of five days per week then it may be eligible for case by case basis. moderate permanent external signage. This signage needs to include the opening hours, phone number and location of the Hub VIC, and a website for 24 hour information. An Ancillary’s permanent external signage must first be approved by ATAP Victoria. 4 5
121 2.5 Pop-up SECTION 3 Accreditation for this Service Model requires an alignment with OPENING HOURS AND AFTER-HOURS INFORMATION a Hub VIC. 2.5.1 A Pop-up is a non-permanent service operating 3.1 Opening Hours for a part-day, single day, or over multiple days for the purposes of an event, tradeshow, or crisis Note: exemptions or changes to operating hours will be determined by ATAP Victoria on a case by case basis, management. based on demonstrated visitor needs. 2.5.2 A Pop-up can include, but is not limited to, caravans, booths, display tables, or bike trailers. Hub VIC Minimum 42 hours per week. 2.5.3 The Pop-up cannot be a static display and must have person-to-person service during operating periods. Seven days per week. 2.5.4 Local government planning regulations and OHS standards need to be adhered to for choice of Minimum six hours per day. site location. Core operating hours 10am-4pm. 2.5.5 The Hub VIC managing the Pop-up does not need to be located in the same LGA/region, but must have written approval from the visited LGA/region. Can exclude Christmas Day, Good Friday, and ANZAC Day at the manager’s discretion. 2.5.6 A Pop-up may be shared across a LGA/region for greater benefit, but must have a usage Encouraged to extend hours to meet the needs of visitors especially over peak periods and public/school Memorandum of Understanding between the LGA/region. holidays. 2.5.7 A Pop-up will not have access to Vic Roads signage. It is preferable to be open 7 days per week, 8 hours per day between the hours of 9am and 5pm, with longer hours based on visitor demand.
2.6 Ambassadors Satellite VIC Accreditation for this Service Model requires an alignment with a Hub VIC. As per Hub VIC. 2.6.1 Staff members and/or volunteers providing roving information services. 2.6.2 Must have access to reference materials (either hard copy or digital information) to offer visitors. Seasonal VIC As per Hub VIC for the duration of the service/season. 2.7 Digital Platforms Ancillary Accreditation for this Service Model requires an alignment with a Hub VIC. Consistent opening hours which must be pre-determined as part of the Accreditation application/ 2.7.1 The trademark i logo may only be used when content is managed by Visitor Services staff who are renewal. connected to an Accredited VIC. Pop-up 2.8 Static Display & Digital Display Variable opening hours based on events and location activities. Expected number of engagements and Accreditation for this Service Model requires an alignment with a Hub VIC. times of operation should be included as part of the Accreditation application/renewal. 2.8.1 An information display, for example an electronic noticeboard, brochure stand or information hub that provides local information such as maps and brochures, in a high trafficked area remote Ambassadors from a VIC, e.g. a winery. N/A. 2.8.2 The display may use the i brand but must include information on the nearest Accredited Hub VIC and appropriate contact details. Digital A 24-hour response time must be adhered to for all two-way communications during business hours, with preference to two hours during operational hours. Use of auto-reply is satisfactory.
Static display N/A. 6 7
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 2.5 Pop-up SECTION 3 Accreditation for this Service Model requires an alignment with OPENING HOURS AND AFTER-HOURS INFORMATION a Hub VIC. 2.5.1 A Pop-up is a non-permanent service operating 3.1 Opening Hours for a part-day, single day, or over multiple days for the purposes of an event, tradeshow, or crisis Note: exemptions or changes to operating hours will be determined by ATAP Victoria on a case by case basis, management. based on demonstrated visitor needs. 2.5.2 A Pop-up can include, but is not limited to, caravans, booths, display tables, or bike trailers. Hub VIC Minimum 42 hours per week. 2.5.3 The Pop-up cannot be a static display and must have person-to-person service during operating periods. Seven days per week. 2.5.4 Local government planning regulations and OHS standards need to be adhered to for choice of Minimum six hours per day. site location. Core operating hours 10am-4pm. 2.5.5 The Hub VIC managing the Pop-up does not need to be located in the same LGA/region, but must have written approval from the visited LGA/region. Can exclude Christmas Day, Good Friday, and ANZAC Day at the manager’s discretion. 2.5.6 A Pop-up may be shared across a LGA/region for greater benefit, but must have a usage Encouraged to extend hours to meet the needs of visitors especially over peak periods and public/school Memorandum of Understanding between the LGA/region. holidays. 2.5.7 A Pop-up will not have access to Vic Roads signage. It is preferable to be open 7 days per week, 8 hours per day between the hours of 9am and 5pm, with longer hours based on visitor demand.
2.6 Ambassadors Satellite VIC Accreditation for this Service Model requires an alignment with a Hub VIC. As per Hub VIC. 2.6.1 Staff members and/or volunteers providing roving information services. 2.6.2 Must have access to reference materials (either hard copy or digital information) to offer visitors. Seasonal VIC As per Hub VIC for the duration of the service/season. 2.7 Digital Platforms Ancillary Accreditation for this Service Model requires an alignment with a Hub VIC. Consistent opening hours which must be pre-determined as part of the Accreditation application/ 2.7.1 The trademark i logo may only be used when content is managed by Visitor Services staff who are renewal. connected to an Accredited VIC. Pop-up 2.8 Static Display & Digital Display Variable opening hours based on events and location activities. Expected number of engagements and Accreditation for this Service Model requires an alignment with a Hub VIC. times of operation should be included as part of the Accreditation application/renewal. 2.8.1 An information display, for example an electronic noticeboard, brochure stand or information hub that provides local information such as maps and brochures, in a high trafficked area remote Ambassadors from a VIC, e.g. a winery. N/A. 2.8.2 The display may use the i brand but must include information on the nearest Accredited Hub VIC and appropriate contact details. Digital A 24-hour response time must be adhered to for all two-way communications during business hours, with preference to two hours during operational hours. Use of auto-reply is satisfactory.
Static display N/A. 6 7
123 3.2 Communication of Opening Hours
Hub VIC Must be clearly displayed during and outside normal operating hours. Must be communicated on the recorded telephone message and automated email response and communicated on all Digital Platforms (e.g. Facebook, website, Trip Advisor page, Visit Victoria listing).
Satellite VIC As per Hub VIC.
Seasonal VIC Must be clearly displayed at site.
Ancillary Must be clearly displayed at site.
Pop-up Desirable. 3.3 Accomodation Options
Ambassadors Hub VIC Desirable. Must be available and visible from outside the building after hours (phone numbers or web links) – option chosen must be accessible by majority of visitors.
Digital Satellite VIC Desirable. As per Hub VIC.
Static display Seasonal VIC Desirable. As per Hub VIC.
Ancillary Desirable.
Pop-up N/A.
Ambassadors N/A.
Digital Desirable.
Static display Desirable. 8 9
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 3.2 Communication of Opening Hours
Hub VIC Must be clearly displayed during and outside normal operating hours. Must be communicated on the recorded telephone message and automated email response and communicated on all Digital Platforms (e.g. Facebook, website, Trip Advisor page, Visit Victoria listing).
Satellite VIC As per Hub VIC.
Seasonal VIC Must be clearly displayed at site.
Ancillary Must be clearly displayed at site.
Pop-up Desirable. 3.3 Accomodation Options
Ambassadors Hub VIC Desirable. Must be available and visible from outside the building after hours (phone numbers or web links) – option chosen must be accessible by majority of visitors.
Digital Satellite VIC Desirable. As per Hub VIC.
Static display Seasonal VIC Desirable. As per Hub VIC.
Ancillary Desirable.
Pop-up N/A.
Ambassadors N/A.
Digital Desirable.
Static display Desirable. 8 9
125 3.4 Emergency Information SECTION 4 Hub VIC STAFFING AND PROFESSIONAL DEVELOPMENT Must be displayed and visible from outside the building. Must include emergency contact numbers and other appropriate information (e.g. police, ambulance, hospital), including the www.emergency.vic.gov.au website. 4.1 Staffing Paid staffing levels will vary according to the delivery of different service levels, however a minimum of Satellite VIC one paid FTE is required to operate an Accredited Hub VIC. As per Hub VIC. In regards to service delivery however, staffing refers to paid and volunteer (unpaid) Visitor Information Services personnel. Where paid staff are not on site, volunteers must have access to a paid staff member Seasonal VIC by phone. As per Hub VIC. When information on relevant emergency situations is being provided, this must be managed by a paid staff member, not a volunteer. Ancillary Full Time refers to 38 hours per week, while equivalent Full Time: generally means that two part time Desirable. employees make up the hours of a full time employee (i.e. 38 hours as defined above) – Source( for definitions: V0076 Victoria Local Authorities Interim Award 72). Pop-up N/A. 4.2 Staffing Levels Ambassadors Hub VIC N/A. One full-time equivalent paid staff member allocated to Visitor Information Servicing, per Hub VIC. Digital Satellite VIC Desirable. 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Satellite VIC. Static display Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. Desirable. Seasonal VIC 3.5 Locality Maps 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Seasonal VIC, for the duration of the service. Hub VIC Must be clearly displayed and Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. visible from outside the building. Ancillary 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Ancillary Satellite VIC service, prorated per 42 hours of activity per week. As per Hub VIC. During opening hours an Ancillary must have a staff member or volunteer onsite dedicted to visitor information servicing, that is linked to the Hub VIC, and must have access to a paid staff member. Seasonal VIC As per Hub VIC. Pop-up Ancillary 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Pop-up service, prorated per 42 hours of activity per week. As per Hub VIC. Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. Pop-up N/A. Ambassadors Supervision of Ambassadors is undertaken as part of existing staff resources. Ambassadors Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. N/A. Digital Digital Desirable. Managed within existing staff resources.
Static display Static display 10 Desirable. Managed within existing staff resources. 11
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 3.4 Emergency Information SECTION 4 Hub VIC STAFFING AND PROFESSIONAL DEVELOPMENT Must be displayed and visible from outside the building. Must include emergency contact numbers and other appropriate information (e.g. police, ambulance, hospital), including the www.emergency.vic.gov.au website. 4.1 Staffing Paid staffing levels will vary according to the delivery of different service levels, however a minimum of Satellite VIC one paid FTE is required to operate an Accredited Hub VIC. As per Hub VIC. In regards to service delivery however, staffing refers to paid and volunteer (unpaid) Visitor Information Services personnel. Where paid staff are not on site, volunteers must have access to a paid staff member Seasonal VIC by phone. As per Hub VIC. When information on relevant emergency situations is being provided, this must be managed by a paid staff member, not a volunteer. Ancillary Full Time refers to 38 hours per week, while equivalent Full Time: generally means that two part time Desirable. employees make up the hours of a full time employee (i.e. 38 hours as defined above) – Source( for definitions: V0076 Victoria Local Authorities Interim Award 72). Pop-up N/A. 4.2 Staffing Levels Ambassadors Hub VIC N/A. One full-time equivalent paid staff member allocated to Visitor Information Servicing, per Hub VIC. Digital Satellite VIC Desirable. 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Satellite VIC. Static display Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. Desirable. Seasonal VIC 3.5 Locality Maps 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Seasonal VIC, for the duration of the service. Hub VIC Must be clearly displayed and Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. visible from outside the building. Ancillary 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Ancillary Satellite VIC service, prorated per 42 hours of activity per week. As per Hub VIC. During opening hours an Ancillary must have a staff member or volunteer onsite dedicted to visitor information servicing, that is linked to the Hub VIC, and must have access to a paid staff member. Seasonal VIC As per Hub VIC. Pop-up Ancillary 0.5 full-time equivalent paid staff member allocated to Visitor Information Servicing per Pop-up service, prorated per 42 hours of activity per week. As per Hub VIC. Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. Pop-up N/A. Ambassadors Supervision of Ambassadors is undertaken as part of existing staff resources. Ambassadors Can be staffed by paid or volunteer staff; volunteers must have access to a paid staff member. N/A. Digital Digital Desirable. Managed within existing staff resources.
Static display Static display 10 Desirable. Managed within existing staff resources. 11
127 4.3 Professional Development SECTION 6 Visitor Information Services form part of a Visitor Information Servicing Regional FACILITIES AND AMENITIES Network Group (RNG). Visitor Information These requirements are not applicable for digital or static displays. Services managers are required to prioritise participation in RNG meetings. Visitor Information Services managers 6.1 Information Display Policy within each Visitor Information A policy must be developed and implemented that considers: Servicing RNG will collectively elect an (experienced) Visitor Information Services • Displaying information of both Accredited and non-Accredited tourism businesses. manager from their respective Network, along with a proxy to support the state • Display fees and membership requirements to list. Visitor Information Servicing Reference • Categorisation including separating displays into geographical and/or sector specifics such as Group for a term of two years. accommodation, tours, restaurants. Visitor Information Services managers • Deceptive advertising policy for exhibiting brochures. must attend a minimum of two RNG meetings, two structured networking/ professional development activities 6.2 Provision of Information per year, plus the annual VIC Summit. Professional development may include Hub/Satellite/Seasonal VIC recognised training programs specific to that staff member’s needs. Compulsory: All other VIS staff members including volunteers should receive at least two professional development/ customer service training opportunities per year (one of which can be a family tour). • Display local and regional brochures and information to meet visitor needs.
It is desirable for paid staff members / volunteers to have First Aid Training. • Have an appropriate layout to meet visitor needs that could include: brochure and information display racks including clearly labelled sections e.g. local/regional accommodation, attractions, maps etc. • Have emergency information and/or display able to be viewed both during hours of operation as well SECTION 5 as after hours. CUSTOMER SERVICES • Have upcoming events visible either externally, internally, or digitally.
Minimum customer service standards apply as per the ATAP Core Requirements. Desirable:
Staff must respond to a visitor’s request for local and regional information in a timely manner that is • Have electronic information available e.g. tablet, destination app. consistent with current business practice. • Have multilingual information available. Where appropriate, the Visitor Information Services team must answer the phone, greet visitors, and respond to online enquiries as clearly identified representatives of the Visitor Information Centre or Visitor Information Services team.
Staff will offer to make enquiries on behalf of the visitor, whether in person, phone, or digitally.
Staff are required, to the best of their knowledge, to provide informed, impartial options to meet the visitor’s needs.
If operating a booking service, staff and volunteers must ensure that booking terms and conditions comply with all relevant legislation and comply with Consumer Affairs Victoria’s guidelines for holiday accommodation providers and booking agents.
For those not utilising Digital Platforms Accreditation, described in Section 2.8, up-to-date and relevant digital content to promote your region must be offered via alternate methods (e.g. contribution to LGA or RTB content).
A refund and return policy must be in place if selling retail goods.
It is desirable VIS use third-party customer feedback systems, such as Trip Advisor, as a customer 12 service tool to monitor and enhance customer satisfaction levels. 13
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 4.3 Professional Development SECTION 6 Visitor Information Services form part of a Visitor Information Servicing Regional FACILITIES AND AMENITIES Network Group (RNG). Visitor Information These requirements are not applicable for digital or static displays. Services managers are required to prioritise participation in RNG meetings. Visitor Information Services managers 6.1 Information Display Policy within each Visitor Information A policy must be developed and implemented that considers: Servicing RNG will collectively elect an (experienced) Visitor Information Services • Displaying information of both Accredited and non-Accredited tourism businesses. manager from their respective Network, along with a proxy to support the state • Display fees and membership requirements to list. Visitor Information Servicing Reference • Categorisation including separating displays into geographical and/or sector specifics such as Group for a term of two years. accommodation, tours, restaurants. Visitor Information Services managers • Deceptive advertising policy for exhibiting brochures. must attend a minimum of two RNG meetings, two structured networking/ professional development activities 6.2 Provision of Information per year, plus the annual VIC Summit. Professional development may include Hub/Satellite/Seasonal VIC recognised training programs specific to that staff member’s needs. Compulsory: All other VIS staff members including volunteers should receive at least two professional development/ customer service training opportunities per year (one of which can be a family tour). • Display local and regional brochures and information to meet visitor needs.
It is desirable for paid staff members / volunteers to have First Aid Training. • Have an appropriate layout to meet visitor needs that could include: brochure and information display racks including clearly labelled sections e.g. local/regional accommodation, attractions, maps etc. • Have emergency information and/or display able to be viewed both during hours of operation as well SECTION 5 as after hours. CUSTOMER SERVICES • Have upcoming events visible either externally, internally, or digitally.
Minimum customer service standards apply as per the ATAP Core Requirements. Desirable:
Staff must respond to a visitor’s request for local and regional information in a timely manner that is • Have electronic information available e.g. tablet, destination app. consistent with current business practice. • Have multilingual information available. Where appropriate, the Visitor Information Services team must answer the phone, greet visitors, and respond to online enquiries as clearly identified representatives of the Visitor Information Centre or Visitor Information Services team.
Staff will offer to make enquiries on behalf of the visitor, whether in person, phone, or digitally.
Staff are required, to the best of their knowledge, to provide informed, impartial options to meet the visitor’s needs.
If operating a booking service, staff and volunteers must ensure that booking terms and conditions comply with all relevant legislation and comply with Consumer Affairs Victoria’s guidelines for holiday accommodation providers and booking agents.
For those not utilising Digital Platforms Accreditation, described in Section 2.8, up-to-date and relevant digital content to promote your region must be offered via alternate methods (e.g. contribution to LGA or RTB content).
A refund and return policy must be in place if selling retail goods.
It is desirable VIS use third-party customer feedback systems, such as Trip Advisor, as a customer 12 service tool to monitor and enhance customer satisfaction levels. 13
129 Ancillary/Pop-up/Ambassadors Ancillary/Pop-up/Ambassadors Compulsory: Compulsory: • Display local brochures and information to meet visitor needs. • Have public toilets onsite (with disabled access) or within a five minute walk Desirable: Desirable: • Have appropriate brochure and information display racks including clearly labelled sections e.g. local/ • Have email and internet access for staff and volunteer use regional accommodation, attractions, maps etc. • Have disabled access as specified by Australian Standard 1428.1 • Have emergency information and/or display able to be viewed both during hours of operation as well as after hours. • Have device charging stations • Have electronic information available e.g. tablet, destination app. • Have Wi-Fi • Have multilingual information available. • Have a visitor seating area • Have upcoming events visible either externally, internally, or digitally. 6.4 Staff Facilities/Amenities 6.3 Visitor Facilities/Amenities Hub/Satellite/Seasonal VIC
Hub/Satellite/Seasonal VIC Compulsory: Compulsory: • Have a local area fact file - a reference source for staff to refer to including local area information, tourism and other community services. • Be accessible (i.e. easy for visitors to access via public transport or their own vehicle) and have adequate car and coach parking in close proximity to meet demand. Definition of close proximity: • Have a brochure storage area, out of public view. (a) within a 5 minute walk of the facility; (b) if a shared tenancy is in place, designated visitor parking • Have a dedicated information/enquiry point/counter. with adequate signage is required; or (c) where a facility is located in a highly populated area, drop off zones are required in front or as close to the VIC building as possible. • Have a mechanism for recording statistics, information and communication between shifts. • Be accessible via multiple channels including, but not limited to, a toll free number (1800), local cost • Have a uniform or a minimum dress standard for all staff and volunteers. (1300) number and/or website that is marketed to the visitor. • All staff members must be identifiable as Visitor Information Servicing staff members, i.e. the i • Have a dedicated telephone and recorded telephone message. trademark be included on staff members’ uniforms, badges etc. • Have email and internet access for staff and volunteer use. • Have equipment to be adequately resourced for Visitor Information Servicing, i.e. printing itineraries on demand. • Have public toilets onsite (with disabled access) or Desirable: within a five minute walk. • Have office space available. • Have access to nearby appropriate toilets for Ancillary/Pop-up/Ambassadors staff. Compulsory: • Have disabled access as specified by Australian • All staff members be identifiable as Visitor Information Servicing staff members, i.e. the i trademark Standard 1428.1. be included on staff members’ uniforms, badges, etc. • Have a policy in place for • Have a uniform or a minimum dress standard for all staff and volunteers. non-routine/unplanned disruptions to visitor • Have a brochure storage area, out of public view. services. Desirable: • Have a visitor seating area • Have a dedicated information/enquiry point/counter. or seating nearby. • Have a mechanism for recording statistics, information and communication between shifts. Desirable: • Have equipment to be adequately resourced for Visitor Information Servicing, i.e. printing • Have device charging itineraries on demand. stations. 14 • Have Wi-Fi. 15
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018 Ancillary/Pop-up/Ambassadors Ancillary/Pop-up/Ambassadors Compulsory: Compulsory: • Display local brochures and information to meet visitor needs. • Have public toilets onsite (with disabled access) or within a five minute walk Desirable: Desirable: • Have appropriate brochure and information display racks including clearly labelled sections e.g. local/ • Have email and internet access for staff and volunteer use regional accommodation, attractions, maps etc. • Have disabled access as specified by Australian Standard 1428.1 • Have emergency information and/or display able to be viewed both during hours of operation as well as after hours. • Have device charging stations • Have electronic information available e.g. tablet, destination app. • Have Wi-Fi • Have multilingual information available. • Have a visitor seating area • Have upcoming events visible either externally, internally, or digitally. 6.4 Staff Facilities/Amenities 6.3 Visitor Facilities/Amenities Hub/Satellite/Seasonal VIC
Hub/Satellite/Seasonal VIC Compulsory: Compulsory: • Have a local area fact file - a reference source for staff to refer to including local area information, tourism and other community services. • Be accessible (i.e. easy for visitors to access via public transport or their own vehicle) and have adequate car and coach parking in close proximity to meet demand. Definition of close proximity: • Have a brochure storage area, out of public view. (a) within a 5 minute walk of the facility; (b) if a shared tenancy is in place, designated visitor parking • Have a dedicated information/enquiry point/counter. with adequate signage is required; or (c) where a facility is located in a highly populated area, drop off zones are required in front or as close to the VIC building as possible. • Have a mechanism for recording statistics, information and communication between shifts. • Be accessible via multiple channels including, but not limited to, a toll free number (1800), local cost • Have a uniform or a minimum dress standard for all staff and volunteers. (1300) number and/or website that is marketed to the visitor. • All staff members must be identifiable as Visitor Information Servicing staff members, i.e. the i • Have a dedicated telephone and recorded telephone message. trademark be included on staff members’ uniforms, badges etc. • Have email and internet access for staff and volunteer use. • Have equipment to be adequately resourced for Visitor Information Servicing, i.e. printing itineraries on demand. • Have public toilets onsite (with disabled access) or Desirable: within a five minute walk. • Have office space available. • Have access to nearby appropriate toilets for Ancillary/Pop-up/Ambassadors staff. Compulsory: • Have disabled access as specified by Australian • All staff members be identifiable as Visitor Information Servicing staff members, i.e. the i trademark Standard 1428.1. be included on staff members’ uniforms, badges, etc. • Have a policy in place for • Have a uniform or a minimum dress standard for all staff and volunteers. non-routine/unplanned disruptions to visitor • Have a brochure storage area, out of public view. services. Desirable: • Have a visitor seating area • Have a dedicated information/enquiry point/counter. or seating nearby. • Have a mechanism for recording statistics, information and communication between shifts. Desirable: • Have equipment to be adequately resourced for Visitor Information Servicing, i.e. printing • Have device charging itineraries on demand. stations. 14 • Have Wi-Fi. 15
131 SECTION 7 COLLECTION OF STATISTICS
Collecting and using visitor statistics through Visitor Information Services helps determine visitor needs and patterns, and assists in not only regional decision making, but also state-level decision-making. The collection of statistics is an important tool in highlighting the value of Accredited Visitor Information Servicing for the visitor economy, through compiling a snapshot of the 4.5 million visitors each year attending all of Victoria’s Hub VIC, Satellite VIC, Seasonal VIC, Ancillary and Pop-Up VIS models. Compulsory:
• Collect and collate walk-in visitor statistics for all Hub, Satellite, Seasonal VIC and Ancillary. • VICs who are in a shared building or have multiple entries may collect walk-in visitor numbers using a manual system. • Collect and collate statistics on the number of visitor enquiries via phone and email by recording the number of enquiries. • Report statistics to VTIC each month. • Conduct research to assist service delivery and engage in research opportunities as requested by VTIC, ATAP Victoria, and the Reference Group. Desirable:
• Collect and collate statistics for Pop-up, Ambassador and Digital Platforms Visitor Information Servicing models.
• Collect statistics on the type of enquiries received. Recommended categories include Local Directions, Origin Data, Travelling Information, Events and What’s On, Things to See & Do and Accommodation, Customer Satisfaction and their postcode. • Collect/record your Digital Platforms activity in relation to your social media or website. • Engage in various research opportunities such as ongoing service improvement opportunities.
Contact Details Australian Tourism Accreditation Program – Victoria 3/150 Collins Street MELBOURNE VIC 3000 Post GPO 4352 MELBOURNE VIC 3001 Phone 03 8662 5387 Email [email protected]
16
DESTINATION GAME CHANGER 2023 INDIGO SHIRE COUNCIL 2018
Indigo Shire Council PO Box 28, Beechworth VIC 3747 1300 365 003 03 5728 8000 [email protected] indigoshire.vic.gov.au