FRASER COAST DESTINATION TOURISM PLAN
Final Report
May 2014
Executive Summary
Tourism is both a major economic activity and Fraser Coast is easily accessible by air and road, lifestyle driver for the Fraser Coast Region, and as well as rail. visitor expenditure impacts a number of key regional economic sectors. The visitor economy The mild year-round climate means the 662,000 injects $360 million of direct overnight annual visitors can enjoy a subtropical haven. expenditure into the destination’s economy The diverse Fraser Coast Region provides the which contributes to nearly $648 million of opportunities for whale and bird watching, direct and indirect expenditure across the 4WD, fishing, retail therapy and a variety of sectors including transport, accommodation, adventure activities and events. food services and retail trade. It also contributes to securing 6,015 jobs (direct and indirect) for Key Markets the Region. Tier One
• Connectors* in Regional Queensland To help achieve Queensland’s 2020 target and Brisbane (400km radius of Fraser aspiration of doubling overnight visitor Coast) expenditure to $30 billion by 2020, the Fraser • United Kingdom Coast will have to contribute approximately $759 million towards the 2020 target. In order Tier Two to do this, a planned approach is required to • Social Fun-seekers in Sydney and harness key market segments to drive growth in Melbourne the Region. • Active explorers in Brisbane, Sydney and Melbourne. Recognising this, the following Fraser Coast • USA, Canada, Europe and Scandinavia Destination Tourism Plan has been prepared to provide the definitive direction for tourism and Tier Three • Korea, Malaysia and New Zealand events in the Fraser Coast Region towards 2020, highlighting the resources required to New and Developing create a sustainable, resilient and competitive • China, Taiwan and Hong Kong tourism and events destination. *For further detail on Queensland’s domestic About the Destination consumer segments please refer to The Fraser Coast Region is a holiday playground www.tq.com.au/marketing/ blessed by nature, with long sandy beaches, relaxing island retreats, abundant marine life Opportunities for Growth and pristine parks. There are a wealth of coastal To grow and prosper as a destination and to paradises, recreational pursuits, adventure achieve its $759 M aspiration for 2020 (an extra activities and historic explorations, rich in $399M), it is recommended that the following diversity and natural beauty. markets be considered as key target areas for growth of the Fraser Coast’s visitor economy: The Region encompasses Fraser Island, Hervey Bay, Maryborough, the Fraser Coast Hinterland Sports and Events Tourism and the Great Sandy Strait; covering an area of Interstate Fly/Drive Visitors (NSW/ Vic) 7,116.7 km2. Manufacturing, health care and Visiting Friends and Relatives (VFR) allied health are amongst Fraser Coast’s largest Drive Tourism industries alongside tourism, and these Long Stay Visitors (seniors, grey industries help to support a population of nearly nomads) 100,000 residents. Niche markets (marine, natural and cultural heritage, agri-tourism , health With a regional airport situated at Hervey Bay and wellbeing) and located within 300km of Brisbane, the Nature-based tourism (including fishing) Travel for a Purpose (education).
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Towards 2020 Our Goals Cement the Region’s position as the leading Our Vision destination for personal natural encounters The 2020 vision for Fraser Coast is to be: by maximising the tourism potential of whale ‘Globally recognised for world class watching and positioning Fraser Island to the personal natural encounters, World fore and rebuilding its status as an iconic Heritage Listed Fraser Island and as visitor attraction. Pre-requisites for success Australia’s number one whale experience in working towards this goal will be a program of innovative marketing and destination.’ compelling itineraries, alongside high quality
Strategic Objectives new products and experiences. 1. Become a Top Tier Queensland Destination 2. Grow the Quality of Tourism Experiences Establish the Region as a leading and Overall Sector Value Queensland events destination. We will 3. Fraser Coast will be regarded as a high attract new event visitors and expenditure quality visitor destination through winning via the successful acquisition and attraction recognition via appropriate industry and of new major events, in addition to growing ‘best in category’ awards. the impact and sustainability of existing 4. Clear Market Positioning around ‘Personal events. We need to grow the Region’s Natural Encounters’ of the Great Sandy Strait market share of domestic and international and the iconic Fraser Island event visitors by 2%. 5. Community Support and Enthusiastic Partners. Increase our share of Queensland marine tourism activities in the leisure market – The Fraser Coast is synonymous with its growing domestic overnight expenditure hero experiences - whale watching and (dive, snorkel, whale watching) by 3% (under ‘personal natural encounters’, adventure, 21 nights), and achieve an 8% growth in the coastal lifestyle and the iconic Fraser Island. Region’s share of fishing (as an activity),
Development to fully deliver the potential building on the strategic ambition of of these differentiators is essential, developing a major new fishing event and however, for the destination to reach its establishing Fraser Coast as Australia’s 2020 target, these hero experiences must home of fishing. be leveraged alongside development and delivery of a region-wide balanced portfolio Leverage off our natural advantage with of products and experiences including; whale watching and destinations such as the iconic Fraser Island and the Great Sandy • Events (development and acquisition) Strait to grow average length of stay in • Positioning and implementing a program target markets i.e. 400km radius leisure to establish Fraser Coast as Australia’s market and identified leisure niches (nature- fishing capital based/ marine, natural and cultural heritage, • Niches including natural and cultural education, adventure, health and well-being heritage, nature-based and marine, agri-tourism, touring) as a driver for adventure, health and well-being and expenditure growth. Creating a range of high agri-tourism quality and unique experiences such as those • Investment in key tourism precincts offered by securing a decommissioned naval including Hervey Bay foreshore. vessel for a dive wreck on the Fraser Coast is
2020 targets will be achieved through a fundamental if the Region is to stand out in a combination of strategies which seek to crowded and competitive market. grow both volume and value: growing market share in target markets and Growing the Region’s market share in extending average visitor length of stay and Queensland of target overseas markets (UK, expenditure. Europe and USA) and interstate visitors (VIC/NSW). In overseas markets, the Region
Fraser Coast Destination Tourism Plan 2014-2020 3
needs to leverage the potential offered by program of pre and post trip itinerary co-operative marketing as part of the options. Australia’s Nature Coast partnership. 5. Develop and implement an event Generating growth in repeat visits in existing development and acquisition plan which markets. Developing excellence in service leverages Fraser Coast’s mix of coast/ standards, providing a warm and genuine islands/ sheltered water infrastructure to welcome, and high quality experiences are grow sector value and position it as a all essential elements in building strong leading Queensland event destination. levels of visitor satisfaction and propensity to visit again and provide positive 6. Grow the international markets (starting recommendations. When positive visitor with long-haul western) through co- satisfaction levels are accompanied by new operative marketing with the Australia’s products and events which provide reasons Nature Coast partnership. to visit, then repeat growth becomes a realistic underpinning growth strategy. 7. Work with Council to progress the foreshore master plan and development of Building thriving and mutually beneficial the Urangan Harbour Marina Precinct. partnerships with communities, industry and public sector partners as the key enabler 8. Create the ‘Big 5’ wildlife encounters which will facilitate sustainable growth. (whale, turtle, dolphin, manta, and sharks); Building engagement with communities, - delivered via new and enhanced product developing vital and viable precincts which and tours. will be enjoyed by locals and visitors, will help unlock the value in the VFR sector. 9. Cement Fraser Coast’s position as the
leading destination for personal natural Destination Priorities encounters by creating a virtual ‘Centre of The following priority strategies have been Excellence’ in marine tourism through identified; established education partnerships. 1. Develop and implement a major marketing and PR campaign targeting 10. Rebuild Fraser Island’s iconic status as a interstate/intrastate leisure markets world heritage area, positioning it as a high (including 400km drive market), supported quality and unique destination for via ongoing development of the adventure and nature-based activities. destination’s hero experiences. Alongside Fraser Island, broaden the range of destination-wide experiences for 2. Develop and implement a comprehensive identified niches (i.e. nature-based/ partnership program to position and marine, natural and cultural heritage, establish Fraser Coast as Australia’s home education, adventure, health and well- of fishing. being, agri-tourism, touring) through targeted marketing of current and planned 3. Secure funding for major public works for products to build demand for new tourism oriented projects which also products. Key opportunities include deliver broader community benefits. Build securing a decommissioned naval vessel for on existing initiatives to develop a high a dive wreck as the focal point for building quality investment prospectus. the region’s appeal as a dive and snorkel destination. 4. In partnership with industry, develop the potential of the business meetings and conference sector through leveraging links with local business clusters and growing average length of stay via development of a
Fraser Coast Destination Tourism Plan 2014-2020 4
investment via coordinated communication - Contribution of Strategies to the 2020 Target identifying tourism as a key pillar of the economy and contributor to liveability/quality Contribution of life.
Priority to 2020 2020 Value Target Road Access and Infrastructure: Build the case 1. Develop and 36% $273,047,580 implement a major for upgrading of the Bruce Highway, seek marketing and PR incentives to improve inter/ intra-regional public campaign for transport and seek support for implementing interstate/intrastate priority signposting improvements. leisure markets 2. Position Fraser Coast 14.2 $107,835,436 Partnership: as Australia’s home of fishing • Continued development of partnerships with 3. Precinct development 13.4% $101,802,230 State and Federal Government to explore plans investment opportunities and provide 4. Growing business 9.4% $71,400,831 guidance on legislation, regulation and meetings and policy; conferences • At a strategic level, linking tourism with 5. Event development 7.1% $54,211,927 broader economic development and inward and acquisition plan 6. Grow target 4.4% $33,156,920 investment priorities, ensuring that tourism’s international markets contributions to ‘work, live and invest’ with Australia’s Nature agendas as well as ‘visit’ are maximised; Coast partnership • Work with QPWS to prioritise investment in 7. Hervey Bay Foreshore 3% $19,209,357 parks’ infrastructure where it maximises master plan and returns to the visitor economy through development management and infrastructure plans; 8. Create the ‘Big 5’ 1.3% $10,180,074 wildlife encounters for • Continue to develop a close and effective the Region working partnership with QPWS on 9. Centre of Excellence developing sustainable nature encounters, linked to the Discovery 1.3% $10,171,815 incorporates a range of policies, regulatory Sphere frameworks and management plans; 10. Rebuild Fraser Island’s • Seek and build upon private investment in iconic status as a world niche leisure tourism products; and heritage area, positioning it as a 1% $10,171,815 • Encourage stronger links between tourism unique destination for and the arts to proactively encourage art in adventure and nature- residential and CBD areas to improve live- based activities ability and sense of place. (including dive). CONTRIBUTION TO 2020 TARGET $697,591,396 Voice for Tourism: (92%) 1. Co-ordinated and evidence based lobbying to Additional Strategies $61,102,834 (8%) ensure the impact of policies on the industry 2020 TARGET $758,694,229 is fully understood including tourism- oriented planning schemes and frameworks, Enablers of Success key marine and parks regulations; Air Access: Support the development and 2. Work with QTIC to lobby for recognition that maintenance of Hervey Bay Airport’s services the tourism industry works 7 days a week 24 and route network. hours a day as part of normal working hours to reduce the cost of labour and support Capacity Development: Establish a ‘Welcome to future job security in tourism and hospitality; Fraser Coast’ program to boost quality and and product referral and support for local event 3. Lobby to lift the priority of the NBN rollout organisers to build professionalism and supporting improved high-speed broadband sustainability. and providing the core infrastructure for Community Engagement: Build community improved mobile coverage. appreciation and support for tourism and future
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Contents
Executive Summary ...... 2 SETTTING THE SCENE ...... 7 The Fraser Coast Visitor Economy: Towards 2020...... 8 What is a Destination Tourism Plan? ...... 9 Why Prepare a Destination Tourism Plan? ...... 10 The Role and Economic Contribution of Tourism and Events ...... 11 Perceptions of Tourism and Events in the Fraser Coast ...... 12 ABOUT THE DESTINATION ...... 13 Destination Profile ...... 14 Destination Hero Experiences and Themes ...... 15 Destination Vision and Brand ...... 17 Competitor Analysis ...... 19 Delivering Community Vision through Tourism and Events ...... 20 MARKET OPPORTUNITIES ...... 24 Current Visitor Profile ...... 25 Market Opportunities ...... 27 Market Segments ...... 28 TOWARDS 2020 ...... 29 Vision and Goals ...... 30 What Does the Future Hold? Megatrends ...... 32 Destination 2020 Target ...... 34 Destination Growth Priorities ...... 37 Implications of Growth ...... 44 Challenges and Opportunities to Achieving the Vision ...... 47 Enablers of Success ...... 48 DESTINATION STRATEGIES ...... 50 Strategic Directions ...... 51 APPENDICES ...... 69 Appendix 1: Destination Tourism Plan Steering Committee and Industry Workshops ...... 70 Appendix 2: Growth Scenarios ...... 72
Fraser Coast Destination Tourism Plan 2014-2020 6
Lake McKenzie, Fraser Island
SETTTING THE SCENE
Fraser Coast Destination Tourism Plan 2014-2020 7
The Fraser Coast Visitor Economy: Towards 2020
The Fraser Coast Region is perfectly placed to Tourism is already worth approximately $360M1 meet the 2020 target of doubling visitor in direct overnight expenditure, which supports expenditure set by the Queensland Government over 6,015 jobs. The aim is to stretch the value given the right support. of the visitor economy to $759M by 2020.
This won’t be achieved through growth in the The Fraser Coast Region believes this is possible, leisure market alone, it will be possible through with the right level of support, by growing the the broader definition of the visitor economy broader visitor economy. which includes visiting friends and relatives, business visitors, event visitors (including Figure 1 below shows the 2013 and stretch sporting) and those who travel for a specific target expenditure estimates by market purpose (e.g. education). segment.
$800,000,000
$700,000,000
$600,000,000
$500,000,000
International - All $400,000,000
Domestic - Interstate Value ($) Value Domestic - Intrastate $300,000,000
$200,000,000
$100,000,000
$- 2013 2020 Stretch
Figure 1: Current and Stretch Target Expenditure by Market Segment
1 Visitor expenditure is derived from actual overnight expenditure (IVS/NVS). It should be noted that this is $40M lower than the forecasted 2013 value by Deloitte Access Economics.
Fraser Coast Destination Tourism Plan 2014-2020 8
What is a Destination Tourism Plan?
Destination Tourism Planning is the next Objectives of a Destination Tourism Plan evolution of destination management. With the • Develop and implement a best practice emphasis and decision-making moving to the destination tourism plan to attract visitors, destination, a clear direction for tourism and distribute economic benefits to the events in that destination needs to be destination and support a sustainable articulated to its stakeholders. A Destination tourism industry. Tourism Plan (DTP) draws on the existing reports and resources already prepared at local, • Outline the value of tourism and events to regional, state and national levels. the wider regional economy in terms of expenditure, jobs and industries supported The aim of the DTP is to provide the definitive by tourism and events. direction for tourism and events in a destination • Recognise and build on the unique features towards 2020, highlighting the resources of the destination and its stakeholder required to create a sustainable and competitive needs. tourism destination. A key feature of the DTP is • Identify unique tourism experiences, that it is directly linked to the State (and product and event development National) targets of doubling the value of opportunities and associated key tourism, while recognising the local challenges infrastructure needs required to meet the and opportunities of the destination’s unique needs of consumers. tourism assets, unique development, marketing • Confirm a clear tourism and events and management needs. Based on available marketing strategy and direction. research, consultation and stakeholder feedback, and a review of existing planning, • Confirm a clear events strategy and reviews and reports, the Destination Tourism direction. Plan builds on grass roots level support for key • Influence policy and legislation to benefit initiatives from local tourism organisations, the tourism industry and to facilitate tourism boards, local government, and continual improvement (capacity building). operators. • Strengthen environmental management and planning for future growth.
To get the full support of its partners – the Fraser Coast destination has to articulate where it is going, why and how. That is the role of a DTP.
Lady Elliot Island
Fraser Coast Destination Tourism Plan 2014-2020 9
Why Prepare a Destination Tourism Plan?
Tourism is recognised as one of the four pillars Engaging local, regional, state and national of the Queensland economy and a significant partners contributor to employment and the future Tourism is everyone’s business. Working in economic prosperity of the State. The isolation, the traditional tourism industry cannot Queensland Government, through the inaugural achieve the vision. The aim of the DTP is to gain DestinationQ forum in 2012, acknowledged the local, regional, state and national support for fundamental role of the destinations in Fraser Coast’s priorities based on a firm returning Queensland to its rightful place as understanding of its opportunities and Australia’s pre-eminent tourism destination. challenges. Each destination has its own unique experiences, opportunities and challenges and Demonstrate the destination’s contribution to therefore each destination needs to set its own the State and National Target – Double clear direction. That is the role of a Destination overnight visitor expenditure by 2020 Tourism Plan (DTP). Embracing the national direction, Queensland There are many reasons for a destination to be has set an ambitious target of doubling proactive in setting and articulating its direction overnight visitor expenditure to $30 billion by and key priorities towards 2020 through a DTP, 2020. Each destination has a significant role to these include: play in achieving this target, and how that will be achieved is a clear outcome of the DTP Meeting the future needs of visitors process.
Not only are visitor expectations constantly Balancing future tourism and events growth rising, but forecasts for Australia and with local aspirations Queensland suggest a significant shift in the markets each destination will have to cater for. Reaching, or exceeding, the target will have an Almost half of the forecast growth for impact on how the local community feels about Queensland will come from key international tourism and events in their community. The markets including both traditional markets future plans for tourism and events in the Fraser (Japan and New Zealand) and emerging markets Coast destination needs to align to, and such as India and China. In addition to their contribute to, the community’s aspirations and origin, destinations need to respond to changing that of the organisations that represent their visitor needs as they become more active, interests including local government, economic adventurous, and engaged as well as shifting development organisations, chambers of travel planning and booking needs. commerce, industry associations, community conservations groups and others.
Fraser CoastLake Hinterland McKenzie
Fraser Coast Destination Tourism Plan 2014-2020 10
The Role and Economic Contribution of Tourism and Events
Tourism and events are part of the broader In the Fraser Coast Region, the visitor economy visitor economy which this DTP aims to grow. contributes to 6,015 jobs2, providing The visitor economy includes all leisure travel, employment opportunities for the local and travel associated with business, events, population across a range of industries from visiting friends and relatives, and for the accommodation and food services to education purpose of health and education. and training. Visitor expenditure also supports a range of infrastructure including restaurants, Based on estimates from the National and airports and cultural facilities which actively International Visitor Surveys, the visitor contribute to developing liveable communities. economy injects $360 million of overnight visitor expenditure into the Fraser Coast’s An increase in visitation and subsequent visitor economy. This in turn generates an estimated spend will have a direct positive impact on overall expenditure impact of $648 million local and regional employment figures. (direct and indirect expenditure) across sectors including transport, accommodation and food Figure 2 shows the direct impact of visitors to services, and retail trade. Fraser Coast’s economy starting with direct expenditure and jobs and where that money is spent based on estimates from the National Tourism Satellite Accounts prepared by Deloitte Access Economics3. Other
Industries
$264.1M Supporting 1,006 FTEs
Accom. & Transport Food Services Services
$122.9M $122.6M Retail Supporting Supporting Travel & Tour Trade Education 1,964 FTEs 1,314 FTEs Operators Arts & & Training Recreation $53.7M $38.4M Supporting $29.4M Supporting $16.5M 740 FTEs Supporting 289 FTEs Supporting 453 FTEs 249 FTEs
Fraser Coast Total Expenditure Impact: $647.6M Tourism FTEs: 6,015
Figure 2: Visitor Benefits to the Fraser Coast Economy 2 Based on Access Economics estimates in the Tourism Satellite Accounts and for every $60,863 of visitor spend in Queensland one full time employee is created or supported 3 Visitor expenditure impact is derived from actual overnight expenditure (IVS/NVS) plus estimated indirect visitor expenditure, plus generated taxation revenues.
Fraser Coast Destination Tourism Plan 2014-2020 11
Perceptions of Tourism and Events in the Fraser Coast
Visitor Perceptions Tourism and Events Queensland’s Brand Equity The 2013 study for the Fraser Coast Region Index (BEI) provides a means of measuring the indicated that almost three quarters of Fraser consumer perceptions of the State’s visitor Coast residents believe tourism has a positive destinations. The BEI tool quantifies consumers’ impact on their community. Comparisons with attitudes giving them a score out of ten (where 2010 show that attitudes regarding tourism’s 0 is low and 10 is high). For Queensland impact remain positive: destinations, the majority (50%) of BEI scores • Greater cultural diversity (92% compared are under 1.0, 35% of scores are between 1.0 with 92% in 2010); and 3.0, and 15% are over 3.0. In this context, a score of 4.0 is considered high. • Increased regional profile (89% compared with 86% in 2010); When BEI is between 1.0 and 3.0 the destination • Important economic benefits (88% has meaning to a number of customers who are compared with 91% in 2010). likely to consider visiting and may visit. For scores of less than 1.0, although some meaning The majority of Fraser Coast residents ‘like’ may have been established, a limited number of tourists (61%) and hold a more positive view consumers currently know or use the brand. than the State-wide average (69% compared with QLD 45%) about more tourists being Amongst Queensland residents, the BEI score wanted. These findings are consistent with how for Fraser Coast is 1.1. In comparison with other residents feel about the impacts of tourism on Queensland tourism regions, Fraser Coast both personal and community levels. currently ranks towards the lower end of the BEI scoring spectrum which is topped by 89% of residents also see festivals and events as Sunshine Coast (2.3), Gold Coast (2.0) and great ways to attract tourists and raise Whitsundays (1.9). awareness of the Region.
QLD FC 4 Sydney / Melbourne residents % % Feelings About Tourists Queensland residents 3 I really like tourists 57 61 I tolerate tourists 31 28 I adjust my lifestyle to avoid 10 10 2 tourists 1.4 I stay away from places tourists go 3 1 1.1 1.1 Contact With Tourists 1 I never come into contact with 22 9 tourists 0.8 0.8 0.7 I see tourists around but don’t 51 54 0 usually talk to them 2011 2012 2013 I often interact with tourists as 10 10 part of my job Figure 3: Brand Health Index – Fraser Coast I often meet tourists around town 15 20 2011-2013 and talk to them I have made friends with tourists 7 7 Community Perceptions4 during their stay but have not kept TEQ’s social indicators benchmark provides a in contact I have made friends with tourists 4 6 means of examining the social impacts of and kept in contact after they have tourism on local communities. left Table 1: Contact with Tourists, Feelings and Development 4 2013 Fraser Coast Social Indicators, TEQ
Fraser Coast Destination Tourism Plan 2014-2020 12
Indian Head, Fraser Island
ABOUT THE DESTINATION
Fraser Coast Destination Tourism Plan 2014-2020 13
Destination Profile
Destination Description The Fraser Coast Region5 is a holiday playground blessed by nature, with long sandy beaches, relaxing island retreats, abundant marine life and pristine parks. There are a wealth of coastal paradises, recreational pursuits, adventure activities and historic explorations, rich in diversity and natural beauty.
The Region encompasses Fraser Island, Hervey Bay, Maryborough, the Fraser Coast Hinterland and the Great Sandy Strait covering an area of 2 7,116.7 km . Manufacturing, health care and Competitive Strengths allied health are amongst Fraser Coast’s largest industries alongside tourism, and these The main competitive strengths of the Fraser industries help to support a population of nearly Coast are: 100,000 residents. • Whale watching capital of the World – a long whale watching season at Hervey Bay. With a regional airport situated at Hervey Bay • and located within 300km of Brisbane, the World Heritage Listed Fraser Island. Fraser Coast is easily accessible by air and road • Coastal parks and pristine beaches, as well as rail. spectacular natural attractions and National Parks. The mild year-round climate means the 662,000 • Easy access to the Islands of the Great annual visitors can enjoy a subtropical haven. Barrier Reef Marine Park and proximity to The diverse Fraser Coast Region provides the reef attractions and diving/ snorkelling opportunities for whale and bird watching, opportunities. 4WD, fishing, retail therapy and a variety of • The calm waters of the Great Sandy Strait adventure activities and events. make it a perfect playground for fishing,
boating and water based activities. “With Fraser Island eco-experiences • Diversity of experiences across the Region that revitalise the soul, Hervey Bay offering visitors an authentic holiday, including natural and cultural heritage, adventure activities to get the health and well-being and agri-tourism. heart racing, the history of • Vibrant and innovative arts and cultural Maryborough that amazes, art and scene including Gatakers Artspace, Hervey culture that inspires, local food and Bay Regional Gallery and Sculpture Garden, in addition to Maryborough’s reputation as a wine to tantalise the tastebuds and city of great heritage assets. a lifestyle that captivates; the • Excellent range of fishing, diving and other Fraser Coast is the perfect holiday ‘niche’ holiday experiences. destination offering unlimited • Indigenous attractions /sites. experiences for you to savour.” • Friendly people and community lifestyle, tropical climate. • Relaxed and peaceful atmosphere. • Coastal and hinterland lifestyle – fishing, B&B’s and food and wine experiences.
5 Description based on www.visitfrasercoast.com
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Destination Hero Experiences and Themes
A tourism ‘experience’ is the emotional feeling or advantage over other destinations, personal achievement a visitor derives from the purchase, participation or consumption of a • Focus on what is truly unique, memorable or tourism product – accommodation, attractions engaging about a destination, and or tours. The ‘tourism product’ is what the • Meet the needs of the identified target customer buys; the ‘tourism experience’ is what markets. they remember. Queensland’s Fraser Coast is world-famous for In alignment with the Fraser Coast Destination its personal natural encounters. With World Tourism Strategy 2012-2016, two destination Heritage Listed Fraser Island, up close and ‘hero’ experiences were developed in 2012 to personal encounters with giant humpback deliver the Region’s tourism vision, brand whales in Hervey Bay, and easy access to promise and the ‘themes’ that underpin the snorkelling off the beach of a Great Barrier Reef destination’s vision and brand. island, the Region is host to some of the most incredible personal natural encounters on earth. Hero experiences are those world class experiences that: The two themes and associated “hero • Provide a destination with a real competitive experiences” identified for the Region are;
Fraser Island Whale Watching Let nature take your breath away as you Be so close you could almost touch a whale and explore the World Heritage-listed Fraser Island, calf, hear them sing, or feel their breath on the and the natural wonders of the world’s largest calm waters of Hervey Bay Australia’s only sand island. whale playground.
Supporting Attributes Supporting Attributes World’s largest sand island, sand blows, The Great Sandy Strait as home to whale rainbow gorge, multi-coloured Cathedral and watching and dolphin tours, dolphin/ dugong/ Pinnacle formations, 40 crystal blue lakes,75 turtle spotting, guided tours and Discovery Mile Beach, vast variety of birdlife, dingoes, Sphere. tracks and tours, 4WD or jet ski tours, Discovery Sphere.
Fraser Coast Destination Tourism Plan 2014-2020 15
These unique selling points are further - Explore the safe and calm waters and the reinforced by two supporting experiences: uncrowded coastal villages by boat, jet ski, kayak, paddleboat, or just a swim without the waves, the stingers or the crowds. Adventure:
Be on a choose your own adventure exploring our villages, driving on the beach or cruising the Coastal Lifestyle: safe waters to escape to your own bit of Be immersed in a wonderland as you step off paradise where you can: the beach from Lady Elliott Island to meet the - Meet locals and feel like a local; Great Barrier Reef’s most charismatic marine - Eat the freshest seafood with our healthy wildlife (turtles, whales, mantas and more). local produce; and
Maryborough Heritage
Fraser Coast Destination Tourism Plan 2014-2020 16
Destination Vision and Brand
The 2020 Destination Vision for Fraser Coast is: popularity of Fraser Coast and Hervey Bay as search terms compared to Australia’s Nature ‘Globally recognised for world class Coast and Bauple. personal natural encounters, World The Core Brand promise for the destination is: Heritage Listed Fraser Island and as Australia’s number one whale ‘Feel the awe of experiencing experience destination.’ nature that is truly spectacular. Destination Brand The brand message delivered to a target market Expanding on key lifestyle, whale watching, differs depending on how far away the market is coastal products and related attributes, hero from the destination. As a rule of thumb, the experiences can be described as; further away a customer is from the destination, Be so close you could almost touch a whale the larger the area they are aware of. The and calf, hear them sing, or feel their breath exception of this rule is where they are on the calm waters of Hervey Bay Australia’s travelling for a specific purpose (VFR, business, only whale playground; special interest) in which case they will know a particular location by name. Be transported to an ancient and sacred place as you walk in the towering island Domestically the Fraser Coast is primarily rainforest, meet one of the traditional marketed under its own destination brand, and custodians, or swim in a crystal clear lake where appropriate, under Queensland. The that is filtered through the biggest sand Region is part of a number of marketing island on the planet; partnerships to reach its consumers. Depending on which market the destination is promoting Be immersed in a wonderland as you step off will dictate the core brand promise: the beach from Lady Elliott Island to meet the GBR’s most charismatic marine wildlife In the interstate market it is the Fraser (turtles, whales, mantas and more); Coast. Be on a choose your own adventure In niche markets and for locals the exploring our villages, driving on the beach destination will use Fraser Coast and local or cruising the safe waters to escape to your brands i.e. Hervey Bay where appropriate. own bit of paradise where you can; In the domestic, interstate and fly-drive - Meet locals and feel like a local. markets it is Fraser Coast. Successful tourism destinations are experience-driven; however, a genuine In the international markets it is Australia’s welcome which helps visitors feel at Nature Coast. home is an important element of From the emerging nature based and long- delivering authentic experiences; haul drive tourism niches the Australia’s - Eat the freshest seafood with our Nature Coast brand has been created. healthy local produce; - Explore the safe and calm waters of the Great Sandy Strait and the uncrowded Figure 4 (over) shows the search popularity coastal villages by boat, jet-ski, kayak, (google trends) in relative terms of a selection of paddleboat, or a swim without the waves, regional and local brands and destinations. the stingers or the crowds; and Bauple has been used as a comparative example of one of the Fraser Coast’s smaller destinations - Discover the charm and cultural offerings and towns. The analysis should be treated as of Fraser Coast Hinterland townships. indicative only, but shows the relative
Fraser Coast Destination Tourism Plan 2014-2020 17
The core brand promise used in a campaign is to leverage the brands with the greatest not designed to exclude the other local products potential, awareness and retention. In some and destinations, but to identify how the key cases internationally, the core brand promise is elements of our broad range of visitor Queensland Australia, which does not exclude experiences contribute to the broader recognition of our other many regional and local Queensland brand family. The resulting strengths and use of these in marketing marketing activity aims to maximise overall initiatives for local target markets where growth opportunities for the Region and needs appropriate.
Fraser Coast Queensland Hervey Bay Queensland Bauple Queensland Australia’s Nature Coast
Figure 4: Google Trends (Search Popularity)
Wungul Sandblow
Fraser Coast Destination Tourism Plan 2014-2020 18
Competitor Analysis
Whilst acknowledging the strategic priority to In the domestic arena, with 42% of visitors grow business and conference tourism, at coming from Brisbane and 40% from regional present, the Fraser Coast Region is Queensland, the Fraser Coast Region’s primary predominantly a holiday and visiting friends and competitors are Queensland destinations close relatives destination that possesses two distinct to these source markets, such as the Gold Coast, ‘hero experiences’ – Sunshine Coast and Bundaberg regions or those Fraser Island, offering a similar experience. Whale watching. In terms of international competitors, the A comparison of Fraser Coast against other Region competes with other parts of the Great destinations has been made to identify the Barrier Reef for its share of visitors, as well as destination’s direct competitors and other reef and island destinations such as those destinations which are similarly positioned in in the South Pacific. terms of ‘experience’ offerings (Table 2). Differentiation and clear positioning to ensure There are many other international destinations that Fraser Coast stands out from the crowd will that also provide up close encounters with be key considerations. whales such as Kaikoura in New Zealand and Tonga where visitors can swim with the whales.
Natural Islands and encounters Queensland Great Barrier Destination Adventure beaches (including lifestyle Reef whales) Fraser Coast Bundaberg Capricorn Sunshine Coast Coffs Harbour Eden Port Stephens Moreton / Stradbroke Island Whitsundays Kangaroo Island Cairns Albany Kaikoura (NZ) Ningaloo Tonga
Table 2: Competitor Analysis against the Hero Experiences
Fraser Coast Destination Tourism Plan 2014-2020 19
Delivering Community Vision through Tourism and Events
The role and economic contribution of tourism - Pursuing tourism industry support and events in the Fraser Coast Region has been initiatives well-recognised and incorporated into a wide number of corporate strategies6 to direct - Encouraging tourism that sustains and planning, economic and social outcomes. Key enhances the geographical character of strategic plans include: the Region by developing and improving it in ways that are distinctive and At a local level tourism is identified as an reflective of its natural and cultural important industry for economic growth in the heritage; and Region; - Collaborating with the Fraser Coast South Burnett Regional Tourism Office • The Fraser Coast Regional Council to meet the Tourism Opportunity Plan’s Community Plan notes the priority of the priorities and other identified Council to strengthen and broaden its infrastructure projects. tourism opportunities. It identifies the importance of the natural attractions and • The Investment Attraction Proposal (Fraser cultural heritage of the Region to drive new Coast Opportunities) provides a economic growth within the Region. comprehensive and unified approach to investment attraction. Diversification of the • The Fraser Coast Economic Development Region’s industry base is recognised as Strategy 2008-13 (EDS) identifies tourism as being essential in order to insulate the one of the seven key economic economy against future volatile fluctuations development themes, the sector being in the tourism and development sectors. recognised as a key economic generator in Tourism remains a priority area – seeking to the Fraser Coast Region. The Region is one integrate visitor experience with economic of the fastest growing local government growth through the identification and areas in Australia, being set to become a utilisation of events as economic drivers. It leading example of sustainable targets enhancing visitor experience and development and a resilient economy. extending stays by building capacity in the • The EDS notes the importance of delivering existing convention and conference market the Tourism Opportunity Plan (TOP) to facilitate higher occupancy in commercial catalyst projects but acknowledges that the accommodation properties. economic climate has changed significantly in the intervening period and that major Key developments such as the Cultural State and Federal Government or private Centre – Discovery Sphere – Convention funding is needed to progress these Centre are noted, in addition to the TOP priorities. catalyst projects. • The Fraser Coast Experience Development Strategy includes a series of specific sector actions including; - Seeking to establish methods of maximising the value, both public and financial, from the events that Council stages and supports
6 Please note – this is not an exhaustive list of the Region’s corporate strategies, rather a highlight of some of the key documents that link to tourism.
Fraser Coast Destination Tourism Plan 2014-2020 20
• Tourism is an integral element of overall internal challenges faced by the destination. marketing as noted in the Fraser Coast The enablers of success are identified as: Regional Marketing Strategy, including - A well-resourced Regional Tourism specific priorities on; Organisation - Growing awareness of the Region’s - A clearly defined Unique Selling unique natural environment, attractions Proposition and facilities - A focused approach to key target - Maximising tourism expenditure and markets dispersal of visitors throughout the - A destination approach to promoting Region the Fraser Coast - Building a strong regional events - An Engaged Industry and Community program that contributes to the - Stronger Strategic Destination economic prosperity of the Region Partnerships - Generating awareness of the Region’s - Investment in new tourism products ability to cater for major sporting - Development of a strong Events events; and Portfolio - Growing awareness as a family holiday - An overarching Drive Strategy destination. Key recommendations of the Strategic At a regional level the tourism direction has Tourism Plan included; been clearly articulated in: 1. Become a Top Tier Queensland Destination • The vision for the Fraser Coast Region as 2. Growth in Tourism Value identified in the Fraser Coast Destination 3. Be a Lonely Planet Top Destination Tourism Strategy 2012-2016 is for the 4. Clear Positioning around ‘Personal Region to be: Globally recognised for world Natural Encounters’ class personal natural encounters, the World 5. Community Support and Enthusiastic Heritage Listed Fraser Island and as Partners Australia’s number one whale experience destination. • Key projects identified in the Bundaberg- Fraser Coast Tourism Opportunity Plan For Fraser Coast to achieve this aspiration, it 2009 – 2019, included to: is critical that there is: - Upgrade the Fraser Island visitor sites and - A coordinated approach to destination infrastructure marketing and promotion; - Develop a boutique eco-lodge and/or - Innovative Product and Infrastructure additional camping activities on Fraser Development across the Region that Island delivers on the destination aspiration; - Develop Indigenous tourism experiences - A tourism industry that is operating at on Fraser Island the highest standards of service, safety - Redevelop the Hervey Bay marina, and sustainability through effective incorporating a World Heritage Industry Development programs. biodiversity interpretive centre - Hervey Bay food and beverage attraction • The Fraser Coast Tourism – Three Year - Create a Maryborough Historic Precinct Strategic Tourism Plan (2012-2015) aims to and cultural walk deliver a destination vision, mission and - Upgrade the Bruce Highway and the goals, identify priority tourism markets and Fraser Coast Regional Road Network. provide direction for Tourism Fraser Coast marketing and development resources over The State priority of doubling the value of the next three years. tourism by 2020 (which builds on the Federal target) is supported by: The plan identifies that success hinges on a • The 20 Year Tourism Strategy and the number of important future decisions and outcomes of DestinationQ around will centre on overcoming some of the key investment facilitation and attraction,
Fraser Coast Destination Tourism Plan 2014-2020 21
nature-based tourism, the drive market experiences that attract visitors and (including the Queensland Drive Tourism strengthen local community identity and Strategy 2013-2015), and the important pride. role of events (2020 Strategic Marketing Plan). • The Queensland Plan is a 30-year vision for Queensland that identifies local and state- • The Queensland Ecotourism Plan 2013-2020 wide priorities. It will set the high level provides a clear direction for investment in direction for Queensland’s future and will facilities on parks and for Queensland to be delivered through a series of supporting regain its position as the number one strategies and action plans. In the working ecotourism destination through world- draft document, tourism has been identified leading interpretation and presentation. as a key economic contributor; “being recognised as internationally competitive • The Arts for all Queenslanders strategy with strong exports/ business especially in 2014-18 prioritises cultural tourism as a the agricultural (food bowl) and Ecotourism niche market with potential to contribute to sectors”. tourism targets. Though relatively small in number, cultural tourists stay longer and spend more. The strategy aims to support delivery of original, imaginative and high quality arts and cultural events and
Rainforest in Pile Valley
Fraser Coast Destination Tourism Plan 2014-2020 22
COMMONWEALTH Tourism 2020
Queensland Plan
30-Year State Vision (working draft, Dec 13) STATE 20 Year Tourism 2020 Strategic
Strategy Marketing Plan
Queensland DestinationQ Queensland Drive Ecotourism Plan Tourism Strategy 2013-2020 2013-2015
Fraser Coast DTP
REGIONAL/LOCAL
• Fraser Coast Regional • Fraser Coast Experience Community Plan Development Strategy • Fraser Coast Economic • Fraser Coast Regional Development Strategy Marketing Strategy 2008-2013 • Fraser Coast Destination • Bundaberg-Fraser Coast Tourism Strategy 2012- Tourism Opportunity Plan 2016 2009-2019 • Fraser Coast 3yr Strategic Tourism Plan 2012-2015
Figure 5: Alignment with State and National Plans
Fraser Coast Destination Tourism Plan 2014-2020 23
Whale Watching, Fraser Coast
MARKET OPPORTUNITIES
Fraser Coast Destination Tourism Plan 2014-2020 24
Current Visitor Profile
Fraser Coast’s visitation patterns have been Domestic overnight visitors are primarily subject to greater year on year volatility than intrastate (81%), with the majority of these many other regions, however, it is possible to visitors from Regional Queensland (60%). look at medium-term trends from a strategic perspective. Purpose of Visit
Visitors The primary purpose of visit for both domestic This past year (YE December 2013), Fraser Coast overnight and international visitors is holiday, received approximately 688,000 domestic followed by visiting friends and relatives (VFR). overnight and 1,328,000 domestic day trip visitors. Business and Other, Domestic visitation (including domestic day 24% visitors) to the Fraser Coast has increased by Holiday , 12% since December 2009, representing an 46% annual growth of 2.4%. VFR, 30%
In terms of international visitors, the Fraser Coast Region saw 123 000 international visitors this past year (YE December 2013), noting a 36% decline in visitation from 2009. These figures Figure 6: Purpose of Visit – Overnight Visitors reflect the challenging macro-economic conditions for inbound tourism to the State and Australia as a whole in recent years. Expenditure
Visitor Nights According to the latest research on Fraser Coast from Tourism Research Australia7, average In the Year Ending December 2013, there were nightly expenditure for domestic overnight 1.33 million domestic overnight visitor nights in visitors is $121. This is significantly lower than Fraser Coast and 688,000 international visitor the State average of $174. Regional nights. These represent a 36% increase and 16% international visitor expenditure per night data decline in nights respectively from 2009. is not currently available.
Origin of Visitors Average Length of Stay The top international visitors to Fraser Coast are The average length of stay (ALOS) for domestic the United Kingdom, Germany, Canada, New overnight visitors in year ending December 2013 Zealand and the USA (Table 3). to the Fraser Coast was 3.7 days. Visitor ALOS in the Fraser Coast Region marginally declined in Country of % of Int. Visitors the year to December 2013, as holiday travellers Residence to Fraser Coast opted for shorter breaks. This performance is United Kingdom 26% slightly higher than Bundaberg (3.6), but lower than areas such as Gladstone (4.5), Capricorn Germany 16% (3.9) and the State average (4.2). Canada 7% New Zealand 5% USA 5% Table 3: International Markets to Fraser Coast, Dec 2013
7 Regional Tourism Profiles 2011/12
Fraser Coast Destination Tourism Plan 2014-2020 25
5.00 The figures 9 and 10 highlight the top ten 4.00 activities for each market. 3.00 Visit national parks or 2.00 State parks 1.00 Going to markets
0.00 Average Length of Stay of AverageLength Bushwalking
Pubs clubs discos etc
Go fishing Figure 7: Domestic ALOS vs. Competitors
Go shopping International ALOS for Fraser Coast is 6 days and this has increased by 10% per annum since General sight seeing 2009. However, it remains significantly lower than the State average of 22.3 days which is Go to the beach heavily influenced by longer stay working holiday trips. Visit friends and relatives
Seasonality Eat out at restaurants Accommodation data from the Australian 0% 20% 40% 60% Bureau of Statistics (ABS) for Fraser Coast Figure 9: Top Ten Domestic Overnight Activities indicates a mild seasonality pattern in room (YE December 2013) nights occupied. September and December quarters are the most occupied, indicating a Charter boat / cruise / possible preference for travel during the ferry warmer months and/or during school holidays. Visit botanical or other public gardens 54.0% Go to markets
52.0%
50.0% Bushwalking rate % rate
48.0% Pubs, clubs, discos etc Average Average occupany 46.0% Visit national parks / Mar Qtr June Qtr Sept Qtr Dec Qtr State parks
Figure 8: Average Room Nights Occupied 2008- 2013 (YE June) Go shopping for pleasure
Activities Sightseeing/looking around Eating out at restaurants is the most popular Eat out / dine at a activity for domestic overnight visitors, with ‘go restaurant to the beach’ the most popular for international visitors to the Fraser Coast. This is followed by Go to the beach sightseeing/looking around which is also a popular activity for both markets. 0% 50% 100%
Data suggests a preference towards social and nature-based activities in both markets. Figure 10: Top Ten International Activities (YE 2013)
Fraser Coast Destination Tourism Plan 2014-2020 26
Market Opportunities
Sports and Event Tourism is a growing trend growth potential for the Region, specifically in nationally. With less than 10% of domestic international markets such as the UK, Europe visitors travelling to the Region for events, there and the USA. Meeting the needs of the is potential for significant growth as well as backpacker and youth market remains a priority. providing the perfect opportunity for mid-week When the nature-based tourism niche is visitation and seasonal/ geographic dispersal. expanded to incorporate activities such as Interstate Fly/Drive Visitors from NSW and fishing, growth potential is significant. Event-led Victoria becomes a key market opportunity growth, accompanied with targeted marketing when considering 19% of all domestic overnight and packaging, and infrastructure investment in visitors are from interstate markets. Fraser key precincts and hubs are the levers which will Coast has an opportunity to seek further growth facilitate growth. in these markets. Capturing a small market Niche markets including adventure and marine share increase in the number of visitors or by represent opportunities for growth. Artificial generating an increase in average length of stay reefs and dive wreck site development can by interstate visitors could dramatically impact augment existing reef experiences. on the value of the visitor economy. Establishing and delivering the ‘Big 5’ wildlife Visiting Friends and Relatives is a key market encounters (whale, turtle, dolphin, manta, and opportunity when considering 30% of all sharks); and positioning the Region’s natural domestic overnight visitors come to Fraser Coast encounters clearly in the market place will be to visit friends and relatives. With forecast instrumental in delivering growth potential. population growth in the Region, the market Furthermore, establishing compelling natural opportunity is set to broaden. A small increase and cultural heritage, agri-tourism and health in spend per night generated in this sector can and wellbeing experiences have the potential to dramatically impact on the value of the visitor add an additional set of niche attractions which economy. support the overall leisure market. Drive Tourism accounts for the majority of Travel for a Purpose is an often overlooked domestic visitors to the Region. Precinct market segment. With regard to the education masterplanning and implementation, alongside market, although small in terms of total road infrastructure improvements could help to numbers at present, the Region’s ‘Big 5’ and increase access and dispersal and further grow scientific positioning around its natural the day trip and short break markets out of encounters alongside the proposed continued Brisbane. development of the Discovery Sphere provide Long Stay Visitors (who stay over 21 days) are opportunities for growing education market primarily comprised of seniors/ grey nomads. share/ mid-week visitation. There has been a rapid nation-wide growth Business Tourism accounts for a relatively small trend in this market over the past five years as proportion of overall overnight visits at present, the baby boomer generation is beginning to and although large scale conferencing capacity retire and purchase caravans to explore the is limited, there are opportunities to seek country. A strong events program and growth. For existing visitors, via dedicated development of a range of experience options program of increasing average length of stay by alongside provision of suitable accommodation adding options for pre/post trip leisure options are the keys to growing average length experiences, and examining the potential in the of stay in the Region. small conferences and exhibitions sector, where Nature-based Tourism is gaining interest across links between smaller and quirky meeting Australia and relates strongly the Region’s core venues and existing clusters and economic product and hero experiences. Leveraging new activity can be developed. experiences through partnerships such as Building awareness across target markets is Australia’s Nature Coast could be a significant vital as part of increasing visitor numbers.
Fraser Coast Destination Tourism Plan 2014-2020 27
Market Segments
International Domestic Tourism Australia (TA) has defined its TEQ’s extensive research into the domestic international target market as the ‘Experience market has defined market segments based on Seeker’ who are globe trotters looking for visitor needs and wants, giving valuable insight authentic interactions, brag-able locations to get into consumers’ emotional connection to what off the beaten track and to immerse themselves they expect from a holiday. in local culture. Experience Seekers are Australia’s highest yielding international market In terms of product and experiences, and are more likely increase to their length of Queensland destination partners work together stay and average spend in comparison to to maximise overall expenditure by identifying others. the best, most powerful elements of what’s available in each destination. Queensland’s To promote the vast array of unique Australian wide range of visitor experiences can be adventures to this target market, seven key categorised under the following themes; Australian Experience Themes have been 1. Natural Encounters identified: 2. Queensland Lifestyle 1. Nature in Australia 3. Islands and Beaches 2. Aboriginal Australia 4. Adventure 3. Journeys 4. Outback Australia The Fraser Coast Region offers experiences that deliver on all of the primary Queensland 5. Australian Coastal Lifestyle experience themes. In particular Fraser Coast 6. Australian Major Cities has strengths in the natural encounters and 7. Food and Wine Islands and Beaches themes. These are reflected in the Region’s hero experiences.
Internationally the Fraser Coast Region offers Connectors and Social Fun-seekers are products that deliver to five (not outback or Queensland’s two primary target markets cities) of the seven experience themes. and when combined, they represent 57% of
the Australian population.
FRASER COAST TARGET MARKETS Connectors – Connectors see holidays a chance to connect with people they care most Tier One about. They will often subordinate their own • Connectors in Regional Queensland and preferences in terms of activities to ensure Brisbane (400km radius of the Region) everyone has a good time. • United Kingdom Social Fun-seekers – For this market, the Tier Two essence of a holiday is having a fun time. While • Social Fun-seekers in Sydney and Melbourne they do a lot of different activities, it is sharing • Active explorers in Brisbane, Sydney and the experience with friends and other holiday Melbourne. makers that make the difference. • USA, Canada, Europe and Scandinavia Active Explorers – Holidays are about pushing Tier Three boundaries through challenging themselves via • Korea, Malaysia and New Zealand physical activity. They enjoy the company of
New and Developing others, but their focus is on exploring the China, Taiwan and Hong Kong extremes.
Fraser Coast Destination Tourism Plan 2014-2020 28
Fisherman's Wharf Marina, Hervey Bay
TOWARDS 2020
Fraser Coast Destination Tourism Plan 2014-2020 29
Vision and Goals
Our Vision The 2020 Destination Vision for Fraser Coast is:
‘Globally recognised for world class personal natural encounters, World Heritage listed Fraser Island and as Australia’s number one whale experience destination.’
Strategic Objectives 1. Become a Top Tier Queensland Destination 2. Grow the Quality of Tourism Experiences and Overall Sector Value 3. Fraser Coast will be regarded as a high quality visitor destination through winning recognition via appropriate industry and ‘best in category’ awards. 4. Clear Market Positioning around ‘Personal Natural Encounters’ of the Great Sandy Strait and the iconic Fraser Island 5. Community Support and Enthusiastic Partners.
The Fraser Coast is synonymous with its hero experiences - whale watching and ‘personal natural encounters’, adventure, coastal lifestyle and the iconic Fraser Island. Development to fully deliver the potential of these differentiators is essential, however, for the destination to reach its 2020 target, these hero experiences must be leveraged alongside development and delivery of a region- wide balanced portfolio of products and experiences including;
• Events (development and acquisition) • Positioning and implementing a program to establish Fraser Coast as Australia’s fishing capital • Niches including nature-based tourism, diving and snorkelling, natural and cultural heritage, adventure, health and well-being tourism and agri-tourism • Investment in key tourism precincts including Hervey Bay foreshore.
2020 targets will be achieved through a combination of strategies which seek to grow both volume and value: growing market share in target markets and extending average length of stay and expenditure.
Our Goals the impact and sustainability of existing Cement the Region’s position as the leading events. We need to grow the Region’s destination for personal natural encounters market share of domestic and international by maximising the tourism potential of whale event visitors by 2%. watching and positioning Fraser Island to the fore and rebuilding its status as an iconic Increase our share of Queensland marine visitor attraction. Pre-requisites for success tourism activities in the leisure market – in working towards this goal will be a growing domestic overnight expenditure program of innovative marketing and (dive, snorkel, whale watching) by 3% (under compelling itineraries, alongside high quality 21 nights), and achieve an 8% growth in the new products and experiences. Region’s share of fishing (as an activity), building on the strategic ambition of Establish the Region as a leading developing a major new fishing event and Queensland events destination. We will establishing Fraser Coast as Australia’s attract new event visitors and expenditure home of fishing. via the successful acquisition and attraction of new major events, in addition to growing Leverage off our natural advantage with whale watching and destinations such as
Fraser Coast Destination Tourism Plan 2014-2020 30
the iconic Fraser Island and the Great Sandy to visit, then repeat growth becomes a Strait to grow average length of stay in realistic underpinning growth strategy. target markets i.e. 400km radius leisure market and identified leisure niches (nature- Building thriving and mutually beneficial based/ marine, natural and cultural heritage, partnerships with communities, industry and education, adventure, health and well-being public sector partners as the key enabler agri-tourism, touring) as a driver for which will facilitate sustainable growth. expenditure growth. Creating a range of high Building engagement with communities, quality and unique experiences such as those developing vital and viable precincts which offered by securing a decommissioned naval will be enjoyed by locals and visitors, will vessel for a dive wreck on the Fraser Coast is help unlock the value in the VFR sector. fundamental if the Region is to stand out in a crowded and competitive market. Build the contribution which the business Growing the Region’s market share in and conference tourism sector makes to Queensland of target overseas markets (UK, Fraser Coast’s economy. We need to grow Europe, USA and Canada) and interstate average visitor length of stay by creating visitors (VIC/NSW). In overseas markets, the accessible and compelling pre and post trip Region needs to lever the potential offered itinerary options, and maximise trade in the by co-operative marketing as part of the conferences and meetings sectors where Australia’s Nature Coast partnership. links between our smaller and quirky meeting venues and existing clusters and Generating growth in repeat visits in existing economic activity can be developed. markets. Developing excellence in service standards, providing a warm and genuine welcome, and high quality experiences are all essential elements in building strong levels of visitor satisfaction and propensity to visit again and provide positive recommendations. When positive visitor satisfaction levels are accompanied by new products and events which provide reasons
Key Performance Indicators
• Increasing the Region’s share of international visitors to Queensland • Increasing average visitor length of stay in target markets • Increasing the Region’s share of event visitors • Increasing repeat visitation • Growth of existing markets • Improving Visitor satisfaction (TripAdvisor ratings) • Community support for tourism (social indicators) • Partner satisfaction • ATDW product listings • Accredited and resilient businesses.
Fraser Coast Destination Tourism Plan 2014-2020 31
What Does the Future Hold? Megatrends
CSIRO and CSIRO and the Queensland • Globally, climate change, poor management Government recently identified seven and urbanisation will continue to threaten megatrends that are likely to shape the biodiversity Queensland Tourism sector to 2033. The publication, entitled The Future of Tourism in • Around the world, the ability to connect Queensland aims to help develop a dynamic, with nature will become rarer and more collaborative 20 year plan for the industry. expensive • Queensland has rare and World Heritage A megatrend is defined as: natural assets, and the means to preserve A substantial shift in environmental, economic, them social, technological or political conditions that has major supply-side or demand-side impact Implications for Fraser Coast on tourism in Queensland. Fraser Coast has exceptional assets in terms of its national parks and World Heritage Listed The seven megatrends identified for areas. These strengths are recognised in the Queensland are: Region’s hero experiences and the vision set out in this destination tourism plan. Fraser Coast 1. The Orient Express needs to position and package its natural assets in order to stand out from the crowd, providing The world economy is shifting from west to east it with opportunities to increase visitation, and north to south. This is creating new markets expenditure and employment in the Region. and new sources of competition.
• Asia is increasingly making a greater 3. Great Expectations contribution to global wealth creation Tourists of the future will have expectations for • Over a billion people in the Asian region will authentic and personalised experiences often cross the income threshold to middle class involving social interaction. over the coming 20 years • People’s social media networks are a way • Asia is a fast growing market – but it is not for them to make personal connections an homogenous consumer market when they travel • Consumers have access to increasing Implications for Fraser Coast amounts of information in real time Asian visitors currently make up a very small proportion of Fraser Coast’s overseas visitors. If • Consumers are taking more control and the Region is to capitalise on the anticipated seeking personal interaction national growth, it must have a clear Asian market strategy including: Implications for Fraser Coast Fraser Coast businesses need to respond to the • The need to build understanding and challenge and deliver quality service and awareness of their needs, experiences. Being globally recognised for world • Exploring opportunities from the VFR sector class personal natural encounters, World via residents of Asian origin now living in Heritage Listed Fraser Island and as Australia’s Australia (connectors based in major cities), number one whale experience destination and provides the Region with the opportunity to • More businesses being ‘international- meet visitor expectations.
ready’. 4. Bolts from the Blue 2. A Natural Advantage Climate change and infectious disease outbreaks In a world where ecological habitats are combined with safety concerns will have disappearing the unique natural assets of increased impact. Queensland will become a stronger drawcard. • Major events such as extreme weather, terrorism, political unrest, disease
Fraser Coast Destination Tourism Plan 2014-2020 32
outbreaks and financial market fluctuations 6. On the Move will continue to impact people’s travel Humanity is increasingly mobile. Trade, choice business, events, education and healthcare are • Different events will have positive and causing more people to travel further and more negative impacts for a destination frequently. • People are more mobile, encouraged by low cost airfares and reducing travel times Implications for Fraser Coast • More Australians are travelling overseas Businesses and tourism managers need to monitor opportunities and be ready to respond, • It’s about more than just leisure – Sectors with imaginative marketing, packaging and like education, business and events are pricing offers. growth travel market
Tourism measures should be embedded in Implications for Fraser Coast overall regional rapid response plans, and Maintaining air capacity is key to maximising the businesses and destination managers also need potential of this trend. In the case of Fraser to be ‘disaster-ready’ and have individual Coast, the linkage to the international hub of resilience plans in place. Brisbane is crucial as well as a regional airport at Hervey Bay. 5. Digital Whispers People are changing the way they access and 7. The Lucky Country trust information in an online world. Australia and Queensland are increasingly wealthy, but expensive destinations gifted with • Like the childhood game of Chinese cultural and demographic diversity. whispers, as people relate their stories across digital audiences, they can take on a • The profile of the domestic tourist is life of their own changing –working harder, more educated, wealthier, older, and with greater • People are increasing their networks of international connections trusted peers who inform their travel choices • Queensland is a safe and friendly western destination • An operators’ digital presence and functionality is increasingly important • Queensland is an expensive destination in a region of emerging, low cost destinations Implications for Fraser Coast The Region needs to embrace a multichannel Implications for Fraser Coast approach to communication and promotion. The need to compete on quality, experience and This includes building business skills and service will have implications for investment and capacity and delivering new virtual development decisions, and destination and travel/experiences in the form of providing rich business levels. information.
Portside, Mary River
Fraser Coast Destination Tourism Plan 2014-2020 33
Destination 2020 Target
To help achieve Queensland’s 2020 target aspiration of doubling overnight expenditure to $30 billion, the Fraser Coast will have to contribute approximately $759M towards the 2020 target. In order to do this, key market segments need to be harnessed to drive growth in the Region.
Table 4 below identifies the market mix for the Fraser Coast and how these will play a role in achieving the 2020 target aspiration. Market figures have been identified based on the Deloitte Access Economics forecasts for Queensland and the Fraser Coast Region and are based on the assumption that Fraser Coast Markets will grow proportionately to State market forecasts based on the Region’s current market share.
% Change in Additional Visitors Visitors Additional Additional Spend Visitors Spend (less 2013 2020 ALOS from 2013 from 2013 inflation)
Intrastate (FC) 1,217,000 1,235,350 2% $20.01 0.1 $ 77,489,297.04 Intrastate Events (FC) 84,000 113,400 35% $20.01 0.0 $ 10,178,106.64 Interstate (FC) 109,000 110,644 2% $26.82 0.5 $ 38,975,360.14 Interstate Events (FC) 5,000 6,750 35% $26.82 0.5 $ 4,229,914.03 TOTAL DOMESTIC 1,326,000 1,345,994 2% $21.76 0.2 $ 114,093,116.86 TOTAL DOMESTIC EVENTS 89,000 120,150 35% $21.76 0.2 $19,198,666.70 New Zealand 8,000 9,200 15% $30.61 0.5 $5,211,997.25 United Kingdom 29,000 33,350 15% $ 30.61 0.7 $23,677,358.94 Germany 20,000 23,000 15% $30.61 0.5 $11,168,565.54 USA 6,000 6,900 15% $30.61 0.3 $2,531,541.52 France 5,000 5,750 15% $30.61 0.6 $3,871,769.39 Remaining International 48,000 55,200 15% $30.61 0.9 $53,013,457.75 TOTAL INTERNATIONAL 116,000 133,400 15% $ 30.61 0.7 $ 99,474,690.39 TOTAL $ 232,766,473.95 TOTAL SPEND $758,563,493
Table 3: Key Market Segments towards Achieving the 2020 Target
Fraser Coast Destination Tourism Plan 2014-2020 34
$1,000 7,000 Value ($) Stretch TFC $900 6,000 $800
$700 5,000
$600 4,000 $500 3,000
$400
Value ($ Value millions) Visitor Visitor Nights (000)
$300 2,000
$200 1,000 $100
$- - 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Figure 6: Destination 2020 Target
Table 4 shows the 2020 expenditure target for While the industry continues to grow in the Region and the growth needed to reach this absolute terms, its share of the Queensland goal. The target of $759M is termed the ‘stretch economy has been in decline. The mining boom goal’ and is based on the estimates of industry has meant that the tourism industry is growing potential identified by Deloitte Access more slowly than the overall State economy, Economics in the report, Queensland Tourism - and has presented challenges for the sector by Industry Outlook and Potential to 2020. $759 M attracting workers away from tourism to higher represents Fraser Coast’s share of the overall paying roles in mining and related sectors. Queensland target of doubling overnight visitor Growth in visitor numbers and nights in expenditure by 2020. Queensland has fluctuated over the past decade as a range of factors such as the global financial The Tourism Forecasting Committee (TFC) data crisis and European debt crisis have constrained shows the consensus forecast for tourism across growth in a number of traditional source the international, domestic and outbound markets. However, growth in international tourism sectors, without factoring in unfulfilled/ visitor nights for the State as a whole has additional industry potential. continued, owing to the emergence of new source markets, in particular the growth of the The challenge for tourism industry partners is to Chinese market. deliver the predicted growth show in the TFC forecast and then also strive to fill the gap Domestic visitor performance has been much between the stretch and TFC forecast and weaker, with total domestic visitor nights in targets shown in Figure 11. 2010 lower than those seen in 2000.
Achievement of industry potential (defined in the Deloitte Access Economics 2020 report)
Fraser Coast Destination Tourism Plan 2014-2020 35
would require Queensland as a whole to attract years to 2020. The TFC forecast predicts a international visitor nights by 24% above the 135% increase in total international visitor Tourism Forecasting Committee (TFC) forecast.8 expenditure, while the industry potential This would require a combination of growth in estimates nominal growth of 193%. domestic tourism, retention of visitation from Japanese and New Zealand tourists, capturing Expectations of future domestic overnight new emerging markets such as India, and tourism differ more significantly between encouraging existing visitors to extend their the TFC forecasts and 2020 targets. The stay. growth predicted by the TFC forecast is quite conservative, with only about 2% Forecast Growth for Fraser Coast increase in domestic visitor night forecasts, where visits are expected to continue to Fraser Coast will have to contribute $759 grow at a steady pace and the 2020 industry million in increased visitor expenditure to meet potential targets. its share of the 2020 overall 2020 target. In order to do this, key market segments need to Market figures have been identified based on be harnessed to drive growth in the Region. the Deloitte Access Economics forecasts for Achieving the $759 million value would require Queensland and the Fraser Coast and on the average annual growth rate of 7.7%. assumption that Fraser Coast markets will grow proportionately to State market forecasts based Overseas visitor nights will need to on the Region’s current market share. grow from 668,000 (year ending June 2013) to a 2020 target of 1,441,476 - The industry potential shown by the dotted lines approximately 770,000 additional in figures 12 and 13 (below) are based on the nights premise that rather than following linear trends, the trend line can be broken and growth in Domestic visitor nights will need to visitation accelerated. grow from 1,978,000 (year ending June 2013) to a 2020 target of 4,698,174 - approximately 2.7m additional nights
Growth Scenarios: Key Issues Despite the sector’s volatile performance in recent years, forecasts show significant growth potential Figure 7: Forecast and Stretch International Visitor Nights (TFC and Stretch) International visitor nights are expected to steadily increase under both the TFC and 2020 forecasts. The TFC forecast estimates an increase of about 20% by 2020, while the industry potential targets 60% growth over the next ten years.
International tourist expenditure in the Fraser Coast is expected to exhibit outstanding growth rates over the next
8 Figure 8: Forecast and Stretch Domestic Visitor Tourism Research Australia’s TFC forecasts represent Nights (TFC and Stretch) the most likely outcomes given past trends, current information and the impact of policy and industry changes.
Fraser Coast Destination Tourism Plan 2014-2020 36
Destination Growth Priorities
The following priority strategies and supporting actions have been identified for the Fraser Coast Region. These priorities take into consideration the market opportunities identified on page 25 that have the potential to grow to reach the Fraser Coast’s 2020:
TIMING: Ongoing, Immediate (1-2 years); Medium-term (3-5 years), Long-term (beyond 2020).
ACRONYMS: ALOS Average length of stay AMSA Australian Marine Sciences Association DAFF Department of Agriculture, Fisheries and Forestry DEHP Department of Environment and Heritage Protection DOD Australian Government Department of Defence DSDIP Department of State Development Infrastructure and Planning FCO Fraser Coast Opportunities FCRC Fraser Coast Regional Council KAC Korrawinga Aboriginal Corporation NPRSR Department of National Parks, Recreation, Sport and Racing QPWS Queensland Parks and Wildlife Services QTIC Queensland Tourism and Industry Council RDA Regional Development Australia TEQ Tourism and Events Queensland
Catalysts
Priority Hero Responsibility Timing Experience/ Market 1. Develop and implement a major marketing and PR Experience FCO campaign for interstate/intrastate leisure markets, Theme: Industry supported via ongoing development of the Coastal and TEQ destination’s hero experiences; Hinterland RDA Lifestyle Seek and secure new resources to implement and Fraser Immediate sustain a new major marketing push; Island Support operators to find their unique selling Whale Immediate point and a signature experience to feed the watching Region’s rich digital content strategy; Adventure Broadening product and experience development Great Medium- in areas such as recreational fishing, adventure Barrier Reef Term activities, access to Barrier Reef and Hervey Bay / Maryborough as destinations in their own right; Targeted PR and marketing investment with Key Markets: Ongoing packages and itineraries; Events Focus more effort on interstate fly/drive markets visitors Ongoing with packages and itineraries; Domestic leisure Support with mentoring activity which builds Ongoing VFR business capacity and capability on use of digital
media and developing rich digital content; Work with QPWS, Council and industry to identify Ongoing
Fraser Coast Destination Tourism Plan 2014-2020 37
locations suitable for hosting off-site business events and incentives i.e. heritage venues, natural environments; Instigate an annual experience development Immediate mentoring program to encourage the development and enhancement of new and existing products that meet the needs of emerging markets and embrace the Region’s hero experiences; Prepare a critical gap analysis by market for the Medium- Region’s hero experiences; and term
Develop a Drive Strategy which builds the case for Medium- better signage, and continue to target the drive term market with effective campaigns linked to real people and stories. 2. Develop and implement a comprehensive Experience FCO partnership program to position and establish Fraser Theme: FCRC Coast as Australia’s home of fishing; Coastal and Fishing Sector- Hinterland businesses Prioritise the development of a major fishing Lifestyle Event Immediate event, and drive awareness of the fishing offer Adventure Organisers through online and social media; TEQ Engage a broad range of commercial and public Key Markets: Ongoing partners in developing and delivering the Events program; visitors Marketing and itineraries to showcase value- Domestic Immediate added products (charter hire, tour guides, leisure accommodation, equipment hire); VFR Targeted supporting infrastructure investment at Medium key hubs – fish cleaning tables, marina capacity etc and foreshore development; and
3. Secure funding for major public works for tourism Experience FCRC oriented projects which also deliver broader Theme: FCO community benefits. Build on existing initiatives to Coastal and RDA develop a high quality investment prospectus, which Hinterland incorporates; Lifestyle
Precinct development plans for new tourism Key Markets: Medium oriented places e.g. Maryborough, Poona, Great Domestic term Sandy Strait villages, and Fraser Coast Hinterland; leisure Develop tourism linkages to the planned Hervey VFR Ongoing Bay sports precinct; Co-ordinated program to raise resident Immediate awareness and advocacy for local attractions as a means of raising VFR spend; and Create a culture of community pride and leverage Immediate ambassadors through increasing the use of digital / Ongoing media database marketing / sharing.
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4. In partnership with industry, develop the potential of Key Markets: FCO the business meetings and conferences sector by; Business Industry Leveraging links with local business clusters to and Immediate generate new meetings and conference activity; conference Growing average business visitor length of stay via development of a program of accessible pre Immediate and post trip itinerary options; and
Position the region in the business meetings and Medium- conference sector through establishing clear term points of difference – utilising smaller and quirky venues and leveraging off Fraser Coast’s lifestyle attributes. 5. Develop and implement an event development and FCO Immediate acquisition plan which leverages Fraser Coast’s mix FCRC of coast/islands/sheltered water infrastructure to Event grow sector value and position it as a leading Theme: Organisers Queensland event destination, including; Coastal and Fishing Sector- Hinterland businesses Investigate the potential of establishing new high Lifestyle Medium- profile sports events including superboats/ term airshow events; Key Markets: Fill gaps in the calendar, by targeting events that Events Immediate celebrate regional differences and unique visitors experiences and are non-transferable, including Domestic whale watching, agri-tourism, geo-tourism, food leisure and drink, arts and culture, and local cultural Overseas heritage; Leisure Work with local partners to build the VFR Immediate sustainability and long term viability of existing events; and Secure partnership support and investment from Council and industry partners as a key driver for Ongoing sector growth. 6. Grow the international markets (starting with long- FCO haul western) through co-operative marketing with Experience Nature Coast the Australia’s Nature Coast partnership, including Theme: Partnership Coastal and Industry Use Australia’s Nature Coast as a catalyst to Hinterland TEQ Ongoing increase international product representation and Lifestyle Inbound Tour build packages and itineraries that showcase the Fraser Operators best of the Fraser Coast; Island Support the maintenance of existing aviation Whale Ongoing services and support continued development of watching new services; Adventure Support new products to become active in the Great Ongoing international market and ensure their product is Barrier Reef international ready through mentoring and partnership; Implement a PR campaign to raise awareness of Key Markets: Immediate the Region’s position as the leading destination Domestic for personal natural encounters internationally Leisure through Australia’s Nature Coast, including rich Interstate digital content; and leisure Intrastate Work with inbound tour operators to develop and Immediate leisure
Fraser Coast Destination Tourism Plan 2014-2020 39
implement a strategy which firmly positions Hervey Bay as a key stopping point on backpacker journeys and itineraries, incorporating proximity/access to and from Fraser Island, as well as Hervey Bay’s own appeal as a destination as elements of the strategy. 7. Work with Council to progress the foreshore master FCRC Immediate plan and development of the Urangan Harbour Experience FCO Marina Precinct , including; Theme: Industry Coastal and Support new beachfront dining and seafood Hinterland Medium- dining experiences getting the customer closer to Lifestyle term the environment; and Leverage events and precinct development to Key Markets: Medium- grow the range of experiences, providing the Domestic term means of building destination attractiveness and leisure the opportunity to grow average length of stay. VFR 8. Create the ‘Big 5’ wildlife encounters (whale, turtle, FCO dolphin, manta, and sharks); - delivered via new and Industry enhanced product and tours, including; Experience QPWS Theme: Bring the ‘Big 5’ to life via creating a tailored Whale Immediate program of itineraries which drive awareness and watching increased length of stay i.e. Lady Elliot, Fraser Great Island, Whale encounters, Dive/snorkelling trails, Barrier Reef Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, Wildlife Trails. Develop a suite of nature passes providing a package of Key Markets: experiences as part of 3, 5 and 7 day itineraries; Domestic Marketing and supporting PR and leisure communications which includes clear positioning Overseas Ongoing
of the destination, explaining why the ability to Leisure
experience the ‘Big 5’ in Fraser Coast is unique - Education
enjoy the secrets enjoyed by locals; and Continue to develop and implement a mutually beneficial partnership with QPWS is a key Ongoing enabler. 9. Cement Fraser Coast’s position as the leading FCO destination for personal natural encounters by FCRC creating a virtual ‘Centre of Excellence’ in marine AMSA tourism through established education partnerships, QPWS including; Experience Establish formal links with the Australian Marine Theme: Immediate
Sciences Association (Antarctic Stations) on whale Whale research; watching Link/package with continued development of the Fraser Ongoing Discovery Sphere; Island If a decommissioned naval vessel for a dive wreck Great Medium- is secured, build university and school Barrier Reef term partnerships around the opportunity Investigate the potential of placing Fraser Coast’s Immediate whale calving story as part of a high profile Key Markets: environmental documentary; Domestic leisure Create year-round experiences building on the Ongoing
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whale research, linked to the Fraser Coast Overseas Discovery Sphere; Leisure Integrate clear messaging on safe marine Education Medium- experiences and natural encounters into term marketing; and Investigate continued opportunities to develop curriculum-based education packages. Medium- term 10. Rebuild Fraser Island’s iconic status as a world Experience FCO heritage area, positioning it as a high quality and Theme: FCRC unique destination for adventure, nature-based and Fraser QPWS marine activities. Island Industry Adventure At overall destination level, broaden the range of experiences for identified niches (nature-based/ Key Markets: marine, natural and cultural heritage, education, Domestic adventure, health and well-being, agri-tourism, leisure touring) through targeted marketing of current and Int. Leisure planned products to build demand for new products, including;
Secure a decommissioned naval vessel for a dive Ongoing to wreck on the Fraser Coast as the focal point for Longer- building the Region’s appeal as a dive and snorkel term destination. Utilising Fraser Island as a point of difference alongside the technical attributes of the dive experiences has the potential to establish Fraser Coast as a ‘must dive’ destination; and Investigate the creation of farm, industry and Immediate agri-tourism itineraries and a program of ‘meet
the farmer’ opportunities, where visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion. Establish a partnership of key agencies and businesses to develop an investment-led approach, which seeks to;
Build the range of adventure and nature and Ongoing cultural heritage-based experiences available to
visitors; Establish a range of high quality accommodation Medium- options which meet market expectations; term Develop supporting access and signage Immediate infrastructure; Develop the role of the Fraser Island Medium- Interpretation Centre; term Unlock the marketing potential and leverage the iconic nature of the destination via targeted Immediate promotion of current and planned products to build demand for new products (adventure, nature-based) on the island.
Table 4: Catalysts for Destination Growth
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CONTRIBUTION OF STRATEGIES TO THE 2020 TARGET
Priority Strategy Additional Value 2020 Value Contribution Generated to Fraser Coast 2020 Target (%)
1. Develop and implement a major marketing Increase % QLD $273,047,580 $273,047,580 36% and PR campaign for interstate/intrastate market share of all leisure markets markets by 2.5%
2. Develop and implement a partnership Increase % QLD share $68,958,877 $107,835,436 14.2% program to position and establish Fraser of fishing visitors by Coast as Australia’s home of fishing. 8%
3. Precinct development plans for Increase VFR spend $41,349,402 $101,802,230 13.4% new/refreshing tourism oriented places e.g. per night by $5 Maryborough, Poona, Great Sandy Strait villages, and Fraser Coast Hinterland.
4. Grow the value of the business tourism Maintain business’s $9,036,817 $63,956,856 8.4% market share of the overall Fraser Coast market Increase business ALOS by 0.5 days $7,443,975 $7,443,975 1%
5. Develop and implement an event Increase QLD share of $32,427,660 $54,211,927 7.1% development and acquisition plan. events visitors by 2%
6. Grow the international markets (starting Increase % QLD $16,092,786 $33,156,920 4.4% with long-haul western) through co- market share of UK, operative marketing with the Australia’s Europe and USA by Nature Coast partnership 2%
7. Hervey Bay Foreshore masterplan and Increase Brisbane $8,978,683 $19,209,357 3% development – developing attractiveness as leisure ALOS by 0.5 a destination and providing the opportunity days to grow ALOS (Brisbane Leisure)
8. Create the ‘Big 5’ wildlife encounters for the Increase % QLD share $4,496,366 $10,180,074 1.3% Region and a range of itineraries for marine of leisure marine tourism – targeting leisure marine visitor tourism activities by growth 3%
9. Create a Centre of Excellence linked to the Increase % QLD share $8,690,458 $10,171,815 1.3% Discovery Sphere - targeting growth in the of education market education market by 3%
10. Rebuild Fraser Island’s iconic status as a Increase % QLD $6,685,575 $16,575,226 1% world heritage area, positioning it as a high market share of quality and unique destination for marine, Adventure, Agri- nature-based and adventure activities. tourism and Heritage Further develop experiences including visitors by 1% securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination. $697,591,396 92% 2020 Target $758,694,229
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Additional Strategies
In addition to the catalyst projects and growth markets, the following additional strategies also will contribute to meeting the 2020 goal.
Priority Strategy Additional Value 2020 Value Contribution Generated to Fraser Coast 2020 Target (%)
A. With Council, continue to develop and Increase ALOS for $2,832,716 $2,832,716 0.4% maximise the Discovery Sphere’s tourism marine tourism potential. visitors by 1 day
B. Harness the potential of Day Visits to If we converted $54,326,410 $54,326,410 7.2% Fraser Coast, seeking growth in the sector 9% of day trips to and conversion to overnight trips. overnights, this would generate approx. $54m If we grow day visitor volumes from the current base by 10%, it would generate an additional $13.9m
C. Grow the value of other international Grow markets at $1,439,783 $3,943,708 0.5% markets (excluding UK, NZ, Europe and TFC rates, via co- USA) operative marketing with the Australia’s Nature Coast partnership
$58,598,909 $61,102,834 8%
Growth Strategies $697,591,396 (92%) Additional Strategies $61,102,834 (8%)
2020 Target $758,694,229
Fraser Island 4x4
Fraser Coast Destination Tourism Plan 2014-2020 43
Implications of Growth
Accommodation Additional planning may need to consider which routes are likely to experience the Available data from the Australian Bureau of largest growth in visitor traffic; Statistics – Survey of Tourist Accommodation (2012) for Hotels, Motels and Serviced • A relatively small proportion of visitors Apartments, data indicates that Fraser Coast has currently use public transport, however, an accommodation occupancy rate that ranges increased overall numbers may also from a low of 49.1% in June quarter to high of increase demand for services. Increased 53.2% in the Sept quarter. When TFC forecast volume may assist in making the case for growth rates are applied to 2020, occupancy timetabling and route networks which meet rates are estimated to reach 52%. the needs of the visitor economy; • Capacity on air routes to regional airports is Under stretch targets for the industry, by 2020, also likely to be pressurised, with 770,000 Fraser Coast will need to accommodate 6.14 (stretch targets compared with year ending million visitor nights (domestic and overseas) – June 2013) additional overseas visitor nights 825,000 more than under TRC forecasts. for Fraser Coast alone. To fully maximise growth to Australia as a whole from Asian Implications for Fraser Coast markets, new route development/ • If the Region’s strategic ambition to grow increased frequency of services from other trade in the MICE sector is achieved, this domestic hubs may also need to be will have implications for future considered; accommodation needs in terms of volume • Pedestrian footfall in hotspots may also and quality/facility provision; and increase sufficiently at peak times to require • Based on the stretched growth targets, the the application of additional visitor more than doubling of visitor nights, is likely management techniques; and to require investment in new • Planning and lead-in/development time for accommodation stock. increasing transport and related infrastructure is also an important Access consideration/constraint. Achieving Fraser Coast’s 2020 growth target will generate approximately 6.14 million visitor Attractions nights, approximately 79% of which will be from The projected increase in visitor numbers will be domestic sources and 21% from overseas. attracted to visit Fraser Coast for a reason – enticed by the Region’s landscapes, visitor These significant visitor volumes will have appeal and range of attractions etc. Increased implications for road and air access and trade from VFR, leisure or business markets are infrastructure, as well as pedestrian flows in all likely to generate additional demand and some locations. numbers visiting attractions.
Limited capacity to accommodate the In order to deliver the increased visitor volumes, anticipated traffic growth has the potential to enhanced and/or new visitor attractions may be be a major growth constraint in reaching 2020 required in addition to fresh investment in targets. existing attractions. This will require the Region to cement positioning of its signature whale Implications for Fraser Coast watching experiences at the core of the Hervey • Achieving growth targets will result in Bay offer, rebuild iconic status of Fraser Island additional visitor road traffic movements. and develop ‘must dive’ marine and reef When peak flows are considered this may experiences. result in pressure points for infrastructure (roads and parking) in some areas.
Fraser Coast Destination Tourism Plan 2014-2020 44
Alongside visitor attractions, events will also have a key role to play. Development of a The weakest link in the overall experience program of events over peak, shoulder and off provided is critical in influencing visitor seasons will complement physical attractors and satisfaction levels, and in generating the all- facilities, providing new reasons to visit. important positive word of mouth recommendations and repeat visits. If visitor attractions do not meet with the increasing and varied market expectations, it is Implications for Fraser Coast unlikely that sustained growth towards the 2020 • A co-ordinated ‘whole of Fraser Coast’ targets will be met. approach to destination planning and management is required in order to deliver Implications for Fraser Coast a compelling set of experiences which • Investment in existing key visitor entice new visitors and encourage repeat attractions, potentially in terms of larger customers. A first step is engaging/ re- capacity, and in terms of product/services engaging partners and raising awareness of to meet identified demand; the projected tourism growth and its • Targeted new investment in visitor potential implications. attractions where long term feasibility is • The nature of tourism activity is that towns proven; including investigation of the and cities act as service centres for visitors opportunities offered thorough securing a as well as residents - precinct and town decommissioned naval vessel for a dive centre planning in popular visitor wreck on the Fraser Coast as the focal point destination should consider the potential for building the Region’s appeal as a dive additional visitor volumes in their planning and snorkel destination; and implementation at the earliest • Review the applicability of the catalyst and opportunity. long term opportunities identified in the Tourism Opportunity Plan; Community • Review and develop the calendar of events As an industry, tourism is unique in that the against projected growth markets to product is largely consumed locally and on-site examine opportunities for an extended by non-locals who are not rate payers or part of events program; those electorates. Community benefit is in large part, derived from visitor spending supporting • With increased international visitor employment and services which are also utilised numbers, the importance of the Region’s by local communities and residents. visitor attractions being international-ready
is critical; and At its extremes, large volume tourism activity if • Need for continued proactive promotion of not managed can alienate communities and put development opportunities to unlock pressure on local infrastructure and services. investment. Communities play a key role in delivering long Other Infrastructure term and sustainable economic growth - While core tourism infrastructure in the without their support, visitors often do not hospitality and visitor attraction sectors is of key benefit from the genuine welcome that significance, visitors do not use these facilities in communities provides, and the experience loses isolation. A range of other infrastructure and its authentic feel. For communities to be services support and make up the overall visitor engaged and play a part in the industry it is experience. This can range from signage and important that the benefits of tourism spending public conveniences to town planning and public and activity are fully understood. realm, conservation, and coastal planning, and upkeep of landscapes, cultural heritage and Implications for Fraser Coast streetscapes. Public sector partners and • Tourism growth will at least in part be community groups play a key role in much of focused on certain locations and hotspots. this support infrastructure.
Fraser Coast Destination Tourism Plan 2014-2020 45
Communities will need to be engaged in Implications for Fraser Coast those areas as key delivery partners and • The number of persons required in the stakeholders. labour force to meet visitor forecasts for the • VFR will continue to be an important growth Fraser Coast would require a compound market – this is most effectively influenced annual growth rate of 1.8% under TFC, while by working at community level, building this grows to 3.7% under stretch targets awareness of facilities and activities. (Deloitte Access Economics). Given the • A friendly welcome is always an important relatively small labour force, both scenarios part of the tourism experience. are likely to result in significant labour gaps Communities will be stakeholders in (skilled and unskilled labour) delivering this welcome. • Staff skills as part of workforce development will need to be addressed – Destination Workforce both from the perspective of businesses being international-ready, and Research by Deloitte Access Economics indicates meeting/understanding the ever evolving that the Region’s workforce is under pressure nature of customer expectations. from other sectors and will experience a short- fall if the 2020 stretch targets are met. • From a longer term workforce development perspective, promoting and developing the Tourism is a people industry, and particularly in tourism sector as an attractive career option a relatively high cost destination such as for new entrants to the workforce also is Australia, is heavily reliant on providing worthy of consideration. Without this, skills exceptional levels of service as a differentiator, and workforce are likely to be recurring and as a contributor to offering what are issues for the sector. perceived as good value for money experiences.
Workforce development will be key determinant in helping Fraser Coast Region stand out from the crowd and achieve its 2020 ambitions.
Fishing at Maheno Shipwreck, Fraser Island
Fraser Coast Destination Tourism Plan 2014-2020 46
Challenges and Opportunities to Achieving the Vision
During the consultation process, the following challenges and opportunities were identified towards achieving the vision for Fraser Coast Region.
CHALLENGES OPPORTUNITIES 1. Losing clear differentiation of destination 1. Create experiences that visitors and locals can offerings (whales, islands, diving World enjoy, particularly adventure/adrenalin. Heritage) Investigate the potential of establishing a major new dive wreck or other snorkel and dive attractions both on Fraser Island and in Hervey Bay. 2. Lack of all-weather attractions 2. Maximise the use of social media and instant technology 3. Restaurants not visibly offering local fare 3. Remind domestic and international visitors of the iconic nature-based attractions, including ecotourism 4. Over-development in parts of Hervey Bay 4. Develop a Voluntourism program to attract leading to loss of local identity domestic and international education visitors 5. Underutilisation of whale watch vessels and 5. Develop existing and attract new events that infrastructure outside of whale season will bring visitors to the Region 6. Lack of a dedicated conference facility 6. Develop the potential of pre/post trip itineraries as a means of growing the value of business tourism. Investigate the potential of venues such as the Brolga Theatre or outdoor venues/sites as a means of growing the business tourism market. 7. Customer service skills at variable levels 7. Develop year-round attractions (pleasant but not quality experience) 8. Poor regional connectivity and limited use of 8. Improve road infrastructure to improve social media connectivity 9. Limited night time activities for visitors 9. Fully develop the Region’s potential in cultural and heritage tourism, particularly Maryborough 10. Poor directional and interpretative signage 10. Develop facilities for better access to the Mary River 11. Poor mobile and internet coverage 11. Create a network of current and future camping options with touring itineraries 12. Lack of product for adventure market 12. Upskill staff to provide exceptional experiences
Fraser Coast Destination Tourism Plan 2014-2020 47
Enablers of Success
Enablers Responsibility Air Access Support the development and maintenance of Hervey Bay Airport’s services and route network. FCRC Capacity Development Establish a ‘Welcome to Fraser Coast’ program to boost quality and product referral, FCO including.
A focus on maximising the potential of digital and social media to provide rich
experiences in communicating with customers.
Develop a region-wide program of welcome and arrival points - boosting connectivity and communication.
Mentoring, networking and support for businesses focusing on experience FCO/FCRC development, market awareness, and international-readiness. Support for local event organisers to build professionalism and sustainability. Community Engagement Build community appreciation and support for tourism and future investment via co- FCO/FCRC ordinated communication - identifying tourism as a key pillar of the economy and contributor to liveability/quality of life. FCO/Industry Co-ordinated program to raise resident awareness and advocacy for local attractions as a means of raising VFR spend.
Road Access and Infrastructure Build the case for; FCRC Upgrading of the Bruce Highway - work with the State Government and the Freight DTMR sector to lobby the Federal Government to increase the priority of the Bruce RDA Highway upgrade. Seek incentives or subsidies to improve inter and intra-regional public transport. Seek support for implementing priority signposting improvements.
Partnership Continued development of partnerships with Local, State and Federal Government to explore investment opportunities and provide guidance on legislation, regulation and policy.
At a strategic level, linking tourism with broader economic development and inward
investment priorities, ensuring that tourism’s contributions to ‘work, live and invest’ FCO with key agendas as well as ‘visit’ are maximised. agencies Establish entrepreneurial partnerships to support investment in the development of infrastructure and precincts. Work with QPWS to prioritise investment in parks’ infrastructure where it delivers a maximum return to the visitor economy through management and infrastructure plans. Continue to develop a close and effective working partnership with QPWS on developing sustainable nature encounters, incorporates a range of policies,
Fraser Coast Destination Tourism Plan 2014-2020 48
regulatory frameworks and management plans. Seek and build upon private investment in niche leisure tourism products. Encourage stronger links between tourism and the arts to proactively encourage art in residential and CBD areas to improve live-ability and sense of place. Voice for Tourism Co-ordinated and evidence based lobbying to ensure the impact of regulations and policies on the tourism industry is fully understood including tourism-oriented FCO planning schemes and frameworks, key marine and parks regulations. QTIC Work with QTIC to lobby for recognition that the tourism industry works 7 days a week 24 hours a day as part of normal working hours to reduce the cost of labour and support future job security in tourism and hospitality. Lobby to lift the priority of the NBN rollout supporting improved high-speed broadband and providing the core infrastructure for improved mobile coverage. Facilitating Drive Tourism Councils Implement the outcomes of the Drive Tourism Strategy and Camping Options review SCDL at a regional level to maximise the value of the touring and long-haul drive markets.
Fishing off Torquay Jetty
Fraser Coast Destination Tourism Plan 2014-2020 49
Mount Bauple, Tiaro
DESTINATION STRATEGIES
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Strategic Directions
The following section of the DTP identifies the terms of new resources being required. destination strategies required to help achieve the 2020 target for the Fraser Coast. Within Implementation of the DTP will be reliant on each, a series of actions have been established prioritising existing support as well as identifying as a means of delivering the identified new resources via partnerships with community, destination strategies. private and public sector stakeholders.
Each of the strategies have been prepared Prioritisation will be informed via Fraser Coast around six key themes that were developed in Opportunities’ annual business planning the Tourism 2020 Strategy which will enable processes. regions such as the Fraser Coast to develop Actions have been categorised as being; ongoing products and experiences in line with their hero (continuing activity), immediate (years 1 and 2), experiences. medium-term (years 3-5) and longer-term
Some projects and actions are relatively quick (continuing beyond 2020). wins which are deliverable with modest investment, while others are more ambitious in
Acronyms ALOS Average Length of Stay AMSA Australian Marine Sciences Association ANCP Australia’s Nature Coast Partnership DAFF Department of Agriculture, Fisheries and Forestry DEHP Department of Environment and Heritage Protection DOD Australian Government Department of Defence DSDIP Department of State Development, Infrastructure and Planning FCO Fraser Coast Opportunities FCRC Fraser Coast Regional Council KAC Korrawinga Aboriginal Corporation NPRSR Department of National Parks, Recreation, Sport and Racing QPWS Queensland Parks and Wildlife Services QTIC Queensland Tourism Industry Council RDA Regional Development Australia TEQ Tourism and Events Queensland
Fraser Island Fraser Coast Destination Tourism Plan 2014-2020 51
1. Preserving our nature and culture
Our unique, authentic character, cultural heritage and natural assets will be preserved and enhanced for visitors and locals alike, and will always be at the heart of iconic showcase Queensland experiences.
Vision: Reclaim our status as one of the world’s most pristine places to encounter whales, turtles, dolphins, mantas and sharks.
Priority Project: 1. Create and deliver the ‘Big 5’ marine encounters (whale, turtle, dolphin, manta, and sharks).
Supporting projects • Bring the ‘Big 5’ to life via creating a tailored program of itineraries which drive awareness and increased length of stay i.e. Lady Elliot, Fraser Island, Whale encounters, Dive/snorkelling trails, Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, Wildlife Trails. Develop a suite of nature passes providing a package of experiences as part of 3, 5 and 7 day itineraries. • Marketing and supporting PR and communications which includes clear positioning of the destination, explaining why the ability to experience the ‘Big 5’ in Fraser Coast is unique - enjoy the secrets enjoyed by locals. • Cement Fraser Coast’s position as the leading destination for personal natural encounters by creating a virtual ‘Centre of Excellence’ in marine tourism through established education partnerships. • Establish formal links with the Australian Marine Sciences Association (Antarctic Stations) on whale research. • Grow the education market around natural encounters to support the discover centre.
PRODUCT PARTNERS TIMING MARKET Encourage and support the development of new Industry Ongoing Events, product and events – such as Lady Elliot, Fraser QPWS VFR, Island, Whale Encounters, Dolphins, Night tours, FCO Domestic, Indigenous, ‘Reef to Beef’ tours, School Camps, Drive promote a Wildlife Trail or cultural heritage experiences and drive trails. Establish formal links with the Australian Marine FCO Immediate Education Sciences Association (Antarctic Stations) on whale AMSA Domestic research. Leisure Marine Niche Cement Fraser Coast’s position as the leading FCO Immediate Education destination for personal natural encounters by QPWS Domestic creating a virtual ‘Centre of Excellence’ in marine Leisure tourism through established education Marine partnerships. Niche Create year-round experiences building on the FCO Immediate Education whale research including the Fraser Coast FCRC Domestic Discovery Sphere. Leisure Marine Niche
Fraser Coast Destination Tourism Plan 2014-2020 52
Engagement with indigenous communities to FCO Immediate Education investigate opportunities to integrate indigenous KAC Domestic stories and culture into the big 5/ personal natural Leisure experiences. Marine Niche
MARKETING PARTNERS TIMING MARKET Continue to drive the promotion of the whale FCO Ongoing VFR, encounters, shifting to focus on the personal QPWS Domestic encounter. Create a Fraser Island ‘Big 5’ concept, supported by FCO Immediate Internati marketing, PR and communications which includes Industry onal clear positioning of the destination, explaining why Domestic the ability to experience the ‘Big 5’ in Fraser Coast is unique - enjoy the secrets enjoyed by locals. Bring the ‘Big 5’ to life via creating a tailored FCO Immediate Domestic program of itineraries which drive awareness and Industry Leisure increased length of stay i.e. Lady Elliot, Fraser Marine Island, Whale encounters, Dive/snorkelling trails, Niche Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, Wildlife Trails and cultural heritage experiences and drive trails. Develop a suite of nature passes providing a package of experiences as part of 3, 5 and 7 day itineraries. Grow the education market around natural and FCRC Medium-Term VFR, cultural heritage-based encounters, to support the FCO Domestic Discovery Sphere. , Investigate development and promotion of nature- QPWS Medium – Internati based and adventure ‘Voluntourism’ opportunities. FCRC Term onal FCO Domestic
Fraser Coast Destination Tourism Plan 2014-2020 53
2. Offering iconic Experiences
Our destinations will build on and leverage their strengths and heroes - iconic people, places and events which are our points of difference - giving visitors life-long memories and many reasons to
stay, explore and return.
Vision: Fraser Coast will be renowned as a destination which utilises its natural advantages to deliver a range of compelling experiences.
Priority Projects: 1. Develop and implement a comprehensive partnership program to leverage Fraser Coast’s natural advantages and establish it as Australia’s home of fishing.
Supporting Projects: • Prioritise the development of a major fishing event, and drive awareness of the fishing offer through online and social media. • Marketing and itineraries to showcase value-added products (charter hire, tour guides, accommodation, equipment hire). • Develop supporting infrastructure for fishing activities at key hubs – fish cleaning tables, marina capacity etc and foreshore development. • Investigate the feasibility of securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination and establishing Fraser Coast as a ‘must dive’ destination. • Prepare a critical gap analysis by market for the Region’s hero experiences. • Broaden product and experience development in areas such as adventure activities, personal nature experiences, access to Barrier Reef and Hervey Bay / Maryborough as destinations in their own right. • Create farm, industry and agri-tourism itineraries and a program of ‘meet the farmer’ where visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion.
PRODUCT PARTNERS TIMING MARKET Broaden product and experience development in Industry Ongoing ALL areas such as adventure activities, personal nature FCO experiences, access to Barrier Reef and Hervey Bay / Maryborough as destinations in their own right. Build itineraries, tours and signage to support FCO Ongoing ALL destination positioning (e.g. policy on free campsites FCRC with clear signage and touring loops).
Fraser Coast Destination Tourism Plan 2014-2020 54
FCO Ongoing – Nature- Investigate the feasibility of securing a FCRC to longer based/ decommissioned naval vessel for a dive wreck on the TEQ term marine Fraser Coast as the focal point for building the DOD Region’s appeal as a dive and snorkel destination and DEHP establishing Fraser Coast as a ‘must dive’ destination. Related opportunities could include; Building a dive trail cluster; Additional artificial reef development; Investigating opportunities for partnership with universities and schools; and Establishing clear points of difference for the destination to position it as ‘must dive’, based around the technical aspects of the proposed new dive experiences and the unique attributes of Fraser Island and Fraser Coast. Encourage the development of new personal nature FCO Immediate Domestic experiences such as snorkelling a dive wreck, walking International trails, etc. through a niche market research project demonstrating the size and needs of emerging niche markets and the product that exists on the Fraser Coast to meet the identified need to encourage new product and packaging. Prioritise the development of a major fishing event, FCO Immediate Domestic and drive awareness of the fishing offer through FCRC Leisure online and social media. Industry Fishing VFR Develop supporting infrastructure for fishing FCRC Immediate Domestic activities investment at key hubs – fish cleaning FCO Fishing tables, marina capacity etc and foreshore Industry VFR development. Prepare a critical gap analysis by market for the FCO Immediate ALL Region’s hero experiences. Investigate opportunities to create agri-tourism FCO Medium- Domestic itineraries and a ‘meet the farmer’ program where Industry Term Leisure/ Drive visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion. Support development of a broader range of coastal Industry Medium- Domestic tours (Lady Elliot, Fraser Island, Whale Encounters, FCO Term International and Dolphins). VFR Drive Support for development of a program of new and FCO Medium- Domestic improved nature-based visitor experiences, Industry Term Leisure potentially incorporating marine, agri-tourism and geotourism.
MARKETING PARTNERS TIMING MARKET Develop and deliver a program of marketing and FCO Immediate Domestic tailored itineraries to establish Fraser Coast as the TEQ Leisure
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home of fishing and showcase value-added products Industry Fishing (charter hire, tour guides, accommodation, equipment VFR hire). Encourage and support new adventure tourism FCO Ongoing Domestic experiences with tailored online and social media Industry International promotions. TEQ VFR Integrate clear messaging on safe marine experiences FCO Ongoing All and natural encounters into destination marketing Industry Promote the two World Heritage Areas accessible from Industry Ongoing International the Region throughout media and PR activity. SCDL Domestic BM Drive TEQ Work with Queensland Parks and Wildlife Service to FCO Ongoing International better promote personal natural and cultural heritage QWPS Domestic experiences in the Region. Develop itinerary driven packages that support the FCO Immediate International Region’s hero experiences and differentiators. Domestic Drive Prioritise new nature-based experiences in media and FCO Ongoing International PR activity, particularly marine and wildlife Industry Domestic experiences across the Region. TEQ Investigate the potential of placing Fraser Coast’s FCO Medium- International whale calving story as part of a high profile TEQ Term Domestic environmental documentary Create farm, industry and agri-tourism itineraries and a Industry Medium- International program of ‘meet the farmer’ where visitors can get up Term Domestic close with the rural nature of the Fraser Coast linked to a drive loops promotion.
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3. Targeting a balanced portfolio
Informed by a thorough understanding of visitor markets and consumer trends, we will target a balanced portfolio of markets that match our competitive strengths and deliver the best results for our destinations.
Vision: Create a year-round tourism season, building off the power of events and targeted niche marketing.
Priority Projects: 1. Seek and secure resources to develop and implement a major marketing and PR campaign for interstate/intrastate leisure markets, supported via ongoing development of the destination’s hero experiences.
2. Develop and implement an event development and acquisition plan which leverages Fraser Coast’s mix of coast/islands/sheltered water infrastructure to grow sector value and position it as a leading Queensland event destination.
3. In partnership with industry, develop the potential of the business meetings and conferences sector.
Supporting Projects: • Grow the international markets (starting with long-haul western) through co-operative marketing with the Australia’s Nature Coast partnership, and use Australia’s Nature Coast as a catalyst to increase international product representation and build packages and itineraries that showcase the best of the Fraser Coast; • Support new products to become active in the international market and ensure their product is international ready. Instigate an annual experience development mentoring program to encourage the development and enhancement of new and existing products that meet the needs of emerging markets and embrace the Region’s hero experiences
• Cooperative marketing with gateway partners to build itineraries that showcase the best of the Fraser Coast; incorporating • Effective product packaging • Foreshore Development in Hervey Bay is a key enabler.
• Augment the destination’s hero experiences and grow market appeal by broadening products and experience development in areas such as recreational fishing, dive cluster development, adventure activities, and access to the Barrier Reef, Fraser Coast Hinterland, Great Sandy Strait villages and Hervey Bay / Maryborough as destinations in their own right.
• Extend marketing effort into major centres such as Melbourne and Sydney, in addition to the existing 4 hour drive market.
• Develop a clear plan and positioning for Hervey Bay in relation to the backpackers and international youth market, focusing on developing products and experiences which create compelling reasons to visit Hervey Bay in its own right, as well creating the rationale for it being a stopping of/getting on point for Fraser Island.
• Develop a Drive Strategy which builds the case for better signage, and continue to target the drive market with effective campaigns linked to real people and stories.
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PRODUCT PARTNERS TIMING MARKET Work with Council to commit support for FCRC Immediate Events, development and delivery of events as a destination FCO Business priority Augment the destination’s hero experiences and FCO Immediate All grow market appeal by broadening products and Industry experience development in areas such as recreational fishing, adventure activities, access to the Barrier Reef, Great Sandy Strait villages, Fraser Coast Hinterland and Hervey Bay / Maryborough as destinations in their own right. Instigate an annual experience development FCO Immediate All mentoring program to encourage the development Industry and enhancement of new and existing products that TEQ meet the needs of emerging markets and embrace the Region’s hero experiences • Support with mentoring activity which builds business capacity and capability on use of digital media and developing rich digital content • Identify products that can deliver the hero experiences in each of our Tier 1 and 2 markets. E.g. Reef dives, dolphin feeding and waterfront markets. Support new products to become active in the FCO Immediate International international market and ensure their product is TEQ international ready. Work with QPWS, Council and industry to identify FCO Immediate Business locations suitable for hosting off-site business FCRC events and incentives i.e. cultural heritage venues, QPWS natural environments DEHP Encourage the development of products for new FCO Medium-Term International, markets (domestic niche, Asia, China) eg. Adventure TEQ Domestic products. Industry Develop a Drive Strategy which builds the case for FCO Medium-Term Drive better signage, and continue to target the drive FCRC market with effective campaigns linked to real TEQ people and stories. Target niches: Target the nature-based, natural and Industry Long-Term Events, VFR, cultural heritage, education, adventure, health and FCRC Domestic well-being agri-tourism, arts and culture niche sectors with a coordinated approach via a partnership with Fraser Coast Regional Council.
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MARKETING PARTNERS TIMING MARKET Continue to target the family market – SE FCO Ongoing Domestic, Queensland – with new itinerary develop and rich FCRC VFR digital media leveraging the new Discovery Trails TEQ program. Continue to target the drive market with effective FCO Ongoing Drive campaigns linked to real people and stories. Industry Seek and secure resources to develop and implement FCO Immediate All a major marketing and PR campaign for FCRC interstate/intrastate leisure markets, supported via TEQ ongoing development of the destination’s hero experiences. • Extend marketing effort into major centres such as Melbourne and Sydney, in addition to the existing 4 hour drive market. Develop and implement an event development and FCO Immediate Events acquisition plan which leverages Fraser Coast’s mix FCRC of coast/islands/sheltered water infrastructure to TEQ grow sector value and position it as a leading Queensland event destination. Establish a marketing program, incorporating tailored FCO Immediate Business and unique local itineraries to establish the Region in Industry the business events and conference sector – leveraging off demand from local business clusters. Grow average business visitor length of stay via FCO Immediate Business development of a program of accessible and Industry compelling pre and post trip itinerary options. Grow the international markets (starting with long- FCO Immediate All haul western) through co-operative marketing with TEQ the Australia’s Nature Coast Partnership/gateway ANCP partners, and use Australia’s Nature Coast as a Industry catalyst to increase international product representation and build packages and itineraries that showcase the best of the Fraser Coast. • Implement a PR campaign to raise awareness of the Region’s position as the leading destination for personal natural encounters internationally through Australia’s Nature Coast, including rich digital content. • Effective product packaging • Foreshore Development in Hervey Bay is a key enabler. Increase awareness of ‘why Hervey Bay’ is the best FCO Immediate International, place to access Fraser Island and build itineraries for Industry Domestic the trade – incorporating new hero experiences where appropriate. Develop a clear plan and positioning for Hervey Bay FCO Immediate International in relation to the backpackers and international Industry Youth
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youth market, focusing on developing products and experiences which create compelling reasons to visit Hervey Bay in its own right, as well creating the rationale for it being a stopping off/getting on point for Fraser Island. • Work with inbound tour operators to develop and implement a strategy which firmly positions Hervey Bay as a key stopping point on backpacker journeys and itineraries, incorporating proximity/access to and from Fraser Island, as well as Hervey Bay’s own appeal Focus more effort on interstate fly/drive markets FCO Immediate Interstate with packages and itineraries Industry leisure TEQ Position the region in the business meetings and FCO Medium- Business conference sector through establishing clear points Industry term of difference – utilising smaller and quirky venues and leveraging off Fraser Coast’s lifestyle attributes.
Support emerging products with road shows to FCO Medium- Domestic create a stronger sales force. Term Business Focus the drive market messages around the coastal FCO Medium- Drive lifestyle and build awareness of the range of TEQ Term experiences (coffee on the beach, whale watching, and dolphins). Investigate the creation of a marketing incentive FCO Medium- All program for new products and new experiences from TEQ Term existing products to create ‘new news’. Seek significant new support from public and private FCO Medium- Events, partners for an events program. FCRC Term Business Industry TEQ Leverage the forecast population growth to develop FCO Long-Term VFR the VFR market. FCRC
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4. Delivering quality, great service and innovation
We will deliver authentic, high quality Queensland experiences, led by career-oriented and passionate professionals, and through our operators adopting innovative technologically smart solutions to reaching customers
Vision: Use the theory and lessons of ‘place-making’ to create memorable moments and deliver the promise of ‘liveability’ for locals and high quality experiences for visitors.
Priority Project 1. Secure funding for major public works for tourism oriented projects which also deliver broader community benefits. Build on existing initiatives to develop a high quality investment prospectus, which incorporates; preparation of a master plan for the development of the Hervey Bay foreshore and marina, and precinct development plans for new tourism oriented places e.g. Maryborough, Poona/ Great Sandy Strait and Fraser Coast Hinterland.
Supporting Projects: • Establish a region-wide program of welcome and arrival points - boosting connectivity and communication. • Establish a new ‘Welcome to Fraser Coast’ program to provide a major boost to the quality of service standards in the Region. • Focus on maximising the potential of digital and social media to provide rich experiences in communicating with customers. • Grow a culture of community pride and leverage ambassadors through increasing the use of digital media database marketing/ sharing, and raise resident awareness of local attractions to as a means of growing VFR spend. Investigate opportunities to develop a smartphone app to support the touring and drive markets • Investigate the feasibility of a public lagoon. • Work with a small number of operators to mentor them in international and domestic distribution.
PRODUCT PARTNERS TIMING MARKET Secure funding for major public works for tourism FCRC Ongoing ALL oriented projects which also deliver broader FCO community benefits. Build on existing initiatives to DSDIP develop a high quality investment prospectus, RDA which incorporates; Preparation of a master plan for the development of the Hervey Bay foreshore and marina, and precinct development plans for new tourism oriented places e.g. Maryborough, Poona, Great Sandy Strait villages, and Fraser Coast Hinterland. Establish a region-wide program of welcome and FCRC Immediate ALL arrival points - boosting connectivity and FCO communication. Support the development of new beachfront FCRC Ongoing ALL dining experiences, getting the customer closer to FCO the environment (with a greater focus on Seafood Industry Industry – e.g. Providores Hall). RDA
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DAFF
Leverage off events and precinct development to Industry Ongoing ALL grow the range of experiences, providing the means of building destination attractiveness and the opportunity to grow average length of stay. Work in partnership with QTIC to improve the QTIC Immediate All competitiveness of tourism industry by advocating FCO for workplace relations reform that recognises the Industry tourism industry is a 7 days a week, 24 hours a day industry. Consider locations within Fraser Coast Region, as key tourism precincts and allow for more flexible and competitive workplace employment agreements. Work with QTIC to establish and deliver a skills and QTIC Immediate All training program which meets long term workforce Councils and business needs, and identified skills gaps (including digital awareness and understanding) - potentially including a new ‘Welcome to Fraser Coast’ program to provide a major boost to the quality of service standards in the Region. Take an increased focus on maximising the Industry Immediate Domestic potential of digital and social media to provide rich FCO International experiences in communicating with customers FCRC
• Investigate opportunities to develop a smartphone app to support the touring and drive markets and linked to the Discovery Trails Program. Develop tourism linkages to the planned Hervey FCO Immediate VFR Bay sports precinct. FCRC Domestic Work with a small number of operators to mentor FCO Medium- Domestic them in international and domestic distribution Industry Term International over 12 months and provide support for their business growth (rather than a workshop style approach). Update the Bridge to Brolga Tourism Precinct Plan FCRC Medium- Domestic for Maryborough to guide future tourism product. Term Drive VFR Explore best practice in temporary accommodation FCO Medium- Events and make recommendations for addressing peak FCRC Term Business levels of demand during key events. Investigate the development of an alliance with FCO Medium- All University of Southern Queensland to build service FCRC Term quality in tourism and hospitality businesses. Investigate the feasibility of developing a public FCRC Long-Term Domestic lagoon in Hervey Bay. VFR
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MARKETING PARTNERS TIMING MARKET Target niche markets via digital and cluster FCO Immediate International, marketing and distribution via Guerrilla marketing Domestic, and social media etc to break the channel focus of Drive the youth and independent travel. Grow a culture of community pride and leverage FCO Immediate VFR ambassadors through increasing the use of digital FCRC media database marketing/ sharing, and raise resident awareness of local attractions as a means of growing VFR spend. Take an increased focus on maximising the potential FCO Immediate Domestic of high quality digital and social media to provide rich FCRC International experiences in communicating with customers Industry VFR TEQ • Investigate opportunities to develop a smartphone app to support the touring and drive markets and linked to the Discovery Trails Program. Undertake a review of current marketing and FCO Long-Term Events coordination to ensure the Region is seen as a Industry Business leading event destination.
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5. Building strong partnerships
Strong tourism leadership will drive effective partnerships between government, communities and industries. Strong partnerships will deliver a long term vision which recognises the industry’s benefits
to Queenslanders and supports tourism growth.
Vision: Work with a broad range of tourism, economic development and community partners to build Fraser Coast ambassadors.
Priority Project: 1. Build Industry cohesiveness and collaboration around Fraser Coast Opportunities as the destination’s regional tourism organisation. Create a powerful single destination voice, boosting destination marketing and long-term sustainable development of the Fraser Coast tourism industry, driven through the capability of its operators with innovation in product offerings, business processes and business models.
Supporting projects: • Develop marketing and communication strategies with industry which will be compelling to partners and build linkages/ a united voice between government, community and industry. • Strong and evidence-based strategic lobbying to ensure the industry’s voice is to be heard at State level, and the agenda set out in DestinationQ is implemented. • Focus on engagement with the tourism industry and all industry sectors to ensure they are aware of the value of tourism and have the opportunity to contribute to the direction of regional marketing. • Develop and maintain partnerships with key government agencies such as TEQ, industry and community groups to ensure the maximisation of any opportunities. • Build a regional sales force and more tourism ambassadors. • Lobby Tourism and Events Queensland to be a recognised top tier destination.
PRODUCT PARTNERS TIMING MARKET Strategic engagement with Council to create FCO Ongoing All pro-tourism planning and regulatory frameworks Industry i.e. foreshore and precinct development in FCRC Hervey Bay. Strong and evidence-based strategic lobbying to FCO Ongoing All ensure the industry’s voice is to be heard at Industry State level, and the agenda set out in DestinationQ is implemented. • Proactively seeking to inform agendas on policy and regulatory areas including whale watching, fishing in the marine park etc. Develop and maintain partnerships with key FCO Ongoing All government agencies such as TEQ, industry and community groups to ensure the maximisation of any opportunities. Seek funds through the contestable grants FCO Ongoing All
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process and other funding sources to support Industry destination tourism plan priorities and market growth opportunities. Work with operators to embrace the hero FCO Ongoing All experiences in their business and support new Industry product ideas with seed funding. TEQ Continue to build sustainable partnerships with FCO Ongoing All industry through building buy-in to marketing Industry and development initiatives Establish formal links with the Australian Marine FCO Immediate Domestic Sciences Association (Antarctic Stations) on AMSA International whale research. Marine Niche Education Develop a farm work support program for local FCRC Long-Term All operators/farmers linked to tourism packages. FCO
MARKETING PARTNERS TIMING MARKET Build Industry cohesiveness around Fraser Coast FCO Immediate All Opportunities as the destination’s regional Industry tourism organisation – creating a powerful single destination voice, and boosting destination marketing and long-term sustainable development of the Fraser Coast Industry. Lobby Tourism and Events Queensland to be FCO Immediate All recognised starting with an understanding of ‘what is required to be a top tier destination’. Create ‘stay another day’ section of the Fraser FCO Immediate All Coast website with ideas to extend your stay one more day and work with industry to offer extension packages and deals. Develop industry cohesiveness and a united voice FCO Ongoing All so that the ‘Fraser Coast’ brand is as well-known TEQ as the ‘Sunshine Coast’ brand. • Develop marketing and communication strategies with industry which will be compelling to partners and build linkages/ a united voice between government, community and industry. Investigate continued opportunities to develop FCRC Ongoing Education curriculum-based education packages Lobby for Hervey Bay to get recognition on the FCO Immediate Domestic News (during the weather report) during whale season, using “Surprise PR” or ambush media. Promote the value of tourism to the community FCRC Medium-Term All and its contribution to improving liveability. FCO Build a regional sales force and more tourism FCO Immediate Domestic ambassadors. Industry VFR FCRC
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6. Growing investment and access
Facilitated through the reduction of unnecessary red tape, investment in well-planned, timely public
and private infrastructure will enable tourism growth and improved visitor access.
Vision: Increase average length of stay and expenditure through better connecting our existing products.
Priority Project:
1. Rebuild Fraser Island’s iconic status as a world heritage area, positioning it as a high quality and unique destination for adventure and nature-based activities. Establish a partnership of key agencies and businesses to develop an investment-led approach, which seeks to; • Build the range of adventure and nature-based experiences available to visitors • Establish a range of high quality accommodation options which meet market expectations • Develop supporting access and signage infrastructure • Develop the role of the Fraser Island Interpretation Centre • Unlock the marketing potential and leverage the iconic nature of the destination via targeted promotion of current and planned products to build demand for new products (adventure, nature- based) on the island • Review the Fraser Island and Great Sandy Marine Park Management Plans.
Supporting Projects: • As a priority, investigate the feasibility of securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination, and identifying the necessary partnerships and resources for implementation. • Reposition the ferry link to Fraser from Hervey Bay. • Lobby for improved access (road and air), including additional funds for upgrading the Bruce Highway. • Securing funding to develop and implement a Drive Strategy which builds the case for better signage. • Prepare an investment prospectus for new experience development linked to the hero experiences (after a gap analysis has been completed). • Seek an investor for a Fraser Island Jungle Surfing/ Zipline. • Investigate the feasibility of a Safari Lodge/accessible camp at Lake Mackenzie. • With Council, continue to develop and maximise the Discovery Sphere’s tourism potential.
PRODUCT PARTNERS TIMING MARKET Support the maintenance and development of FCRC Ongoing International, aviation services (supported by an International FCO Domestic
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Ready Program). Lobby for improved access (road and air), FCRC Ongoing Drive including additional funds for upgrading the FCO All Bruce Highway. Establish a partnership of key agencies and FCO Immediate Domestic businesses to develop an investment-led QPWS International approach to the revitalisation of Fraser Island, Industry which seeks to; • Build the range of adventure and nature- based experiences available to visitors • Establish a range of high quality accommodation options which meet market expectations • Develop supporting access and signage • Develop the role of the Fraser Island Interpretation Centre • Unlock the marketing potential and leverage the iconic nature of the destination via targeted promotion of current and planned products to build demand for new products (adventure, nature-based) on the island.
As a priority, investigate the feasibility of securing FCO Immediate Nature- FCRC based/ a decommissioned naval vessel for a dive wreck marine on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination, and identifying the necessary partnerships and resources for implementation. Investigate opportunities to reposition the ferry FCRC Immediate All link to Fraser Island from Hervey Bay. FCO Industry
Prepare an investment prospectus for new FCO Immediate All experience development (after a gap analysis has Industry been completed). Work with Queensland Parks and Wildlife to FCRC Medium- Domestic, review the Fraser Island and Great Sandy Marine FCO Term International, Park Management Plans to encourage the VFR development of new personal natural and cultural heritage-based encounters including allowing operators to access new parts of Fraser Island and Pelican Banks. Find an investor (and seek Government support) Industry Medium- International, for a Fraser Island adventure zipline NPRSR Term Domestic With Council, continue to develop and maximise FCRC Medium- International, the Discovery Sphere’s tourism potential and FCO Term Domestic, opportunities to establish a Marine Tourism VFR Centre of Excellence at the Marina. Fund a Drive Strategy which builds the case for FCO Medium- Drive, better signage, road upgrades, development of FCRC Term Domestic, touring routes and maps etc to grow this International
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important market – then use the Strategy to lobby for funds. Lobby for the FCRC Environment Levy to be FCO Medium- Domestic, invested in new adventure access to the Island, Industry Term International, Coast and Hinterland. FCRC VFR Develop tourism linkages to the planned sports FCO Long-Term Domestic, precinct. FCRC VFR
Work with potential investors to investigate the Investors Long-Term International, feasibility of a Safari Lodge/accessible camp at QPWS Domestic, Lake Mackenzie. VFR Lobby for improved access (road and air) and FCRC Long-Term International, package with QLD Rail’s new Sunlander14 Qld Rail Domestic, product including the development of a concept VFR plan for a rail trail linking Maryborough and Hervey Bay for bike enthusiasts.
MARKETING PARTNERS TIMING MARKET Support new and existing events with integrated FCO Medium-Term Events media and PR strategies linked to destination TEQ strengths (e.g. Personal natural encounters). FCRC
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MaryboroughFishing Military at Seventy and FiveColonial Mile Museum Beach APPENDICES
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Appendix 1: Destination Tourism Plan Steering Committee and Industry Workshops
Destination Tourism Plan Steering Committee
Name Title Organisation Lisa Desmond CEO Fraser Coast Regional Council David Hay Deputy Chair Fraser Coast Opportunities Cr Darren Everard Councillor Fraser Coast Regional Council Cr Robert Garland Councillor Fraser Coast Regional Council Cr Stuart Taylor Councillor Fraser Coast Regional Council Cr Gerard O'Connell Mayor Fraser Coast Regional Council Sarah Power Destination Specialist Tourism and Events Queensland Angela McNeill Marketing Manager - Fraser Coast Region Tourism and Events Queensland Department of State Development, Infrastructure Bob Hockey Manager - Economic Development and Planning Department of State Development, Infrastructure Garry Cooper Principal Economic Development Officer and Planning Director - Destination and Experience David Morgans Development Tourism and Events Queensland David Spear General Manager Fraser Coast Opportunities Robbie Cornelius Manager - Tourism & TEQ Partnerships Fraser Coast Opportunities Department of National Parks, Recreation, Sport and Ross Belcher Area Manager - Great Sandy Racing Manager - Project Planning and Corridor Adam Williams Management Department of Transport and Main Roads Scott Rowe Manager - Investment Attraction Fraser Coast Opportunities Danielle Andreuzzi Manager - Marketing Fraser Coast Opportunities Kim Griffith Manager - Events Fraser Coast Opportunities Paul Massingham CEO - RDA Wide Bay Burnett Fraser Coast Opportunities
Industry Workshop Attendance List
Name Title Organisation David Spear General Manager Fraser Coast Opportunities Kim Griffith Manager - Events Fraser Coast Opportunities Robbie Cornelius Manager - Tourism & TEQ Partnerships Fraser Coast Opportunities Brian Wright Tourism Development Officer Fraser Coast Opportunities Jodi Carlton Tourism Development Officer Fraser Coast Opportunities Station Square Shopping Centre Doug Sanderson Centre Manager Maryborough Greig Bolderrow General Manager - Wide Bay Southern Cross Austereo Kate Ernst Marketing Manager Tasman Venture Mark McNeill Sales Manager Seven Network (Operations) Limited David Hay Group General Manager The Kingfisher Bay Resort Group
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Name Title Organisation Derek Foulston Manager The Bay Apartments Scott Mitchell Partner Whitney Mitchell Real Estate Cr Chris Loft Small Business, Manufacturing & Service Industry Fraser Coast Regional Council Rob Lennon Owner Emeraldene Inn & Eco-Lodge Kerry Brough Director of Sales and Marketing Kingfisher Bay Resort Group Nikki Hoppener Owner Fraser Magic 4WD Hire Matt Scheller Owner Fraser Magic 4WD Hire Patricia Erfurt- Cooper, PhD Research consultant, Advisor James Cook University Enzo Andreuzzi Director Enzo's on the beach Mara Giraudo Turina Owner Villa Cavour Jan Watt Chairman Gympie Cooloola Tourism Chris Reeves Proprietor Happy Wanderer Julie Green General Manager Mantra Hervey Bay Steve McPharlan Area Manager for Mantra Group Mantra Group Nole Beardwood General Manager Peppers Pier Resort Peter Lynch Owner Blue Dolphin Marine Tours Yolande Bromet Owner Macadamia House Don Wallace Owner Poona Palms Caravan Park Dr. Theresa Craig Board Member Fraser Coast Opportunities Department of Transport and Main Adam Williams Manager (Project Planning and Corridor Management) Roads Dept. of State Development, Garry Cooper Principal Economic Development Officer Infrastructure & Planning Megan Shrider Owner Woolshed Backpackers Virginia Brigden Owner / Operations Manager Whalesong Cruises Hervey Bay Pty Ltd Destination Specialist Sunshine & Fraser Coast, Sarah Power Destination Partnerships Tourism & Events Queensland Penny Coy Marketing Officer Lady Elliot Island Bobbie Hayter Owner Spirit of Hervey Bay Phil Ingram Director Fraser Coast Opportunities Warick Redwood Owner Flashpackers Gary Swanepoel Owner The Friendly Hostel Cr Stuart Taylor Tourism and Regional Marketing Fraser Coast Regional Council Regional Development Australia - Wide Paul Massingham CEO Bay Burnett Cr Robert Garland Community Health, Education & Training Fraser Coast Regional Council Sue Reid Owner Freedom III Whale Watch & Charters
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Appendix 2: Growth Scenarios
Scenario 1: Domestic Event Visitor Growth
While it is recognised that Events can play a key role in reaching the 2020 stretch target, alone this task is too great. As shown in the table below to generate the additional $230M to stretch above the Tourism Forecasting Committee estimates of ‘natural growth’ the Fraser Coast would need to increase event visitor numbers by ten times. That is, event visitor numbers would need to increase from 85,000 (excluding locals) to over 850,000 by 2020 to generate the additional expenditure.
FC % of FC % of Visitors Addition QLD QLD 2020 al Event Visitors Market Expenditure Expenditure 2020 Additional 2020 Market Stretch Visitors 2013 Share (2013) (Event Led) Value Share (Event from 2020 2013 Led) 2013 Stretch Intrastate (FC) 1,217,000 3% 1,235,350 2% $233,852,109.78 $ 222,051,712.04 18,350 Intrastate Events (FC) 84,000 5% 803,720 35% $15,098,829.53 $ 168,238,449.87 719,720 $ 153,139,620.34 Interstate (FC) 109,000 2% 110,644 1% $108,015,776.64 $ 104,835,504.88 1,644 Interstate Events (FC) 5,000 3% 47,841 20% $4,737,534.06 $ 52,787,892.28 42,841 $ 48,050,358.22 TOTAL DOMESTIC 1,326,000 3% 1,345,994 2% $341,867,886.42 $ 325,195,811.36 19,994 TOTAL DOMESTIC EVENTS 89,000 5% 851,561 33% $21,502,644.45 $ 239,592,848.04 762,561 $ 218,090,203.59 New Zealand 8,000 2% 9,018 1% $8,510,369.91 $ 9,593,083.95 1,018 United Kingdom 29,000 12% 31,802 9% $38,661,394.73 $ 42,396,702.28 2,802 Germany 20,000 28% 24,627 24% $18,236,506.95 $ 22,455,155.06 4,627 USA 6,000 4% 7,187 3% $4,133,608.24 $ 4,951,215.15 1,187 France 5,000 7% 5,420 5% $6,321,989.08 $ 6,853,248.72 420 Remaining International 48,000 4% 60,428 3% $86,562,619.64 $ 108,975,773.72 12,428 TOTAL INTERNATIONAL 116,000 5% 138,482 4% $162,426,488.54 $ 193,905,778.92 22,482 TOTAL $ 758,694,438.31 $ 218,090,203.59
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Scenario 2: International growth
International Markets are the key to Queensland and Australia’s 2020 targets and are recognised as having the potential to play a key role in reaching the 2020 stretch target. Without growth from other segments however, this task is too great. As shown in the table below to generate the additional $230M to stretch above the Tourism Forecasting Committee estimates of ‘natural growth’ the Fraser Coast would need to almost double (88% growth) the number of international visitors.
FC % of FC % of Visitors 2020 Additional QLD Visitors QLD Stretch International Additional 2020 Market 2013 Market (Internationa Visitors from Share Value Share 2013 l Led) 2013 2020 Intrastate (FC) 1,301,000 3% 1,320,617 2% 19,617 $ 42,585,490.90
Interstate (FC) 114,000 2% 115,719 1% 1,719 $ 19,670,144.85 TOTAL DOMESTIC 1,415,000 2% 1,436,336 2% 21,336 $ 62,255,635.75 New Zealand 8,000 1.6% 15,084 2.3% 7,084 $ 10,176,885.66 United Kingdom 29,000 11% 54,681 15% 25,681 $ 46,232,137.73 Germany 20,000 25% 37,711 37% 17,711 $ 21,807,612.14 USA 6,000 3% 11,313 5% 5,313 $ 4,943,058.75 France 5,000 6% 9,428 8% 4,428 $ 7,559,972.21 Remaining International 48,000 3% 90,507 4% 42,507 $ 103,513,465.61 TOTAL INTERNATIONAL 116,000 5% 218,725 6% 102,725 $ 192,144,355.37 TOTAL $ 254,399,991.13
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Scenario 3: Growing Average Length of Stay
The Fraser Coast has had a slight decline in average length of stay and it is seen that growing stay will play a key role in reaching the 2020 stretch target. With a global trend towards shorter stays it is clear that alone this task is too great. As shown in the table below to generate the additional $230M to stretch above the Tourism Forecasting Committee estimates of ‘natural growth’ the Fraser Coast would need to increase average length of stay by 20% in all markets to achieve the target. While in the domestic market that is just an additional 0.3 nights, in the international markets (now dominated by short stay eastern markets) the task is to increase stay by 1.2 nights to generate the additional expenditure.
Additional Visitors Visitors 2020 ALOS ALOS 2020 LOS from Additional 2020 Value 2013 TFC 2013 (increase) 2013
Intrastate (FC) 1,301,000 1,320,617 1.1 1.4 0.2 $ 99,789,718.79 Interstate (FC) 114,000 115,719 4.4 5.4 0.9 $ 46,092,652.26 1,415,00 TOTAL DOMESTIC 0 1,436,336 1.4 1.7 0.3 $ 145,882,371.04 New Zealand 8,000 9,018 4.4 5.3 0.9 $ 4,972,982.75 United Kingdom 29,000 31,802 5.5 6.6 1.1 $ 20,928,377.56 Germany 20,000 24,627 3.8 4.5 0.8 $ 13,324,852.90 USA 6,000 7,187 2.8 3.4 0.6 $ 2,825,465.63 France 5,000 5,420 5.2 6.3 1.1 $ 3,310,447.14 Remaining International 48,000 60,428 7.4 9.0 1.5 $ 66,605,933.37 TOTAL INTERNATIONAL 116,000 138,482 5.8 7.0 1.2 $ 108,517,474.34 TOTAL $ 254,399,845.38
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Scenario 4: Growing Spend per day
With the target being to double the value of the visitor economy the most obvious thing to do is to grow spend per day. Taking into account inflation (at 2.1% per annum) the Region would need to increase spend per person by $70 in the domestic market and $98 in the international market by 2020 to generate the additional expenditure.
Expenditure Additional Visitors Visitors Spend Spend 2020 Expenditure Additional 2020 2020 Stretch Spend 2013 2020 TFC 2013 (Increase) (2013) Value (Spend Led) from 2013
Intrastate (FC) 1,301,000 1,320,617 $ 158.97 $222.98 $233,852,109.78 $338,154,748.12 $64.00 $100,776,541.58 Interstate (FC) 114,000 115,719 $ 213.05 $298.82 $108,015,776.64 $156,192,936.54 $85.77 $46,548,463.54 TOTAL $ DOMESTIC 1,415,000 1,436,336 $172.84 $242.42 $341,867,886.42 494,347,684.66 $69.58 $147,325,005.12 New Zealand 8,000 9,018 $243.15 $341.04 $8,510,369.91 $13,850,492.61 $97.89 $4,257,408.66 United Kingdom 29,000 31,802 $243.15 $341.04 $38,661,394.73 $62,920,809.31 $97.89 $20,524,107.03 Germany 20,000 24,627 $243.15 $341.04 $18,236,506.95 $29,679,627.03 $ 97.89 $7,224,471.97 USA 6,000 7,187 $243.15 $341.04 $4,133,608.24 $6,727,382.13 $97.89 $ 1,776,166.98 France 5,000 5,420 $243.15 $341.04 $6,321,989.08 $10,288,937.37 $97.89 $3,435,688.65 Remaining International 48,000 60,428 $ 243.15 $341.04 $86,562,619.64 $140,879,296.31 $97.89 $31,903,522.59 TOTAL INTERNATIONAL 116,000 138,482 $243.15 $341.04 $162,426,488.54 $264,346,544.76 $ 97.89 $70,440,765.84 TOTAL $758,694,229.42 $217,765,770.96
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