Destination Management Plan Prepared Juy 2018 02 4421 0778 MANY EXPERIENCES - ONE DESTINATION Shoalhavenshoalhaven.COM Destination Management Plan | 1 Contents
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2018 - 2023 Destination Management Plan prepared Juy 2018 02 4421 0778 MANY EXPERIENCES - ONE DESTINATION ShoalhavenSHOALHAVEN.COM Destination Management Plan | 1 Contents 2 | Shoalhaven Destination Management Plan EXECUTIVE SUMMARY 4 2. DESTINATION DIRECTION 45 2.1. Focus: 45 1. DESTINATION ANALYSIS 6 2.2. Vision 45 1.1. Key Destination Footprint 7 2.3. Mission 45 1.2. Key Stakeholders 8 2.4. What healthy tourism should look like – Optimal Conditions 45 1.3. Key Data and Documents 10 2.5. Shoalhaven 360 – a model to keep tourism in Shoalhaven healthy 46 1.4. Destination management planning for Shoalhaven 12 2.6. Strategies 47 1.5. Key Assets 14 2.7. Action Plan to support Destination Management 47 1.6. Key Source Markets and Consumer Segments 19 2.8. Action Plan to support Destination Marketing 48 Domestic market – South Coast sub-region 19 2.9. Action Plan to support Events 49 Domestic market – Shoalhaven 20 2.10. Action Plan to support Infrastructure and investment 50 International market - South Coast sub-region 22 2.11. Action Plan to support Local industry and advocacy 51 International market - Shoalhaven 22 2.12. Action Plan to support Visitor services 52 1.7. Shoalhaven Brand 24 Key Imagery and Footage 24 3. DESTINATION REQUIREMENTS 54 Key Communications Channels 26 3.1. Human Resources 55 1.8 Key Communication Channel Analysis 28 3.2. Financial Resources 55 1.9. Key Infrastructure 29 3.3. Key Risks 56 1.10 Accommodation Audit 33 1.11 Events 34 Attachments: 11 Events Audit 35 Events Support 35 1.12. SWOT Analysis for the destination as a whole 36 Challenge – domestic visitor marketing 39 Challenge – international visitor marketing 39 Challenge – events investment 40 Challenge – local industry and advocacy 27 Challenge – relevant visitor information services 27 Challenge – sustainability 27 Shoalhaven Destination Management Plan | 3 Executive Summary 4 | Shoalhaven Destination Management Plan The Shoalhaven Destination Management Plan (DMP) is a strategic document There are five key strategic focus areas identified in the DMP, they include; that prioritises key focus areas and actions. 1. Destination management The Shoalhaven region is famous for white sand beaches, world class scenery and 2. Destination marketing friendly villages. The region is only two hours from Sydney and Canberra. 3. Events The Shoalhaven region is well placed to continue to experience strong tourism 4. Local industry and advocacy growth. It is currently the most visited Local Government Area outside of the 5. Infrastructure and investment Sydney CBD. Visitors are a significant contributor to the local economy, adding $852 million annually and supporting an estimated 5,000+ jobs across the region. 6. Visitor services Tourism is considered one of the key industries in the Shoalhaven economy and Each of the focus areas take into consideration current and future visitor demands a continued commitment to the strategic focus areas will be critical to ensure as well as the role tourism plays in the development of the Shoalhaven. sustainable visitation growth continues in the coming years. A key feature of the Destination Management focus area is a recently developed The vision for tourism in the Shoalhaven region is; model to monitor and adaptively manage tourism to be more sustainable. The Shoalhaven 360 Model will be a key element in planning for the continued “To be recognised as a year-round destination, valued for its quality success of the industry, ensuring that the four pillars of successful tourism environment and visitor experiences. A strong and vibrant tourism industry (Community, Visitor Experience, Economy and Environment) are across all focus will be built on a diverse asset base that contributes to employment, areas. The model will be in place for the lifetime of this DMP and beyond, economic benefit and the protection and enhancement of Shoalhaven’s creating a living, constantly adapting plan that keeps the health of tourism in natural environment.” Shoalhaven in check. Shoalhaven Destination Management Plan | 5 1. Destination Analysis 6 | Shoalhaven Destination Management Plan 1.1. Key Destination Footprint This DMP applies to the Shoalhaven Local Government Area, which is presented in Figure 1.1. The LGA is broken up into seven tourism precincts. Table 1.1 presents the seven precincts and the key townships and tourism areas within them. The region has 49 towns and villages, 109 beaches and approximately 75% of the LGA is National parks and State forests. Figure 1.1 This DMP applies to the Shoalhaven Local Government Area (area represented in white) Shoalhaven Destination Management Plan | 7 Table 1.1 Seven precincts and the key townships and tourism areas within them 1.2. Key Stakeholders Tourism Precincts Sub-areas Townships and tourism areas Day to day destination management planning is undertaken by Shoalhaven Tourism, which is a service unit within the Shoalhaven City Council’s Finance, North Berry, Kangaroo Valley, Shoalhaven Heads & Corporate and Community Services Group (see Figure 1.2). Coolangatta Nowra & Nowra, Bomaderry, Cambewarra Village, Surrounds Terara & Numbaa, Yerriyong & Burrier & Yalwal Tourism Manager Central Greenwell Point, Orient Point, Culburra Beach, Coralie Bell Currarong, Callala Bay, Callala Beach & Myola Bay & Basin Jervis Bay Booderee National Park, Huskisson, Tourism Admin Woollamia, Vincentia & Hyams Beach Vicki Elton Basin Erowal Bay, Sanctuary Point, St Georges Basin Marketing Specialist Events and Investment Visitor Services Manager & Basin View Kristy Mayhew Shannan Perry-Hall Joe Puglisi Rural Tomerong, Bewong & Wandandian Events Liaison PART TIME PART TIME Digital Marketing (cross council function) Nowra Supervisor Nowra Supervisor Sarah Chenhall Sussex Inlet Sussex Inlet, Swanhaven, Cudmirrah & Berrara Stephen Hunter Nikki McVeigh Lindsay Conway Ulladulla & District Bendalong Area Bendalong, Manyana, Cunjurong & Berringer Graphic Design Visitor Services FT x 3 Lake Lisa Friebel working Nowra & Ulladulla Conjola Area Fishermans Paradise, Yatte Yattah & Lake CASUAL Conjola Videographer CASUAL & VOLUNTEERS Andy Zakeli Visitor Services Milton & Milton, Mollymook, Narrawallee & Ulladulla various casual staff members surrounds Figure 1.2 Structure of Shoalhaven Tourism, the day to day unit responsible for destination management in the Shoalhaven LGA Southern District Kings Point, Burrill Lake, Dolphin Point & Lake Tabourie Bawley Coast Bawley Point, Kioloa, Durras North, Depot Beach, Meroo & Murramarang National Parks, Upper Clyde River and surrounding State Forests 8 | Shoalhaven Destination Management Plan Critical to helping Shoalhaven Tourism review performance, set direction Critical to helping Shoalhaven Tourism review performance, set direction and interact with tourism stakeholders, is the Sustainable Tourism Advisory and interact with tourism stakeholders, is the Sustainable Tourism Advisory Group (STAG). The STAG was established and is administered by Shoalhaven Group (STAG). The STAG was established and is administered by Shoalhaven Tourism, and contains representatives from the local tourism sector. The STAG is Tourism, and contains representatives from the local tourism sector. The STAG is fundamental to reviewing, refining and approving the Destination Management fundamental to reviewing, refining and approving the Destination Management Plan and the ongoing management and development of the 360 Model. Plan and the ongoing management and development of the 360 Model. Key stakeholders involved in destination management can be segmented into Key stakeholders involved in destination management can be segmented into external (Figure 1.3) and internal (Figure 1.4). external (Figure 1.3) and internal (Figure 1.4). Figure 1.3 External stakeholders involved in destination management for Shoalhaven Figure 1.4 Internal stakeholders (work with Shoalhaven City Council) involved in destination management for Shoalhaven Shoalhaven Destination Management Plan | 9 1.3. Key Data and Documents Organisation Research and monitoring data Table 1.2 presents a list of research used to develop this Destination Shoalhaven Local Government Area Tourist Management Plan. There was a shortage of tourism research of specific Accommodation Profile Year End June 2016 psychographic markets visiting the region, and the unmet needs and wants Deloitte Australia Tourism and hotel market outlook - Executive summary– of visitors to the region. There is insufficient budget for this research to be for public release – 2017 conducted as frequently as needed. Shoalhaven Tourism uses some of its annual budget to further analyse NVS and IVS data down to the LGA level, which Caravan and campervan Caravan Industry Association of Australia provides more useful insights than the regional data. Additionally, collaboration data report 2015 – BDO with other LGAs, both locally and throughout regional Australia provides critical Ed Steiner Share Economy Data insight, opportunities for skills sharing, and plays an important part in developing Freedom Camping The camping habits & economic value to ‘free camping” ongoing best practice. Australia travellers – freedom campers – 2017 Table 1.2 Research used to develop this Destination Management Plan Omni poll Shoalhaven brand research data 2015 Roy Morgan Research Discover your edge, State of the Nation, Spotlight on Organisation Research and monitoring data Tourism, Aug 2015 Tourism Research Australia https://www.tra.gov.au/ Shoalhaven City Council Tourism Operator Survey and report 2015