The Whitsundays Tourism Opportunity Plan 2012–2016 DISCLAIMER – Whitsundays Marketing and Development and Tourism make no claim as to the accuracy of the information contained in the Whitsundays Tourism Opportunity Plan. The document is not a prospectus and the information provided is general in nature. The document should not be relied upon as the basis for financial and investment related decision.

DISCLAIMER – STATE GOVERNMENT The Queensland Government makes no claim as to the accuracy of the information contained in the Whitsundays Tourism Opportunity Plan. The document is not a prospectus and the information provided is general in nature. The document should not be relied upon as the basis for financial and investment related decisions. This document does not suggest or imply that the Queensland State Government or any other government, agency, organisation or person should be responsible for funding any projects or initiatives identified in this document. Executive Summary Long Island

Purpose The purpose of the Whitsunday Tourism Opportunity Plan (TOP) is The TOP does not purport to canvas all possible projects for to provide direction for the sustainable development of tourism in the region. Further it is not a list of projects to be delivered by the . government. Recommendations made in this TOP following initial stakeholder consultation have been developed through an This document is an update of the Mackay Whitsundays Regional assessment of projects based on an agreed set of criteria: Tourism Investment and Infrastructure Plan (RTIIP) 2006-2016. This particular document however, relates only to the Whitsundays The project meets the needs of target markets; Executive Summary Executive region (a separate document has been developed for the Mackay The project capitalises on a particular destination attribute that region). creates appeal; The original Mackay Whitsunday RTIIP was the very first created in The project has the potential to stimulate growth in the Queensland. This new document focuses on the priority catalyst Whitsunday Region over the next 5-10 years; projects for the Whitsunday region as determined in consultation The development of new products compliments and does not with the Queensland State Government, Whitsunday Regional unnecessarily compete with existing products; Council, Whitsundays Marketing and Development, Regional There is a strong level of interest and support from local Development Australia Mackay Whitsunday Issac (RDA) and stakeholders; industry. This reflects the change in priorities over the last five years and also notes that some of the existing catalyst projects identified The project is aligned with the vision for the region and in the previous RTIIP have already been completed. community aspirations; The likely net benefits span across the social, environmental The TOP aims to: and/or economic outcomes; Identify new and upgraded tourism product that meets future Aligns with Local/State/Federal Government priorities and is visitor expectations and demands; likely to gain political support. Identify the need for new investment and infrastructure that supports the ongoing development of tourism; Provide relevant research-based information on tourism supply and demand; and Provide an agreed focus and mechanism for engagement with the tourism industry, infrastructure and private investors.

The audience of the TOP includes Local, State and Federal Government agencies, regional economic development agencies, Regional and Local Tourism Organisations, investors and developers and tourism industry operators.

i Luncheon Bay

Catalyst Projects Key Infrastructure Projects Seven catalyst projects are identified for the Whitsunday region. Four key infrastructure projects which require immediate attention1 These are tourism investment or infrastructure projects of regional and which are canvassed in this TOP are: significance and which are expected to act as a catalyst to generate 1. Increasing the supply of potable water to the regions (the a range of other investment, marketing and product development Burdekin Dam Pipeline Project and/or support for water opportunities. recycling); Airlie Beach Water Park — utilising the existing lagoon 2. Improving electricity supply and service delivery to the regions; Executive Summary Executive infrastructure; 3. Improving the supply of telecommunications services to the Airlie Beach Flow Rider Attraction — developed as part of the regions; and water park linked to the exising Airlie Beach Lagoon; 4. Introducing effective waste management systems, especially Airlie Beach Tourist Precinct — project to link the key tourism for boat sullage. elements of Airlie Village including the main street, foreshore, 5. Monitor and improve road access to the region. lagoon, Port of Airlie, lookout and visitor centre, botanic gardens and bicentennial walkway, and a marine discovery centre; Airlie Beach Community, Event and Conference Venue — to serve as a multipurpose community and tourist facility that could also be integrated with a major car park close to the main street of Airlie Village; Bowen Produce Centre — to serve as a focal point for the sale and presentation of locally grown fruit and vegetables, seafood and gourmet produce; Whitsundays Dive Wreck Trail — to start from the Bowen Jetty, with other sites including Stone Island, Hideaway Bay, and various sites off Airlie Beach and surrounding ; Airlie Beach Development — consolidation and updating of Airlie Beach plans for development; and Runway Extension – a proposed 270m extension to 2300m to increase the airport’s capability.

1 Projects 1-4 were noted by infrastructure agencies, councils, operators and developers-investors in the development of the original Mackay Whitsundays RTIIP 2006-2012. Project 5 was identified in the RTIIP review in 2012.

ii Contents Hamilton Island Golf Course, Dent Island

Executive Summary...... I 6 Key Infrastructure Projects...... 16 Purpose...... i 6.1 Increasing the Supply of Potable Water to the Region . . 16 Catalyst Projects...... ii 6.2 Improving electricity supply ...... 16 Key Infrastructure Projects...... ii 6.3 Improving the Supply of Telecommunications Services. .17 6.4 Introducing Effective Waste Management Systems. . . .17 Acronyms ...... 2 6.5 Monitor and Improve Road Access to the Region . . . . .17 1 Context...... 3 7 Investment Projects...... 18 1.1 What is a Tourism Opportunity Plan?...... 3 7.1 Accommodation...... 18 1.2 The Region ...... 3 7.2 Attractions and Activities...... 19 1.3 Tourism in the Region ...... 5 7.3 Transport...... 20 2 Methodology...... 7 7.4 Superstructure...... 21 2.1 TOP Development Methodology...... 7 7.5 Marketing...... 22 2.2 Project Assessment Criteria ...... 7 7.6 Community...... 22 3 A Vision for The Whitsundays Region...... 8 7.7 Strategic Planning...... 22 3.1 Vision and Themes...... 8 7.8 Human Resources...... 23 3.2 Target Markets...... 8 7.9 Infrastructure Opportunities and Issues...... 24

3.3 Whitsunday Regional Council Community Plan...... 9 8 Implementation...... 25 4 Gap Analysis...... 10 4.1 Destination Opportunities and Challenges ...... 10 4.2 Potential Growth Segments ...... 11

5 Catalyst Projects...... 12 5.1 Airlie Beach Water Park...... 12 5.2 Airlie Beach Flow Rider Attraction...... 12 5.3 Airlie Beach Tourist Precinct ...... 13 5.4 Airlie Beach Community, Event and Conference Venue. .13 5.5 Bowen Produce Centre...... 14 5.6 Whitsundays Dive Wreck Trail...... 14 5.7 Airlie Beach Development ...... 15 5.8 Whitsunday Coast Airport Runway Extension...... 15

1 Acronyms Catseye Bay, Hamilton Island

DMP Destination Management Plan

DSDIP Department of State Development, Infrasturcture and Planning

DTS Destination Tourism Strategy

EW Enterprise Whitsundays

GBR Great Barrier Reef

GRP Gross Regional Product Acronyms IVS International Visitor Survey

LGA Local Government Area

LT O Local Tourism Organisation

NVS National Visitor Survey

QPWS Queensland Parks and Wildlife Service

QTIC Queensland Tourism Industry Council

QTS Queensland Tourism Strategy

RDA Regional Development Australia Mackay Whitsunday Isaac

RTIIP Regional Tourism Investment and Infrastructure Plan

RTO Regional Tourism Organisation

TOP Tourism Opportunity Plan

TQ Tourism Queensland

VIC Visitor Information Centre

WM&D Whitsundays Marketing and Development

WRC Whitsunday Regional Council

2 1 Context Tongue Bay, Whitsunday Island

one-on-one interviews, attending council meetings and hosting 1.1 What is a Tourism Opportunity Plan? interactive stakeholder forums. The update of this plan to a TOP in The purpose of this Tourism Opportunity Plan (TOP) is to provide 2012, involved consultation with key stakeholders the Queensland direction for the sustainable development of tourism in The State Government, Whitsunday Regional Council, Whitsundays Whitsundays region over the next five to ten years. Marketing and Development, Regional Development Australia Mackay Whitsunday Issac (RDA) and industry leaders. The TOP aims to: The TOP provides a platform which focuses specifically on tourism Identify new and upgraded tourism product that meets future product, investment and infrastructure needs that are critical to the visitor expectations and demands; future growth and development of tourism in the region. 1 Context Identify the need for new investment in infrastructure that supports the ongoing development of tourism; Provide relevant research based information on tourism supply 1.2 The Region and demand; and The Whitsundays region is supported by its own regional tourism Provide an agreed focus and mechanisms for engagement organisation (RTO)2 and by its own Destination Tourism Strategy with the tourism industry, infrastructure providers and private (DTS)3. investors. The Whitsundays Destination Tourism Strategy, in articulating the The Queensland Government held the inaugural DestinationQ agreed tourism direction for the destination, provides the strategic forum in Cairns on 25 and 26 June 2012. The forum provided an platform for: opportunity for more than 300 tourism industry representatives to Guiding Tourism Queensland, Whitsundays Marketing and contribute to the policy direction of the Queensland Government. Development’ and other stakeholder’s individual planning and The forum culminated in the development of a Partnership activities; and, Agreement between industry and government. A key element of the Partnership Agreement included the recognition that both industry Fostering the efficient, effective and coordinated use of and government must work together cooperatively, and contribute resources to grow sustainable tourism development in the jointly, to achieving the Tourism 2020 goals. This principle will also Whitsundays up to 2016 apply to the projects outlined in this TOP. This will require that The Whitsundays region incorporates part of the Great Barrier industry, and federal, state and local governments all play a role in Reef Marine Park, its associated islands (resort and National Park delivering these projects. islands) and adjacent mainland areas. The audience of the TOP includes Local, State and Federal For the purposes of this TOP, the tourism nodes and precincts have Government agencies, regional economic development agencies, Regional and Local Tourism Organisations, investors and been identified within the region as including. developers and tourism industry operators. Whitsunday mainland: north of Laguna Quays through to The development of the original RTIIP was based on extensive Bowen including Proserpine, Cannonvale and Airlie Beach, with research as well as consultation with a diverse range of regional a focus on the leisure tourism concentration in Airlie Beach and and external stakeholders including government agencies, tourism the Bowen Coast. industry, tourism stakeholders, developers and investors. Hundreds Islands: the islands seaward of the regions’ coast, including the of stakeholders were consulted throughout this project, through .

2 Whitsundays Marketing and Development. 3 The DTS is a tourism strategy document for The Whitsundays region until 2016. A wide range and number of reports, plans, data and other current information used to compile this Destination Tourism Strategy and critical to its implementation is also available on Tourism Queensland and Whitsundays Marketing and Development websites: www.tq.com.au and www.tourismwhitsundays.com.au

3 Table 1: Map of The Whitsundays Region

LEGEND

Major Airport

Small Airport (light aircraft only)

Train Route

G

R

E DARWIN A T B A R R I E R R E

E CAIRNS F

AUSTRALIA BRISBANE THE WHITSUNDAYS CANBERRA PERTH ADELAIDE

MELBOURNE

HOBART ORTHERN TERRITORY N

SOUTH AUSTRALIA Pacific Ocean

NEW SOUTH WALES

Fairy Reef Net Reef

Oublier Reef 1 Context The Great Barrier Reef Knuckle Reef Townsville Marine Park Line Reef Bowen Hook Reef Elizabeth Reef Bait Reef Hardy Reef Hayman Island Black Reef Collinsville Hydeaway Bay

Dingo Beach

P Hook Island a c i f i c C o as t T ou ri ng Whitsunday Island PERTH R Daydream Island ou te

(B South Molle ru c Island e H Whitehaven ig Beach hw ay) Airlie Beach

Peter Faust Dam Long Island Great Barrier Reef Airport

Proserpine Cedar Creek Hamilton Island Pro Falls se r p C i n o e n

R w

i v a e y r N a t Lindeman Island Whitsunday io n Coast Airport a l P a rk

Laguna Whitsundays

Brampton Island

Mackay Midge Point © Tourism Queensland 2010

4 The Whitsundays region is characterised by a coastal district and What is the current tourism profile of the Region? islands within the Whitsunday Regional Council Area. Tourism is the mainstay of the Whitsundays economy and makes The Whitsundays region’s visitor experiences are found mostly on the a significant contribution to the sustainable development of the region’s islands and Airlie Beach and Bowen on the mainland. Marine regional economy and community. based activities are predominant with supporting mainland activities In the year ending March 2012, the Whitsundays was host to5: becoming a key development focus for the region. ■■ 576,000 domestic overnight visitors; ■■ 165,000 international visitors; and 1.3 Tourism in the Region ■■ 308,000 day trip visitors.

How has tourism in the Region changed over the This visitation in turn makes a significant contribution to the last ten years? Whitsundays regional economy. In 2007/086 The Whitsundays is one of Australia’s most aspirational holiday ■■ 3,400 jobs in the Whitsundays region are directly supported by destinations and popular with international visitors. Centrally tourism; and located on the Queensland coast in the heart of the World Heritage listed Great Barrier Reef, the region encompasses the Whitsundays ■■ Whitsundays tourism contributes $253 million to the regional Coast mainland (Proserpine, Cannonvale, Airlie Beach, Bowen and Queensland economy. and Collinsville) and the Whitsundays Islands. The region is home (For more detail and current information visit to some of Australia’s most iconic tourism experiences including www.tq.com.au/destinations) Heart Reef, Whitehaven Beach, Hamilton, Hayman and Daydream Islands and Airlie Beach, and has two regional airports serviced by daily services from Brisbane, Sydney, Melbourne and Cairns. Approximately half of the region is national park. Contribution to the Queensland Gross Regional Tourism growth was initially driven by locals from the mainland Output ($m) in 2007–08 as well as visiting cruise ships and by the mid 1930’s resorts were Whitsundays operating on Lindeman, South Molle, Long, Daydream and Hayman 253

Islands. However it wasn’t until the 1950’s and 1960’s that the region 1 Context saw significant growth. Tourism product development was bolstered as accessibility from the mainland, particularly Shute Harbour was improved, helicopter and light aircraft tours and transfers were introduced, investment in the refurbishment and redevelopment of key tourism infrastructure on both the islands and mainland occurred and airline attraction became a key driver of growth in Rest of Queensland 8939 visitor numbers.

The value of the tourism output to the Whitsundays in 2007/08 was $685 million. This was 17.7 percent of the overall output from the region, making it the third most tourism dependent region in Australia after Central Northern Territory and Phillip Island in Contribution to the Whitsundays Regional Product Victoria.4 ($m) in 2007–08

The Whitsundays 74 Island Wonders is a tourism brand platform Tourism that was introduced in 2010 with long term vision for the region as 17.70% a tourism destination. It is an evolution of the The Whitsundays, 74 Islands Out of the Blue brand introduced in 2006. The evolution of the brand is the result of a shift in Queensland’s marketing approach to focus on the tourism experience and the consumer’s emotional response rather than just focussing on the Whitsundays’ attributes. Other Industries 82.30%

4 Source: Economic Importance of Tourism in Australia’s Regions Report Department of Resources, Energy and Tourism www.ret.gov.au/tra 5 Source: TQ (2012) Whitsundays Regional Snapshot, year ended March 2012 6 Source: STCRC (2010) Regional Economic Contribution of Tourism Destinations in Queensland. (This most recent 2007-08 data came out of a major research study which produced the first set of estimates of tourism’s economic contribution at the destination level.)

5 What will the next ten years of tourism in the Queensland Market Trends Region hold? Visitors are seeking natural encounters, islands and beaches, Faced with increasing competition from other island destinations Queensland lifestyle, and adventure globally which are able to present alternative holiday types at a Visitors want fun, relaxing and care-free experiences and to cheaper price, tourism stakeholders in The Whitsundays need to escape the crowds work in a common direction to maximise the tourism potential An industry shift towards experience segmentation – targeting of the region so as to achieve a balance of economic, social and visitor needs and wants environmental outcomes. The region will need to identify new and innovative ways to compete as a preferred island holiday Region Trends destination that focuses on providing value for money experiences Visitors to the Region enjoy long holidays and value being able and service rather than a focus on competing on price. In addition to take their time there are a number of consumer and market trends that are likely Visitors enjoy discovering / exploring new things on holiday to influence the future development and marketing of tourism in the region. A summary of the range of trends and influences are Visitors are realistic in expectations about service and luxuries; outlined below: however Visitors are also looking for ‘delighters’ – both tangible and Global Consumer Trends intangible unexpected experiences and interactions Increasing use of the internet and social networking Over the next ten years, visitation to the Whitsundays will also be Improved access and affordability of air travel influenced by a wide range of external factors that will impact not A strong exchange rate and access to low cost air travel is only on visitation to the region but to Queensland and Australia as making it easier for Australians to travel overseas a whole. Provided below is a summary of the Tourism Forecasting Value for money is critically important Committee forecasts for future tourism demand to 2018 in Australia Destination ‘brag-ability’ is increasingly important and Queensland.; Visitors seeking more ‘meaningful’ experiences Domestic Trends and Forecasts Growth in ‘voluntourism’, community oriented-tourism and ‘off- Stable numbers of domestic trips

1 Context the-beaten track’ travel Increased domestic visitor nights in Queensland Slight decline in domestic VFR in regional Queensland Australian Market Trends How you feel is more important than how old you are – the International Trends and Forecasts emergence of ‘psychographic’ segmentation Recovery of Australia’s inbound tourism market There is a trend towards shorter holidays and shorter lead Increased seat capacity into Australia booking times Growth in overall international visitor numbers The ‘Experience Seekers’ are looking for learning experiences Increase in average length of stay Visitors are seeking authentic interactions with locals, nature Increase in international VFR in regional Queensland and destinations

6 2 Methodology Blue Pearl Bay, Hayman Island

This document is an update of the Mackay Whitsundays Regional Tourism Investment and Infrastructure Plan (RTIIP) 2006-2016. This 2.2 Project Assessment Criteria particular document however, relates only to the Whitsundays region A wide variety of projects have been put forward as part of the (a separate document has been developed for the Mackay region). region’s TOP process. In order to undertake an initial assessment of the feasibility of these projects a set of assessment criteria were The original Mackay Whitsunday RTIIP was the very first created in developed in consultation with key stakeholders. The agreed criteria Queensland. This new document focuses on the priority catalyst for the assessment of the identified TOP projects were: projects for the Whitsunday region as determined in consultation with the Queensland State Government, Whitsunday Regional Target Market Aligned – does the project meet the needs of

Council, Whitsundays Marketing and Development, Regional growth target markets for the region? 2 Methodology Development Australia Mackay Whitsunday Issac (RDA) and Destination attributes – does the project capitalise on a industry. This reflects the change in priorities over the last five years particular destination attribute that would stimulate destination and also notes that some of the existing catalyst projects identified appeal & visitor interest? in the previous RTIIP have already been completed. Regional Growth – does the project have the potential to stimulate growth in the Region over the next 10 years? Value Added Experiences – does the development of new 2.1 TOP Development Methodology products complement rather than unnecessarily compete with The methodology undertaken to develop The Whitsundays RTIIP in existing products? 2006 and subsequently this TOP in 2012 included the following key Stakeholder Support – does the project have a strong level of steps: interest from local stakeholders and is the project aligned with Review of existing background research, reports and literature the vision for the region and community aspirations? with relevance to tourism in the Region; Sustainability – do the likely net benefits of the project span across the social, environmental and/or economic outcomes for Consultation with a wide range of stakeholders throughout the Region? this project through one-on-one interviews, attending council meetings and hosting interactive stakeholder forums; Strategic Alignment – does the project align with Local, State or Federal Government priorities and is it likely to gain support Analysis of key tourism product gaps and opportunities for the from the decision makers? Region; Prioritisation of tourism product opportunities against agreed Based on the agreed set of assessment criteria, the identified criteria; and projects for the Region’s TOP have been classified into one of the following categories: Review of proposed projects with key stakeholders to develop final plan. Catalyst Projects – There are the seven catalyst projects identified for the Whitsunday region. These are tourism Stakeholders consulted throughout the project included investment or infrastructure projects of regional significance representatives from: and which are expected to act as catalysts to generate a range of other investment, marketing and product development ■■ Federal Government opportunities. ■■ State Government Key Infrastructure Projects – These region-wide projects are ■■ Local Government tourism infrastructure projects which address identified region ■■ Regional Tourism Organisations wide issues and are expected to act as enablers for further investment and product development opportunities. ■■ Tourism Associations Investment Opportunities – A number of other tourism ■■ Local Tourism Organisations investment or infrastructure projects are highlighted as potential ■■ Tourism operators investment, marketing and product development opportunities for the Region.

7 3 A Vision for The Whitsundays Region Dent Island

For the Whitsundays to achieve it’s aspiration for 2016 it is critical 3.1 Vision and Themes that there is: The vision in The Whitsundays Destination Tourism Strategy 2012 – ■■ a coordinated approach to destination marketing and 2016 is for the region to be: promotion; Globally recognised as one of the world’s ■■ innovative product and infrastructure development across the leading tropical island and marine leisure holiday region that delivers the marketing promise; and destinations. ■■ a tourism industry that is operating at the highest standards of service, safety and sustainability through effective industry 3 Vision The Whitsundays, 74 Island Wonders development programs. The Whitsundays is one of the world’s leading tropical destinations and is working towards being renowned as a best practice destination for its lifestyle, leisure, business and environmental 3.2 Target Markets tourism offerings. Traditional methods of market research have defined consumers To achieve this vision, there is a need for the region to offer island by demographic and life-stage variables that assume everyone in and mainland experiences that better cater to visitor markets, the same age group or with the same income act in a similar way. particularly international and interstate leisure visitor markets that In order to better understand the consumers’ needs and wants, have been targeted for growth. This includes upgrading the facilities maximise the impact of the development, the marketing dollar (accommodation, supporting facilities and activities etc) on many of and to communicate more effectively with the consumer, Tourism the Whitsunday islands. Queensland has adopted a needs-based segmentation approach To offer such experiences, tourism nodes at Airlie Beach and for identifying both domestic and international target markets. This on the Bowen waterfront will also need to be enhanced. Other approach is similar to the experience-based segmentation adopted enhancements required to achieve the short and long term visions by Tourism Australia for targeting international markets. include the following. All tourism development and promotional activity is based on Preserving the relaxed beachside look and feel of Airlie Beach consumer needs. The following target markets for the Whitsundays and its environs. include the current targets and those identified for development in order to achieve the region’s 2016 potential. Encouraging the development of mainland attractions and activities to offer visitors more than the maritime experiences Domestic Visitor Segments currently on offer. Tourism Queensland’s segmentation model is a result of research Providing pedestrian-friendly waterfront paths; cycle-ways and of some 6,000 Australian consumers, looking to understand the other experiences in Bowen. emotional drivers for their ideal holiday experience. Based on the Upgrading the look and feel and quality of many resorts and results of this research the consumer groups best suited to the hotels in the region. Whitsundays Region are: Underpinning this, tourism stakeholders in the Whitsundays need Connectors who see holidays as a chance to connect with the to work in a common direction to maximise the tourism potential people they care most about. They will often subordinate their own of the region so as to achieve a balance of economic, social and preferences in terms of activities to ensure everyone has a good environmental outcomes. A significant shift is required if the region time. is to achieve strong levels of repeat visitation from the interstate Social Fun-seekers the essence of a holiday is having a fun time. and intrastate visitor markets7 or if it is to grow its share of the While they do a lot of different activities, it is sharing the experience inbound visitor market. with friends and other holiday makers that makes the difference. 7 Current repeat visitation is estimated at 25% of domestic visitors only.

8 Active Explorers are about pushing boundaries through challenging Primary: themselves via physical activity. They enjoy the company of others, ■■ Connectors in Brisbane and Regional Queensland but their focus is on exploring the extremes of their physical ■■ Social Fun Seekers in Sydney and Melbourne environment and themselves. It’s about feeling alive. ■■ United Kingdom, the Americas and Europe (Germany, France International Visitor Segments and Italy). Internationally, Tourism Australia works to promote the Australian Secondary: experience to the ‘Experience Seeker’s market through tailored ■■ Scandinavia, other Europe and Korea marketing messages. Emerging: Experience Seekers are marketing, advertising and technologically savvy, more open minded, less materialistic, more driven and can ■■ Active Explorers in Sydney & Melbourne be any nationality. Experience Seekers: ■■ New Zealand, China, Hong Kong, Japan, India and Middle East.

Tend to stay longer in Australia and therefore have the potential to spend more; 3.3 Whitsunday Regional Council Are experienced travellers who are often on their second visit to Australia; Community Plan These priority projects link to the Whitsunday Regional Council Seek authentic personal experiences that touch their senses Community Plan (2011 – 2021). The delivery of the catalyst projects and challenge them; will assist the implementaton of the Whitsunday Regional Council Love to get off the beaten track and therefore more likely to Community Plan by: disperse throughout the region experiencing the different Helping to strengthen the importance and value of tourism natural landscapes; and throughout the region; See the unique Australian culture as a stark contrast to their Offering a far more integrated approach via the projects own so they will immerse themselves in local culture, people identified; and food. Through the development of investment opportunities and improved community amenities and assets;

It is considered that the nature, rural and adventure attractions and 3 Vision experiences developed for the domestic market will provide a sound Enhancing the capacity and capabilities of tourism operators basis for targeting the International market. and providing more product that they can leverage from; and Helping to offer more land based tourism opportunities which Target Markets for The Whitsundays encourages diversification without weakening traditional water The following target markets for the Whitsundays include the based tourism experiences. current targets and those identified for development in order to A copy of the Whitsunday Regional Council Community Plan can be achieve the region’s 2016 potential downloaded from www.whitsundayrc.qld.gov.au.

Council Community Plan Tourism Opportunities Integration With Catalyst Tourism Projects

Maintain and developing a focus of integrated tourism within The projects aim to link various tourism elements to offer a more the region including the promotion of the region as a tourism integrated approach to tourism and including wider regional visitor destination. dispersal and associated community and economic benefits. Understand, monitor and mitigate impacts associated with Development of the produce centre at Bowen, the enhancements industrial development on the tourism industry. to the Collinsville historic museum and improvements to Airlie Beach provide greater understanding and help reduce any negative impacts between potentially conflicting land users. Understand, monitor and mitigate impacts of infrastructure on the Introduction of projects such as the dive wreck trail will help tourism industry. encourage stronger environmental controls and greater appreciation for waterways from Bowen through to the Whitsunday islands.

Enhance, maintain and develop opportunities and facilities for The multipurpose centre and other projects address the tourists and residents in the region including Indigenous/cultural opportunity for offering far more land based tourism opportunities opportunities, land based tourism opportunities, heritage based which also act as major community assets. In addition, a tourism, etc. more integrated planning approach for Airlie Beach provides opportunities to set aside land for RVs, caravans, campervans etc. Increased accessibility to the region by lobbying airlines to invest Increasing land based tourism attractions, new conference and and increase flight availability to the region and for State and event facilities, major integrated produce centre for Bowen etc will Federal Governments to invest in the flood proofing of the Bruce act as a catalyst to stimulate greater visitation to the Whitsundays Highway. and stimulate more air access and servicing etc.

Encourage and support the diversification and commencement of Development proposed for Collinsville, Bowen and Proserpine industrial and rural based land use tourism opportunities. all provide diversified product recognising and building on the industrial and rural strengths in these areas.

Encourage and promote further investment in the region through Most projects identified will require a private sector investment public/private partnerships. partner or consortium and will help stimulate further investment.

9 4 Gap Analysis

High quality local produce (meat, fruit and vegetables) and 4.1 Destination Opportunities and potential to develop a local produce centre. Challenges To stimulate new investment in the regions, including from The following gap analysis is based on a combination of major brand operators (major hotel brands, retailers etc). stakeholder consultation and feedback, background research Diversify markets to appeal to different consumer groups e.g. and an analysis of secondary data and information. This analysis incentives and romance. was used to identify key infrastructure and investment gaps To improve occupancy rates and yield on a seven day basis and Gap Analysis Gap for the Region and was used to underpin the development of smooth out seasonality peaks to increase economic impact, 4 recommendations contained within the TOP. and stimulate reinvestment of exisitng product and creation of Destination Opportunities new product. To identify, protect and develop the unique elements of the To create a built environment that complements the natural region and to avoid copycat development. environment, particularly marine environment around the Whitsunday Islands and Airlie Beach. Address the limited supply of both skilled and unskilled staff. Ensure community and service infrastructure requirements Development of further infrastructure to support growth in keep pace with a growing population so as to support conventions and events. sustainable tourism growth. Compete on the value proposition of the destination’s To create a mix of visitor attractions and activities to extend distinctive experiences, high standard operators and lengths of stay and to improve visitor yields, including mainland spectacular landscapes rather than on price, and grow a quality product. service delivery culture across all sectors of the tourism industry to meet the brand promise. To spread the economic benefits of tourism more widely across the region and improve visitation during shoulder periods. Gain wider community appreciation of the true value of tourism to the local economy, social development and environmental To position the Whitsundays region as a destination for key sustainability. inbound markets. Presence of three marinas in the region present opportunities To increase domestic air capacity including ongoing route for increased tourism product development & retail. development for the Great Barrier Reef (Hamilton Island) and Whitsunday Coast (Proserpine) Airports. Destination Challenges To capitalise on demand generated by population growth High operating costs for island resorts and mainland operators. through a growing resources sector for leisure experiences. The effect of the Global Financial Crisis (GFC) and the impact of To reposition the region through product development and consumer and trade perceptions from tropical weather patterns. targeting the domestic market. The closure of multiple tourism businesses including island Increase appeal of visitation to Airlie Beach through the resorts and marine based tours/charters. development of Airlie Beach main street and adjacent precincts, including the integration of the town’s key tourism nodes to Fragmentation in the region through pricing wars and increase visitor usability and regional dispersal. discounting rather than working together to provide a quality experience. To increase the demand for dive based experiences through the creation of a dive trail. A lack of leisure oriented attractions and activities that are mainland based. Protection and managed access of natural icons such as Whitehaven Beach, and the World Heritage status of the Great Perceived as an expensive destination compared to Barrier Reef. neighbouring Asian pacific island destinations e.g. Thailand, Fiji and Bali

10 Variable service standards, including within general retail facilities. 4.2 Potential Growth Segments Air access and connectivity. The following opportunities will need to be progressed for the Whitsundays to achieve its vision for 2016: Reliable road access during wet season. Difficulty securing and retaining skilled and semi-skilled staff, Foster stronger coordinated, stakeholder marketing and particularly against the growth of the resources sector. campaign alignment. Lack of affordable housing for staff. Respond to new experience segments. Lack of clear regional and town brands. Improve visitation during shoulder seasons. Lack of co-ordination between tourism infrastructure projects; Create a built environment that complements the natural precincts and nodes. environment of the region and which provides a unique selling point. Lack of experienced operators and the growth in lifestyle operators. Compete on the value proposition of the destination’s distinctive experiences, high standard operators and Water; electricity and telecommunications services constraints. spectacular landscapes rather than on price, and grow a quality Lack of consistent and effective interpretive and directional service delivery culture across all sectors of the tourism industry signage. to meet the brand promise. Impact of the mining boom and particularly competition for Attract and facilitate ongoing investment in enhanced tourism staff, utility resources, housing and short term commercial product development. accommodation. Address the limited supply of both skilled and unskilled staff. The lack of consistent quality food and beverages product and Plan for seasonal and extreme weather patterns. services. Assist industry in areas of domestic and international The lack of infrastructure led development resulting in market readiness, customer service, online marketing, and pressures on infrastructure capacity (sewage, potable water, sustainability of operations. traffic management), particularly in prime areas in and around Ensure community and service infrastructure requirements Airlie Beach. Analysis Gap

keep pace with a growing population so as to support 4 Road infrastructure that lacks touring circuits and loops. sustainable tourism growth. Avalanche of plans (across all sectors) with limited action Gain wider community appreciation of the true value of tourism actually achieved on a timely basis for addressing issues and to the local economy, social development and environmental problems. sustainability. Low repeat visitation levels among leisure visitors.

Airlie Beach

11 5 Catalyst Projects Airlie Beach

Continued investment in tourism products and tourism related infrastructure is required in order to meet the future needs of 5.1 Airlie Beach Water Park visitors to the region. The top seven catalyst tourism projects The Airlie Beach lagoon is a key visitor attraction and community identified from across the Whitsundays region are listed below. amenity which generates significant use all year round. A new water These projects are considered to be the marquee projects that park will add to and enhance this family friendly attraction. represent the character and appeal of the region and which will A site in in the North West corner of the 3.2 hectare existing drive ongoing growth and development of tourism across the landscaped gardens adjacent to the small beach and northern Whitsundays: Catalyst Projects Catalyst public car park has been identified as ideal with 450 m2 (280 m2

5 purely for the water play equipment and surrounding wet surface Project Timing deck). An existing shade structure and barbeque area can be 1. Airlie Beach Water Park 2012 – 2014 relocated next to the water park and the infrastructure for the play area should comprise the latest water play equipment. Surrounding 2. Airlie Beach Flow Rider Attraction 2013 – 2015 areas would need to be returfed and replanted utilising the existing irrigation system and with ongoing pool and grounds maintenance 3. Airlie Beach Tourist Precinct 2012 – 2015 to become part of the existing overall lagoon contract.

4. Airlie Beach Community, Event and 2012 – 2015 The water park would form part of the larger overall Airlie Beach Conference Venue revitalisation project. As a significant visitor experience within the 5. Bowen Produce Centre 2012 – 2015 Whitsundays, the water park will add considerable value to the existing Airlie Beach lagoon and will provide a very family friendly 6. Whitsundays Dive Wreck Trail 2012 – 2014 visitor attraction that is able to be utilised all year round.

7. Airlie Beach Development 2012 Opportunity: Securing funding to complete the water park; 8. Whitsunday Coast Airport Runway 2013 - 2014 Extension Once all funding is confirmed, to complete the detailed design work (as the next phase from the concept design work); and To undertake a tendering process for the works and to fill the contract as soon as practically possible.

5.2 Airlie Beach Flow Rider Attraction The opportunity exists to create a wave/flow rider experience component as a value add-on to the new water park for the Airlie Beach lagoon. Whilst the water park enhancement would be funded by Government and be a free (non-ticketed) experience, the wave/ flow rider would only be developed as a private sector investment initiative.

A flow rider attraction is best described as a man made construction consisting of a sheet wave that traverses over a curved gradient to form a stationary wave. The flowrider can be surfed on your knees or in a stand up position on specially designed flow rider boards and can be experienced by all skill levels. Such an attraction would

12 harness interest from surfboarders, wakeboarders, skateboarders Addressing car parking issues by creating more off street and snowboarders alike that are passing through the region. parking options including car parking stations; Ensuring that Shute Harbour Road is upgraded from Airlie With over 500,000 visitors utilising the existing Airlie Beach lagoon Beach to Shute Harbour to cope with future traffic movements annually, the water park project and the wave/flow rider experience which boat trailer parks and other developments will generate in can be expected to increase visitation to Airlie Beach. As this is an the future; all year round visitor experience, the potential exists to attract a large number of fee paying users which is expected to make the Address directional and interpretative signage needs to wave/flow rider an attractive commercial venture. promote island and mainland attractions; Enhance street furniture, soft landscaping and lighting; Opportunity: Develop facilities to retain and grow the backpacker market, as To work with Whitsunday Regional Council to ensure that the well as other higher yielding target markets; and wave/flow rider attraction is integrated into the water park Link Airlie Beach with Cannonvale ensuring that view shafts to experience; the water are not lost and that vegetation is introduced to avoid To seek expressions of interest from well experienced operators urban ribbon development occurring. The end result will be a to supply and operate the attraction; unique, cohesive built environment which stands out from other To ensure that the design and operations of the wave/flow State coastal towns and which appeals to visitor markets and rider entirely complement the new water park attraction being residents alike. developed; To determine an appropriate commercial lease arrangement Opportunity: with Whitsunday Regional Council for the commercial operator; Whitsunday Regional Council and State Government agencies and along with industry groups and community to develop an Where possible, to ensure that the construction and fit out for implementation program for the integration of Airlie Beach; the wave/flow rider occurs in tandem with the construction of A civil works program to be created based on the various the water park as an integrated project. components of urban design work that have already been undertaken; Catalyst Projects Catalyst

To create walkways and cycle ways as a priority with attractive 5 5.3 Airlie Beach Tourist Precinct way finding signage; This project recognises the need for greater connectivity between To address future car parking needs through a detailed traffic – the Airlie Beach main street, foreshore area, lagoon, Port of Airlie parking demand study; and development precinct, a proposed lookout and visitor centre, the To identify locations on walkways for small scale events and botanic gardens and bicentennial walk, and a proposed marine activity nodes for signage, sculptures and art work, as part of discovery centre. Airlie Beach is currently characterised by: the integration. Development which traditionally has supported a backpacker and younger aged visitor market; A streetscape with little design appeal; 5.4 Airlie Beach Community, Event and A lack of sense of being one of the gateways to the Great Conference Venue Barrier Reef and Whitsunday Islands; Whilst the Whitsundays offers a variety of stunning water based Having constraints on storm water run off capacity etc; experiences for much of the year, there are times when sea Extensive apartment development which has changed the conditions and seasonality necessitate all-weather attractions beach holiday village feel; and to offer an alternative experience for visitors as well as locals. Traffic congestion along Shute Harbour Road. A multipurpose facility is required to fill this need and to offer a number of important components to help grow tourism for the While Airlie Beach has the potential to be a primary tourism node Whitsundays including: and an attractive destination of State significance, currently it is not Conferencing facilities with break out/meeting rooms; fulfilling this role. This integration of Airlie Beach aims to: A cinema facility which can also double as an auditorium for Integrate the Airlie Beach main street with the lagoon and visiting shows and the local theatre group; waterfront by providing far stronger street and laneway A major car parking station to alleviate the current traffic connectivity with attractive and safe walkways; congestion and parking problems in Airlie Beach; More detailed planning of side streets; A safe haven as a cyclone evacuation centre ‘from conference Addressing storm water capacity issues; venue hire, renting space for major events, offering longer term Addressing electricity supply issues; car parking spaces to businesses in Airlie Beach, generated Introducing effective traffic calming measures to make Shute from a cinema as well as through the lease of space to local Harbour Road at Airlie Beach more pedestrian friendly; special interest groups.

Introduction of design guidelines to improve the street and Whitsunday Regional Council has already identified a location urban design aesthetics, particularly to reflect a more relaxed adjacent to Shute Harbour Road in Airlie Beach on land that may be holiday image (including a colour scheme which conveys some suitable for this purpose. sense of uniformity and uniqueness);

13 Council will require a joint venture partner to fund and develop To commission a feasibility study to demonstrate the costs the multipurpose centre. Revenue streams would be able to be and benefits and highlight how it can operate on a cost neutral generated (eg: from conference venue hire, renting space for major basis, at a minimum; events, offering longer term car parking spaces to businesses in On the basis that the feasibility study generates a positive Airlie Beach, generated from a cinema as well as through the lease outcome, to identify sites in Bowen for the produce centre; of space to local special interest groups). To form an action group for driving the produce centre from The potential exists to create an all weather visitor attraction (such concept through to opening; and as the marine discovery centre) within the multipurpose facility and To determine a management and operational structure that can as a fee paying experience. There may also be the potential for guarantee quality control and acceptable returns to all major public-facing Government agencies that require a more central site stakeholders. at Airlie Beach to be offered office and display space to lease. Opportunity: A feasibility study is required to determine the level of market 5.6 Whitsundays Dive Wreck Trail demand for the various components and to identify the capital Whitsundays Marketing and Development, commissioned a cost of developing the multipurpose facility; feasibility study for a dive wreck trail in the region. The study highlighted that whilst there were a number of challenges On the basis that a positive result is generated from the associated with introducing dive wrecks into the Great Barrier Reef feasibility study, expressions of interest should be requested Marine Park, there was sufficient market demand to support the from joint venture parties to develop the facility; and commercial viability of a dive wreck trail. Once a preferred tender has been identified a works program should be created to enable the development of the Research has highlighted that there are vessels which need to be multipurpose facility either in whole or in stages as agreed to by disposed of by State Government(s) for which a Whitsundays dive Council and the private sector development partner. wreck trail may provide a solution. There is, therefore, a supply need from those agencies, as well as a market demand need from recreational divers. Fishers are also often strongly supportive of

Catalyst Projects Catalyst 5.5 Bowen Produce Centre dive wrecks as these are known to stimulate significant habitats for

5 marine life within a relatively short period of time after the wrecks The need for a regional produce centre was identified in the first are created. The concept could include a network of dive wrecks, Regional Tourism Investment and Infrastructure Plan (RTIIP), utilising decommissioned ships and aircraft which would be sunk at 2006-2016, with Bowen identified as a preferred location due to its different depths to: proximity to the region’s producers and fishers. A produce centre will provide an opportunity to showcase the area’s high quality Create an opportunity to train recreational divers in wreck regional tropical produce, vegetables and seafood. diving, but at shallower and safer depths To offer a graduated scale of difficulty through different depths In addition to offering for sale fresh produce, the potential exists to for training and recreational purposes; and create value adding experiences such as an interpretative facility to enable visitors to sample and buy produce and learn about To support the dive industry by offering additional product to local food production, growing techniques and innovation and the stimulate greater length of stay in the region. engagement of local and/or celebrity chefs to prepare dishes using The creation of a dive wreck trail has the potential to extend local produce as well as linking in with existing festivals (e.g. Bowen length of stay and generate new visitation, increased levels of Seafood Festival) and creating new culinary festivals and events. visitor expenditure, and additional marketing and promotional A produce centre would also act as a catalyst for the creation opportunities. of a broader food tourism experience in The Whitsundays that The potential exists to commence the dive wreck trail at or near the embraces the ‘100-mile concept’, integrating food production, Bowen Jetty, extending to Stone Island, Hideaway Bay, and linking processing and dining experiences that highlight regionality and to sites off Airlie Beach and the surrounding Whitsunday Islands. drive business to those that demonstrate and promote the use of local produce. It also has the potential to further develop a local Opportunity: wholesale distribution supply chain to provide faster, fresher access Form an action group including Whitsunday Regional Council, of regional produce to the wider food service sector and grocers. Whitsundays Marketing and Development and relevant State The produce centre recognises the importance of Bowen as a major and Commonwealth Government agencies; produce growing area not only for the region, but one that has State Build upon the feasibility study already completed by and national significance. Ideally, the produce centre should be commissioning a marine environmental study to confirm located near a major road to attract passing traffic and to encourage specific sites, the location and depth for each dive wreck etc; the impulse traveller to stop, sample and buy. Develop an operational plan for managing the dive wreck trail; Opportunity: and To establish a working party focused on food tourism and Work with State Government agencies for the sinking of vessels including TQ, Queensland Government, Whitsunday Regional etc to create the trail. Council, Whitsundays Marketing and Development and the Bowen District Growers Association;

14 community and region. The support required for the region’s 5.7 Airlie Beach Development tourism industry is to ensure a steady stream of aircraft arrival and Various statutory and non-statutory master plans, reports departures from key generating markets. and related documents have already been completed for the The current runway at Whitsunday Coast Airport is the longest in Airlie Beach area. Each of these plans, urban studies and other the region and the only airport in the region that has the ability to documentation provides a very important component for the extend. A runway extension of 270m would take the airport to the enhancing and updating of Airlie Beach. They need however to be same capability as the Gold Coast and open up the region for direct consolidated into an action plan (implementation schedule) which charter and regular passenger transport operations and provide offers a clear vision and staging process for development that a direct link to the highlighted emerging markets (refer pages aligns with the Whitsunday Regional Council Community Plan. 8-9). Currently the airport has the capability to arrive and depart Opportunity: international flights from short haul destinations and accept 767 / A330 wide bodied aircraft from mid haul destinations, however Whitsunday Regional Council and Queensland Government to constraints on the take off run of the aircraft with a full payload review all the master plans and other documentation; would require a technical fuel stop on the departing leg. Develop a clear vision and process for development implementation; Opportunity: Workshop the recommended implementation program with key Identification of suitable generating markets stakeholders and refine if needed; Extension of the runway by 230m from 2073m to 2300m Advise the community and other stakeholders of the Scoping of required works including taxiways and aprons implementation program; and Development of required works completed, potentially in Where updating of plans is required, to develop a brief for any conjunction with required runway resurfacing works (scheduled outstanding requirements and the updating of information etc. for 2012/13) Utilisation initially of Australian registered aircraft until AFFRS is 5.8 Whitsunday Coast Airport Runway established

Provide facilities for International Charter flights using wide Projects Catalyst

Extension bodied aircraft and co-ordination of applicable Federal 5 The Whitsunday Coast Airport has strategic value to the State and Government agencies Whitsunday region. It is the closest mainland airport to Airlie Beach Creating non simultaneous International Arrival and Departure and the Whitsunday Islands, and provides important transport of Charter services infrastructure for the local tourism industry. With tourism being International charter engagement: where possible relationships a major contributor to the local economy a successful mainland are established on an international charter basis to support the airport facility is paramount for the future growth of the region. Tourism industry. Specifically ADHOC, China, New Zealand As a result of State and Local Government investment in upgrading and key generating markets determined by TQ and WM&D. the existing terminal and associated car parking facilities during Supported by high level logistic, planning and co-ordination to 2011/12, both levels of government are anticipating a substantial ensure charter movements are successful. return on investment for further investment into the facility,

Airlie Beach Lagoon

15 6 Key Infrastructure Projects Hill Inlet and Whitehaven Beach, Whitsunday Island

Tourism investment growth could be hampered unless issues identified through the consultation process relating to infrastructure 6.2 Improving electricity supply are addressed. Brown outs occur in the Whitsundays region on a regular basis. Electricity consumers often experience excessive delays Specifically there appears a need: (sometimes of up to 8 months) in securing new connections. 1. To increase the supply of potable water to regions via new Capacity and other issues relevant to the supply of electricity to the pipeline projects or support for water recycling; Whitsundays region are canvassed on page 23.

Key Infrastructure Projects Key Infrastructure 2. To improve electricity supply and service to the regions;

6 3. To improve the supply of telecommunications services to the regions; and Jetskiing Tour near Airlie Beach 4. To introduce effective waste management systems in most Shires in the regions and especially for boat sullage. 5. Improve reliable all weather air and road access to the region. 6. Monitor and Improve Road Access to the Region

6.1 Increasing the Supply of Potable Water to the Region The supply of potable water is a national issue and a present regional problem. The Whitsundays and Mackay regions have experienced prolonged periods of low rainfall. Illustratively, the Peter Faust Proserpine Dam has experienced capacity as low as 15%. There are also substantial demands on the supply of water, by: the growing mining sector and the agriculture and horticulture sectors.

It has been suggested that the shortage in the supply of potable water may constrain the easy investment into the redevelopment and promotion of the regions for tourism purposes, etc.

Two proposals for stemming the shortage in supply of water have been discussed.

1. It has been proposed that water be brought to the regions from the Burdekin Dam, via a pipeline. 2. It has also been proposed that grey water and other water recycling technologies be promoted to the regions.

Stakeholders suggested that the proposals could be pursued simultaneously.

Capacity and other issues relevant to the supply of potable water to the Whitsundays region are canvassed on page 22.

16 6.3 Improving the Supply of 6.5 Monitor and Improve Road Access to Telecommunications Services the Region The region has inconsistent supplies of telecommunications Continued flooding along the at Goorganga Plains services, including the supply of mobile ‘phone coverage, the between Whitsunday Coast Airport and Proserpine closes the supply of broadband internet connections and the supply of highway for up to 50hours at a time particularly during the wet landline services. season.

It is recommended that steps be taken to improve the reliability of These closures are extremely disruptive as the Bruce Highway is the supply of telecommunications services to the region, not least important for drive tourism along the east coast and causes loss to ensure safety and convenience. of access to the Whitsunday Coast Airport. While the Airport is not closed, due to road closures isolating the Airport, airline operators Capacity and other issues relevant to the supply of cancel their flights from southern regions causing visitors to miss telecommunications services to the Whitsundays region are connections to Charter Boat experiences and island transfers. This canvassed on page 23. results in a range of customer service issues for the operators and a unsatisfactory experience for visitors. 6.4 Introducing Effective Waste Management With the increased pressure from the growth of the resources sector in the Bowen Basin it is also important to monitor air passenger Systems mix to ensure adequate capacity available for leisure visitors due to There are insufficient boat sullage waste removal stations in The expected pressure from developments at Abbot Point. Whitsundays. As a result, some boat operators, including bare-boat charter operators, inappropriately discharge boat sullage into the Capacity, and other issues relevant to accessing the Whitsundays regions’ marine environment. region are canvassed on page 26.

There is a fear that the continued inappropriate discharges of sullage may spell an environmental disaster waiting to happen.

Marinas need more waste disposal stations which are connected to Projects Key Infrastructure 6 sewage treatment plants.

Many mainland areas in the regions use septic systems rather than being connected to sewage systems. Some sewage treatment plants such as Bowen are reaching or have reached capacity and require new or expanded facilities.

Capacity, and other issues relevant to sewage treatment in the Whitsundays region are canvassed on page 22.

Whitehaven Beach

17 7 Investment Projects Sailing in the Whitsundays

7.1 Accommodation

Opportunity Locations Status Next Steps 7.1.1 Bowen, Proserpine Work with stakeholders to identify and acquire An audit of camping sites and status of Additional camping and Airlie Beach. land to be developed for caravan ground use infrastructure in the region should be sites at Bowen, and rezoned accordingly (including preventing undertaken with a view to identifying Proserpine and it from being redeveloped as residential land for potential new sites on government or

Investment Projects Investment Airlie Beach redevelopment). privately owned land. 7 7.1.2 Airlie Beach The Whitsunday Great Walk offers a 3-4 day Work with QPWS to progress this Huts or cabins on walking experience. opportunity, with a QPWS-led pilot land adjoining the QPWS completed a draft Visitor Management project in partnership with key Whitsunday Great Strategy for Conway and Dryander estates in stakeholders; investigate the feasibility Walk 2012 which recognises commercial investment of accommodation on adjoining land opportunities in the Conway Conservation Park. for hut or cabin style accommodation The State Forest was transferred to National that could be maintained by a Park in 2011. Two small conservation parks were professional concession operator with declared to provide opportunity for commercial experience in guiding walkers. investment and or public facility development.

7.1.3 Jonah Bay Following the completion of the Whitsunday Revisit the Whitsunday Ecotourism Jonah Bay Ecotourism strategy, unallocated state land strategy and investigate additional small-scale Eco was identified at Jonah Bay and a Feasibility identified sites and opportunities. Any Resort study done in 2010. While the site is supported development should be masterplanned for the development, land tenure issues mean and the recommendation is for an this is likely to be a long term project. ecotourism styled resort

7.1.4 Hinterland Opportunity to link the farming and tourism Prepare a strategic plan that provides Farm stay in Proserpine sectors to encourage an increased length of a framework for linking the farming stay and grow awareness of the Whitsundays and tourism sectors and leverages the Hinterland, Bowen Proserpine and significance as a food growing district. Whitsunday Food Projects; progress a Bowen pilot project with a cluster of sites/farm owners.

7.1.5 Peter Faust Dam Mackay Tourism and TQ commissioned the Discussions to be held with SunWater Developing caravan (Proserpine) Inland Fishing Strategy that incorporated to review management plans and joint and camping potential links with Peter Faust Dam. In 2010-11, venture opportunities around these facilities around the SunWater identified recreation area sites that assets. Peter Faust Dam. could be beneficial to the community if the ownership and management of the sites were to be transferred to other entities, such as local councils. SunWater has engaged external consultants to undertake an assessment of the potential for these sites to be further developed into tourist attractions or opportunities that provide commercial investment. These sites include: Peter Faust Dam and Burdekin Falls Dam.

18 7.2 Attractions and Activities

Opportunity Locations Status Next Steps 7.2.1 Collinsville, Whitsundays Marketing and Development have Monitor and review use of current trails Driving Trails Proserpine, Bowen identified six drive trails that are promoted via and collateral. Assess additional routes in Collinsville, and environs their consumer collateral and maps. for drive trail creation that aid inland Proserpine and connectivity.Assess the opportunity Bowen for the creation of web based drive experience maps, supported by a mobile friendly website or application and supported by interpretation and signage where appropriate.

7.2.2 Airlie Beach The development of cultural spaces and Continue to build council and arts Airlie Beach foreshore activities will further enhance the revitalisation community support; Identify sites for Sculpture Trail of Airlie Beach. The project will build a up to six sculptures from leading artists unique sense of place with a theme that which can form a high quality sculpture connects the coastal community, marine trail and could in the longer term link to environment and wildlife featuring high quality an arts/ sculpture festival. If possible, international sculptures. This will add to the introduce kinetic pieces (pieces which visitor experience and ongoing development move). of the Airlie Beach community as it becomes a platform for future art events.

7.2.3 Collinsville The Collinsville Coalface Experience was Establish a working group to progress Collinsville Coalface opened in 2004 with state of the art multimedia this intitaitive. Experience displays and exhibits. It is a key attraction of Extension the town. There is opportunity to extend the museum experience with interactive and audio

visual components, adding historic walking Projects Investment trails and drive trails in and around the town 7 linking to the museum as a hub supported by a marketing program.

7.2.4 Proserpine The development of cultural spaces and Through consultation, develop and Proserpine Main activities will further enhance the tourism prepare a strategy and action plan to Street Art Precinct appeal and sense of place, adding to the develop the project. visitor experience and ongoing community development of Prosperine.

7.2.5 Airlie Beach Initial discussions held with Whitsunday Investigate including this concept with Airlie Beach Marine Regional Council and a feasibility study the proposed multi-purpose facility Discovery Centre completed in 2008 for a state-of-the-art Marine catalyst project (refer page 13). Education Centre and Aquarium that could offer visitors an interpretive facility showcasing the Great Barrier Reef.

7.2.6 Whitsundays The Whitsundays Marketing and Development Prepare a strategic plan that provides Developing a fruit Food Circle Project has included supply chain a framework for linking the farming processing tour analysis looking at linking producers with and tourism sectors and leverages the the tourism and commercial food sector. An Whitsunday Food Project. This should opportunity exists to offer visitors interpretive include a review of the Council Planning experiences to learn about the way in which Scheme and impediments faced by the fruit is grown and processed and to rural landowners to diversify. sample and buy fruit, value added products There is an opportunity to evolve and merchandise direct from the farmer. this project across Whitsundays and An opportunity also exists to establish an Mackay. Interpretation Centre from which fruit and other merchandise can be bought and at which other farmers can showcase their regional produce (see catalyst project 5.5).

7.2.7 State Forests and/ The 2012 Draft Visitor Management Strategy Provide input to the Draft Visitor Developing or National Parks for Conway and Dryander estates by QPWS Management Plan and monitor Mountain Bike in the Whitsundays incorporates a trial location for Mountain Bike progress of trial activities. Trails Region recreation. WRC is reviewing access roads into Consult with the state and regional recreational locations. Mountain Bike groups to review demand. Design and implementation of trial is subject to risk assessment on sections of track in .

19 Opportunity Locations Status Next Steps 7.2.8 Whitsundays Site identified and recommended for approval Prepare an action plan to develop the Developing a sports by WRC in 2010. project, ensuring it caters for multiple centre sport disciplines to cater to the needs of leisure and family market visitors, special interest groups (eg: sporting events) and the community.

7.2.9 Collinsville A Heritage Trails Development Plan 2010-2015 Identify next actions from plan and Developing 4WD was commissioned by Whitsundays Marketing establish working group to implement. and Gold & Gem and Development with a range of themed half Mines tours and full day drive itineraries identified.

7.3 Transport

Opportunity Locations Status Next Steps 7.3.1 Shute Harbour Some works have been completed however Monitor and review demand. Improving boat demand for boat ramp access is increasing for mooring, trailer commercial and private users. parking and ferry terminal facilities at Shute Harbour

7.3.2 Proserpine Upgrade and flood mititage the Bruce Highway Lobby the Queensland Governments Floodproofing the at Goorgana Plains, and the Hamilton Plains Bruce Highway Crisis Group that this is Bruce Highway and section of Shute Harbour Road. a priority for the region. Steps should be taken to ensure scoping work is

Investment Projects Investment key local roads in the network undertaken and funding is identified for 7 this work.

Pioneer Bay, Airlie Beach

20 7.4 Superstructure

Opportunity Locations Status Next Steps 7.4.1 Bowen Council has awarded tenders for the Assist WRC to identify state and federal Developing a new construction of upgraded sewage treatment funding to ensure that basic supporting sewage treatment plants at Cannonvale and Proserpine as a infrastructure is in place. plant for Bowen priority to meet environmental requirements. The Bowen Plant will also require an upgrade to meet future demands and future environmental requirements.

7.4.2 Bowen SunWater Limited prepared an Environmental SunWater remains committed to Developing the Impact Statement (EIS) and accompanying providing water supply solutions for the Burdekin Pipeline Environmental Management Plan (EMP) for a region where it is commercially viable and treatment proposed water treatment transport system to do so and will continue to investigate facility to link from Clair Weir on the Burdekin River to alternative water supply sources for Bowen with the Bowen and surrounding areas in 2010. In 2011 future demand associated with the Port Burdekin Dam SunWater decided not to proceed with the of Abbot Point and the Bowen Abbot development at this time as the project is not Point State Development Area. currently economically viable due to the now low industrial customer demand in the region that is required to underpin costs.

7.4.3 Whitsundays As the project is not currently economically Monitor and review demand and Developing the viable due to the now low industrial customer supply to ensure that basic supporting Burdekin Pipeline demand in the region that is required to infrastructure meets the needs of the from Burdekin Dam underpin costs SunWater has decided not to growing region and minimises the to Proserpine proceed (refer 7.4.2.) threat of water restrictions.

7.4.4 Whitsundays The shut down of the Peak Load Collinsville Plans to introduce additional Projects Investment

Improving the Power Station will have an impact on power substations, retro fit underground 7 supply of electricity supply particularly during summer months. power supply, or to develop other in the Whitsunday Without additional substations, the supply of sources for generating electricity Region electricity to all new developments in the region need to be prepared, funded and cannot be guaranteed. implemented.

7.4.5 Whitsundays Council has approved the installation of a Monitor and review progress Improving the number of telecommunication facilities to supply of tele- improve the telecommunication services. communications Further installations are planned and being services investigated.

Airlie Beach

21 7.5 Marketing

Opportunity Locations Status Next Steps 7.5.1 Whitsundays Although some improvements have been Ongoing across the region. Priority Introducing made interpretive and directional signage is an should be given to identified projects directional and ongoing issue. referred to in this plan. interpretative signage and town entry statements

7.5.2 Whitsundays Recognising that the region would benefit from Review strategy and prioritise actions Developing a hallmark events that reinforce brand values identified. special events to entice visitation from the leisure market strategy out of peak seasons, Whitsundays Marketing and Development commissioned an Events Innovation Strategy in 2011.

7.6 Community

Opportunity Locations Status Next Steps 7.6.1 Whitsundays Continual work is required to build An ongoing awareness campaign with Introducing understanding across the region about the monitoring should be introduced a community economic, social and environmental benefits awareness program which accrue from tourism. Whitsundays Marketing and Development executed a dedicated local awareness

Investment Projects Investment campaign in 2010 and WM&D & TQ continue to ensure tourism has a strong presence 7 across the local media and other regional PR opportunities.

7.6.2 Whitsundays 2012 saw a major release of additional With growth already occurring driven by Affordable housing residential land by the state government the mining sector, a strategy for making throughout the region. affordable housing available needs to be prepared as resource sector will continue to add pressure on housing.

7.7 Strategic Planning

Opportunity Locations Status Next Steps 7.7.1 Bowen A review of State Government Land has been Undertake the development of a new Masterplan for undertaken identifying recommended future town plan for the region incorporating a Bowen uses of parcels of land. town plan for Bowen Council is undertaking a new town plan for the Whitsunday Region which will include a plan for Bowen. It is proposed a development control plan will be developed for the front beach precinct.

7.7.2 Proserpine WM&D commissioned initial data collection Undertake a Master Plan of Whitsunday An Air Access Hamilton Island in 2010 and WRC employed a Business Coast Airport including updated Development Manager for the Airport in late data collection; export & freight Study Bowen 2011. opportunities, charter flights and extending the runway. The extension of the Whitsunday Coast Airport runway (of 250-300m) would take the airport to the same capability as the Gold Coast. There are currently with no noise or land restrictions for this site. This would provide a direct link to emerging markets identified in this document.

7.7.3 Whitsundays Whitsundays Marketing and Development Review the proposed initiatives and Nature based and Tourism Queensland commissioned identify priorities in particular mainland tourism Whitsundays Ecotourism Strategy 2008. activities to complement the rich marine opportunities based activities already available

22 Opportunity Locations Status Next Steps 7.7.4 Whitsundays Immediate opportunity to progress exists with There is scope to integrate Indigenous Indigenous Tourism turtle tagging and food projects in the Bowen product more closely with the tourism Development district. sector through long term, significant opportunities Positive discussions have been initiated with product development and training GBRMPA to provide operating permits to programs for Indigenous communities Indigenous tourism product. interested in developing tourism product.

7.7.5 The Whitsundays Whitsunday – Mackay Superyacht Cluster A regional strategy could be developed Superyacht Region established and involved in Queensland Super to articulate the expected benefits for development Yacht activities; the region, the need for infrastructure opportunities Marine Industry Analysis and Investment to support the super-yachts market, opportunity Report completed in 2007; ways to market the destination to super-yacht owners and operators Marine Maintenance Demand Analysis Report and Identify and clarify access issues completed for the Mackay-Whitsunday region around the GBR; in 2010. State Government to review recommendations regarding maintenance base required to encourage development of this market. Investigate solutions for impedements to Superyacht access and mooring at key marine park sites.

7.8 Human Resources Investment Projects Investment

Opportunity Locations Status Next Steps 7 7.8.1 Whitsundays Staff turnover, recruitment and training are an High service standards are required if Up Skilling program Ongoing issue for regional Queensland. Smile the region is remain competitive. An up- Whitsundays’ initiative was introduced in 2011 skilling program should be developed with the aim of encouraging a quality customer and implemented in the regions service culture.

7.8.2 Whitsundays Australian Government have now introduced Encourage involvement in relevant Accreditation the national TQUAL accreditation program programs and investigate AussieHost Program delivery. Review other regions approach to stimulating improvement and recognition of good customer service.

7.8.3 Whitsundays Whitsundays Marketing and Development have Review training and placement Hospitality training been actively pursuing linkages with TAFE. opportunities through TAFE and Central program Queensland University and via events; investigate the potential to establish a Hospitality Training Program at a purpose built centre at Airlie Beach or Cannonvale, and or link to the existing Barrier Reef Institute of TAFE programs.

Bowen

23 7.9 Infrastructure Opportunities and Issues

Opportunity Status Next Steps 7.9.1 Whitsunday Coast and Hamilton Island airports are Monitor passenger mix to ensure adequate capacity Air access constantly negotiating increased access. available for leisure visitors due to expected pressure from developments at Abbot Point. Ensure priority is gained for Bruce Hwy upgrade along Goorganga Plains as flooding between Whitsunday Coast Airport and Proserpine results in flight cancellations and Visitors miss connections to Charter Boat experiences and island transfers etc.

7.9.2 A number of marine services reports have been Work with Industry groups to review and implement key Accessing the completed: Marine Industry Analysis and Investment recommendations from reports. region by yacht opportunity Report completed in 2007; Marine Maintenance Demand Analysis Report completed for the Mackay-Whitsunday region in 2010.

7.9.3 Queensland Cruise Shipping demand study completed Grow shore excursion offerings and increase the level Accessing the 2010. Cruise schedules now available with increased of pre-booked tours to grow capacity for expected region by cruise number of ships now visiting however support growth in cruise ship visits and passenger numbers; ship transport services are struggling to cope with demand Continue to acknowledge and involve the Cruise Ship with larger or multiple boats visiting. Ambassadors in the development of this sector to ensure the Whitsunday Welcome is maintained and passenger expenditure is maximised on shore.

7.9.4 Upgrade of Goorganga Plains identified in Bruce Inform and ensure this remains a priority with Floodproofing the Highway reports. Queensland Governments Bruce Highway Crisis Group. Bruce Highway Investment Projects Investment

7 7.9.5 Ongoing works by Council and Department of Identify state and federal funding to ensure that basic Developing Shute Transport and Main Roads. Hamilton Plains area still supporting infrastructure and connectivity to is in place. Harbour Road floods and is closed during heavy rains. from Bruce Hwy to Cannonvale

Hamilton Island

24 8 Implementation Whitehaven Beach

To enable the tourism product investment and infrastructure vision Key Research Sites to be realised in The Whitsundays in an effective and timely manner, Tourism Queensland (corporate) a number of implementation mechanism are necessary. Tourism www.tq.com.au Queensland working in partnership with Whitsunday Regional Council, Whitsundays Marketing and Development (WM&D) Tourism Queensland (consumer) Regional Development Australia Mackay Whitsundays Issac (RDA) www.queenslandholidays.com.au/destinations/whitsundays and the Queensland Government, will be the key influencers in Whitsundays Marketing and Development prioritising and advocating the implementation of the TOP. www.tourismwhitsundays.com.au Projects Investment 7 This plan has been developed for the benefit of Local, State and Whitsunday Regional Council Federal Government agencies, regional economic development www.whitsundaysrc.qld.gov.au agencies, regional and local tourism organisations, investors and developers and tourism industry operators. It is envisaged that Regional Development Australia Mackay Isaac Whitsundays this document can proactively assist with securing future funds www.rdamackaywhitsunday.org.au via government grants, sponsorships and business partnerships Queensland Government to ensure that the priority projects become a reality for the www.business.qld.gov.au/tourism/tourism-industry Whitsundays region. Queensland Tourism Industry Council www.qtic.com.au

Key Regional Contacts Tourism Queensland Phone: +61 7 3535 3535 Email: [email protected]

Whitsundays Marketing and Development Phone: +61 7 4948 5900 Email: [email protected]

Queensland Government – Mackay Regional Service Centre Phone: + 61 7 49671099

Whitsunday Regional Council Phone: +61 7 4945 0200 Email: [email protected]

Regional Development Australia Mackay Whitsunday Issac Phone: +61 7 4967 0727 Email: [email protected]

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