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DESTINATION MANAGEMENT PLAN FINAL REPORT June 2013 Hunter Destinationdestination Management Management Plan – Discussion Plan Paper – June 2013 1 EXECUTIVE SUMMARY

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DESTINATION MANAGEMENT PLAN FINAL REPORT June 2013 Hunter Destinationdestination Management Management Plan – Discussion Plan Paper – June 2013 1 EXECUTIVE SUMMARY Merewether Baths Merewether DESTINATION MANAGEMENT PLAN FINAL REPORT June 2013 Hunter DestinationDestination Management Management Plan – Discussion Plan Paper – June 2013 1 EXECUTIVE SUMMARY The NSW Government recognised the importance of managing the Figure A: Newcastle Visitation Trends Against Competitors growing Visitor Economy through Destination Management Planning in the Visitor Economy Industry Action Plan for NSW (2012). In setting 4,500 Daytrip the ambitious target of doubling of visitor expenditure by 2020 the 4,000 Government called on each region to prepare a Destination Domestic 3,500 Management Plan (DMP). Destination Management Planning provides International a tourism organisation with the tools to produce sustainable and 3,000 competitive visitor economy in a destination. Each DMP needs to demonstrate their contribution to achieving the 2020 target through 2,500 management, development and promotion of its unique assets. 2,000 A. Destination Analysis 1,500 Total Visitors (000) Newcastle, the heartbeat of the Hunter, and the only regional 1,000 Australian city simultaneously on the beach and the harbour 500 waterfront, is only a short 2 hour drive from Sydney. Newcastle’s stunning beaches, laidback lifestyle, fascinating harbour and eclectic 0 arts scene, are shining through the shadow of an industrial heritage. Blue Mountains Central Coast North Coast Newcastle Competitors A top ten city in Lonely Planet's 'Best in Travel 2011' guide, Newcastle To grow and prosper as a destination, it is recommended that the is a city of rich history, quirky culture and amazing scenery. following emerging markets be considered as key target areas for growth of Newcastle’s visitor economy: Newcastle’s population currently sits at 156,533 residents and is projected to increase to 180,640 residents by 2036, which equates to • Education a 15% increase from 2012. As of June 2012, the Australian Bureau of • Visiting Friends and Relatives (VFR) Statistics also listed Newcastle as having one of the highest population • Events densities in NSW (excluding Sydney). • Sports In 2012 (YE Dec) Newcastle received approximately 962,000 domestic • Cruise overnight visitors, 2,609,000 daytrip visitors, and 75,300 international • Medical visitors, which equates to 44% of domestic overnight, 49% of domestic • Overnight Short Breaks daytrip and 66% of total international visitors to the greater Hunter in • Drive 2012. Hunter Destination Management Plan – Discussion Paper 2 Destination Management Plan – June 2013 2 EXECUTIVE SUMMARY B. Destination Direction STRATEGIC PRIORITIES VISION There are four strategic priorities each with a number of actions and A visitor economy vision for a destination needs to be clear, concise one catalyst project, they are: and leverage the unique selling points of the region. Taking the above considerations into account, the visitor economy vision for Newcastle A unified voice for the businesses engaged in the is: Visitor Economy 1 Catalyst Project: Establish an industry-led peak body for Newcastle is making history – not waiting for it to happen. Newcastle that speaks on behalf of a range of existing organisations to encourage a single voice for industry MISSION advocacy and where possible consumer messaging The visitor economy mission for Newcastle is: Create a unique invitation to come and then give visitors awesome Get the industry connected experiences to talk about to their social and community network. Catalyst Project: appoint mentors to assist industry to 2 package and engage in the distribution system in preparation GOALS AND OBJECTIVES for major events 1. Increase average length of stay Measure: increased visitor nights Engage the global social and community 2. Increase spend per day and overall value of the Visitor Economy networks that love our experiences Measure: increased visitor expenditure 3 Catalyst Project: Invest in targeting social media campaigns 4. Double the amount of positive social media about the destination that target influencers in emerging global social and Measure: Double amount of Visit Newcastle Facebook page community networks to become advocates / ambassadors ‘likes’ for Newcastle with a focus on leveraging events. 5. More supportive and positive local advocates for their city and the visitor economy Create signature experiences: starting with the Measure: Increased VFR visitors through more supportive and East End engaged locals 4 Catalyst Project: Develop an East End Visitor Economy Masterplan to prepare for the post-rail closure that looks at precinct linkages, visitor safety, interpretation and iconic project attraction Hunter Destination Management Plan – Discussion Paper 3 3 Destination Management Plan – June 2013 TABLE OF CONTENTS EXECUTIVE SUMMARY…………………………………………………………. 2 SECTION 1 – BACKGROUND………………………………………………. 5 ACRONYMS ALOS Average Length of Stay What is the Visitor Economy?.................................................. 6 BIAs Business Information Associations Economic Benefit to Newcastle’s Economy………………………… 7 TCoN The City of Newcastle Key Markets of the NSW Visitor Economy………………………….. 8 NSW New South Wales What is a Destination Management Plan……………………………. 9 NTIG Newcastle Tourism Industry Group Destination Management Planning…………………………………….. 10 RET Department of Resources, Energy and Tourism SECTION 2 – DESTINATION ANALYSIS……………………………….. 11 RDA Regional Development Australia Destination Footprint…………………………………………………………. 12 TRA Tourism Research Australia Key Stakeholders………………………………………………………………… 13 VFR Visiting Friends and Relatives Key Data and Documents……………………………………………..…..... 14 YE Year Ending SWOT Analysis……………………………………………………………………. 15 Unique Selling Proposition………………………………………............. 16 Acknowledgements Key Assets…………………………………………………………………………… 17 On behalf of the EC3 Global team, we would like to thank you for the Key Imagery and Footage……………………………………………………. 19 opportunity to work with you to prepare the Newcastle Destination Market Position……………………………………………………….............. 20 Management Plan. Source Markets ………………………………………………………………….. 22 Visitors……………………………………………………………………………….. 23 Images used throughout this DMP are courtesy of Destination New South Wales. Visitor Trends……………………………………………………………………… 24 Demand………………………………………………………………………………. 27 Disclaimer Growth Potential………………………………………………………………… 28 Any representation, statement, opinion or advice, expressed or implied Key Infrastructure………………………………………………………………. 33 in this document is made in good faith but on the basis that EC3 Global Forecast Accommodation Data…………………………………………… 38 is not liable (whether by reason of negligence, lack of care or Communication Channels…………………………………………………… 39 otherwise) to any person for any damage or loss whatsoever which has Destination Direction…………………………………………………………... 40 occurred or may occur in relation to that person taking or not taking (as Action Plan…………………………………………………………………………... 41 the case may be) action in respect of any representation, statement or SECTION 3 – DESTINATION REQUIREMENTS……………………….. 51 advice referred to in this document. Human & Financial Resources………..……………………………………. 52 Key Risks………………………………………………………………………………. 53 SECTION 4 – APPENDICES……………………………………………….….. 54 Hunter DestinationDestination Management Management Plan – Discussion Plan Paper – June 2013 4 4 Section 1 - Background Hunter DestinationDestination Management Management Plan – Discussion Plan Paper – June 2013 5 King Edward Park EdwardKing WHAT IS THE VISITOR ECONOMY? Introduction What is the Visitor Economy? In 2011 the NSW State Government established the Visitor Economy According to the Visitor Economy Taskforce, the term “visitor Taskforce to develop a strategy to overnight visitor expenditure to economy” takes into account “broader economic activity than what NSW by 2020. In commissioning the Taskforce, the State Government has been historically defined as tourism and events”. It encompasses was motivated by a series of concerns relating to the perceived the direct and indirect contributions to the economy resulting from a strategic stagnation of tourism in the State and the multiple impacts of person (a ‘visitor’) travelling outside their usual environment for that stagnation – in concert with a range of factors including the high holiday, leisure and events and festivals, business, conventions and Australian dollar – on the viability of the industry and its long term exhibitions, education, to visit friends and relatives and for contribution to the State and regional economies. employment in NSW. In its final report to the State Government, the Taskforce enunciated a This new focus forces a broad strategic focus beyond marketing to powerful agenda for change predicated on a series of “musts” every facet of experience creation and capacity building that including: contributes to the creation and sustaining of a viable and growth oriented visitor experience. Foci such as transport infrastructure, place Increase visitation, grow physical capacity, renew and revitalise management, cultural development, information technology, destinations, improve the visitor experience, increase visitor broadband, sports, human resource availability and skills, are all spend, make Sydney and NSW more competitive, and change the brought into the mix and create challenges and opportunities that mindset of Government and Industry. need to be addressed by a coalition of stakeholders. The State Government embraced the findings of the Report and set in This is a very different approach to traditional
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