Redland City Tourism Strategy and Action Plan 2015 – 2020 This page: Brown Lake, North Stradbroke Island On the cover: Point Lookout, North Stradbroke Island Redland City Tourism Strategy and Action Plan 2015–2020 Contents Message from the Mayor ......................................................................5 Issues and gaps ...................................................................................45 Introduction ..........................................................................................7 Product and supporting infrastructure ........................................................46 Strategic links .......................................................................................9 Destination marketing and promotion .......................................................48 Tourism in the Redlands – a snapshot ..................................................11 Other challenges ........................................................................................50 Location ....................................................................................................11 Opportunities ......................................................................................53 Market trend assessment ...........................................................................12 Tourism investment and development opportunities ...................................54 How Redlands fits with the Greater Brisbane Region ..................................30 Destination marketing and event opportunities ..........................................60 Visitation to Redland City ...........................................................................31 Supporting infrastructure and engagement opportunities ..........................65 Niche visitor markets ..................................................................................33 A local tourism organisation for the Redlands .....................................69 Markets for the Redlands to focus on ........................................................34 Requirements for an industry-operated local tourism organisation ..............70 Tourism product audit ................................................................................35 Forming a local tourism organisation in the Redlands .................................70 Accommodation audit ...............................................................................36 The way forward ........................................................................................71 The changing role of visitor information centres ..................................37 Action Plan .........................................................................................75 Research on the future of visitor information services .................................37 Key Performance Area 1 – Tourism investment and development opportunities .............................................................................................76 Current and future trends for visitor information servicing..........................38 Key Performance Area 2 – Destination marketing and event opportunities .80 SWOT analysis for tourism in the Redlands .................................................42 Key Performance Area 3 – Supporting infrastructure and coordination opportunities .............................................................................................82 3 Coochiemudlo Island Redland City Tourism Strategy and Action Plan 2015–2020 Message from the Mayor Redland City is in a prime position to be showcased to the world through tourism. Located just 35 minutes from global interest is certainly helping This Redland City Tourism Strategy creating a subcommittee that is Brisbane, Queensland’s capital, to put Redlands on the map and is and Action Plan 2015 – 2020 is the representative of all areas of the City. and with easy access to the Port something we need to capitalise on. local tourism industry’s blueprint The tourism subcommittee will of Brisbane and Brisbane and Gold Tourism provides a more prosperous for the future. It is informed by work closely with Council and Coast airports, the Redlands has it job market for locals and bolsters our stakeholder feedback and market the tourism representative on the all – villages, islands, rainforest, rural economy through increased visitation. trend assessment to provide an Redlands Economic Development hinterland, farmland, beaches, bays, Council is working hard to enable the overview of current visitor trends Advisory Board. creeks and freshwater lakes as well as and a clear direction of where the iconic flora and fauna. Redlands tourism industry to find its The intent is that in the medium-term, own collective voice and destination Redlands should be encouraging the tourism subcommittee could In addition to our natural assets, we identity. Yet Council alone cannot new business product and related become the local tourism organisation are proud of our community’s culture infrastructure investment. for the Redlands. and heritage, and this sense of pride is be held responsible for growing a It sets out how the tourism industry exchanged with our visitors. sustainable Redlands’ tourism industry. Everyone has a role in ensuring the and Council can work together Redlands enhances its reputation A dynamic industry, tourism is It is important for tourism industry to seize opportunities in tourism as the best place to live, play identified as one of eight key growth operators across the City to work investment and development, sectors in the Redlands that can be collaboratively to diversify and and do business. destination marketing and events used as a driver for socio-economic package products and offerings in We want all visitors’ time spent in our as well as supporting infrastructure progress for this City. order to capture market share and community to be memorable – and and coordination. It is critical that all Redlanders create destination appeal. for them to return again and again. recognise the importance of tourism Through public and private investment The aim is to bring more visitors to the Working together this will occur. and how tourism spending breathes of knowledge and resources we can Redlands, tempt them to stay longer life into our City’s economy. create an even better Redland City – a and spend more and, importantly, With ongoing interest from unique place that offers world-class raise the profile of the Redlands as a international film production facilities, festivals and events and must-see destination. companies, our City clearly has much, much more for the enjoyment The Tourism Strategy gives the Cr Karen Williams something special to offer. This of visitors and residents alike. industry ownership of its future by Mayor of Redland City 5 Redlands IndigiScapes Centre, Capalaba Redland City Tourism Strategy and Action Plan 2015–2020 Introduction Redland City Council (Council) has developed a new Tourism Strategy for the period 2015 – 2020 and a five-year Action Plan to support the Tourism Strategy. The purpose of developing this the key requirement of Council – and infrastructure, development and which could lead to more tourism Tourism Strategy is to provide: industry stakeholders – has been to interrelationship with operators investment and wider economic • an assessment of the Redlands focus on tangible outcomes within • an ongoing literature review to benefits such as employment for tourism economy, its opportunities a realistic timeframe rather than an build a quality context for the local young people. and challenges exhaustive list of items that may Tourism Strategy and to fully The Redland City Tourism Strategy • a strategy that identifies tourism- not be achievable. understand projects and strategies and Action Plan 2015 – 2020 will be focused initiatives which, with Council commissioned The as well as relevant government at the forefront of Council’s tourism industry involvement, can be Stafford Group to assist in policies affecting the Redlands planning, policies and strategies as implemented developing the documents. • preparation of a draft Tourism well as the tourism industry’s own plans for the next five years. • a five-year action plan that outlines The process used to develop these Strategy and Action Plan, primarily how recommendations from the documents involved the following: to highlight key issues and Tourism has been identified as one strategy could be activated, with opportunities that need to be of eight priority industries in the • face-to-face industry consultation involvement from the Redlands’ considered by Council in particular Redland City Economic Development to review product, meet with tourism sector stakeholders, which • finalisation of the draft Tourism Framework 2014 – 2041. Tourism operators, Councillors and Council is integral to achieving those Strategy and Action Plan after currently accounts for 1.4% of officers as well as assess new actions feedback and liaison with Council Redlands’ Gross Regional Product. opportunities • a recommended tourism model and industry operators. By 2041, it is expected that tourism • liaison with industry operators i.e. to show how tourism could best This Redland City Tourism Strategy will contribute to more than 3% of accommodation operators, food operate with Council’s involvement and Action Plan 2015 – 2020 Redlands’ Gross Regional Product. as an enabler of marketing, and beverage providers, farm recognises the strength of the As a living document, the Redland