prepared by Dr Meredith Wray - Eurobodalla Shire · destination management ... Dr Meredith Wray for...

eurobodalladestinationmanagementplan2011to2020

SUSTAINABLE TOURISM RESEARCH STRATEGICPLANNING STAKEHOLDERENGAGEMENT DESTINATIONMANAGEMENT MARKETING

ABN73122763498

preparedbyDrMeredithWray

forEurobodallaShireCouncil

22September2011

C OMM E R C I A L I N C O N F I D E N C E

eurobodalla 2des t i n a t i on managemen t p l an 20 1 1 t o 2020

©Copyright,EurobodallaShireCouncil

Disclaimer:NeitherWraySustainableTourismResearch&Planningnoranyemployeeorresearchassociate

takesresponsibilityinanywaywhatsoevertoanypersonororganisation(otherthanthatforwhichthis

reporthasbeenprepared)inrespectoftheinformationsetoutinthereport,includinganyerrorsor

omissions.Inthecourseofthisreport,projectionsmayhavebeenpreparedonthebasisofassumptions

andmethodologiesthathavebeendescribedinthereport.Itispossiblethatsomeoftheassumptions

underlyingtheprojectionsmaychange.Nevertheless,theprofessionaljudgmentoftheemployeesand

researchassociatesofWraySustainableTourismResearch&Planninghavebeenappliedinmakingthese

assumptions,suchthattheyconstituteanunderstandablebasisforestimatesandprojections,Beyond

this,totheextentthattheassumptionsdonotmaterialise,theestimatesandprojectionsmayvary.


Thisplanhasbepreparedby:

DrMeredithWray,WraySustainableTourismResearch&Planning,incollaborationwithaSteeringCommitteeofEurobodallaShireCouncilthatcomprised:PaulAnderson(ESCGeneralManager),CherieEnders(Commercial&CorporateServicesDirector),CatherineReilly(ActingTourismMarketingManager),MarkBerry(Bower),MatthewDeveson(WhaleMotorInn),andRhondaLawrie(NSWDepartmentofTradeandInvestment).

ReneeBlackalsocontributedtothedevelopmentofthisPlanaspartofasix‐monthResearchInternship.


acronymsusedinthisplan

BMPA BatemansMarineParkAuthority

DMP DestinationManagementPlan

DNSW DestinationNewSouthWales

ECT EurobodallaCoastTourism

IVS InternationalVisitorSurvey

NPWS NationalParks&WildlifeService

NSW NewSouthWales

NVS NationalVisitorSurvey

RDA RegionalDevelopmentAustralia

RDAFC RegionalDevelopmentAustralia(FarSouthCoast)

SCORTO SouthCoastRegionalTourismOrganisation

T&I Trade&Investment(NSW)

TRA TourismResearchAustralia

VIC VisitorInformationCentre


contents

ExecutiveSummary 6

KeyDirections 8

SignificanceofTourismforEurobodalla 10

TheRoleofEurobodallaShireCouncilinSupportingTourism 11

StakeholderConsultationProcess 12

Vision&Values 13

KeyDirections

DestinationManagementStrategicDestinationManagement 14TourismAwareness 19Research 21

DestinationDevelopmentSustainableTourismDevelopment 23TourismProduct&ExperienceDevelopment 26InfrastructureDevelopment 29ServiceandQualityStandards 31

DestinationMarketingStrategicMarketing 33Brand&Image 36VisitorInformationServices 38Events 41

ImplementationandEvaluation 44

ReferenceList 46


executivesummary

EurobodallaShireCouncil,inconsultationwiththecommunity,hasworkedtogetherinrecentyearstodevelopenvironmental,socialandeconomicplanstoguidethesustainablefutureoftheShire.TheneedtodevelopaDestinationManagementPlanwasidentifiedaspartofCouncil’scommitmenttoensurethesustainablemanagement,developmentandmarketingoftourismforEurobodallaanditsdestinationsfrom2011to2020.

InJune2010,Counciladviseditsintentiontoundertakeareviewofitstourismactivitiesincluding:thestrategyforpromotingtourism;theorganisationstructureofthetourismteam;thecomposition,role,structureandactivitiesofitsTourismAdvisoryBoard;andsupportingoperationssuchasvisitorinformationcentres.

TheEurobodallaDestinationManagementPlanningprocesshasbeen

jointlyfundedbyCouncilandtheNSWDepartmentofIndustryand

Investment.

TheDraftEurobodallaDestinationManagementPlan2011to2020hasbeendevelopedbyWraySustainableTourismResearchandPlanningincooperationwithaCouncilSteeringCommitteethatwasestablishedtoguidethestrategictourismplanningprocess.

Theaimofthestrategictourismplanningprocesswastodevelopastrategicplanningframeworktoguidethedevelopment,management

andmarketingoftourismforEurobodallaanditsdestinationsoverthenextnineyears.Itisenvisagedthatthisframeworkwill:

• helpgrowtourismforthebenefitofthecommunity

• providethetoolstoproducesustainableandcompetitivetourismthatmeetscommunityexpectations

• ensurethattourismisrecognisedasamajorsourceofeconomicandregionaldevelopmentbygovernmentandtheprivatesector

• enhanceandgrowtherangeandqualityoftourismproductandexperiences

• attracttourisminvestmenttosupporttheeconomicdevelopmentofEurobodalla

• establishacommunityengagementprocesstocommunicatetheimportanceandfutureoftourismforEurobodalla.

ThisPlanisalivingstrategythathasbeendevelopedto:

• integraterecognisedbestpracticestrategiesforthemanagement,developmentandmarketingofregionaltourismdestinations1

• respondtoimportantissues,opportunitiesandchallengesthatwereidentifiedinaSituationalAnalysisandaStakeholderConsultationReportthatwerepreparedtoinformthedevelopmentofthePlan

• recognisethatEurobodallacomprisesdistinctdestinationsandvillages.

1AsreportedinSTCRC2010report‘SustainableRegionalTourismDestinations:BestPracticeformanagement,developmentandmarketing’.

• fostercooperationamonggovernment,businessandcommunitystakeholders

• identifyopportunitiestosupportthemanagement,developmentandmarketingoftourismproductandexperiencesrelatedtonature‐basedtourism2,heritage,Indigenous,sustainablefood,andevents

• integratewiththeeurobodalla30CommunityStrategicPlanandotherrelevantCouncilstrategicdocuments

• adapttochangingconditions,issues,opportunitiesandlocalneeds

• incorporateanannualevaluationprocess.

Eleven(11)keydirectionshavebeenidentifiedtoguidethemanagement,developmentandmarketingoftourismforEurobodallaanditsdestinationsoverthenextnineyears(seenextpage).

ThestrategicapproachusedtodevelopthePlanisdepictedinFigure1.

Figure1:SustainableRegionalTourismDestinationFramework3


executivesummarycontinued

SustainableRegionalTourismDestinationFramework

RESEARCH VALUESSustainable Development

Good governanceGood marketing

SustainableDestination

Planning andManagement

SustainableDestination

Development

SustainableDestinationMarketing

The pursuit ofstrategies andpractices that

facilitate balanced, sustainable

administration and management of the

destination

The pursuit ofa type, style and level

of tourism thatcontributes to the

social, cultural,political and

environmentalsustainability of a

place to live,to work and to visit

The promotion oftourism both within

and outside adestination to attract

and influenceappropriate visitors

2Nature‐basedtourismcanbedefinedasaninclusivecomponentoftourismthatencompassesecotourism,adventuretourism,conservationtourism,hikingexperiences,foresttourism,farmtourism,ACE(adventure,eco‐and

culturaltourism)aswellasevenparticularformsofsea‐sand‐suntourism(Weaver,2001).

3AdaptedfromDredge,D.2008.ManagingLocalTourismMasterClass:EasternMetropolitanRegionalCouncilWorkshopMaterials,SouthernCrossUniversity,TweedHeads,Australia.


keydirections

DestinationManagement

1. StrategicDestinationManagementEstablishaDestinationManagementFrameworkwithinEurobodallaShireCounciltoleadandfosterastrategicandcooperativeapproachtotourismandbusinessmanagementanddevelopmentforEurobodallathatinvolvesCouncil,thebusinesssector,andotherimportantregionalandstategovernmentstakeholders.

2. TourismAwarenessProvideon‐goinglocaleducationandcommunicationtoensurethecommunity,localgovernment,andbusinessesunderstandthesignificanceoftourismforEurobodalla,theimportanceofCounciltakingastewardshiprole,andforvisitorstounderstandcommunityandenvironmentalvalues.

3. ResearchDevelopadestination‐basedresearchprogramtobetterinformplanninganddecision‐makingforEurobodallaanditsdestinationstakeholders.

DestinationManagement4. SustainableTourismDevelopment

EnsuresustainabletourismdevelopmenttoprotectandenhanceEurobodalla’snatural,heritage,builtandsocio‐culturalenvironments.

5. TourismProduct&ExperienceDevelopmentEncourageandsupporttheestablishmentofappropriateandinnovativetourismandhospitalityinvestmentopportunitiestoenhancebusinessdevelopmentandthevisitorexperiencewithinEurobodallaincludingopportunitiesrelatedto:nature‐based,adventure,indigenous,foodandwine,heritage,andthearts.

6. InfrastructureDevelopmentWorkcooperativelywithrelevantCouncil,StateandAustraliangovernmentdepartmentsandagenciestoseekfundingandsupportforsuitableinfrastructureprojectstoenhancethevisitorexperience,amenityofthecommunity,andimproveaccesstoEurobodallaanditsdestinations.

7. ServiceandQualityStandardsEstablishserviceandqualitystandardsfortourismandbusinessoperationsinEurobodallatoensureawelcomingattitudeforvisitorsyear‐round.

continuednextpage


keydirectionscontinued

DestinationMarketing

8. StrategicMarketing

Developastrategicandcooperativeapproachtothedevelopmentandimplementationofmarketingcampaignstoensureconsistentandon‐goingawarenessofEurobodallaanditsdestinationsandexperiencestoattractkeyvisitormarketsandextendtheirlengthofstay.

9. Brand&Image

DetermineadistinctbrandfortheEurobodalladestinationregionthatbestrepresentsitsdistinctnaturalattractions,tourismproductandvisitorexperiencesofitskeydestinations,thatiswell‐supportedbythetourismbusinesssectorandthecommunity.

10.VisitorInformationServicesReviewtheoperationsanddeliveryofvisitorinformationservicesfortheEurobodalladestinationregiontoensureeconomicviabilityofVisitorInformationCentres,exceptionalservice,anddeliveryofvisitorinformationthatalignswithchangingvisitorinformationsearchbehaviorandnewvisitorinformationtechnologies.

11. EventsDevelopastrategicapproachtosupportthedevelopmentofeventstoattractkeyvisitormarkets,overcomeseasonality,alignwiththedestinationbrandandimage,andtosupportlocaleventorganisers.


SignificanceoftourismforEurobodalla

AsexperiencedinotherAustraliancoastalareas,theeconomyofEurobodallahasdiversifiedoverthepastfewdecadesfromonebasedonprimaryindustriesofdairying,forestryandfishing.TourismisnowanimportanteconomicdriverforEurobodalla,providingtheregionwithagoodeconomicfoundation.ThegrowthinpopulationtotheareahasalsohelpedestablishEurobodallaasanimportantregionalserviceandadministrativecentrewithintheSouthCoastregion.

AresearchreportrecentlypublishedbyTourismResearchAustralia,thatexaminedtheeconomicimportanceoftourismtoAustralia’sregions,determinedthatthereweresevenregionsthataccountedfor21%oftotaltourismexpenditureinAustralia,andthathavelargertourismindustriesandahighdependenceontourism.TheSouthCoastregion(thatincludesEurobodalla)wasrankedsixthofthesesevenregions.

Thereportconcludedthattheseregionswerecharacterisedbysimilaraspects.AllarelocatedonthecoastandhaveNationalParks,withkeyexperiencesandactivitiesrevolvingaroundthebeachandnature.Theseexperiencesenablevisitorstorelax,rechargeandtakeabreakfromtheireverydaylife,andareimportantmotivatorsforAustralianconsumerstotravel.Theregionswereallaccessiblebymajorroadsandairtravelandofferarangeofaccommodationestablishments.ItisthereforeimportantthatEurobodalla(andtheSouthCoastregion)understandthecommondriversoftourismtotheirdestinationsandwhatdifferentiatesthemfromotherAustraliantourismregions.

AsignificantfactorthathashelpedensuretheconservationandattractivenessofEurobodallaisthatapproximatelyeightypercentof

theShireisCrownLandthathasbeenconservedasNationalParkorStateForest.Residentialdevelopmentisthereforeconcentratedarounditstownshipsandvillagesandthelandscapeisnotdominatedbyurbaninfrastructure.ThisisincontrasttootherNSWcoastaldestinationsthathaveexperiencedrapidratesofresidentialdevelopmentasaconsequenceofex‐urbanpopulationmovementsfrommajorcities(e.g.Shoalhaven).OtherimportantfactorsthathavehelpedshapedtheattractivenessoftheEurobodallaasatourismdestinationinclude:

• acoastalandmarinelandscapethatisnotdominatedbyindustriessuchasfishingandboating(e.g.PortMacquarie,Yamba,CoffsHarbour)norindustrialactivity(e.g.Wollongong)

• theestablishmentofBatemansMarinePark,locatedbetweenMurramarangBeachandWallagaLakeontheSouthCoast,thatoffersresidentsandvisitorsopportunitiesforleisureandrecreationalactivities

• developmentcontrolsestablishedovertwentyyearsagothathavelimitedbuildingheights.

Itis,however,importantthattourismisplannedandmanagedtoensurethattourismproductofferingsandexperiencesareinnovative,continuetodiversifyandarealignedwithitsnaturalresourcesandlifestyleattributes.ItisalsoimportantthatEurobodallacontinuestodiversifyitseconomicbasetofacilitatebroaderinvestmentandemploymentgrowth.Challenges,however,includeagrowingandageingpopulation,skillsshortagesandattractingprivatesectorinvestment.


TheroleofEurobodallaShireCouncilinsupportingtourism

EurobodallaShireCouncil(ESC)hashadasubstantialandimportantleadershipandmanagementroleinsupportingtourismfortheShireanditsdestinationsthatcanbetracedbacktothe1980s.EurobodallaCoastTourism(ECT)wasestablishedin1989byCouncilasamanagementframeworktofostercollaborationamongstlocaltourismbusinesses,andtoleadacooperativeapproachtothemarketingoftourism.Therearecurrentlyaround300membersinvolvedintourismandhospitalityoperationsintheShire.Inaddition,therearenumerousotherbusinessesthatsupplygoodsandservicesthatsupportandbenefitfromtourismtotheareaincluding(e.g.retailoutlets,supermarkets,tradeservices,fuelsuppliers).

ItshouldalsobeacknowledgedthattourismbusinessesinEurobodallaaremainlysmall‐scale.Inrecentyears,theNaroomaChamberofCommercehasbeenactivelyinvolvedinplanninganddecision‐makingforbusinessesinNarooma.Moruya,MogoandTilbahaveactiveChambersofCommercebutrequirefinancialandadvisorysupport.TheBatemansBayChamberofCommercehasbeenrelativelyinactiveinrecenttimes.

CouncilalsoclearlyrecognisesitsstewardshiproletoprotectandenhancethequalitiesofEurobodalla’snatural,culturalandbuiltenvironmentstoensuretheplaceisattractiveforresidentsandvisitors,andthatsettheareaapartfromothercoastalareas.

Councilhasimportantresponsibilitiesthatinfluencethewaytourismdevelopsandismanagedincluding:infrastructuredevelopmentandmaintenance;openspaceprovisionandmaintenance;land‐useplanning;environmentalmanagement;publichealthandsafety;localeconomicdevelopment;tourismpromotionandmarketing;education,

trainingandemployment;artsandculturaldevelopment;communitydevelopment;andhumanservicesi.

Researchsupportstheroleoflocalgovernmentinvolvementintourismmanagementanddevelopment.Localgovernmentscanhelptofosteraviabletourismindustry,andenhanceofcommunitywellbeingthroughthecreationofliveable,vibrantandsustainablecommunitiesii.Thisisparticularlyimportantfordestinationsthatcomprisemainlysmallbusinessenterprisesthatmaynotnecessarilyhavetheresources(time,financialorexpertise)tocontributetodestinationplanninganddecision‐making.

Effectiveandbestpracticeregionaltourismdestinationshavelocalgovernmentsthat:

• integratetourismwithotherfunctionsandactivitiesoflocalgovernment

• workcooperativelywithlocalandregionaltourismorganisationstosupportsustainabletourismdevelopment,planningandmarketinginitiatives

• establishaTourismAdvisoryCommitteetoCouncil

• appointaTourismManager/OfficertoguideandinformCouncil’sinvolvementintourism

• mayleadthedevelopmentofatourismstrategyplanningprocess

• providefinancialsupportfortheoperationoflocalvisitorinformationcentresanddevelopmentofotherinfrastructureandsupportfacilities

• developpoliciestosupportsustainabletourismdevelopmentii.


StakeholderConsultationProcess

AnimportantcomponentofstrategicplanningprocessfortheEurobodallaDestinationManagementPlan2011to2020wasto:

• understandtheinterests,valuesandaspirationsofthecommunitytowardstourism;

• workwiththelocalstakeholderstoestablishasharedvisionforthefuturedevelopmentandmanagementoftourismwithintheregion; and

• identifytheimportantdestinationdevelopment,managementandmarketingissues,opportunitiesandchallengesthatshouldbeaddressedwithinthePlan.

Withthisinmind,theconsultationprocesscomprisedofthefollowingactivities:

1. Consultationinterviewsundertakenwithrepresentativesofstakeholderorganisationsacrossstate,regionalandlocallevelswithconsiderableknowledgeandexpertiserelatedtotourisminEurobodallaandthebroaderSouthCoastNSWregionduringMaytoJuly2011.Inaddition,consultationmeetingswerefacilitatedwiththeDMPSteeringCommitteeandCouncilExecutiveLeadershipTeamduringMay2011.

2. DestinationworkshopsthatwereundertakenfromJuly4to6,2011withrepresentativesoflocalstakeholderorganisationsandgroupswithaninterestintourismforEurobodalla.Over400businessorganisationsandcommunityassociationswereinvitedtoattendtheworkshopsthatwerefacilitatedinMogo,BatemansBay,Moruya,NaroomaandTilba.Seventy‐nineorganisationswererepresentedattheworkshopsandfourESCCouncillorsalsoattendedworkshops.

3. A‘HaveyourSay’websitethatwasdevelopedasameansforinterestedindividualsandstakeholdergroupstosourceinformationaboutthestrategicplanningprocessandtoprovideinputintotheconsultationprocess.ThepublicwereinformedaboutthisopportunitythroughmediaarticlesthatappearedinlocalpapersinlateJuneandinterviewsthatwereundertakenonlocalradiostations.Twenty‐onecontributionsweremadetothewebsite.Inaddition,someemailswerereceivedandwereincorporatedintofeedbacksummaries.


ValuesandVision

ThefollowingoutlinesthesharedvisionfortourisminEurobodallathatwasdevelopedthroughconsultationprocess.

VisionforTourism2011to2020

Cooperateandsupporteachothertoachieveasustainableandinnovativetourismeconomicsectorthat:preservesournaturalenvironment,fosterssupportfromourcommunity,celebratesandoffersdiverseandqualityvisitorexperiencesrelatedtoournaturalenvironment,cultureandheritage,andwelcomesandcaresforourvisitors.

Thisvisionisunderpinnedbythefollowingvalues:

• Achieveasustainable,innovativetourismeconomicsector

• Preservethenaturalenvironment

• Cooperateandsupporteachother

• Communicateeffectivelywithourcommunitytofosteracceptanceandsupportfortourism

• Celebrateandofferadiversityofqualityvisitorexperiencesrelatedtoournaturalenvironment,cultureandheritage

• Welcomeandcareforourvisitors.



KeyDirectionOne:StrategicDestinationManagement

EstablishaStrategicDestinationManagementFrameworkwithinEurobodallaShireCounciltoleadandfosterastrategicandcooperativeapproachtotourismandbusinessmanagementanddevelopmentforEurobodallathatinvolvesCouncil,thebusinesssector,andotherimportantregionalandstategovernmentstakeholders.

Bestpracticeresearchforregionaltourismdestinationsshowsthatplanningandmanagementfortourisminvolvesacollaborationofindustry,localgovernmentandcommunity.Theroleoflocalgovernmentintourismdestinationsistosupport,facilitate,andhelpbuildthecapacityofthelocaltourismindustryinorderfortheindustrytobesustainable,andtoensurethewell‐beingofitsresidents.

Effectiveandon‐goingplanninganddecision‐makingforregionaltourismdestinationsrequirestheestablishmentofadestinationmanagementframeworkandassociatedprocessestoleadandmanagetourismacrossgovernments,businessandcommunityinterests.Thisframeworkprovidesacollaborativeforuminwhichexpertiseofindividualsandstakeholderorganisationscanbeharnessedtoimproveoutcomesfortourisminitiativesii.

Aneffectivedestinationmanagementframeworkshouldbesupportedbyrepresentativesofimportantstakeholderorganisationsinvolvedintourismthatcanprovideleadership,expertise,knowledgetoguideandinformplanninganddecision‐makingforthedestinationregion(e.g.localgovernments,localtourismorganisations,businessgroups,regionaltourismorganisations,statetourismorganisations,NationalParksagencies)ii.

Thebenefitsofsuchaframeworkare:constructivedialogue,shareddecision‐making,improvedinformationdistribution,bettercommunication,andenhancedknowledgeandskills(capacity).Researchalsosuggeststhateffectivedestinationmanagementisasanimportantelementtoachievecompetitiveadvantageii.

Bestpracticeregionaldestinations:

• encourageandsupportlocalleaderswithextensivetourismorprofessionalexpertisewhofosteranddrivecollaborativeapproachestotourismmanagementthroughsounddecision‐making,analyticalcapabilitiesandengagementwithstakeholdersandtheirlocalcommunity

• identifyclearrolesandresponsibilitiesforstakeholderorganisationinvolvement(e.g.LTO,RTO,STO,localgovernment,businessgroups,othergovernmentagencies,significantcommunitygroups)

• establishanoverarchingBoardstructurecomprisingrepresentativesfromlocalgovernment,businessandcommunitystakeholderinterestswithexpertise/knowledgeoftourism

• provideastructureforcommunicationandinformationexchangeabouttourismamongststakeholders

• developstrategicandoperationalplanstoguidethedevelopment,managementandmarketingoftourism

• establishspecialistcommittees(e.g.marketing,events,policy)


DestinationManagementcontinued

• establishspecialistcommittees(e.g.marketing,events,policy)

• utiliseconsultants,whereappropriate,toensureexpertadviceontourism(e.g.strategicplanning,issues)

• ensuresupportbyfull‐timeandpart‐timestaff(e.g.marketing,eventmanagement,administration,financeandcommercialservices)

• fosteron‐goingcollaborationbetweenbusiness,governmentsandcommunityacrosslocal,regionalandstatelevels

• workcollaborativelywithsurroundingregionsandtheirLTOs/RTOsandlocalgovernmentsii.

AsexplainedearlierinthisPlan,tourismisanimportanteconomicdriverforEurobodallaandtheSouthCoastregion.EurobodallaCoastTourismwasestablishedbyCouncilasamanagementframeworktoleadandfosteracooperativeapproachtothemarketingoftourism.ECThas,however,beenledbyanActingTourismMarketingManagerforalmost12months,andtheEurobodallaCoastTourismBoardhasnotbeenactiveduringthistime.CouncilalsohasadedicatedEconomicDevelopmentUnit.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmed:

• recognitionthatEurobodallaShirecomprisesdistinctdestinationsandvisitorexperiences

• supportforastrategicandcooperativeapproachtothemanagementoftourismbetweengovernments,businessandcommunitystakeholders

• theneedforareviewoftheECTBoardandECTmembershipstructure

• thatECTshouldworkmorecooperativelywithtourismstakeholdersatregionalandstatelevels

• thatlocalbusinesses,Shire‐wideshouldbeencouragedtobettersupporteachother

• theneedtoadoptaproactiveapproachtoseekandleveragefundingfortourisminitiatives

• tourismisanimportanteconomicdriverfortheregion,butthereisaneedtocontinuetodiversifyEurobodalla’seconomicbase

• aneedtointegratethefunctionsandactivitiesofTourismandEconomicDevelopmentUnitswithinCouncil.

Recommendation

ThereisaneedforamorestrategicapproachtotourismandbusinessdevelopmentforEurobodalla.



strategies

S1.1

S1.2

S1.3

S1.4

IntegratetheEurobodallaDestinationManagementPlan2011to2020intorelevantESCpolicy(e.g.eurobodalla2030CommunityStrategicPlan&ServiceDeliveryProgram)

IntegrateESCTourismandEconomicUnits3

Developclearlyarticulatedpositiondescriptionsforstaffresponsibilitiesassociatedwithtourism(e.g.StrategicTourism&EconomicManager,Tourism&EconomicCoordinator,Marketing&CommunicationsManager,EventsManager,VICManager&VICstaff)

EmployaStrategicTourism&EconomicDevelopmentManagertoreplacetheexistingpositionofTourismMarketingManagertoleadandoverseetheimplementationofstrategiesoftheEurobodallaDestinationManagementPlan2011to2010andtofostercooperationbetweenCouncil,governmentagencies,businessandcommunitystakeholders

3InaccordancewiththeESCHRReview2011



strategies

S1.5

S1.6

S1.7

EmployaMarketingandCommunicationsManagertosupporttheStrategicTourism&EconomicDevelopmentManagerandCouncil

EmployanEventsManagertosupporttheStrategicTourism&EconomicDevelopmentManager(seeS11.1)

RevisetheconstitutionoftheECTBoardto:

• betitled‐theEurobodallaCoastTourismandBusinessAdvisoryCommittee(ECTBAC)

• requireskills‐basedmembers,ensuringwell‐developedtourismandbusinessknowledgeandexpertise(notgeographicortourismorbusinesssectorinterests)thatarere‐advertisedeverytwoyears

• establishtheroleoftheCommitteeasastrategicadvisoryCommitteetosupporttheStrategicTourismandEconomicManager,andCouncil,tomonitorandguidetheimplementationofstrategiesoftheEurobodallaDMP2011‐2020,andtoidentifyandprovideexpertsupportforsuitabletourismandeconomicdevelopmentinitiativesforEurobodallaanditstownsandvillages



strategies

S1.7cont

S1.8

S1.9

ThecompositionoftheCommitteeshouldcomprisethree(3)ex‐officiomembers(non‐voting)fromCouncil(e.g.StrategicTourismandEconomicDevelopmentManager,GeneralManagerandoneCouncillor),seven(7)electedmembers(voting)representingtourismandbusinessinterests(5),environmentalinterests(1),representingcommunityinterests(1),and(1)appropriateNSWGovernmentrepresentative(non‐voting).DevelopspecificselectioncriteriaforselectionofCommitteemembersandpaymembersaccordingtotheNSWGovernmentPremiersDailyMeetingRate

ReviewtheECTmembershipstructuretointegrateECTandBusinessmembershipandtobere‐titledEurobodallaCoastTourism&Business(orsimilar)

DevelopaEurobodallaCoastTourismandBusinessCooperativeStrategytosupportandencouragebroaderbusinessandincreasedtourismbusinesscooperationandinvestment

3InaccordancewiththeESCHRReview2011



KeyDirectionTwo:TourismAwareness

Provideon‐goinglocaleducationandcommunicationtoensurethecommunity,localgovernment,andbusinessesunderstandthesignificanceoftourismforEurobodalla,theimportanceofCounciltakingastewardshiprole,andforvisitorstounderstandcommunityandenvironmentalvalues.

Communicationofthesignificanceoftourism,tolocalcommunities,businesses,andlocalgovernmentstaffcanhelptoraisetheawarenessofwhattourismis,howitoperatesincommunities,anditssocialandeconomiccontributiontoregionalareas.Inturn,educationandinformationtovisitorsaboutcommunityvaluescanhelpovercomepossibletensionsbetweenvisitorsandresidentsandhelptoensureresidentialamenityandsecurity.

Bestpracticeregionaltourismdestinationseducateandcommunicatethesignificanceandlocalvaluesoftourismtovisitors,thecommunity,governmentsandbusiness.They:

• educatethecommunityandlocalbusinessaboutsustainabletourism

• theroleofCouncilinsupportingandmanagingthetourismindustry

• developaTourismEducationandCommunicationProgramtoeducatevisitorsabouttheenvironment,communityvalues,appropriatevisitorbehaviourandsafetyandsecurityissuesii.

TheconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:

• improvecommunicationtothecommunityofthesignificanceoftourismtotheShireandCouncil’simportantleadershiprolefortourisminEurobodallagiventhattourismbusinessesaremainlysmall‐scale

• encouragethecommunitytoexperiencewhatEurobodallahastooffer

• encouragelocaltourismbusinessestosupporteachother

• visitorstorespectandprotectthenaturalenvironment,residentialamenityandcommunityvalues

• fostersupportfortourismfromlocalmedia.

Recommendation

Thereisanimmediateneedtoraisecommunity,businessandlocalgovernmentawarenessofthesignificanceoftourismforEurobodalla.



strategies

S2.1

S2.2

S2.3

DevelopaCommunityTourismandBusinessProgramtoraiseawarenesstothecommunity,localbusinessesandmediaaboutthesignificanceoftourismtoEurobodallaandCouncilsstewardshiprole

DevelopaCouncilTourismandBusinessDevelopmentProgramtoeducateESCstaffabouttourismandtheroleofCouncilinsupportingthetourismindustryandfosteringbusinessdevelopment

DevelopaVisitorAwarenessProgramtoeducateandinformvisitorsabouttheenvironment,communityvalues,appropriatevisitorbehaviourandsafetyandsecurity(fore.g.,roadrules,surfconditions,andemergencyprocedures)



KeyDirectionThree:Research

Developadestination‐basedresearchprogramtobetterinformplanninganddecision‐makingforEurobodallaanditsdestinationstakeholders.

Bestpracticeresearchindicatesdestinationsthathaveestablishedresearchanddatacollectionsystemstosupportdecision‐makingarebetterabletoplaneffectivelyandadapttochangingmarkettrendsandcircumstances.Bestpracticesregionaldestinations:

• budgetforresearchandunderstandtheneedforresearchtoinformdecision‐making

• developaresearchprogramtoestablisheffectivesystemsatthedestinationleveltogatherinformationaboutvisitationandvisitorneedsandsatisfactionlevels

• utiliseresearchundertakenatstateornationallevel

• establishperformanceindicatorstomeasureeconomic,environmentalandsocio‐culturalimpactsoftourism

• undertakecontinuousandconsistentdatacollection

• establishreportingandcommunicationmechanismstoensurefindingsareregularlycommunicatedbacktointerestedstakeholdersii.

VisitationdatasourcedfromTourismResearchAustralia‘sInternationalVisitorSurvey(IVS)andNationalVisitorSurvey(NVS)provideagoodoverviewofvisitationtrendstotheSouthCoastregion.However,visitationdatafortheEurobodallaLocalGovernmentArea,derivedfromtheNVSandIVS,arebasedonparticularlylowsamplesizes,andarenotconsideredstatisticallyreliable.

Inrecentyears,EurobodallaCoastTourismhasengagedresearchconsultantstoprovidespecificvisitationanalysisandtrendsforEurobodalla(forexample,datarelatedtoprofilesofmaingeneratingregions).Althoughusefulforplanninganddecision‐making,thisdatahasnotbeenmadeavailabletolocalbusinesses.Inaddition,aDestinationVisitorSurveyforBatemansBaywasundertakenbyTRAin2008thatprovidedsomeinsightintovisitorperceptionsandsatisfaction.Therehasbeennorecentvisitorperceptionresearchundertaken.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedforimprovedresearchtosupportplanninganddecision‐makingthatincludescurrentvisitationandvisitorperceptions.

Recommendation

MorecomprehensiveandconsistentvisitationresearchisrequiredspecificallyfortheEurobodallaanditsdestinationsthatcanbesharedwithlocalbusinesses.



strategies

S3.1

S3.2

S3.3

S3.4

EstablishaCallforExpressionsofInterestBrieftoidentifyasuitablyqualifiedtourismresearchconsultanttobedeliverreliable,consistenttourismvisitationdata,visitorperceptionresearchandanalysisthatcanbeusedtoassistwithplanninganddecision‐makingthatiscosteffectiveandpresentedinawaythatcanbesharedwithlocalbusinesses

Developaprocesstoregularlycollate,analyse,reportVICbookingandcustomerservicedatathatisreportedtotheECTACandtothelocalbusinesssectorinawaythatcanbeshared

DevelopaEurobodalla‐basedTourismResearchProgram,toregularlygatherandanalyseexistingsourcesofvisitationdataincooperationwithkeytouristattractions,VICs,events,andlocalbusinesses(e.g.profiles,activities,satisfactions,perceptions)

ReviewandupdatetheTourismProductAudit*andBusinessDatabaseannually

*CompiledintheAnalysisphaseofdevelopingthisPlan


DestinationDevelopment

KeyDirectionFour:SustainableTourismDevelopment

Ensure sustainable tourism development to protect and enhance

Eurobodalla’snatural,heritage,builtandsocio‐culturalenvironments.

Manyregionaldestinationsdependontheirnaturalassetstoattractvisitors.Iftheseassetsarenotmaintainedorcompromisedthedestinationmayloseappealtovisitorsandsupportofthelocalcommunity.Bestpracticeresearchforregionaltourismdestinationsconfirmsthatagoodplacetoliveisagoodplacetovisitandthatlocalgovernmenthasanimportantroleinestablishplanningandmanagementstrategiestopreservenatural,heritage,builtandsocio‐culturalenvironmentsii.Bestpracticeregionaldestinations:

• workcooperativelywithrelevantstakeholdergroupsandgovernmentauthoritiestoenhanceandpreserveiconicattractions

• preservedestinationcharacterandresidentialamenitythroughsoundlocalgovernmenttownandlanduseplanningpoliciesanddevelopmentcontrols

• providecleardesignguidelinesinlocalgovernmentcontrolplansfortourismdevelopment

• requireeffectiveenvironmentalmanagementpracticesfortourismdevelopments

• integrateplanningforthepreservationofnatural,built,socialandculturalinstrategictourismplanningprocessesandotherrelevantlocalgovernmentplansandstrategies

• workwithnaturalresourcemanagementandenvironmentalagenciestoassessandplanforvisitorimpacts

• workwithlocalenvironmentalgroupstoinvestigateaccreditationmodelsthatencourageandimproveenvironmentalperformanceandefficiencyoftourismbusinesses

• establishanenvironmentalmanagementframeworkthatdefinessustainabilityindicatorstomonitorenvironmentalimpacts(natural,socialandeconomic)

• planforthesustainablemanagementsystemsofnaturalresources(e.g.sewageandwatermanagement)

• supportandencouragetourismoperatorstoachieveenvironmentalaccreditationii.

EurobodallaShireCouncilaimstounderstandtheinter‐relationshipsbetweennatural,builtandsocialenvironments,andtoassessthemeritsandimpactsofthedevelopmentproposals.Councilhasalsodeveloped,andiscurrentlyimplementing,strategicinitiativestoassistwithachievingasustainablefuturefortheShireincluding:eurobodalla30CommunityStrategicPlan,RuralLocalEnvironmentalPlanandUrbanLocalEnvironmentalPlan(LEPs),DevelopmentControlPlans(DCPs),EurobodallaSettlementStrategy,EnvironmentManagementPlans,CommunityLandPlansofManagement,StateofEnvironmentReports,andtheEurobodallaHeritageStrategy.


DestinationDevelopmentcontinued

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:

• retaintheauthenticityoftownsandvillages

• respectandprotectresidentialamenityandcommunityvalues

• continuetorespectandpreservethenaturalenvironment

• improvecommunicationtoencourageandsupportpotentialdevelopersofhowtoaddressplanninganddevelopmentcontrolsthathavebeenputinplacetoprotectthenaturalenvironmentandmaintainlowscaleandappropriatedevelopment

• considerholiday‐lettingofresidentialpropertiesinLGAplanningpoliciestobalanceresidentialamenityandtourismasanemergingissue

• balanceandplanforresidentialandtourismdevelopment

• supportthedevelopmentofnaturebasedproperties

• considerpopulationgrowthandresidentialamenity.

Recommendation

Educateandinformdevelopersandinvestorsaboutsustainabletourismdevelopmentrequirementsandbestpracticethroughthedevelopmentofdesignandbestpracticeguidelines.



strategies

S4.1

S4.2

S4.3

Encourageandsupportoperatorstoachieverelevantenvironmentalaccreditationandpromotetheirachievementsasbestpractice

DevelopandpromoteSustainableTourismDevelopmentDesignGuidelinestoprovidepotentialdevelopers&propertyownerswithinformationtoencouragethedevelopmentofqualityandsustainabledevelopmentthatcomplieswithCouncilandenvironmentalpolicies

DevelopanddistributeBestPracticeHolidayLettingGuidelinesforpropertyownersofholidayhousestoencourageresponsibleholiday‐lettingpracticestominimisepotentialvisitorimpacts*

4TheAccommodationAuditfoundthattherearecurrently493housesarecurrentlypromotedforuseforholidayletting(August2011)



KeyDirectionFive:TourismProduct&ExperienceDevelopment

EncourageandsupporttheestablishmentofappropriateandinnovativetourismandhospitalityinvestmentopportunitiestoenhancebusinessdevelopmentandthevisitorexperiencewithinEurobodallaincludingopportunitiesrelatedto:nature‐based,adventure,indigenous,foodandwine,heritage,andthearts.

Successfuldestinationsrecognisethat,inadditiontotheircoreandiconicattractions,thereisaneedtoprovideandpromoteadiversityofappropriatetourismproductandvisitoractivitiestoenhancethevisitorexperience,attractnewvisitormarkets,improveyield,increaselengthofstay,addressseasonaltroughperiodsandencouragerepeatvisitation.Bestpracticeregionaldestinations:• undertakearegularTourismProductAuditprocesstomonitorproduct

offeringsandtoidentifyopportunitiesfornewproductdevelopmentandinvestmentopportunities

• regularlysurveypotentialandcurrentvisitorstodetermineviewsaboutexistingproductsandexperiences,toidentifynewopportunitiesandtoensurethatproductdevelopmentmatchesneedsandexpectationsofvisitors

• developadiverserangeofappropriatevisitoractivitiestocomplementtheiriconicattractionsincluding:arangeofaccommodationtypestosuitdifferentvisitormarkets,highqualityfoodandbeverageexperiences,cultural,heritageandIndigenousexperiences,festivalsandspecialevents, nature‐basedexperiences,andrecreationalandleisureactivities

• supportandencourageentrepreneurstoestablishinnovativevisitorexperiencesthatcomplementcommunityandenvironmentalvalues

• maintainagoodandconsistentstandardofproductthatmeetsorexceedstheexpectationofguests

• revitaliseexistingproducttokeepitfreshandexcitingtomeetthechangingexpectationsofvisitors

• integratenewandenhancedproductsintodestinationmarketingstrategies

• developdriveroutes/daytourpackagestoencouragevisitorstoexperiencethebroaderdestinationregion

• supportthedevelopmentofIndigenousvisitorexperiencesincooperationwithlocalAboriginalcommunitiesii.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:• continuetodiversify,developandpromotetourismproductofferings

andexperiencesthatareinnovative,andalignedwithnature‐basedexperiencesandlifestyleattributesofthearea

• encourageandsupportthedevelopmentandinterpretationoflocalindigenoustours,heritage,cultural,andlocalfoodexperiences

• encourageandattractnewtourismoperatorsandentrepreneurstothearea

• encouragedevelopmentof‘highend’visitoraccommodationandadiversityofexperiencestoencourageyear‐roundvisitation

• workcooperativelywithNationalParks&Wildlife,BatemansMarineParkAuthorityandNSWForeststoestablishviablerecreationalandnature‐basedtourisminfrastructure,toursandactivities.

Recommendation

Adoptastrategicandproactiveapproachtoencourage,support,andpromoteinnovativetourismproductandexperiencedevelopment,andtofostercooperationamongstexistingtourismoperatorsandlocalbusinesses.



strategies

S5.1

S5.2

S5.3

S5.4

IntegratetourisminvestmentandbusinessopportunitiesintheEurobodallaLive,Work,InvestwebsiteanduseBusinessClubforumstofostercooperationamongsttourismandbusinessoperators

WorkwithrelevantlocalgroupsandstakeholderagenciestodevelopaEurobodallaNatureBasedTourismStrategytofosteracooperativeapproachtopromotenew,andenhanceexisting,nature‐basedtourismexperiencesthatlinktoiconicexperiences(e.g.MontagueIsland)

Workwithrelevantlocalgroupsandstakeholderagenciestodevelopheritage,Indigenous,artsandculturaltourismexperiences

Developandpromoteaseriesofvillagetouringitineraries(road,trail,cycleways,andforwatercraft),throughouttheregionthatfocusoncoreattractionsandexperiences(nature‐based,heritage,Indigenousandcultural)engagelocalbusinessesandoperators.



strategies

S5.5

S5.6

S5.7

S5.9

S5.10

InvestigateopportunitiesforEurobodallaanditsdestinationsandexperiencestobefeaturedintherelevantDrives

Explorewaystobetterlinkwithqualityregionalfoodandwineproduction,bothlocallyandadjoiningregions

Identifyrelevantfundingopportunitiestosupportproductandexperiencedevelopment(e.g.TQUAL,DNSWandothergovernmentgrants)

ImplementstrategiesidentifiedintheESCArtsandCulturalInfrastructureReport2010tobetterestablishandpromotetheartssectortovisitors

WorkwithDNSWtodevelopaprogramforoperatorstoensureproduct&experiencesare‘ChinaReady’andcommunicatetolocaloperators



KeyDirectionSix:InfrastructureDevelopment

WorkcooperativelywithrelevantCouncil,StateandAustraliangovernmentdepartmentsandagenciestoseekfundingandsupportforsuitableinfrastructureprojectstoenhancethevisitorexperience,amenityofthecommunity,andimproveaccesstoEurobodallaanditsdestinations.

Alackofadequateinfrastructureandsupportingfacilitiescanlimittherealisationoftourismpotentialatadestination.Carefulplanningandmanagementisrequiredtoensureabalancebetweentourismgrowthanddevelopmentofsupportinginfrastructureandfacilitiesii.Bestpracticeregionaltourismdestinations:

• auditinfrastructureandfacilitiestodeterminepriorityinfrastructureneeds

• developanInvestmentandInfrastructureStrategytoplanforandattractpublicandprivatesectorinvestmentforpriorityinfrastructureandfacilities

• designanddevelopinfrastructureandsupportfacilitiesthatreflectthesocio‐culturalheritageofthedestinationandpreservethenaturalenvironment

• seekandreceivesupportfromlocal,stateandfederalgovernmentsforplanningandfundingforinfrastructurefortourism

• planforandimproveparkingfacilities,amenities,servicesandfacilities(e.g.publictoilets,safeplaygrounds,accessiblepublicspaces,picnicareas,youthfacilities)

• developaCouncilTourismWorksPlantoensuremaintenanceoffacilitiesparticularlyduringpeakvisitationperiods

• improvetownbeautificationandmaintenancetocreateawelcomingatmosphereforvisitorsii.

EurobodallaShireCouncilhasanimportantroleinmaintaininganddevelopinginfrastructureandfacilitiesthatareusedbyresidentsandvisitors(e.g.TurossCycleway).PlansthatguideandinforminfrastructuredevelopmentfortheShireinclude:EurobodallaSharedPathwaysStrategy(2010),andtheRecreationandOpenSpaceStrategy(2010).AnewTrafficStudyiscurrentlybeingdeveloped.Council’sRoadandRecreationDivisionalsoconsideropportunitiestoleveragefundingtodevelopreserves,boatrampsandtheliketoservicecommunityandtourismneeds.TheAirportMasterPlanforMoruyaAirportprovidesstrategiesforitsupgrade.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:

• improveaccesstoandwithinEurobodallaforresidentsandvisitors

• ensurethelong‐termviabilityofroadnetworksontheSouthCoast

• waystoamelioratestrainsoninfrastructureoverthesummerperiodduetohighvisitation

• improveinfrastructure(roads,parking,recreationandfacilities)tosupporttourismandthecommunityneeds

• establishmorewater‐basedinfrastructuretobetterutilisewaterwaysforrecreationactivities(lakes,rivers,jetties,andparkareas)

• considerwaystoimprovetransporttoandwithintheShire.



strategies

S6.1

S6.2

S6.3

S6.4

Identifyprioritiesfortourismrelatedinfrastructuredevelopmentprojectsandworkcooperativelywithrelevantsupportagenciestoadviseandprogressfundingandprojectsubmissions

ImplementstrategiesrelevanttotourismintheESCTrafficStudy,SharedPathwaysStrategy(2010),andtheRecreationandOpenSpace

Workwithtransportprovidersandtourismoperatorstodeterminethefeasibilityofadditionaltransportoptionsandinfrastructurerequirementsbetweentownsandvillagesincludingalternativetransportmodescyclewaysandwalkways,andincreasedcapacityforRVandcarswithcaravans.

DevelopandpromoteEurobodallatoresidentsandvisitorsasadestinationthatembracescyclingasanalternatetransportsystemandrecreationactivity



KeyDirectionSeven:ServiceandQualityStandards

EstablishserviceandqualitystandardsfortourismandbusinessoperationsinEurobodallatoensureawelcomingattitudeforvisitorsyear‐round

Thequalityofavisitorsexperiencecomprisesarangeofserviceinteractionsthatavisitorhaswithinadestinationregionincludingserviceencounteredwhenpurchasingpetrol,groceriesoranewspaper,throughtofine‐diningandluxuryaccommodationexperiences.Thequalityofalloftheseserviceinteractionsplaysanimportantpartinadestination’sabilitytoassembleanddeliveracompleteandsatisfyingvisitorexperienceii.

Researchshowsthata‘wholeofdestination’approachisneedtoimprovethedeliveryofcustomerserviceofalltourismandbusinessoperations.Bestpracticeregionaldestinations:

• recognisetheimportancethatallbusinesses,directlyandindirectlyinvolvedintourism,areeducatedandtrainedastotheneedtoprovidequalitycustomerservice

• developoradoptaServiceExcellenceProgramtoensurethedeliveryofexceptionalandconsistentserviceforallbusinessandtourismoperations

• identifyandimplementappropriateservicequalitytrainingprogramsforbusinessownersandtheirstaff

• examinevisitorsatisfactionwithservicequalityaspartofdestinationvisitorsurveys

• benchmarkvisitorsatisfactionagainstotherleadingregionaltourismdestinations

• encouragelocalbusinessandtourismoperationstobecomemembersofrelevantindustryassociations

• establishoradoptservicequalityaccreditationschemesii.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanidentifiedtheneedto:

• developbenchmarksforqualitystandardsandserviceforthebusinesstosatisfyvisitorsneedsandexpectations

• leadandsupportbusinessestoachievequalitystandards

• addressthe‘closedforbusiness’attitudeofsomebusinesses

• considerwaystoovercomeseasonalitytosupportbusinessesyear‐round

• workcooperativelywithregionaltrainingorganisationsandproviderstodevelopskillsandcreatemeaningfulemployment,particularlyforyoungpeople.

Recommendation

Eurobodallapossessesanumberofleadinghospitalityandtourismoperationsthathaveestablishedasuperiorcustomerservicecultureandbenchmarkforotherlocaloperations.Thereis,however,aneedtoestablishawholeofdestinationapproachtoimproveanddelivercustomerserviceacrossalltourismandbusinessoperationsinEurobodallaanditsdestinations.



strategies

S7.1

S7.2

S7.3

S7.4

S7.5

IncorporateeducationaboutthevalueofdeliveringexcellentcustomerserviceaspartoftheCommunityTourismandBusinessProgram(seeS2.1)

WorkwithlocalindustryandeducationproviderstodevelopaServiceExcellenceProgramtoensurethedeliveryofexceptionalandconsistentserviceforallbusinessandtourismoperations

Promoteandcelebratethosetourism&hospitalityoperationsthathaveachievedaccreditation,recognisedindustrystandardsandawards

Incorporateresultslearnedthroughevaluationofvisitorsatisfaction(aspartofthedevelopmentofadestination‐basedResearchProgram–S3.4)andmonitorthiskeyserviceperformanceindicatorKPI

Adoptandpromotearecognisedaccreditationframeworkandstandardfortourism&hospitalityoperations(e.g.TourismAccreditationAustraliaLtd–TAAL–standard)andpromotetheneedtomonitorandencourageon‐linefeedbackthroughtravelandtourismwebsites(e.g.TripAdvisor)


DestinationMarketing

KeyDirectionEight:StrategicMarketing

Developastrategicapproachtothedevelopmentandimplementationofmarketingcampaignstoensureconsistentandon‐goingawarenessofEurobodallaanditsdestinationsandexperiencestoattractkeyvisitormarketsandextendtheirlengthofstay.

Bestpracticeregionaltourismdestinationsdevelopinnovativeandstrategicmarketinginitiativestosupporttheirdestinationbrandandimage.Considerationmustbegiventohowthedestinationanditsvariousattractionsandfacilitiesaregoingtobepromoted,thedistributionchannelsneededtoaccessandreachpotentialvisitors;andageneralassessmentoftheoverallpricestrategytoattractappropriatevisitormarkets.

Furthermore,cooperationindestinationmarketingisconsideredessentialtodestinationcompetitivenessandsuccess.Partnershipsneedtobedevelopedbetweenpublicandprivatesectorstakeholdersinvolvedintourismtofostercooperationofmarketingeffortsratherthansendconfusingmessagestothemarketplace.Theachievementofasuccessfuldestinationmarketingstrategyforaregionaldestinationrequiresallofthevariousmarketingeffortstocometogetherinacoordinatedandconsistentmanner.Destinationmarketersshouldalsoconsiderwaystobestconnectwiththepotentialvisitorsdirectlyii.


• developastrategictourismmarketingplantoguidemarketingefforts

• employexperiencedmarketingstafftocoordinatedestinationmarketingefforts

• seekastronglevelofsupportfromtheirSTOtofosterandleadcooperativemarketingeffortsacrossstate/territory,regionalandlocallevels

• encouragethesupportofleadingcommercialtourismandbusinessoperatorstocontributeandinvestindestinationmarketinginitiatives

• partnerwithneighbouringregionstodevelopstrongercampaigns

• sourceadequatefundingtoensurealllevelsofindustrycanparticipateinmarketingcampaignsii.

MarketingactivitiesforEurobodallahavetraditionallyfocusedonprintadvertising,onlineactivity,socialmedia,PRactivitiesandmediafamils,consumertradeshowsthatarealignedwiththetourismgeneratingregionsofCanberra,SydneyandregionalNSW.ImportantvisitormarketsforEurobodallaare:Canberra&Sydneyshort‐break,GreyNomads,Family,andVisitingFriends&Relatives.

AnewECTwebsitewaslaunchedin2008.Since2010,ECT,inpartnershipwithSouthCoastRegionalTourism(SCRTO),hasalsofacilitatedcooperativemarketingopportunitiesforitsmembersinrelevantTourismNewSouthWalescooperativecampaigns(e.g.AutumnDrive,Fishing,WinterSchoolHolidays.


DestinationMarketingcontinued

Thesituationalanalysisandconsultationprocessidentifiedfurtheridentifiedtheneedto:

• ensureastrategicandcooperativeapproachtomarketingthatoffersguidancetolocaloperatorsandencouragecooperation

• investigatewaystoworkmorecooperativelywithotherregionsandDNSW

• developadvertisingandpromotionalcampaignsthattargetprimarysourcevisitormarkets(Sydney,Canberra,SouthCoast,international)andnicheexperiencemarkets(e.g.nature‐based,adventure,slow‐food)andthatextendlengthofstayofexistingvisitormarkets(e.g.grey‐nomads,VisitingFriendsandRelatives,traditionalandnewCanberravisitors,FreeIndependentinternationalvisitors)

• encouragebusinessestobeambassadorsforEurobodallaandworkcooperativelytopromoteandpackageeachother’sbusinesses.

Recommendation

Thereisanimmediateneedtodevelopafour‐yearStrategicMarketingPlantoguidemarketingandpromotionalactivitiesforEurobodallaanditsdestinationsoverthenextfouryears.



strategies

S8.1

S8.2

S8.3

S8.4

S8.5

DevelopafouryearStrategicMarketingPlantoguidecooperativemarketingefforts

Establishtacticalcampaignsthatpromotedistinctiveexperiencesforkeyvisitorandsourcemarketsasidentifiedinvisitationresearch(S3.1)andtoaddressseasonalityissues

ContinuetoworkcollaborativelywithSCRTOandDNSWtodevelopandimplementfuturemarketingandpromotionalactivities

WorkwithadjoiningstatesandregionsinNSW,ACTandVIC,todevelopcooperativemarketingstrategies

AspartoftheCommunityTourism&BusinessProgram(S.2.1)informandcommunicatecooperativemarketingopportunitiestolocaltourismoperationsandbusinesses



KeyDirectionNine:Brand&Image

DetermineadistinctbrandfortheEurobodalladestinationregionthatbestrepresentsitsdistinctnaturalattractions,tourismproductandvisitorexperiencesofitskeydestinations,thatiswell‐supportedbythetourismbusinesssectorandthecommunity.

Bestpracticedestinationsestablishaclearlydefineddestinationbrandandimagethatisusedconsistentlytopromotethedestinationregiontoattractappropriatevisitormarketsandguidethedevelopmentofappropriatetourismproduct.Ofimportance,istheneedtoensurethatthedestinationbrandandimagematchesandpromotesauthenticdestinationexperiencesii.


• consultwithgovernment,businessandcommunitystakeholderstoconsiderandestablishastrongandconsistentdestinationbrandandimage

• identifyandfocusonthecompetitivestrengthsofthedestination• undertakeconsumerresearchtoinformdecisionsabouthowtobest

positionthedestinationandrecognisethatthedestinationcannotappealtoallvisitormarkets

• ensurethebrandandimagereflectsthestrategicvisionforthedestination

• promoteiconicfeaturesandattractionsofthedestinationandtheirlinkagetothebroaderregion

• developa‘BrandPolicy’toprotectthedestinationbrandandtoalignfurtherproductandinfrastructuredevelopment

• communicatethebrandandimagetoindustryoperatorsandaskthemtoconsiderthedestinationbrandwhendevelopingproductandtheirownmarketing(e.g.developbrandtoolkits)

• ensureconsistentdeliveryofthebrandthroughassociatedadvertising,salesandpromotionalstrategies

• linkwellwiththeregionalandstatebrandandimage• userealisticimagesandmessagestosupportthebrandandimage

• regularlyreviewandrefreshthebrandii.

Upuntil2007,EurobodallawasbrandedandmarketedastheNatureCoastasaresultofcommunityvisioning,well‐beingsurveysandcommunityworkshopsundertakenbyIRISresearchin2004/05.Achangeinbrandfrom‘NatureCoast’to‘EurobodallaLandofManyWaters’wasthenundertakenasaresultofabrandre‐developmentprocessundertakenduring2007and2008.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanidentifiedtheneedto:

• establishacleardestinationbrandthatisrecognisedbyvisitorsandissupportedbylocalbusinesses

• promotetheiconicattractionswithinEurobodallasotheareaisknownforitsdistinctiveattractionsandexperiences

• betterlinktheEurobodallabrandtodistinctdestinationsandvillages(BatemansBay,Mogo,MoruyaNarooma,Tilba).

RecommendationThereisanimmediateneedtoreviewtheEurobodalla‘LandofManyWaters’Brandtoensurevisitorrecognitionandlocalbusinesssupport.



strategies

S9.1

S9.2

S9.3

UndertakeareviewoftheEurobodalla–LandofManyWatersbrand,anddeterminevisitorperceptions(seeS3.1),incooperationwithlocalbusinessesandthecommunity

WorkcollaborativelywithDNSWandTAtobetterpositionEurobodallaShireanditsdestinationsrelatedtotheirnaturalattractions,heritage,uniqueness,andculturalexperiences

DevelopaBrandStyleguideandbrandmanualforlocaloperatorsandbusinessestoensuretheconsistentdeliveryofthebrandmarketingmaterials,(electronic,print‐based,signage)thatalignswithfindingsoftheBrandReviewprocess(see9.1)


DestinationMarketingcontinuedKeyDirectionTen:VisitorInformationServices

ReviewtheoperationsanddeliveryofvisitorinformationservicesfortheEurobodalladestinationregiontoensureeconomicviabilityofVisitorInformationCentres,exceptionalservice,anddeliveryofvisitorinformationthatalignswithchangingvisitorinformationsearchbehaviorandnewvisitorinformationtechnologies.

Animportantelementofthedeliveryofeffectivevisitorinformationservicesistoconnectwithpotentialvisitorswhilsttheyaresearchingandplanningtheirholidayortrip,andtoconnectwiththemoncetheyarriveinadestination.

Recentresearchshowsthatconsumersusedifferenttypesofonlinesourcesdependingonwheretheyareatinthetravelplanningprocess(pre‐trip,duringtrip,post‐trip).Inaddition,consumerssearchfortravelrelatedinformationrelatedtotenkeysub‐decisionsregardingtheirtrip.Giventhattheinternetisnowacriticalsourceofinformationforprospectivetravelersitisimperativethatrelevantonlineanddigitaltechnologiesareunderstoodandemployedinthedeliveryofvisitorinformationservicesiv.

Researchalsoshowsthatvisitorsneedtobeengagedbythedestinationastheyareincreasinglyseekingrealexperiencesandrequiringmorespecificinformationaboutwhatadestinationhastooffer.Bestpracticeregionaldestinations:• shouldbelocatedinprominentlocationswithinregionaltourismareas

topromotethedestinationregion• promotetheregion’sattractionsandfacilities,butalsoorientvisitors

totheregionandcanhelpcontroltheflowoftouriststoanarea• shouldnotonlyactaspromotersoftourism,butalsoprotectorsof

natural,builtandsocialenvironments

• haveanimportantroleinincreasingvisitors’lengthofstayandensuringqualityvisitorexperiences

• incorporatequalityinterpretationprogramstoenhancevisitorexperiencesii.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:• reviewthedeliveryofvisitorinformationservicestoensureexcellent

serviceandviability(e.g.locationandoperationofVICs,useoftechnology)

• understandthechangingwaysvisitorsarenowseekingvisitorinformationandmakingbookingsthroughnewtechnologies

• ensurevisitorinformationiscurrentandreflectsexperiencesofferedwithinEurobodalla(e.g.nature‐based,adventure,heritage,artsandculture,localandsustainablefood,events)

• developimprovedinterpretativematerialaboutvisitorexperienceswithintheShire

• investigatetheuseofvolunteerstosupportVICstaff• developaconsistentapproachtoensuringVICstaffarefamiliarwith

tourismproductandexperiences• improveprofessionaldevelopmentopportunitiesforVICstaff• developinnovativeandinstructionalsignagetowelcomeandguide

visitorsthroughtheShire.

Recommendation

ThereisanimmediateneedtoreviewtheoperationsanddeliveryofvisitorinformationservicesforEurobodallaanditskeydestinationstoensurecosteffectivenessanddeliveryofqualityvisitorinformation.



strategies

S10.1

S10.2

S10.3

S10.4

IncorporatedeliveryofeffectivevisitorinformationservicesintotheroleoftheStrategicTourism&EconomicManager

ReviewtheroleandresponsibilitiesoftheVICManagertoincorporateresponsibilitiestoaddressS10.3toS10.10

UndertakeareviewoftheoperationsandlocationofBatemansBay,Narooma,MoruyaVICsandotherVICoutlets,anddevelopaEurobodallaVisitorInformationServicesStrategytoensurequalityandintegratedvisitorinformationservicesacrosstheShirethataddress:staffing,changingVICtechnologiesandvisitorbehaviour,mobileVICopportunities,retailopportunities,andaccommodationandtouroperationbookingservices

DevelopandtrainapoolofvolunteerTourismAmbassadorsaspartofaTourismVolunteerProgramtosupportVICstaff(seealsoS11.5)



strategies

S10.5

S10.6

S10.7

S10.8

Undertakeanon‐goingeducation&familprogramofVICstaffandvolunteersaboutattractionsandactivitiesacrosstheShiretoimproveyieldandlengthofstay

ReviewtheEurobodallaCoastwebsitetoprovideenticingexperience‐basedinformatione.g.,nature‐based,cultural,Indigenous,heritage

MaximiseuseofVICstodisplayinformationofEurobodallaexperiences

Prepareawholeofdestinationintegratedsignagestrategythat:establishesdistinctiveandinnovativesignageandvisitorinformationdisplaysatkeytourismattractions;keytransporthubs&gatewaylocations;supportsvisitors;andpromotesdiversityofexperienceswithinthedestination.



KeyDirectionEleven:Events

Developastrategicapproachtosupportthedevelopmentofeventstoattractkeyvisitormarkets,overcomeseasonality,alignwiththedestinationbrandandimage,andtosupportlocaleventorganisers.

Eventsandfestivalshaveanimportantroleincontributingtothepromotionofadestinationimage,enhancingthevisitorexperience,extendinglengthofstayandovercomingseasonalvisitationtroughs.BestpracticeinregionaldestinationsdemonstratesthedevelopmentofanEventsStrategytobettercoordinate,manageandpromotearegion’sfestivalsandevents.Thedevelopmentofaspecialeventorfestivalthatislinkedtoaniconicattraction,andcelebratescommunityvalues,canhelpshapeadestinationimage,attractlike‐mindedvisitorsandprovideentertainmentandrecreationopportunitiesforresidents.

Eurobodallaishosttosuccessfulanduniquefestivalsandeventsthatattractvisitorstotheareabutalsoprovideentertainmentandrecreationopportunitiesforresidents.Forexample,NaroomaOysterFestival(May),RiverOfArtFestival(May),MoruyaJazzFestival(October),EurobodallaSlowFoodCelebration(November)andlocalmarketsheldinMoruya,Narooma,TilbaandBatemansBay.

Inrecentyearslocalsportingassociationshaverecognisedthecapacityofthedestinationregiontohostadventureandsportsevents(e.g.TrithebayTriathlon(March/April)andAngryDoctorMTBEnduro(September).

Theseeventsare,however,plannedandimplementedbyrepresentativesoflocalbusiness,sportingandcommunityassociationsthatvolunteertheirtimeandexpertise.CouncilhasrecentlydevelopedaDraftEventsPolicyandGuidelinestoassisteventorganisersthroughtheprocessofobtainingESCapprovalandforhostingsafeandsuccessfulevents.

Intermsofbusinessevents,thereareconferencevenueandfacilitiesinBatemansBay,MoruyaandNaroomathatcaterforupto400people.Thereisalsoconsiderableaccommodationcapacitywithinthedestinationtosupportsmalltomediumsizeconferencesandmeetings.

ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthePlanidentifiedtheneedto:

• employaneventscoordinatortodevelopastrategicapproachtoattractneweventstotheareaandovercomevisitationseasonality

• providesupportforlocaleventorganiserstohelpovercomevolunteer‘burnout’

• improvethepromotionofsuitablevenuesandfacilitiesforevents

• developmoresportsandnature‐basedeventsandfestivals

• establishmoreeventsandfestivalsthatcelebrateindigenousstories,arts,cultureandheritage.

Recommendation

EmployadedicatedEventsManagertodevelopastrategicandproactiveapproachtoattractandsupportappropriateeventsandfestivalstoEurobodallaanditsdestinations.



strategies

S11.1

S11.2

S11.3

S11.4

S11.5

EmployanexperiencedEventsManagertoattractandsupportfestivalsandeventsthatalignwiththedestinationregionbrand&image(seealsoS1.6)

UndertakeanaudittoidentifyandassessallfestivalandeventswithintheShireincluding:timing,scale,characteristics,visitormarkets,promotionactivities,managementstructureanddevelopadatabaseofeventsthatisregularlyupdated(identifygapsandtimingclashes)

DevelopaEurobodallaEventsStrategytobettercoordinate,manageandpromoteEurobodallaasadesirablefestivalandeventlocation

EstablishanofficialandannualEurobodallaEventsCalendarthatcanbeusedtoprovideinformationtovisitorsandresidentsabouttherangeoffestivalsandevents

DevelopandtrainapoolofeventvolunteersaspartofaTourismVolunteerProgramtosupporteventorganisers



strategies

S11.6

S11.7

S11.8

S11.9

Investigateopportunitiesforfundingtosupportthedevelopmentandimplementationofappropriateevents

WorkwithrelevantstakeholderstodevelopfestivalsandeventswhichcomplementtheShiresuniqueaspects(nature‐based,sports,heritage,artsandculture)thatappealtovisitorsandresidents

AspartoftheDestination‐BasedResearchProgramestablishwaystomeasureeconomicimpactsandprofile&satisfactiondataforattendeesoffestivalandeventsinEurobodalla(seeS3.4)

Investigateresourcesharingforfestivalsandevents(e.g.howcanlargeeventsassistsmallscalefestivalsandeventsthataremanagedvoluntarily)


ImplementationandEvaluation

ThefollowingimplementationandevaluationprocessisrecommendedtoensurethatthevisionandstrategiescontainedinthisPlanareactioned.Itisrecommendedintheshort‐termthat:

• theEurobodallaCoastTourism&BusinessCommittee(ECTBAC)bepositionedastheumbrellaauthoritytooverseetheimplementationofstrategiesandactionsassociatedwiththisPlan

• otherstakeholderorganisationsandagenciesidentifiedashavingaprimaryorsupportingroleareencouragedtoprovideon‐goingsupportoverthenexttenyearstoimplementstrategiesandactionsassociatedwiththisPlan

• afour‐pageExecutiveSummaryisdevelopedthatsummarisesthemaindirectionsinthisPlanisdevelopedandlaunchedtorelevantstakeholdersoncethePlanisadoptedbyCouncil

• theStrategicTourism&EconomicManagerdevelopsasetofmeasurableindicatorstoassistinmonitoringoftourismandbusinessdevelopmentforEurobodallaanditsdestinations(e.g.visitation,VICdata,websitedata,newbusinessoperations,tourismrelatedemployment,marketingcampaignbuy‐inandresults,eventperformance,PRandmedia)

• theStrategicTourism&EconomicManagerinconsultationwithECTBACpreparesanannualEurobodallaTourism&BusinessReporttocommunicatetoCouncil,localbusinesses,thecommunity,andotherinterestedstakeholderstheprogressundertakeninachievingstrategiesofthisPlanandreportperformance

• anindependentconsultantundertakesareviewoftheimplementationoftheStrategicPlanannuallyforthenextthreeyears(acommitmentofthreeworkingdays)incollaborationwiththeECTBABandmakesnecessaryadjustmentstothePlan.

Importantprioritiesthatshouldbecompletedwithinthenext6to12monthsinclude:

1. integratetheEurobodallaDestinationManagementPlan2011to2020intorelevantESCpolicy

2. employaStrategicTourism&EconomicManagertoleadandoverseetheimplementationofstrategiesoftheEurobodallaDestinationManagementPlan2011to2010andtofostercooperationbetweenCouncil,governmentagencies,businessandcommunitystakeholders

3. employaTourism&EconomicCoordinator,aMarketingandCommunicationsManager,andEventsManagertosupporttheStrategicTourism&EconomicManager

4. revisetheconstitutionoftheEurobodallaCoastTourismBoardtobetitled,theEurobodallaCoastTourismandBusinessAdvisoryBoard,andrequireskills‐basedmembers

5. developaCommunityTourismandBusinessProgramtoraiseawarenesstothecommunity,localbusinessesandmediaaboutthesignificanceoftourismtoEurobodalla,Council’sstewardshiprole,andthevalueofexcellentcustomerservice

6. establishanExpressionsofInterestResearchBrieftoidentifyqualifiedatourismresearchconsultanttobedeliverreliable,consistenttourismvisitationdata,visitorperceptionresearchandanalysisthatcanbeusedtoassistwithplanninganddecision‐makingthatiscosteffectiveandpresentedinawaythatcanbesharedwithlocalbusinesses

7. integratetourisminvestmentandbusinessopportunitiesintheEurobodallaLive,Work,Investwebsite


ImplementationandEvaluation

8. developaEurobodallaNatureBasedTourismStrategytofosteracooperativeapproachtosupportandpromotenew,andenhanceexisting,nature‐basedtourismexperiencesthatlinktoiconicexperiences(e.g.MontagueIsland)

9. developafouryearStrategicMarketingPlantoguidecooperativemarketingefforts

10.undertakeareviewoftheEurobodalla–LandofManyWatersbrand,incooperationwithlocalbusinessesandthecommunity

11. undertakeareviewofVICoperationsanddevelopaEurobodallaVisitorInformationServicesStrategythatalignswithHRReviewrecommendationsforawholeofCouncilapproachtothedeliveryofexcellentcustomerservice

12.undertakeanaudittoidentifyandassessallfestivalandeventswithintheShireanddevelopaEurobodallaEventsStrategytobettercoordinate,manageandpromoteEurobodallaasadesirablefestivalandeventlocation.


references

iDredge,D.,Macbeth,J.,Carson,D.,Beaumont,N.,Northcote,J.&Richards,F.(2006)AchievingSustainableLocalTourismManagement:Phase1‐PractionersGuide,CRCforSustainableTourism.

iiWray,M.,Dredge,D.,Cox,C.,Buultjens,J.,Hollick,M.,Lee,D.,Pearlman,M.,&Lacroix,C.(2010).Sustainableregionaltourismdestinations:Bestpracticeformanagement,developmentandmarketing,SustainableTourismCooperativeResearchCentre,GoldCoast.

iiiCrouch,G.I.(N.D.).Modellingdestinationcompetitiveness:Asurveyandanalysisoftheimpactofcompetivenessattributes,SustainableTourismCooperativeResearchCentre,Southport.

ivCox,C.,Burgess,S.,Sellitto,C.,Buultjens,J.(2008).Consumer‐generatedweb‐basedtourismmarketing.Brisbane:SustainableTourismCooperativeResearchCentre.

7.0contact

SUSTAINABLE TOURISM RESEARCH STRATEGICPLANNING STAKEHOLDERENGAGEMENT MARKETING

DrMeredithWray

[email protected]

MyocumNSW2482

mailto:[email protected]

mailto:[email protected]

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