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FRASER COAST

DESTINATION

TOURISM PLAN Final Report

May 2014

Fraser Coast Destination Tourism Plan 2014-2020 2

Executive Summary

Tourism is both a major economic activity and lifestyle driver for the Fraser Coast Region, and visitor expenditure impacts a number of key regional economic sectors. The visitor economy injects $360 million of direct overnight expenditure into the destination’s economy which contributes to nearly $648 million of direct and indirect expenditure across the sectors including transport, accommodation, food services and retail trade. It also contributes to securing 6,015 jobs (direct and indirect) for the Region. To help achieve Queensland’s 2020 target aspiration of doubling overnight visitor expenditure to $30 billion by 2020, the Fraser Coast will have to contribute approximately $759 million towards the 2020 target. In order to do this, a planned approach is required to harness key market segments to drive growth in the Region. Recognising this, the following Fraser Coast Destination Tourism Plan has been prepared to provide the definitive direction for tourism and events in the Fraser Coast Region towards 2020, highlighting the resources required to create a sustainable, resilient and competitive tourism and events destination. About the Destination The Fraser Coast Region is a holiday playground blessed by nature, with long sandy beaches, relaxing island retreats, abundant marine life and pristine parks. There are a wealth of coastal paradises, recreational pursuits, adventure activities and historic explorations, rich in diversity and natural beauty. The Region encompasses Fraser Island, Hervey Bay, Maryborough, the Fraser Coast Hinterland and the Great Sandy Strait; covering an area of 7,116.7 km2. Manufacturing, health care and allied health are amongst Fraser Coast’s largest industries alongside tourism, and these industries help to support a population of nearly 100,000 residents. With a regional airport situated at Hervey Bay and located within 300km of Brisbane, the

Fraser Coast is easily accessible by air and road, as well as rail. The mild year-round climate means the 662,000 annual visitors can enjoy a subtropical haven. The diverse Fraser Coast Region provides the opportunities for whale and bird watching, 4WD, fishing, retail therapy and a variety of adventure activities and events.

Opportunities for Growth To grow and prosper as a destination and to achieve its $759 M aspiration for 2020 (an extra $399M), it is recommended that the following markets be considered as key target areas for growth of the Fraser Coast’s visitor economy:

Sports and Events Tourism

Interstate Fly/Drive Visitors (NSW/ Vic)

Visiting Friends and Relatives (VFR)

Drive Tourism

Long Stay Visitors (seniors, grey nomads)

Niche markets (marine, natural and cultural heritage, agri-tourism , health and wellbeing)

Nature-based tourism (including fishing)

Travel for a Purpose (education).

Key Markets Tier One • Connectors* in Regional Queensland

and Brisbane (400km radius of Fraser Coast)

• United Kingdom

Tier Two • Social Fun-seekers in Sydney and

Melbourne • Active explorers in Brisbane, Sydney and

Melbourne. • USA, Canada, Europe and Scandinavia

Tier Three • Korea, Malaysia and New Zealand

New and Developing • China, Taiwan and Hong Kong

*For further detail on Queensland’s domestic consumer segments please refer to www.tq.com.au/marketing/

http://www.tq.com.au/marketing/


Towards 2020

Our Vision The 2020 vision for Fraser Coast is to be:

‘Globally recognised for world class personal natural encounters, World Heritage Listed Fraser Island and as

Australia’s number one whale experience destination.’

Strategic Objectives 1. Become a Top Tier Queensland Destination 2. Grow the Quality of Tourism Experiences

and Overall Sector Value 3. Fraser Coast will be regarded as a high

quality visitor destination through winning recognition via appropriate industry and ‘best in category’ awards.

4. Clear Market Positioning around ‘Personal Natural Encounters’ of the Great Sandy Strait and the iconic Fraser Island

5. Community Support and Enthusiastic Partners.

Our Goals

Cement the Region’s position as the leading destination for personal natural encounters by maximising the tourism potential of whale watching and positioning Fraser Island to the fore and rebuilding its status as an iconic visitor attraction. Pre-requisites for success in working towards this goal will be a program of innovative marketing and compelling itineraries, alongside high quality new products and experiences.

Establish the Region as a leading

Queensland events destination. We will attract new event visitors and expenditure via the successful acquisition and attraction of new major events, in addition to growing the impact and sustainability of existing events. We need to grow the Region’s market share of domestic and international event visitors by 2%.

Increase our share of Queensland marine tourism activities in the leisure market – growing domestic overnight expenditure (dive, snorkel, whale watching) by 3% (under 21 nights), and achieve an 8% growth in the Region’s share of fishing (as an activity), building on the strategic ambition of developing a major new fishing event and establishing Fraser Coast as Australia’s home of fishing.

Leverage off our natural advantage with whale watching and destinations such as the iconic Fraser Island and the Great Sandy Strait to grow average length of stay in target markets i.e. 400km radius leisure market and identified leisure niches (nature-based/ marine, natural and cultural heritage, education, adventure, health and well-being agri-tourism, touring) as a driver for expenditure growth. Creating a range of high quality and unique experiences such as those offered by securing a decommissioned naval vessel for a dive wreck on the Fraser Coast is fundamental if the Region is to stand out in a crowded and competitive market.

Growing the Region’s market share in Queensland of target overseas markets (UK, Europe and USA) and interstate visitors (VIC/NSW). In overseas markets, the Region

The Fraser Coast is synonymous with its hero experiences - whale watching and ‘personal natural encounters’, adventure, coastal lifestyle and the iconic Fraser Island.

Development to fully deliver the potential of these differentiators is essential, however, for the destination to reach its 2020 target, these hero experiences must be leveraged alongside development and delivery of a region-wide balanced portfolio of products and experiences including;

• Events (development and acquisition) • Positioning and implementing a program

to establish Fraser Coast as Australia’s fishing capital

• Niches including natural and cultural heritage, nature-based and marine, adventure, health and well-being and agri-tourism

• Investment in key tourism precincts including Hervey Bay foreshore.

2020 targets will be achieved through a combination of strategies which seek to grow both volume and value: growing market share in target markets and extending average visitor length of stay and expenditure.


needs to leverage the potential offered by co-operative marketing as part of the Australia’s Nature Coast partnership.

Generating growth in repeat visits in existing markets. Developing excellence in service standards, providing a warm and genuine welcome, and high quality experiences are all essential elements in building strong levels of visitor satisfaction and propensity to visit again and provide positive recommendations. When positive visitor satisfaction levels are accompanied by new products and events which provide reasons to visit, then repeat growth becomes a realistic underpinning growth strategy.

Building thriving and mutually beneficial partnerships with communities, industry and public sector partners as the key enabler which will facilitate sustainable growth. Building engagement with communities, developing vital and viable precincts which will be enjoyed by locals and visitors, will help unlock the value in the VFR sector.

Destination Priorities

The following priority strategies have been identified;

1. Develop and implement a major marketing and PR campaign targeting interstate/intrastate leisure markets (including 400km drive market), supported via ongoing development of the destination’s hero experiences.

2. Develop and implement a comprehensive partnership program to position and establish Fraser Coast as Australia’s home of fishing.

3. Secure funding for major public works for tourism oriented projects which also deliver broader community benefits. Build on existing initiatives to develop a high quality investment prospectus.

4. In partnership with industry, develop the potential of the business meetings and conference sector through leveraging links with local business clusters and growing average length of stay via development of a

program of pre and post trip itinerary options.

5. Develop and implement an event development and acquisition plan which leverages Fraser Coast’s mix of coast/ islands/ sheltered water infrastructure to grow sector value and position it as a leading Queensland event destination.

6. Grow the international markets (starting with long-haul western) through co-operative marketing with the Australia’s Nature Coast partnership.

7. Work with Council to progress the foreshore master plan and development of the Urangan Harbour Marina Precinct.

8. Create the ‘Big 5’ wildlife encounters (whale, turtle, dolphin, manta, and sharks); - delivered via new and enhanced product and tours.

9. Cement Fraser Coast’s position as the leading destination for personal natural encounters by creating a virtual ‘Centre of Excellence’ in marine tourism through established education partnerships.

10. Rebuild Fraser Island’s iconic status as a world heritage area, positioning it as a high quality and unique destination for adventure and nature-based activities. Alongside Fraser Island, broaden the range of destination-wide experiences for identified niches (i.e. nature-based/ marine, natural and cultural heritage, education, adventure, health and well-being, agri-tourism, touring) through targeted marketing of current and planned products to build demand for new products. Key opportunities include securing a decommissioned naval vessel for a dive wreck as the focal point for building the region’s appeal as a dive and snorkel destination.


Contribution of Strategies to the 2020 Target

Priority Contribution

to 2020 Target

2020 Value

1. Develop and implement a major marketing and PR campaign for interstate/intrastate leisure markets

36% $273,047,580

2. Position Fraser Coast as Australia’s home of fishing

14.2 $107,835,436

3. Precinct development plans

13.4% $101,802,230

4. Growing business meetings and conferences

9.4% $71,400,831

5. Event development and acquisition plan

7.1% $54,211,927

6. Grow target international markets with Australia’s Nature Coast partnership

4.4% $33,156,920

7. Hervey Bay Foreshore master plan and development

3% $19,209,357

8. Create the ‘Big 5’ wildlife encounters for the Region

1.3% $10,180,074

9. Centre of Excellence linked to the Discovery Sphere

1.3%

$10,171,815

10. Rebuild Fraser Island’s iconic status as a world heritage area, positioning it as a unique destination for adventure and nature-based activities (including dive).

1%

$10,171,815

CONTRIBUTION TO 2020 TARGET $697,591,396 (92%)

Additional Strategies $61,102,834 (8%)

2020 TARGET $758,694,229

Enablers of Success

Air Access: Support the development and maintenance of Hervey Bay Airport’s services and route network.

Capacity Development: Establish a ‘Welcome to Fraser Coast’ program to boost quality and product referral and support for local event organisers to build professionalism and sustainability.

Community Engagement: Build community appreciation and support for tourism and future

investment via coordinated communication - identifying tourism as a key pillar of the economy and contributor to liveability/quality of life.

Road Access and Infrastructure: Build the case for upgrading of the Bruce Highway, seek incentives to improve inter/ intra-regional public transport and seek support for implementing priority signposting improvements.

Partnership:

• Continued development of partnerships with State and Federal Government to explore investment opportunities and provide guidance on legislation, regulation and policy;

• At a strategic level, linking tourism with broader economic development and inward investment priorities, ensuring that tourism’s contributions to ‘work, live and invest’ agendas as well as ‘visit’ are maximised;

• Work with QPWS to prioritise investment in parks’ infrastructure where it maximises returns to the visitor economy through management and infrastructure plans;

• Continue to develop a close and effective working partnership with QPWS on developing sustainable nature encounters, incorporates a range of policies, regulatory frameworks and management plans;

• Seek and build upon private investment in niche leisure tourism products; and

• Encourage stronger links between tourism and the arts to proactively encourage art in residential and CBD areas to improve live-ability and sense of place.

Voice for Tourism:

1. Co-ordinated and evidence based lobbying to ensure the impact of policies on the industry is fully understood including tourism-oriented planning schemes and frameworks, key marine and parks regulations;

2. Work with QTIC to lobby for recognition that the tourism industry works 7 days a week 24 hours a day as part of normal working hours to reduce the cost of labour and support future job security in tourism and hospitality; and

3. Lobby to lift the priority of the NBN rollout supporting improved high-speed broadband and providing the core infrastructure for improved mobile coverage.


Contents

Executive Summary ............................................................................................................................. 2

SETTTING THE SCENE .............................................................................................................................. 7

The Fraser Coast Visitor Economy: Towards 2020.............................................................................. 8

What is a Destination Tourism Plan? .................................................................................................. 9

Why Prepare a Destination Tourism Plan? ....................................................................................... 10

The Role and Economic Contribution of Tourism and Events .......................................................... 11

Perceptions of Tourism and Events in the Fraser Coast ................................................................... 12

ABOUT THE DESTINATION .................................................................................................................... 13

Destination Profile ............................................................................................................................ 14

Destination Hero Experiences and Themes ...................................................................................... 15

Destination Vision and Brand ........................................................................................................... 17

Competitor Analysis .......................................................................................................................... 19

Delivering Community Vision through Tourism and Events ............................................................. 20

MARKET OPPORTUNITIES ..................................................................................................................... 24

Current Visitor Profile ....................................................................................................................... 25

Market Opportunities ....................................................................................................................... 27

Market Segments .............................................................................................................................. 28

TOWARDS 2020 ..................................................................................................................................... 29

Vision and Goals ................................................................................................................................ 30

What Does the Future Hold? Megatrends ........................................................................................ 32

Destination 2020 Target ................................................................................................................... 34

Destination Growth Priorities ........................................................................................................... 37

Implications of Growth ..................................................................................................................... 44

Challenges and Opportunities to Achieving the Vision ..................................................................... 47

Enablers of Success ........................................................................................................................... 48

DESTINATION STRATEGIES .................................................................................................................... 50

Strategic Directions ........................................................................................................................... 51

APPENDICES .......................................................................................................................................... 69

Appendix 1: Destination Tourism Plan Steering Committee and Industry Workshops .................... 70

Appendix 2: Growth Scenarios .......................................................................................................... 72


SETTTING THE SCENE

Lake McKenzie, Fraser Island


$-

$100,000,000

$200,000,000

$300,000,000

$400,000,000

$500,000,000

$600,000,000

$700,000,000

$800,000,000

2013 2020 Stretch

Val

ue

($

)

International - All

Domestic - Interstate

Domestic - Intrastate

The Fraser Coast Visitor Economy: Towards 2020

The Fraser Coast Region is perfectly placed to meet the 2020 target of doubling visitor expenditure set by the Queensland Government given the right support. This won’t be achieved through growth in the leisure market alone, it will be possible through the broader definition of the visitor economy which includes visiting friends and relatives, business visitors, event visitors (including sporting) and those who travel for a specific purpose (e.g. education).

Tourism is already worth approximately $360M1 in direct overnight expenditure, which supports over 6,015 jobs. The aim is to stretch the value of the visitor economy to $759M by 2020. The Fraser Coast Region believes this is possible, with the right level of support, by growing the broader visitor economy. Figure 1 below shows the 2013 and stretch target expenditure estimates by market segment.

1 Visitor expenditure is derived from actual overnight

expenditure (IVS/NVS). It should be noted that this is $40M lower than the forecasted 2013 value by Deloitte Access Economics.

Figure 1: Current and Stretch Target Expenditure by Market Segment


What is a Destination Tourism Plan?

Destination Tourism Planning is the next evolution of destination management. With the emphasis and decision-making moving to the destination, a clear direction for tourism and events in that destination needs to be articulated to its stakeholders. A Destination Tourism Plan (DTP) draws on the existing reports and resources already prepared at local, regional, state and national levels. The aim of the DTP is to provide the definitive direction for tourism and events in a destination towards 2020, highlighting the resources required to create a sustainable and competitive tourism destination. A key feature of the DTP is that it is directly linked to the State (and National) targets of doubling the value of tourism, while recognising the local challenges and opportunities of the destination’s unique tourism assets, unique development, marketing and management needs. Based on available research, consultation and stakeholder feedback, and a review of existing planning, reviews and reports, the Destination Tourism Plan builds on grass roots level support for key initiatives from local tourism organisations, tourism boards, local government, and operators.

Objectives of a Destination Tourism Plan

• Develop and implement a best practice destination tourism plan to attract visitors, distribute economic benefits to the destination and support a sustainable tourism industry.

• Outline the value of tourism and events to the wider regional economy in terms of expenditure, jobs and industries supported by tourism and events.

• Recognise and build on the unique features of the destination and its stakeholder needs.

• Identify unique tourism experiences, product and event development opportunities and associated key infrastructure needs required to meet the needs of consumers.

• Confirm a clear tourism and events marketing strategy and direction.

• Confirm a clear events strategy and direction.

• Influence policy and legislation to benefit the tourism industry and to facilitate continual improvement (capacity building).

• Strengthen environmental management and planning for future growth.

To get the full support of its partners – the Fraser Coast destination has to articulate where it is going, why and how. That is the role of a DTP.

Lady Elliot Island


Why Prepare a Destination Tourism Plan?

Tourism is recognised as one of the four pillars of the Queensland economy and a significant contributor to employment and the future economic prosperity of the State. The Queensland Government, through the inaugural DestinationQ forum in 2012, acknowledged the fundamental role of the destinations in returning Queensland to its rightful place as Australia’s pre-eminent tourism destination. Each destination has its own unique experiences, opportunities and challenges and therefore each destination needs to set its own clear direction. That is the role of a Destination Tourism Plan (DTP). There are many reasons for a destination to be proactive in setting and articulating its direction and key priorities towards 2020 through a DTP, these include: Meeting the future needs of visitors

Not only are visitor expectations constantly rising, but forecasts for Australia and Queensland suggest a significant shift in the markets each destination will have to cater for. Almost half of the forecast growth for Queensland will come from key international markets including both traditional markets (Japan and New Zealand) and emerging markets such as India and China. In addition to their origin, destinations need to respond to changing visitor needs as they become more active, adventurous, and engaged as well as shifting travel planning and booking needs.

Engaging local, regional, state and national partners

Tourism is everyone’s business. Working in isolation, the traditional tourism industry cannot achieve the vision. The aim of the DTP is to gain local, regional, state and national support for Fraser Coast’s priorities based on a firm understanding of its opportunities and challenges. Demonstrate the destination’s contribution to the State and National Target – Double overnight visitor expenditure by 2020

Embracing the national direction, Queensland has set an ambitious target of doubling overnight visitor expenditure to $30 billion by 2020. Each destination has a significant role to play in achieving this target, and how that will be achieved is a clear outcome of the DTP process. Balancing future tourism and events growth with local aspirations

Reaching, or exceeding, the target will have an impact on how the local community feels about tourism and events in their community. The future plans for tourism and events in the Fraser Coast destination needs to align to, and contribute to, the community’s aspirations and that of the organisations that represent their interests including local government, economic development organisations, chambers of commerce, industry associations, community conservations groups and others.

Lake McKenzie Fraser Coast Hinterland


The Role and Economic Contribution of Tourism and Events

Tourism and events are part of the broader visitor economy which this DTP aims to grow. The visitor economy includes all leisure travel, and travel associated with business, events, visiting friends and relatives, and for the purpose of health and education. Based on estimates from the National and International Visitor Surveys, the visitor economy injects $360 million of overnight visitor expenditure into the Fraser Coast’s economy. This in turn generates an estimated overall expenditure impact of $648 million (direct and indirect expenditure) across sectors including transport, accommodation and food services, and retail trade.

In the Fraser Coast Region, the visitor economy contributes to 6,015 jobs2, providing employment opportunities for the local population across a range of industries from accommodation and food services to education and training. Visitor expenditure also supports a range of infrastructure including restaurants, airports and cultural facilities which actively contribute to developing liveable communities. An increase in visitation and subsequent visitor spend will have a direct positive impact on local and regional employment figures. Figure 2 shows the direct impact of visitors to Fraser Coast’s economy starting with direct expenditure and jobs and where that money is spent based on estimates from the National Tourism Satellite Accounts prepared by Deloitte Access Economics3.

2 Based on Access Economics estimates in the Tourism

Satellite Accounts and for every $60,863 of visitor spend in Queensland one full time employee is created or supported 3 Visitor expenditure impact is derived from actual

overnight expenditure (IVS/NVS) plus estimated indirect visitor expenditure, plus generated taxation revenues.

Fraser Coast Total Expenditure Impact: $647.6M

Tourism FTEs: 6,015

Transport Services

Accom. & Food Services

Travel & Tour Operators

Arts & Recreation

Retail Trade Education

& Training

Other Industries

$122.9M $122.6M

$38.4M

$16.5M

$53.7M

$29.4M

$264.1M

Supporting 1,964 FTEs


Supporting 289 FTEs

Supporting 249 FTEs

Supporting 740 FTEs Supporting

453 FTEs


Figure 2: Visitor Benefits to the Fraser Coast Economy


Perceptions of Tourism and Events in the Fraser Coast

Visitor Perceptions Tourism and Events Queensland’s Brand Equity Index (BEI) provides a means of measuring the consumer perceptions of the State’s visitor destinations. The BEI tool quantifies consumers’ attitudes giving them a score out of ten (where 0 is low and 10 is high). For Queensland destinations, the majority (50%) of BEI scores are under 1.0, 35% of scores are between 1.0 and 3.0, and 15% are over 3.0. In this context, a score of 4.0 is considered high. When BEI is between 1.0 and 3.0 the destination has meaning to a number of customers who are likely to consider visiting and may visit. For scores of less than 1.0, although some meaning may have been established, a limited number of consumers currently know or use the brand. Amongst Queensland residents, the BEI score for Fraser Coast is 1.1. In comparison with other Queensland tourism regions, Fraser Coast currently ranks towards the lower end of the BEI scoring spectrum which is topped by Sunshine Coast (2.3), Gold Coast (2.0) and Whitsundays (1.9).

Figure 3: Brand Health Index – Fraser Coast 2011-2013 Community Perceptions4 TEQ’s social indicators benchmark provides a means of examining the social impacts of tourism on local communities.

4 2013 Fraser Coast Social Indicators, TEQ

The 2013 study for the Fraser Coast Region indicated that almost three quarters of Fraser Coast residents believe tourism has a positive impact on their community. Comparisons with 2010 show that attitudes regarding tourism’s impact remain positive:

• Greater cultural diversity (92% compared with 92% in 2010);

• Increased regional profile (89% compared with 86% in 2010);

• Important economic benefits (88% compared with 91% in 2010).

The majority of Fraser Coast residents ‘like’ tourists (61%) and hold a more positive view than the State-wide average (69% compared with QLD 45%) about more tourists being wanted. These findings are consistent with how residents feel about the impacts of tourism on both personal and community levels. 89% of residents also see festivals and events as great ways to attract tourists and raise awareness of the Region.

QLD %

FC %

Feelings About Tourists

I really like tourists 57 61

I tolerate tourists 31 28

I adjust my lifestyle to avoid tourists

10 10

I stay away from places tourists go 3 1

Contact With Tourists

I never come into contact with tourists

22 9

I see tourists around but don’t usually talk to them

51 54

I often interact with tourists as part of my job

10 10

I often meet tourists around town and talk to them

15 20

I have made friends with tourists during their stay but have not kept in contact

7 7

I have made friends with tourists and kept in contact after they have left

4 6

Table 1: Contact with Tourists, Feelings and Development

0.8 0.7 0.8

1.4 1.1 1.1

0

1

2

3

4

2011 2012 2013

Sydney / Melbourne residents

Queensland residents


ABOUT THE

DESTINATION

Indian Head, Fraser Island


Destination Profile

Destination Description The Fraser Coast Region5 is a holiday playground blessed by nature, with long sandy beaches, relaxing island retreats, abundant marine life and pristine parks. There are a wealth of coastal paradises, recreational pursuits, adventure activities and historic explorations, rich in diversity and natural beauty. The Region encompasses Fraser Island, Hervey Bay, Maryborough, the Fraser Coast Hinterland and the Great Sandy Strait covering an area of 7,116.7 km2. Manufacturing, health care and allied health are amongst Fraser Coast’s largest industries alongside tourism, and these industries help to support a population of nearly 100,000 residents. With a regional airport situated at Hervey Bay and located within 300km of Brisbane, the Fraser Coast is easily accessible by air and road as well as rail. The mild year-round climate means the 662,000 annual visitors can enjoy a subtropical haven. The diverse Fraser Coast Region provides opportunities for whale and bird watching, 4WD, fishing, retail therapy and a variety of adventure activities and events.

“With Fraser Island eco-experiences that revitalise the soul, Hervey Bay

adventure activities to get the heart racing, the history of

Maryborough that amazes, art and culture that inspires, local food and wine to tantalise the tastebuds and

a lifestyle that captivates; the Fraser Coast is the perfect holiday

destination offering unlimited experiences for you to savour.”

5 Description based on www.visitfrasercoast.com

Competitive Strengths

The main competitive strengths of the Fraser Coast are:

• Whale watching capital of the World – a long whale watching season at Hervey Bay.

• World Heritage Listed Fraser Island.

• Coastal parks and pristine beaches, spectacular natural attractions and National Parks.

• Easy access to the Islands of the Great Barrier Reef Marine Park and proximity to the reef attractions and diving/ snorkelling opportunities.

• The calm waters of the Great Sandy Strait make it a perfect playground for fishing, boating and water based activities.

• Diversity of experiences across the Region offering visitors an authentic holiday, including natural and cultural heritage, health and well-being and agri-tourism.

• Vibrant and innovative arts and cultural scene including Gatakers Artspace, Hervey Bay Regional Gallery and Sculpture Garden, in addition to Maryborough’s reputation as a city of great heritage assets.

• Excellent range of fishing, diving and other ‘niche’ holiday experiences.

• Indigenous attractions /sites.

• Friendly people and community lifestyle, tropical climate.

• Relaxed and peaceful atmosphere.

• Coastal and hinterland lifestyle – fishing, B&B’s and food and wine experiences.

http://www.visitfrasercoast.com/


Destination Hero Experiences and Themes

A tourism ‘experience’ is the emotional feeling or personal achievement a visitor derives from the purchase, participation or consumption of a tourism product – accommodation, attractions or tours. The ‘tourism product’ is what the customer buys; the ‘tourism experience’ is what they remember. In alignment with the Fraser Coast Destination Tourism Strategy 2012-2016, two destination ‘hero’ experiences were developed in 2012 to deliver the Region’s tourism vision, brand promise and the ‘themes’ that underpin the destination’s vision and brand. Hero experiences are those world class experiences that:

• Provide a destination with a real competitive

advantage over other destinations,

• Focus on what is truly unique, memorable or engaging about a destination, and

• Meet the needs of the identified target markets.

Queensland’s Fraser Coast is world-famous for its personal natural encounters. With World Heritage Listed Fraser Island, up close and personal encounters with giant humpback whales in Hervey Bay, and easy access to snorkelling off the beach of a Great Barrier Reef island, the Region is host to some of the most incredible personal natural encounters on earth.

The two themes and associated “hero experiences” identified for the Region are;

Fraser Island Let nature take your breath away as you explore the World Heritage-listed Fraser Island, and the natural wonders of the world’s largest sand island. Supporting Attributes World’s largest sand island, sand blows, rainbow gorge, multi-coloured Cathedral and Pinnacle formations, 40 crystal blue lakes,75 Mile Beach, vast variety of birdlife, dingoes, tracks and tours, 4WD or jet ski tours, Discovery Sphere.

Whale Watching Be so close you could almost touch a whale and calf, hear them sing, or feel their breath on the calm waters of Hervey Bay Australia’s only whale playground. Supporting Attributes The Great Sandy Strait as home to whale watching and dolphin tours, dolphin/ dugong/ turtle spotting, guided tours and Discovery Sphere.


These unique selling points are further reinforced by two supporting experiences:

Adventure:

Be on a choose your own adventure exploring our villages, driving on the beach or cruising the safe waters to escape to your own bit of paradise where you can:

- Meet locals and feel like a local; - Eat the freshest seafood with our healthy

local produce; and

- Explore the safe and calm waters and the uncrowded coastal villages by boat, jet ski, kayak, paddleboat, or just a swim without the waves, the stingers or the crowds.

Coastal Lifestyle:

Be immersed in a wonderland as you step off the beach from Lady Elliott Island to meet the Great Barrier Reef’s most charismatic marine wildlife (turtles, whales, mantas and more).

Maryborough Heritage


Destination Vision and Brand

The 2020 Destination Vision for Fraser Coast is:

‘Globally recognised for world class personal natural encounters, World Heritage Listed Fraser Island and as

Australia’s number one whale experience destination.’

Destination Brand The brand message delivered to a target market differs depending on how far away the market is from the destination. As a rule of thumb, the further away a customer is from the destination, the larger the area they are aware of. The exception of this rule is where they are travelling for a specific purpose (VFR, business, special interest) in which case they will know a particular location by name.

Domestically the Fraser Coast is primarily marketed under its own destination brand, and where appropriate, under Queensland. The Region is part of a number of marketing partnerships to reach its consumers. Depending on which market the destination is promoting will dictate the core brand promise:

In the interstate market it is the Fraser Coast.

In niche markets and for locals the destination will use Fraser Coast and local brands i.e. Hervey Bay where appropriate.

In the domestic, interstate and fly-drive markets it is Fraser Coast.

In the international markets it is Australia’s Nature Coast.

From the emerging nature based and long-haul drive tourism niches the Australia’s Nature Coast brand has been created.

Figure 4 (over) shows the search popularity (google trends) in relative terms of a selection of regional and local brands and destinations. Bauple has been used as a comparative example of one of the Fraser Coast’s smaller destinations and towns. The analysis should be treated as indicative only, but shows the relative

popularity of Fraser Coast and Hervey Bay as search terms compared to Australia’s Nature Coast and Bauple.

The Core Brand promise for the destination is:

‘Feel the awe of experiencing nature that is

truly spectacular.

Expanding on key lifestyle, whale watching, coastal products and related attributes, hero experiences can be described as;

Be so close you could almost touch a whale and calf, hear them sing, or feel their breath on the calm waters of Hervey Bay Australia’s only whale playground;

Be transported to an ancient and sacred place as you walk in the towering island rainforest, meet one of the traditional custodians, or swim in a crystal clear lake that is filtered through the biggest sand island on the planet;

Be immersed in a wonderland as you step off the beach from Lady Elliott Island to meet the GBR’s most charismatic marine wildlife (turtles, whales, mantas and more);

Be on a choose your own adventure exploring our villages, driving on the beach or cruising the safe waters to escape to your own bit of paradise where you can;

- Meet locals and feel like a local. Successful tourism destinations are experience-driven; however, a genuine welcome which helps visitors feel at home is an important element of delivering authentic experiences;

- Eat the freshest seafood with our healthy local produce;

- Explore the safe and calm waters of the Great Sandy Strait and the uncrowded coastal villages by boat, jet-ski, kayak, paddleboat, or a swim without the waves, the stingers or the crowds; and

- Discover the charm and cultural offerings of Fraser Coast Hinterland townships.


The core brand promise used in a campaign is not designed to exclude the other local products and destinations, but to identify how the key elements of our broad range of visitor experiences contribute to the broader Queensland brand family. The resulting marketing activity aims to maximise overall growth opportunities for the Region and needs

to leverage the brands with the greatest potential, awareness and retention. In some cases internationally, the core brand promise is Queensland Australia, which does not exclude recognition of our other many regional and local strengths and use of these in marketing initiatives for local target markets where appropriate.

Figure 4: Google Trends (Search Popularity)

Fraser Coast Queensland Hervey Bay Queensland Bauple Queensland

Australia’s Nature Coast

Wungul Sandblow


Competitor Analysis

Whilst acknowledging the strategic priority to grow business and conference tourism, at present, the Fraser Coast Region is predominantly a holiday and visiting friends and relatives destination that possesses two distinct ‘hero experiences’ –

Fraser Island,

Whale watching. A comparison of Fraser Coast against other destinations has been made to identify the destination’s direct competitors and destinations which are similarly positioned in terms of ‘experience’ offerings (Table 2). Differentiation and clear positioning to ensure that Fraser Coast stands out from the crowd will be key considerations.

In the domestic arena, with 42% of visitors coming from Brisbane and 40% from regional Queensland, the Fraser Coast Region’s primary competitors are Queensland destinations close to these source markets, such as the Gold Coast, Sunshine Coast and Bundaberg regions or those offering a similar experience. In terms of international competitors, the Region competes with other parts of the Great Barrier Reef for its share of visitors, as well as other reef and island destinations such as those in the South Pacific. There are many other international destinations that also provide up close encounters with whales such as Kaikoura in New Zealand and Tonga where visitors can swim with the whales.

Table 2: Competitor Analysis against the Hero Experiences

Destination Islands and

beaches

Natural encounters (including whales)

Queensland lifestyle

Adventure

Great Barrier

Reef

Fraser Coast

Bundaberg

Capricorn

Sunshine Coast

Coffs Harbour Eden Port Stephens Moreton / Stradbroke Island

Whitsundays

Kangaroo Island Cairns

Albany Kaikoura (NZ) Ningaloo Tonga


Delivering Community Vision through Tourism and Events

The role and economic contribution of tourism and events in the Fraser Coast Region has been well-recognised and incorporated into a wide number of corporate strategies6 to direct planning, economic and social outcomes. Key strategic plans include: At a local level tourism is identified as an important industry for economic growth in the Region;

• The Fraser Coast Regional Council Community Plan notes the priority of the Council to strengthen and broaden its tourism opportunities. It identifies the importance of the natural attractions and cultural heritage of the Region to drive new economic growth within the Region.

• The Fraser Coast Economic Development Strategy 2008-13 (EDS) identifies tourism as one of the seven key economic development themes, the sector being recognised as a key economic generator in the Fraser Coast Region. The Region is one of the fastest growing local government areas in Australia, being set to become a leading example of sustainable development and a resilient economy.

• The EDS notes the importance of delivering the Tourism Opportunity Plan (TOP) catalyst projects but acknowledges that the economic climate has changed significantly in the intervening period and that major State and Federal Government or private funding is needed to progress these priorities.

• The Fraser Coast Experience Development Strategy includes a series of specific sector actions including;

- Seeking to establish methods of maximising the value, both public and financial, from the events that Council stages and supports

6 Please note – this is not an exhaustive list of the

Region’s corporate strategies, rather a highlight of some of the key documents that link to tourism.

- Pursuing tourism industry support initiatives

- Encouraging tourism that sustains and enhances the geographical character of the Region by developing and improving it in ways that are distinctive and reflective of its natural and cultural heritage; and

- Collaborating with the Fraser Coast South Burnett Regional Tourism Office to meet the Tourism Opportunity Plan’s priorities and other identified infrastructure projects.

• The Investment Attraction Proposal (Fraser

Coast Opportunities) provides a comprehensive and unified approach to investment attraction. Diversification of the Region’s industry base is recognised as being essential in order to insulate the economy against future volatile fluctuations in the tourism and development sectors. Tourism remains a priority area – seeking to integrate visitor experience with economic growth through the identification and utilisation of events as economic drivers. It targets enhancing visitor experience and extending stays by building capacity in the existing convention and conference market to facilitate higher occupancy in commercial accommodation properties. Key developments such as the Cultural Centre – Discovery Sphere – Convention Centre are noted, in addition to the TOP catalyst projects.


• Tourism is an integral element of overall marketing as noted in the Fraser Coast Regional Marketing Strategy, including specific priorities on; - Growing awareness of the Region’s

unique natural environment, attractions and facilities

- Maximising tourism expenditure and dispersal of visitors throughout the Region

- Building a strong regional events program that contributes to the economic prosperity of the Region

- Generating awareness of the Region’s ability to cater for major sporting events; and

- Growing awareness as a family holiday destination.

At a regional level the tourism direction has been clearly articulated in: • The vision for the Fraser Coast Region as

identified in the Fraser Coast Destination Tourism Strategy 2012-2016 is for the Region to be: Globally recognised for world class personal natural encounters, the World Heritage Listed Fraser Island and as Australia’s number one whale experience destination. For Fraser Coast to achieve this aspiration, it is critical that there is: - A coordinated approach to destination

marketing and promotion; - Innovative Product and Infrastructure

Development across the Region that delivers on the destination aspiration;

- A tourism industry that is operating at the highest standards of service, safety and sustainability through effective Industry Development programs.

• The Fraser Coast Tourism – Three Year Strategic Tourism Plan (2012-2015) aims to deliver a destination vision, mission and goals, identify priority tourism markets and provide direction for Tourism Fraser Coast marketing and development resources over the next three years. The plan identifies that success hinges on a number of important future decisions and will centre on overcoming some of the key

internal challenges faced by the destination. The enablers of success are identified as: - A well-resourced Regional Tourism

Organisation - A clearly defined Unique Selling

Proposition - A focused approach to key target

markets - A destination approach to promoting

the Fraser Coast - An Engaged Industry and Community - Stronger Strategic Destination

Partnerships - Investment in new tourism products - Development of a strong Events

Portfolio - An overarching Drive Strategy

Key recommendations of the Strategic Tourism Plan included; 1. Become a Top Tier Queensland

Destination 2. Growth in Tourism Value 3. Be a Lonely Planet Top Destination 4. Clear Positioning around ‘Personal

Natural Encounters’ 5. Community Support and Enthusiastic

Partners

• Key projects identified in the Bundaberg-Fraser Coast Tourism Opportunity Plan 2009 – 2019, included to: - Upgrade the Fraser Island visitor sites and

infrastructure - Develop a boutique eco-lodge and/or

additional camping activities on Fraser Island

- Develop Indigenous tourism experiences on Fraser Island

- Redevelop the Hervey Bay marina, incorporating a World Heritage biodiversity interpretive centre

- Hervey Bay food and beverage attraction - Create a Maryborough Historic Precinct

and cultural walk - Upgrade the Bruce Highway and the

Fraser Coast Regional Road Network.

The State priority of doubling the value of tourism by 2020 (which builds on the Federal target) is supported by: • The 20 Year Tourism Strategy and the

outcomes of DestinationQ around investment facilitation and attraction,


nature-based tourism, the drive market (including the Queensland Drive Tourism Strategy 2013-2015), and the important role of events (2020 Strategic Marketing Plan).

• The Queensland Ecotourism Plan 2013-2020

provides a clear direction for investment in facilities on parks and for Queensland to regain its position as the number one ecotourism destination through world-leading interpretation and presentation.

• The Arts for all Queenslanders strategy 2014-18 prioritises cultural tourism as a niche market with potential to contribute to tourism targets. Though relatively small in number, cultural tourists stay longer and spend more. The strategy aims to support delivery of original, imaginative and high quality arts and cultural events and

experiences that attract visitors and strengthen local community identity and pride.

• The Queensland Plan is a 30-year vision for Queensland that identifies local and state-wide priorities. It will set the high level direction for Queensland’s future and will be delivered through a series of supporting strategies and action plans. In the working draft document, tourism has been identified as a key economic contributor; “being recognised as internationally competitive with strong exports/ business especially in the agricultural (food bowl) and Ecotourism sectors”.

Rainforest in Pile Valley


COMMONWEALTH STATE REGIONAL/LOCAL

Tourism 2020

2020 Strategic Marketing Plan

Queensland Drive Tourism Strategy

2013-2015

DestinationQ

20 Year Tourism Strategy

Queensland Ecotourism Plan

2013-2020

Fraser Coast DTP

• Fraser Coast Regional Community Plan

• Fraser Coast Economic Development Strategy 2008-2013

• Bundaberg-Fraser Coast Tourism Opportunity Plan 2009-2019

• Fraser Coast Experience Development Strategy

• Fraser Coast Regional Marketing Strategy

• Fraser Coast Destination Tourism Strategy 2012-2016

• Fraser Coast 3yr Strategic Tourism Plan 2012-2015

Figure 5: Alignment with State and National Plans

Queensland Plan 30-Year State Vision

(working draft, Dec 13)


MARKET

OPPORTUNITIES

Whale Watching, Fraser Coast


Current Visitor Profile

Fraser Coast’s visitation patterns have been subject to greater year on year volatility than many other regions, however, it is possible to look at medium-term trends from a strategic perspective.

Visitors

This past year (YE December 2013), Fraser Coast received approximately 688,000 domestic overnight and 1,328,000 domestic day trip visitors.

Domestic visitation (including domestic day visitors) to the Fraser Coast has increased by 12% since December 2009, representing an annual growth of 2.4%.

In terms of international visitors, the Fraser Coast Region saw 123 000 international visitors this past year (YE December 2013), noting a 36% decline in visitation from 2009. These figures reflect the challenging macro-economic conditions for inbound tourism to the State and Australia as a whole in recent years.

Visitor Nights

In the Year Ending December 2013, there were 1.33 million domestic overnight visitor nights in Fraser Coast and 688,000 international visitor nights. These represent a 36% increase and 16% decline in nights respectively from 2009.

Origin of Visitors

The top international visitors to Fraser Coast are the United Kingdom, Germany, Canada, New Zealand and the USA (Table 3).

Country of Residence

% of Int. Visitors to Fraser Coast

United Kingdom 26%

Germany 16%

Canada 7%

New Zealand 5%

USA 5%

Table 3: International Markets to Fraser Coast, Dec 2013

Domestic overnight visitors are primarily intrastate (81%), with the majority of these visitors from Regional Queensland (60%).

Purpose of Visit

The primary purpose of visit for both domestic overnight and international visitors is holiday, followed by visiting friends and relatives (VFR).

Figure 6: Purpose of Visit – Overnight Visitors

Expenditure

According to the latest research on Fraser Coast from Tourism Research Australia7, average nightly expenditure for domestic overnight visitors is $121. This is significantly lower than the State average of $174. Regional international visitor expenditure per night data is not currently available.

Average Length of Stay

The average length of stay (ALOS) for domestic overnight visitors in year ending December 2013 to the Fraser Coast was 3.7 days. Visitor ALOS in the Fraser Coast Region marginally declined in the year to December 2013, as holiday travellers opted for shorter breaks. This performance is slightly higher than Bundaberg (3.6), but lower than areas such as Gladstone (4.5), Capricorn (3.9) and the State average (4.2).

7 Regional Tourism Profiles 2011/12

Business and Other,

24%

VFR, 30%

Holiday , 46%


Figure 7: Domestic ALOS vs. Competitors International ALOS for Fraser Coast is 6 days and this has increased by 10% per annum since 2009. However, it remains significantly lower than the State average of 22.3 days which is heavily influenced by longer stay working holiday trips.

Seasonality

Accommodation data from the Australian Bureau of Statistics (ABS) for Fraser Coast indicates a mild seasonality pattern in room nights occupied. September and December quarters are the most occupied, indicating a possible preference for travel during the warmer months and/or during school holidays.

Figure 8: Average Room Nights Occupied 2008-2013 (YE June)

Activities

Eating out at restaurants is the most popular activity for domestic overnight visitors, with ‘go to the beach’ the most popular for international visitors to the Fraser Coast. This is followed by sightseeing/looking around which is also a popular activity for both markets. Data suggests a preference towards social and nature-based activities in both markets.

The figures 9 and 10 highlight the top ten activities for each market.

Figure 9: Top Ten Domestic Overnight Activities (YE December 2013)

Figure 10: Top Ten International Activities (YE 2013)

0.00

1.00

2.00

3.00

4.00

5.00A

vera

ge L

en

gth

of

Stay

46.0%

48.0%

50.0%

52.0%

54.0%

Mar Qtr June Qtr Sept Qtr Dec Qtr

Ave

rage

occ

up

any

rate

%

0% 20% 40% 60%

Eat out at restaurants

Visit friends and relatives

Go to the beach

General sight seeing

Go shopping

Go fishing

Pubs clubs discos etc

Bushwalking

Going to markets

Visit national parks orState parks

0% 50% 100%

Go to the beach

Eat out / dine at arestaurant

Sightseeing/lookingaround

Go shopping for pleasure

Visit national parks /State parks

Pubs, clubs, discos etc

Bushwalking

Go to markets

Visit botanical or otherpublic gardens

Charter boat / cruise /ferry


Market Opportunities

Sports and Event Tourism is a growing trend nationally. With less than 10% of domestic visitors travelling to the Region for events, there is potential for significant growth as well as providing the perfect opportunity for mid-week visitation and seasonal/ geographic dispersal.

Interstate Fly/Drive Visitors from NSW and Victoria becomes a key market opportunity when considering 19% of all domestic overnight visitors are from interstate markets. Fraser Coast has an opportunity to seek further growth in these markets. Capturing a small market share increase in the number of visitors or by generating an increase in average length of stay by interstate visitors could dramatically impact on the value of the visitor economy.

Visiting Friends and Relatives is a key market opportunity when considering 30% of all domestic overnight visitors come to Fraser Coast to visit friends and relatives. With forecast population growth in the Region, the market opportunity is set to broaden. A small increase in spend per night generated in this sector can dramatically impact on the value of the visitor economy.

Drive Tourism accounts for the majority of domestic visitors to the Region. Precinct masterplanning and implementation, alongside road infrastructure improvements could help to increase access and dispersal and further grow the day trip and short break markets out of Brisbane.

Long Stay Visitors (who stay over 21 days) are primarily comprised of seniors/ grey nomads. There has been a rapid nation-wide growth trend in this market over the past five years as the baby boomer generation is beginning to retire and purchase caravans to explore the country. A strong events program and development of a range of experience options alongside provision of suitable accommodation options are the keys to growing average length of stay in the Region.

Nature-based Tourism is gaining interest across Australia and relates strongly the Region’s core product and hero experiences. Leveraging new experiences through partnerships such as Australia’s Nature Coast could be a significant

growth potential for the Region, specifically in international markets such as the UK, Europe and the USA. Meeting the needs of the backpacker and youth market remains a priority.

When the nature-based tourism niche is expanded to incorporate activities such as fishing, growth potential is significant. Event-led growth, accompanied with targeted marketing and packaging, and infrastructure investment in key precincts and hubs are the levers which will facilitate growth.

Niche markets including adventure and marine represent opportunities for growth. Artificial reefs and dive wreck site development can augment existing reef experiences.

Establishing and delivering the ‘Big 5’ wildlife encounters (whale, turtle, dolphin, manta, and sharks); and positioning the Region’s natural encounters clearly in the market place will be instrumental in delivering growth potential. Furthermore, establishing compelling natural and cultural heritage, agri-tourism and health and wellbeing experiences have the potential to add an additional set of niche attractions which support the overall leisure market.

Travel for a Purpose is an often overlooked market segment. With regard to the education market, although small in terms of total numbers at present, the Region’s ‘Big 5’ and scientific positioning around its natural encounters alongside the proposed continued development of the Discovery Sphere provide opportunities for growing education market share/ mid-week visitation.

Business Tourism accounts for a relatively small proportion of overall overnight visits at present, and although large scale conferencing capacity is limited, there are opportunities to seek growth. For existing visitors, via dedicated program of increasing average length of stay by adding options for pre/post trip leisure experiences, and examining the potential in the small conferences and exhibitions sector, where links between smaller and quirky meeting venues and existing clusters and economic activity can be developed.

Building awareness across target markets is vital as part of increasing visitor numbers.


Market Segments

International Tourism Australia (TA) has defined its international target market as the ‘Experience Seeker’ who are globe trotters looking for authentic interactions, brag-able locations to get off the beaten track and to immerse themselves in local culture. Experience Seekers are Australia’s highest yielding international market and are more likely increase to their length of stay and average spend in comparison to others. To promote the vast array of unique Australian adventures to this target market, seven key Australian Experience Themes have been identified:

1. Nature in Australia

2. Aboriginal Australia

3. Journeys

4. Outback Australia

5. Australian Coastal Lifestyle

6. Australian Major Cities

7. Food and Wine Internationally the Fraser Coast Region offers products that deliver to five (not outback or cities) of the seven experience themes.

FRASER COAST TARGET MARKETS

Tier One • Connectors in Regional Queensland and

Brisbane (400km radius of the Region) • United Kingdom

Tier Two • Social Fun-seekers in Sydney and Melbourne • Active explorers in Brisbane, Sydney and

Melbourne. • USA, Canada, Europe and Scandinavia

Tier Three • Korea, Malaysia and New Zealand

New and Developing China, Taiwan and Hong Kong

Domestic TEQ’s extensive research into the domestic market has defined market segments based on visitor needs and wants, giving valuable insight into consumers’ emotional connection to what they expect from a holiday. In terms of product and experiences, Queensland destination partners work together to maximise overall expenditure by identifying the best, most powerful elements of what’s available in each destination. Queensland’s wide range of visitor experiences can be categorised under the following themes;

1. Natural Encounters

2. Queensland Lifestyle

3. Islands and Beaches

4. Adventure

The Fraser Coast Region offers experiences that deliver on all of the primary Queensland experience themes. In particular Fraser Coast has strengths in the natural encounters and Islands and Beaches themes. These are reflected in the Region’s hero experiences.

Connectors and Social Fun-seekers are Queensland’s two primary target markets

and when combined, they represent 57% of the Australian population.

Connectors – Connectors see holidays a chance to connect with people they care most about. They will often subordinate their own preferences in terms of activities to ensure everyone has a good time.

Social Fun-seekers – For this market, the essence of a holiday is having a fun time. While they do a lot of different activities, it is sharing the experience with friends and other holiday makers that make the difference.

Active Explorers – Holidays are about pushing boundaries through challenging themselves via physical activity. They enjoy the company of others, but their focus is on exploring the extremes.


TOWARDS 2020

Fisherman's Wharf Marina, Hervey Bay


Vision and Goals

Our Vision The 2020 Destination Vision for Fraser Coast is:

‘Globally recognised for world class personal natural encounters, World Heritage listed Fraser Island and as Australia’s number one whale experience destination.’

Strategic Objectives 1. Become a Top Tier Queensland Destination 2. Grow the Quality of Tourism Experiences and Overall Sector Value 3. Fraser Coast will be regarded as a high quality visitor destination through winning recognition via

appropriate industry and ‘best in category’ awards. 4. Clear Market Positioning around ‘Personal Natural Encounters’ of the Great Sandy Strait and the

iconic Fraser Island 5. Community Support and Enthusiastic Partners.

Our Goals

Cement the Region’s position as the leading destination for personal natural encounters by maximising the tourism potential of whale watching and positioning Fraser Island to the fore and rebuilding its status as an iconic visitor attraction. Pre-requisites for success in working towards this goal will be a program of innovative marketing and compelling itineraries, alongside high quality new products and experiences.

Establish the Region as a leading

Queensland events destination. We will attract new event visitors and expenditure via the successful acquisition and attraction of new major events, in addition to growing

the impact and sustainability of existing events. We need to grow the Region’s market share of domestic and international event visitors by 2%.

Increase our share of Queensland marine tourism activities in the leisure market – growing domestic overnight expenditure (dive, snorkel, whale watching) by 3% (under 21 nights), and achieve an 8% growth in the Region’s share of fishing (as an activity), building on the strategic ambition of developing a major new fishing event and establishing Fraser Coast as Australia’s home of fishing.

Leverage off our natural advantage with whale watching and destinations such as

The Fraser Coast is synonymous with its hero experiences - whale watching and ‘personal natural encounters’, adventure, coastal lifestyle and the iconic Fraser Island. Development to fully deliver the potential of these differentiators is essential, however, for the destination to reach its 2020 target, these hero experiences must be leveraged alongside development and delivery of a region-wide balanced portfolio of products and experiences including; • Events (development and acquisition) • Positioning and implementing a program to establish Fraser Coast as Australia’s fishing capital • Niches including nature-based tourism, diving and snorkelling, natural and cultural heritage,

adventure, health and well-being tourism and agri-tourism • Investment in key tourism precincts including Hervey Bay foreshore. 2020 targets will be achieved through a combination of strategies which seek to grow both volume and value: growing market share in target markets and extending average length of stay and expenditure.


the iconic Fraser Island and the Great Sandy Strait to grow average length of stay in target markets i.e. 400km radius leisure market and identified leisure niches (nature-based/ marine, natural and cultural heritage, education, adventure, health and well-being agri-tourism, touring) as a driver for expenditure growth. Creating a range of high quality and unique experiences such as those offered by securing a decommissioned naval vessel for a dive wreck on the Fraser Coast is fundamental if the Region is to stand out in a crowded and competitive market.

Growing the Region’s market share in Queensland of target overseas markets (UK, Europe, USA and Canada) and interstate visitors (VIC/NSW). In overseas markets, the Region needs to lever the potential offered by co-operative marketing as part of the Australia’s Nature Coast partnership.

Generating growth in repeat visits in existing markets. Developing excellence in service standards, providing a warm and genuine welcome, and high quality experiences are all essential elements in building strong levels of visitor satisfaction and propensity to visit again and provide positive recommendations. When positive visitor satisfaction levels are accompanied by new products and events which provide reasons

to visit, then repeat growth becomes a realistic underpinning growth strategy.

Building thriving and mutually beneficial partnerships with communities, industry and public sector partners as the key enabler which will facilitate sustainable growth. Building engagement with communities, developing vital and viable precincts which will be enjoyed by locals and visitors, will help unlock the value in the VFR sector.

Build the contribution which the business and conference tourism sector makes to Fraser Coast’s economy. We need to grow average visitor length of stay by creating accessible and compelling pre and post trip itinerary options, and maximise trade in the conferences and meetings sectors where links between our smaller and quirky meeting venues and existing clusters and economic activity can be developed.

Key Performance Indicators

• Increasing the Region’s share of international visitors to Queensland • Increasing average visitor length of stay in target markets • Increasing the Region’s share of event visitors • Increasing repeat visitation • Growth of existing markets • Improving Visitor satisfaction (TripAdvisor ratings) • Community support for tourism (social indicators) • Partner satisfaction • ATDW product listings • Accredited and resilient businesses.


What Does the Future Hold? Megatrends

CSIRO and CSIRO and the Queensland Government recently identified seven megatrends that are likely to shape the Queensland Tourism sector to 2033. The publication, entitled The Future of Tourism in Queensland aims to help develop a dynamic, collaborative 20 year plan for the industry. A megatrend is defined as: A substantial shift in environmental, economic, social, technological or political conditions that has major supply-side or demand-side impact on tourism in Queensland. The seven megatrends identified for Queensland are:

1. The Orient Express The world economy is shifting from west to east and north to south. This is creating new markets and new sources of competition.

• Asia is increasingly making a greater contribution to global wealth creation

• Over a billion people in the Asian region will cross the income threshold to middle class over the coming 20 years

• Asia is a fast growing market – but it is not an homogenous consumer market

Implications for Fraser Coast Asian visitors currently make up a very small proportion of Fraser Coast’s overseas visitors. If the Region is to capitalise on the anticipated national growth, it must have a clear Asian market strategy including:

• The need to build understanding and awareness of their needs,

• Exploring opportunities from the VFR sector

via residents of Asian origin now living in

Australia (connectors based in major cities),

and

• More businesses being ‘international-

ready’.

2. A Natural Advantage In a world where ecological habitats are disappearing the unique natural assets of Queensland will become a stronger drawcard.

• Globally, climate change, poor management and urbanisation will continue to threaten biodiversity

• Around the world, the ability to connect with nature will become rarer and more expensive

• Queensland has rare and World Heritage natural assets, and the means to preserve them

Implications for Fraser Coast Fraser Coast has exceptional assets in terms of its national parks and World Heritage Listed areas. These strengths are recognised in the Region’s hero experiences and the vision set out in this destination tourism plan. Fraser Coast needs to position and package its natural assets in order to stand out from the crowd, providing it with opportunities to increase visitation, expenditure and employment in the Region.

3. Great Expectations Tourists of the future will have expectations for authentic and personalised experiences often involving social interaction.

• People’s social media networks are a way for them to make personal connections when they travel

• Consumers have access to increasing amounts of information in real time

• Consumers are taking more control and seeking personal interaction

Implications for Fraser Coast Fraser Coast businesses need to respond to the challenge and deliver quality service and experiences. Being globally recognised for world class personal natural encounters, World Heritage Listed Fraser Island and as Australia’s number one whale experience destination provides the Region with the opportunity to meet visitor expectations.

4. Bolts from the Blue Climate change and infectious disease outbreaks combined with safety concerns will have increased impact.

• Major events such as extreme weather, terrorism, political unrest, disease


outbreaks and financial market fluctuations will continue to impact people’s travel choice

• Different events will have positive and negative impacts for a destination

Implications for Fraser Coast Businesses and tourism managers need to monitor opportunities and be ready to respond, with imaginative marketing, packaging and pricing offers. Tourism measures should be embedded in overall regional rapid response plans, and businesses and destination managers also need to be ‘disaster-ready’ and have individual resilience plans in place.

5. Digital Whispers People are changing the way they access and trust information in an online world.

• Like the childhood game of Chinese whispers, as people relate their stories across digital audiences, they can take on a life of their own

• People are increasing their networks of trusted peers who inform their travel choices

• An operators’ digital presence and functionality is increasingly important

Implications for Fraser Coast The Region needs to embrace a multichannel approach to communication and promotion. This includes building business skills and capacity and delivering new virtual travel/experiences in the form of providing rich information.

6. On the Move Humanity is increasingly mobile. Trade, business, events, education and healthcare are causing more people to travel further and more frequently.

• People are more mobile, encouraged by low cost airfares and reducing travel times

• More Australians are travelling overseas

• It’s about more than just leisure – Sectors like education, business and events are growth travel market

Implications for Fraser Coast Maintaining air capacity is key to maximising the potential of this trend. In the case of Fraser Coast, the linkage to the international hub of Brisbane is crucial as well as a regional airport at Hervey Bay.

7. The Lucky Country Australia and Queensland are increasingly wealthy, but expensive destinations gifted with cultural and demographic diversity.

• The profile of the domestic tourist is changing –working harder, more educated, wealthier, older, and with greater international connections

• Queensland is a safe and friendly western destination

• Queensland is an expensive destination in a region of emerging, low cost destinations

Implications for Fraser Coast The need to compete on quality, experience and service will have implications for investment and development decisions, and destination and business levels.

Portside, Mary River


Destination 2020 Target

To help achieve Queensland’s 2020 target aspiration of doubling overnight expenditure to $30 billion, the

Fraser Coast will have to contribute approximately $759M towards the 2020 target. In order to do this,

key market segments need to be harnessed to drive growth in the Region.

Table 4 below identifies the market mix for the Fraser Coast and how these will play a role in achieving

the 2020 target aspiration. Market figures have been identified based on the Deloitte Access Economics

forecasts for Queensland and the Fraser Coast Region and are based on the assumption that Fraser Coast

Markets will grow proportionately to State market forecasts based on the Region’s current market share.

Table 3: Key Market Segments towards Achieving the 2020 Target

Visitors 2013

Visitors 2020

% Change in Visitors

from 2013

Additional Spend (less inflation)

Additional ALOS

Additional Spend from 2013

Intrastate (FC) 1,217,000 1,235,350 2% $20.01 0.1 $ 77,489,297.04

Intrastate Events (FC) 84,000 113,400 35% $20.01 0.0 $ 10,178,106.64

Interstate (FC) 109,000 110,644 2% $26.82 0.5 $ 38,975,360.14

Interstate Events (FC) 5,000 6,750 35% $26.82 0.5 $ 4,229,914.03

TOTAL DOMESTIC 1,326,000 1,345,994 2% $21.76 0.2 $ 114,093,116.86

TOTAL DOMESTIC EVENTS 89,000 120,150 35% $21.76 0.2 $19,198,666.70

New Zealand 8,000 9,200 15% $30.61 0.5 $5,211,997.25

United Kingdom 29,000 33,350 15% $ 30.61 0.7 $23,677,358.94

Germany 20,000 23,000 15% $30.61 0.5 $11,168,565.54

USA 6,000 6,900 15% $30.61 0.3 $2,531,541.52

France 5,000 5,750 15% $30.61 0.6 $3,871,769.39

Remaining International 48,000 55,200 15% $30.61 0.9 $53,013,457.75

TOTAL INTERNATIONAL 116,000 133,400 15% $ 30.61 0.7 $ 99,474,690.39

TOTAL

$ 232,766,473.95

TOTAL SPEND $758,563,493


Table 4 shows the 2020 expenditure target for the Region and the growth needed to reach this goal. The target of $759M is termed the ‘stretch goal’ and is based on the estimates of industry potential identified by Deloitte Access Economics in the report, Queensland Tourism - Industry Outlook and Potential to 2020. $759 M represents Fraser Coast’s share of the overall Queensland target of doubling overnight visitor expenditure by 2020. The Tourism Forecasting Committee (TFC) data shows the consensus forecast for tourism across the international, domestic and outbound tourism sectors, without factoring in unfulfilled/ additional industry potential. The challenge for tourism industry partners is to deliver the predicted growth show in the TFC forecast and then also strive to fill the gap between the stretch and TFC forecast and targets shown in Figure 11.

While the industry continues to grow in absolute terms, its share of the Queensland economy has been in decline. The mining boom has meant that the tourism industry is growing more slowly than the overall State economy, and has presented challenges for the sector by attracting workers away from tourism to higher paying roles in mining and related sectors. Growth in visitor numbers and nights in Queensland has fluctuated over the past decade as a range of factors such as the global financial crisis and European debt crisis have constrained growth in a number of traditional source markets. However, growth in international visitor nights for the State as a whole has continued, owing to the emergence of new source markets, in particular the growth of the Chinese market. Domestic visitor performance has been much weaker, with total domestic visitor nights in 2010 lower than those seen in 2000. Achievement of industry potential (defined in the Deloitte Access Economics 2020 report)

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

$-

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Vis

ito

r N

igh

ts (

00

0)

Val

ue

($

mill

ion

s)

Value ($) Stretch TFC

Figure 6: Destination 2020 Target


would require Queensland as a whole to attract international visitor nights by 24% above the Tourism Forecasting Committee (TFC) forecast.8 This would require a combination of growth in domestic tourism, retention of visitation from Japanese and New Zealand tourists, capturing new emerging markets such as India, and encouraging existing visitors to extend their stay. Forecast Growth for Fraser Coast Fraser Coast will have to contribute $759 million in increased visitor expenditure to meet its share of the 2020 overall 2020 target. In order to do this, key market segments need to be harnessed to drive growth in the Region. Achieving the $759 million value would require average annual growth rate of 7.7%.

Overseas visitor nights will need to grow from 668,000 (year ending June 2013) to a 2020 target of 1,441,476 - approximately 770,000 additional nights

Domestic visitor nights will need to grow from 1,978,000 (year ending June 2013) to a 2020 target of 4,698,174 - approximately 2.7m additional nights

Growth Scenarios: Key Issues Despite the sector’s volatile performance in recent years, forecasts show significant growth potential

International visitor nights are expected to steadily increase under both the TFC and 2020 forecasts. The TFC forecast estimates an increase of about 20% by 2020, while the industry potential targets 60% growth over the next ten years.

International tourist expenditure in the Fraser Coast is expected to exhibit outstanding growth rates over the next

8 Tourism Research Australia’s TFC forecasts represent

the most likely outcomes given past trends, current information and the impact of policy and industry changes.

years to 2020. The TFC forecast predicts a 135% increase in total international visitor expenditure, while the industry potential estimates nominal growth of 193%.

Expectations of future domestic overnight tourism differ more significantly between the TFC forecasts and 2020 targets. The growth predicted by the TFC forecast is quite conservative, with only about 2% increase in domestic visitor night forecasts, where visits are expected to continue to grow at a steady pace and the 2020 industry potential targets.

Market figures have been identified based on the Deloitte Access Economics forecasts for Queensland and the Fraser Coast and on the assumption that Fraser Coast markets will grow proportionately to State market forecasts based on the Region’s current market share. The industry potential shown by the dotted lines in figures 12 and 13 (below) are based on the premise that rather than following linear trends, the trend line can be broken and growth in visitation accelerated.

Figure 7: Forecast and Stretch International Visitor Nights (TFC and Stretch) Figure 8: Forecast and Stretch Domestic Visitor Nights (TFC and Stretch)


Destination Growth Priorities

The following priority strategies and supporting actions have been identified for the Fraser Coast Region. These priorities take into consideration the market opportunities identified on page 25 that have the potential to grow to reach the Fraser Coast’s 2020:

TIMING: Ongoing, Immediate (1-2 years); Medium-term (3-5 years), Long-term (beyond 2020). ACRONYMS: ALOS Average length of stay AMSA Australian Marine Sciences Association DAFF Department of Agriculture, Fisheries and Forestry DEHP Department of Environment and Heritage Protection

DOD Australian Government Department of Defence DSDIP Department of State Development Infrastructure and Planning FCO Fraser Coast Opportunities FCRC Fraser Coast Regional Council KAC Korrawinga Aboriginal Corporation NPRSR Department of National Parks, Recreation, Sport and Racing QPWS Queensland Parks and Wildlife Services QTIC Queensland Tourism and Industry Council RDA Regional Development Australia TEQ Tourism and Events Queensland

Catalysts

Priority Hero Experience/

Market

Responsibility Timing

1. Develop and implement a major marketing and PR campaign for interstate/intrastate leisure markets, supported via ongoing development of the destination’s hero experiences;

Seek and secure new resources to implement and sustain a new major marketing push;

Support operators to find their unique selling point and a signature experience to feed the Region’s rich digital content strategy;

Broadening product and experience development in areas such as recreational fishing, adventure activities, access to Barrier Reef and Hervey Bay / Maryborough as destinations in their own right;

Targeted PR and marketing investment with packages and itineraries;

Focus more effort on interstate fly/drive markets with packages and itineraries;

Support with mentoring activity which builds business capacity and capability on use of digital media and developing rich digital content;

Work with QPWS, Council and industry to identify

Experience Theme:

Coastal and Hinterland Lifestyle

Fraser Island

Whale watching

Adventure

Great Barrier Reef

Key Markets:

Events visitors

Domestic leisure

VFR

FCO Industry

TEQ RDA

Immediate

Immediate

Medium-Term

Ongoing

Ongoing

Ongoing

Ongoing


locations suitable for hosting off-site business events and incentives i.e. heritage venues, natural environments;

Instigate an annual experience development mentoring program to encourage the development and enhancement of new and existing products that meet the needs of emerging markets and embrace the Region’s hero experiences;

Prepare a critical gap analysis by market for the Region’s hero experiences; and

Develop a Drive Strategy which builds the case for better signage, and continue to target the drive market with effective campaigns linked to real people and stories.

Immediate

Medium-

term

Medium-term

2. Develop and implement a comprehensive partnership program to position and establish Fraser Coast as Australia’s home of fishing;

Prioritise the development of a major fishing event, and drive awareness of the fishing offer through online and social media;

Engage a broad range of commercial and public partners in developing and delivering the program;

Marketing and itineraries to showcase value-added products (charter hire, tour guides, accommodation, equipment hire);

Targeted supporting infrastructure investment at key hubs – fish cleaning tables, marina capacity etc and foreshore development; and

Experience Theme:


Adventure Key Markets:

Events visitors

Domestic leisure

VFR

FCO FCRC

Fishing Sector- businesses

Event Organisers

TEQ

Immediate

Ongoing

Immediate

Medium

3. Secure funding for major public works for tourism oriented projects which also deliver broader community benefits. Build on existing initiatives to develop a high quality investment prospectus, which incorporates;

Precinct development plans for new tourism oriented places e.g. Maryborough, Poona, Great Sandy Strait villages, and Fraser Coast Hinterland;

Develop tourism linkages to the planned Hervey Bay sports precinct;

Co-ordinated program to raise resident awareness and advocacy for local attractions as a means of raising VFR spend; and

Create a culture of community pride and leverage ambassadors through increasing the use of digital media database marketing / sharing.

Experience Theme:


Key Markets:

Domestic leisure

VFR

FCRC FCO RDA

Medium term

Ongoing

Immediate

Immediate/ Ongoing


4. In partnership with industry, develop the potential of the business meetings and conferences sector by;

Leveraging links with local business clusters to generate new meetings and conference activity;

Growing average business visitor length of stay via development of a program of accessible pre and post trip itinerary options; and

Position the region in the business meetings and conference sector through establishing clear points of difference – utilising smaller and quirky venues and leveraging off Fraser Coast’s lifestyle attributes.

Key Markets:

Business and conference

FCO Industry

Immediate

Immediate

Medium-term

5. Develop and implement an event development and acquisition plan which leverages Fraser Coast’s mix of coast/islands/sheltered water infrastructure to grow sector value and position it as a leading Queensland event destination, including;

Investigate the potential of establishing new high profile sports events including superboats/ airshow events;

Fill gaps in the calendar, by targeting events that celebrate regional differences and unique experiences and are non-transferable, including whale watching, agri-tourism, geo-tourism, food and drink, arts and culture, and local cultural heritage;

Work with local partners to build the sustainability and long term viability of existing events; and

Secure partnership support and investment from Council and industry partners as a key driver for sector growth.

Theme:


Key Markets:

Events visitors

Domestic leisure

Overseas Leisure

VFR

FCO FCRC Event

Organisers Fishing Sector-

businesses

Immediate

Medium-

term Immediate

Immediate

Ongoing

6. Grow the international markets (starting with long-haul western) through co-operative marketing with the Australia’s Nature Coast partnership, including

Use Australia’s Nature Coast as a catalyst to increase international product representation and build packages and itineraries that showcase the best of the Fraser Coast;

Support the maintenance of existing aviation services and support continued development of new services;

Support new products to become active in the international market and ensure their product is international ready through mentoring and partnership;

Implement a PR campaign to raise awareness of the Region’s position as the leading destination for personal natural encounters internationally through Australia’s Nature Coast, including rich digital content; and

Work with inbound tour operators to develop and

Experience Theme:


Fraser Island

Whale watching

Adventure

Great Barrier Reef

Key Markets:

Domestic Leisure

Interstate leisure

Intrastate leisure

FCO Nature Coast Partnership

Industry TEQ

Inbound Tour Operators

Ongoing

Ongoing

Ongoing

Immediate

Immediate


implement a strategy which firmly positions Hervey Bay as a key stopping point on backpacker journeys and itineraries, incorporating proximity/access to and from Fraser Island, as well as Hervey Bay’s own appeal as a destination as elements of the strategy.

7. Work with Council to progress the foreshore master plan and development of the Urangan Harbour Marina Precinct , including;

Support new beachfront dining and seafood dining experiences getting the customer closer to the environment; and

Leverage events and precinct development to grow the range of experiences, providing the means of building destination attractiveness and the opportunity to grow average length of stay.

Experience Theme:


Key Markets:

Domestic leisure

VFR

FCRC FCO

Industry

Immediate

Medium-

term

Medium-

term

8. Create the ‘Big 5’ wildlife encounters (whale, turtle, dolphin, manta, and sharks); - delivered via new and enhanced product and tours, including;

Bring the ‘Big 5’ to life via creating a tailored program of itineraries which drive awareness and increased length of stay i.e. Lady Elliot, Fraser Island, Whale encounters, Dive/snorkelling trails, Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, Wildlife Trails. Develop a suite of nature passes providing a package of experiences as part of 3, 5 and 7 day itineraries;

Marketing and supporting PR and communications which includes clear positioning of the destination, explaining why the ability to experience the ‘Big 5’ in Fraser Coast is unique - enjoy the secrets enjoyed by locals; and

Continue to develop and implement a mutually beneficial partnership with QPWS is a key enabler.

Experience Theme:

Whale watching

Great Barrier Reef

Key Markets:

Domestic leisure

Overseas Leisure

Education

FCO Industry QPWS

Immediate

Ongoing

Ongoing

9. Cement Fraser Coast’s position as the leading destination for personal natural encounters by creating a virtual ‘Centre of Excellence’ in marine tourism through established education partnerships, including;

Establish formal links with the Australian Marine Sciences Association (Antarctic Stations) on whale research;

Link/package with continued development of the Discovery Sphere;

If a decommissioned naval vessel for a dive wreck is secured, build university and school partnerships around the opportunity

Investigate the potential of placing Fraser Coast’s whale calving story as part of a high profile environmental documentary;

Create year-round experiences building on the

Experience Theme:

Whale watching

Fraser Island

Great Barrier Reef

Key Markets:

Domestic leisure

FCO FCRC AMSA QPWS

Immediate

Ongoing

Medium-

term

Immediate

Ongoing


whale research, linked to the Fraser Coast Discovery Sphere;

Integrate clear messaging on safe marine experiences and natural encounters into marketing; and

Investigate continued opportunities to develop curriculum-based education packages.

Overseas Leisure

Education

Medium-

term

Medium-term

10. Rebuild Fraser Island’s iconic status as a world heritage area, positioning it as a high quality and unique destination for adventure, nature-based and marine activities.

At overall destination level, broaden the range of experiences for identified niches (nature-based/ marine, natural and cultural heritage, education, adventure, health and well-being, agri-tourism, touring) through targeted marketing of current and planned products to build demand for new products, including;

Secure a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination. Utilising Fraser Island as a point of difference alongside the technical attributes of the dive experiences has the potential to establish Fraser Coast as a ‘must dive’ destination; and

Investigate the creation of farm, industry and agri-tourism itineraries and a program of ‘meet the farmer’ opportunities, where visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion.

Establish a partnership of key agencies and businesses to develop an investment-led approach, which seeks to;

Build the range of adventure and nature and cultural heritage-based experiences available to visitors;

Establish a range of high quality accommodation options which meet market expectations;

Develop supporting access and signage

infrastructure; Develop the role of the Fraser Island

Interpretation Centre;

Unlock the marketing potential and leverage the iconic nature of the destination via targeted promotion of current and planned products to build demand for new products (adventure, nature-based) on the island.

Experience Theme:

Fraser Island

Adventure Key Markets:

Domestic leisure

Int. Leisure

FCO FCRC

QPWS Industry

Ongoing to

Longer-term

Immediate

Ongoing

Medium-term

Immediate

Medium-term

Immediate

Table 4: Catalysts for Destination Growth


CONTRIBUTION OF STRATEGIES TO THE 2020 TARGET

Priority Strategy Additional Value Generated

2020 Value Contribution to Fraser

Coast 2020 Target (%)

1. Develop and implement a major marketing and PR campaign for interstate/intrastate leisure markets

Increase % QLD market share of all markets by 2.5%

$273,047,580 $273,047,580 36%

2. Develop and implement a partnership program to position and establish Fraser Coast as Australia’s home of fishing.

Increase % QLD share of fishing visitors by 8%

$68,958,877 $107,835,436 14.2%

3. Precinct development plans for new/refreshing tourism oriented places e.g. Maryborough, Poona, Great Sandy Strait villages, and Fraser Coast Hinterland.

Increase VFR spend per night by $5

$41,349,402 $101,802,230 13.4%

4. Grow the value of the business tourism market

Maintain business’s share of the overall Fraser Coast market

Increase business ALOS by 0.5 days

$9,036,817 $7,443,975

$63,956,856 $7,443,975

8.4%

1%

5. Develop and implement an event development and acquisition plan.

Increase QLD share of events visitors by 2%

$32,427,660

$54,211,927

7.1%

6. Grow the international markets (starting with long-haul western) through co-operative marketing with the Australia’s Nature Coast partnership

Increase % QLD market share of UK, Europe and USA by 2%

$16,092,786 $33,156,920 4.4%

7. Hervey Bay Foreshore masterplan and development – developing attractiveness as a destination and providing the opportunity to grow ALOS (Brisbane Leisure)

Increase Brisbane leisure ALOS by 0.5 days

$8,978,683 $19,209,357 3%

8. Create the ‘Big 5’ wildlife encounters for the Region and a range of itineraries for marine tourism – targeting leisure marine visitor growth

Increase % QLD share of leisure marine tourism activities by 3%

$4,496,366 $10,180,074 1.3%

9. Create a Centre of Excellence linked to the Discovery Sphere - targeting growth in the education market

Increase % QLD share of education market by 3%

$8,690,458 $10,171,815 1.3%

10. Rebuild Fraser Island’s iconic status as a world heritage area, positioning it as a high quality and unique destination for marine, nature-based and adventure activities. Further develop experiences including securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination.

Increase % QLD market share of Adventure, Agri-tourism and Heritage visitors by 1%

$6,685,575 $16,575,226 1%

$697,591,396 92% 2020 Target $758,694,229


Additional Strategies In addition to the catalyst projects and growth markets, the following additional strategies also will contribute to meeting the 2020 goal.

Priority Strategy Additional Value Generated

2020 Value Contribution to Fraser

Coast 2020 Target (%)

A. With Council, continue to develop and

maximise the Discovery Sphere’s tourism

potential.

Increase ALOS for marine tourism visitors by 1 day

$2,832,716 $2,832,716 0.4%

B. Harness the potential of Day Visits to Fraser Coast, seeking growth in the sector and conversion to overnight trips.

If we converted 9% of day trips to overnights, this would generate approx. $54m

If we grow day visitor volumes from the current base by 10%, it would generate an additional $13.9m

$54,326,410 $54,326,410 7.2%

C. Grow the value of other international markets (excluding UK, NZ, Europe and USA)

Grow markets at TFC rates, via co-operative marketing with the Australia’s Nature Coast partnership

$1,439,783 $3,943,708 0.5%

$58,598,909 $61,102,834 8%

Growth Strategies $697,591,396 (92%) Additional Strategies $61,102,834 (8%)

2020 Target $758,694,229

Fraser Island 4x4


Implications of Growth

Accommodation

Available data from the Australian Bureau of Statistics – Survey of Tourist Accommodation (2012) for Hotels, Motels and Serviced Apartments, data indicates that Fraser Coast has an accommodation occupancy rate that ranges from a low of 49.1% in June quarter to high of 53.2% in the Sept quarter. When TFC forecast growth rates are applied to 2020, occupancy rates are estimated to reach 52%. Under stretch targets for the industry, by 2020, Fraser Coast will need to accommodate 6.14 million visitor nights (domestic and overseas) – 825,000 more than under TRC forecasts. Implications for Fraser Coast

• If the Region’s strategic ambition to grow trade in the MICE sector is achieved, this will have implications for future accommodation needs in terms of volume and quality/facility provision; and

• Based on the stretched growth targets, the more than doubling of visitor nights, is likely to require investment in new accommodation stock.

Access

Achieving Fraser Coast’s 2020 growth target will generate approximately 6.14 million visitor nights, approximately 79% of which will be from domestic sources and 21% from overseas. These significant visitor volumes will have implications for road and air access and infrastructure, as well as pedestrian flows in some locations. Limited capacity to accommodate the anticipated traffic growth has the potential to be a major growth constraint in reaching 2020 targets. Implications for Fraser Coast

• Achieving growth targets will result in additional visitor road traffic movements. When peak flows are considered this may result in pressure points for infrastructure (roads and parking) in some areas.

Additional planning may need to consider which routes are likely to experience the largest growth in visitor traffic;

• A relatively small proportion of visitors currently use public transport, however, increased overall numbers may also increase demand for services. Increased volume may assist in making the case for timetabling and route networks which meet the needs of the visitor economy;

• Capacity on air routes to regional airports is also likely to be pressurised, with 770,000 (stretch targets compared with year ending June 2013) additional overseas visitor nights for Fraser Coast alone. To fully maximise growth to Australia as a whole from Asian markets, new route development/ increased frequency of services from other domestic hubs may also need to be considered;

• Pedestrian footfall in hotspots may also increase sufficiently at peak times to require the application of additional visitor management techniques; and

• Planning and lead-in/development time for increasing transport and related infrastructure is also an important consideration/constraint.

Attractions

The projected increase in visitor numbers will be attracted to visit Fraser Coast for a reason – enticed by the Region’s landscapes, visitor appeal and range of attractions etc. Increased trade from VFR, leisure or business markets are all likely to generate additional demand and numbers visiting attractions. In order to deliver the increased visitor volumes, enhanced and/or new visitor attractions may be required in addition to fresh investment in existing attractions. This will require the Region to cement positioning of its signature whale watching experiences at the core of the Hervey Bay offer, rebuild iconic status of Fraser Island and develop ‘must dive’ marine and reef experiences.


Alongside visitor attractions, events will also have a key role to play. Development of a program of events over peak, shoulder and off seasons will complement physical attractors and facilities, providing new reasons to visit. If visitor attractions do not meet with the increasing and varied market expectations, it is unlikely that sustained growth towards the 2020 targets will be met. Implications for Fraser Coast

• Investment in existing key visitor attractions, potentially in terms of larger capacity, and in terms of product/services to meet identified demand;

• Targeted new investment in visitor attractions where long term feasibility is proven; including investigation of the opportunities offered thorough securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination;

• Review the applicability of the catalyst and long term opportunities identified in the Tourism Opportunity Plan;

• Review and develop the calendar of events against projected growth markets to examine opportunities for an extended events program;

• With increased international visitor numbers, the importance of the Region’s visitor attractions being international-ready is critical; and

• Need for continued proactive promotion of development opportunities to unlock investment.

Other Infrastructure

While core tourism infrastructure in the hospitality and visitor attraction sectors is of key significance, visitors do not use these facilities in isolation. A range of other infrastructure and services support and make up the overall visitor experience. This can range from signage and public conveniences to town planning and public realm, conservation, and coastal planning, and upkeep of landscapes, cultural heritage and streetscapes. Public sector partners and community groups play a key role in much of this support infrastructure.

The weakest link in the overall experience provided is critical in influencing visitor satisfaction levels, and in generating the all-important positive word of mouth recommendations and repeat visits. Implications for Fraser Coast

• A co-ordinated ‘whole of Fraser Coast’ approach to destination planning and management is required in order to deliver a compelling set of experiences which entice new visitors and encourage repeat customers. A first step is engaging/ re-engaging partners and raising awareness of the projected tourism growth and its potential implications.

• The nature of tourism activity is that towns and cities act as service centres for visitors as well as residents - precinct and town centre planning in popular visitor destination should consider the potential additional visitor volumes in their planning and implementation at the earliest opportunity.

Community

As an industry, tourism is unique in that the product is largely consumed locally and on-site by non-locals who are not rate payers or part of those electorates. Community benefit is in large part, derived from visitor spending supporting employment and services which are also utilised by local communities and residents. At its extremes, large volume tourism activity if not managed can alienate communities and put pressure on local infrastructure and services. Communities play a key role in delivering long term and sustainable economic growth - without their support, visitors often do not benefit from the genuine welcome that communities provides, and the experience loses its authentic feel. For communities to be engaged and play a part in the industry it is important that the benefits of tourism spending and activity are fully understood.

Implications for Fraser Coast

• Tourism growth will at least in part be focused on certain locations and hotspots.


Communities will need to be engaged in those areas as key delivery partners and stakeholders.

• VFR will continue to be an important growth market – this is most effectively influenced by working at community level, building awareness of facilities and activities.

• A friendly welcome is always an important part of the tourism experience. Communities will be stakeholders in delivering this welcome.

Destination Workforce

Research by Deloitte Access Economics indicates that the Region’s workforce is under pressure from other sectors and will experience a short-fall if the 2020 stretch targets are met. Tourism is a people industry, and particularly in a relatively high cost destination such as Australia, is heavily reliant on providing exceptional levels of service as a differentiator, and as a contributor to offering what are perceived as good value for money experiences. Workforce development will be key determinant in helping Fraser Coast Region stand out from the crowd and achieve its 2020 ambitions.

Implications for Fraser Coast

• The number of persons required in the labour force to meet visitor forecasts for the Fraser Coast would require a compound annual growth rate of 1.8% under TFC, while this grows to 3.7% under stretch targets (Deloitte Access Economics). Given the relatively small labour force, both scenarios are likely to result in significant labour gaps (skilled and unskilled labour)

• Staff skills as part of workforce development will need to be addressed – both from the perspective of businesses being international-ready, and meeting/understanding the ever evolving nature of customer expectations.

• From a longer term workforce development perspective, promoting and developing the tourism sector as an attractive career option for new entrants to the workforce also is worthy of consideration. Without this, skills and workforce are likely to be recurring issues for the sector.

Fishing at Maheno Shipwreck, Fraser Island


Challenges and Opportunities to Achieving the Vision

During the consultation process, the following challenges and opportunities were identified towards achieving the vision for Fraser Coast Region.

CHALLENGES OPPORTUNITIES

1. Losing clear differentiation of destination offerings (whales, islands, diving World Heritage)

1. Create experiences that visitors and locals can enjoy, particularly adventure/adrenalin. Investigate the potential of establishing a major new dive wreck or other snorkel and dive attractions both on Fraser Island and in Hervey Bay.

2. Lack of all-weather attractions 2. Maximise the use of social media and instant technology

3. Restaurants not visibly offering local fare 3. Remind domestic and international visitors of the iconic nature-based attractions, including ecotourism

4. Over-development in parts of Hervey Bay leading to loss of local identity

4. Develop a Voluntourism program to attract domestic and international education visitors

5. Underutilisation of whale watch vessels and infrastructure outside of whale season

5. Develop existing and attract new events that will bring visitors to the Region

6. Lack of a dedicated conference facility 6. Develop the potential of pre/post trip itineraries as a means of growing the value of business tourism. Investigate the potential of venues such as the Brolga Theatre or outdoor venues/sites as a means of growing the business tourism market.

7. Customer service skills at variable levels (pleasant but not quality experience)

7. Develop year-round attractions

8. Poor regional connectivity and limited use of social media

8. Improve road infrastructure to improve connectivity

9. Limited night time activities for visitors 9. Fully develop the Region’s potential in cultural and heritage tourism, particularly Maryborough

10. Poor directional and interpretative signage 10. Develop facilities for better access to the Mary River

11. Poor mobile and internet coverage 11. Create a network of current and future camping options with touring itineraries

12. Lack of product for adventure market 12. Upskill staff to provide exceptional experiences


Enablers of Success

Enablers Responsibility Air Access

Support the development and maintenance of Hervey Bay Airport’s services and

route network.

FCRC

Capacity Development

Establish a ‘Welcome to Fraser Coast’ program to boost quality and product referral, including.

A focus on maximising the potential of digital and social media to provide rich experiences in communicating with customers.

Develop a region-wide program of welcome and arrival points - boosting connectivity and communication.

Mentoring, networking and support for businesses focusing on experience development, market awareness, and international-readiness.

Support for local event organisers to build professionalism and sustainability.

FCO

FCO/FCRC

Community Engagement

Build community appreciation and support for tourism and future investment via co-

ordinated communication - identifying tourism as a key pillar of the economy and

contributor to liveability/quality of life.

Co-ordinated program to raise resident awareness and advocacy for local attractions as a means of raising VFR spend.

FCO/FCRC

FCO/Industry

Road Access and Infrastructure Build the case for;

Upgrading of the Bruce Highway - work with the State Government and the Freight sector to lobby the Federal Government to increase the priority of the Bruce Highway upgrade.

Seek incentives or subsidies to improve inter and intra-regional public transport.

Seek support for implementing priority signposting improvements.

FCRC DTMR RDA

Partnership

Continued development of partnerships with Local, State and Federal Government to explore investment opportunities and provide guidance on legislation, regulation and policy.

At a strategic level, linking tourism with broader economic development and inward investment priorities, ensuring that tourism’s contributions to ‘work, live and invest’ agendas as well as ‘visit’ are maximised.

Establish entrepreneurial partnerships to support investment in the development of infrastructure and precincts.

Work with QPWS to prioritise investment in parks’ infrastructure where it delivers a maximum return to the visitor economy through management and infrastructure plans.

Continue to develop a close and effective working partnership with QPWS on developing sustainable nature encounters, incorporates a range of policies,

FCO with key

agencies


regulatory frameworks and management plans.

Seek and build upon private investment in niche leisure tourism products.

Encourage stronger links between tourism and the arts to proactively encourage art in residential and CBD areas to improve live-ability and sense of place.

Voice for Tourism

Co-ordinated and evidence based lobbying to ensure the impact of regulations and policies on the tourism industry is fully understood including tourism-oriented planning schemes and frameworks, key marine and parks regulations.

Work with QTIC to lobby for recognition that the tourism industry works 7 days a week 24 hours a day as part of normal working hours to reduce the cost of labour and support future job security in tourism and hospitality.

Lobby to lift the priority of the NBN rollout supporting improved high-speed broadband and providing the core infrastructure for improved mobile coverage.

FCO QTIC

Facilitating Drive Tourism

Implement the outcomes of the Drive Tourism Strategy and Camping Options review

at a regional level to maximise the value of the touring and long-haul drive markets.

Councils SCDL

Fishing off Torquay Jetty


DESTINATION

STRATEGIES

Mount Bauple, Tiaro


Strategic Directions

The following section of the DTP identifies the destination strategies required to help achieve the 2020 target for the Fraser Coast. Within each, a series of actions have been established as a means of delivering the identified destination strategies.

Each of the strategies have been prepared around six key themes that were developed in the Tourism 2020 Strategy which will enable regions such as the Fraser Coast to develop products and experiences in line with their hero experiences.

Some projects and actions are relatively quick wins which are deliverable with modest investment, while others are more ambitious in

terms of new resources being required.

Implementation of the DTP will be reliant on prioritising existing support as well as identifying new resources via partnerships with community, private and public sector stakeholders.

Prioritisation will be informed via Fraser Coast Opportunities’ annual business planning processes.

Actions have been categorised as being; ongoing (continuing activity), immediate (years 1 and 2), medium-term (years 3-5) and longer-term (continuing beyond 2020).

Acronyms

ALOS Average Length of Stay

AMSA Australian Marine Sciences Association

ANCP Australia’s Nature Coast Partnership

DAFF Department of Agriculture, Fisheries and Forestry

DEHP Department of Environment and Heritage Protection

DOD Australian Government Department of Defence

DSDIP Department of State Development, Infrastructure and Planning

FCO Fraser Coast Opportunities

FCRC Fraser Coast Regional Council

KAC Korrawinga Aboriginal Corporation

NPRSR Department of National Parks, Recreation, Sport and

Racing

QPWS Queensland Parks and Wildlife Services

QTIC Queensland Tourism Industry Council

RDA Regional Development Australia

TEQ Tourism and Events Queensland

Fraser Island


1. Preserving our nature and culture

Vision: Reclaim our status as one of the world’s most pristine places to encounter whales, turtles, dolphins, mantas and sharks. Priority Project: 1. Create and deliver the ‘Big 5’ marine encounters (whale, turtle, dolphin, manta, and sharks). Supporting projects

• Bring the ‘Big 5’ to life via creating a tailored program of itineraries which drive awareness and increased length of stay i.e. Lady Elliot, Fraser Island, Whale encounters, Dive/snorkelling trails, Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, Wildlife Trails. Develop a suite of nature passes providing a package of experiences as part of 3, 5 and 7 day itineraries.

• Marketing and supporting PR and communications which includes clear positioning of the destination, explaining why the ability to experience the ‘Big 5’ in Fraser Coast is unique - enjoy the secrets enjoyed by locals.

• Cement Fraser Coast’s position as the leading destination for personal natural encounters by creating a virtual ‘Centre of Excellence’ in marine tourism through established education partnerships.

• Establish formal links with the Australian Marine Sciences Association (Antarctic Stations) on whale research.

• Grow the education market around natural encounters to support the discover centre.

PRODUCT PARTNERS TIMING MARKET

Encourage and support the development of new product and events – such as Lady Elliot, Fraser Island, Whale Encounters, Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, promote a Wildlife Trail or cultural heritage experiences and drive trails.

Industry QPWS FCO

Ongoing Events, VFR,

Domestic, Drive

Establish formal links with the Australian Marine Sciences Association (Antarctic Stations) on whale research.

FCO AMSA

Immediate Education Domestic Leisure Marine Niche

Cement Fraser Coast’s position as the leading destination for personal natural encounters by creating a virtual ‘Centre of Excellence’ in marine tourism through established education partnerships.

FCO QPWS


Create year-round experiences building on the whale research including the Fraser Coast Discovery Sphere.

FCO FCRC


Our unique, authentic character, cultural heritage and natural assets will be preserved and enhanced for visitors and locals alike, and will always be at the heart of iconic showcase Queensland experiences.


Engagement with indigenous communities to investigate opportunities to integrate indigenous stories and culture into the big 5/ personal natural experiences.

FCO KAC


MARKETING PARTNERS TIMING MARKET

Continue to drive the promotion of the whale encounters, shifting to focus on the personal encounter.

FCO QPWS

Ongoing VFR, Domestic

Create a Fraser Island ‘Big 5’ concept, supported by marketing, PR and communications which includes clear positioning of the destination, explaining why the ability to experience the ‘Big 5’ in Fraser Coast is unique - enjoy the secrets enjoyed by locals.

FCO Industry

Immediate International

Domestic

Bring the ‘Big 5’ to life via creating a tailored program of itineraries which drive awareness and increased length of stay i.e. Lady Elliot, Fraser Island, Whale encounters, Dive/snorkelling trails, Dolphins, Night tours, Indigenous, ‘Reef to Beef’ tours, School Camps, Wildlife Trails and cultural heritage experiences and drive trails. Develop a suite of nature passes providing a package of experiences as part of 3, 5 and 7 day itineraries.

FCO Industry

Immediate Domestic Leisure Marine Niche

Grow the education market around natural and cultural heritage-based encounters, to support the Discovery Sphere.

FCRC FCO

Medium-Term VFR, Domestic

,

Investigate development and promotion of nature-based and adventure ‘Voluntourism’ opportunities.

QPWS FCRC FCO

Medium – Term

International

Domestic


2. Offering iconic Experiences

Vision: Fraser Coast will be renowned as a destination which utilises its natural advantages to deliver a range of compelling experiences. Priority Projects: 1. Develop and implement a comprehensive partnership program to leverage Fraser Coast’s natural

advantages and establish it as Australia’s home of fishing. Supporting Projects:

• Prioritise the development of a major fishing event, and drive awareness of the fishing offer through online and social media.

• Marketing and itineraries to showcase value-added products (charter hire, tour guides, accommodation, equipment hire).

• Develop supporting infrastructure for fishing activities at key hubs – fish cleaning tables, marina capacity etc and foreshore development.

• Investigate the feasibility of securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination and establishing Fraser Coast as a ‘must dive’ destination.

• Prepare a critical gap analysis by market for the Region’s hero experiences.

• Broaden product and experience development in areas such as adventure activities, personal nature experiences, access to Barrier Reef and Hervey Bay / Maryborough as destinations in their own right.

• Create farm, industry and agri-tourism itineraries and a program of ‘meet the farmer’ where visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion.


Broaden product and experience development in areas such as adventure activities, personal nature experiences, access to Barrier Reef and Hervey Bay / Maryborough as destinations in their own right.

Industry FCO

Ongoing ALL

Build itineraries, tours and signage to support destination positioning (e.g. policy on free campsites with clear signage and touring loops).

FCO FCRC

Ongoing ALL

Our destinations will build on and leverage their strengths and heroes - iconic people, places and events which are our points of difference - giving visitors life-long memories and many reasons to stay, explore and return.



Develop and deliver a program of marketing and tailored itineraries to establish Fraser Coast as the

FCO TEQ

Immediate Domestic Leisure

Investigate the feasibility of securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination and establishing Fraser Coast as a ‘must dive’ destination. Related opportunities could include;

Building a dive trail cluster;

Additional artificial reef development;

Investigating opportunities for partnership with universities and schools; and

Establishing clear points of difference for the destination to position it as ‘must dive’, based around the technical aspects of the proposed new dive experiences and the unique attributes of Fraser Island and Fraser Coast.

FCO FCRC TEQ DOD DEHP

Ongoing – to longer

term

Nature-based/ marine

Encourage the development of new personal nature experiences such as snorkelling a dive wreck, walking trails, etc. through a niche market research project demonstrating the size and needs of emerging niche markets and the product that exists on the Fraser Coast to meet the identified need to encourage new product and packaging.

FCO Immediate Domestic International

Prioritise the development of a major fishing event, and drive awareness of the fishing offer through online and social media.

FCO FCRC

Industry

Immediate Domestic Leisure Fishing

VFR

Develop supporting infrastructure for fishing activities investment at key hubs – fish cleaning tables, marina capacity etc and foreshore development.

FCRC FCO

Industry

Immediate Domestic Fishing

VFR

Prepare a critical gap analysis by market for the Region’s hero experiences.

FCO Immediate ALL

Investigate opportunities to create agri-tourism itineraries and a ‘meet the farmer’ program where visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion.

FCO Industry

Medium-Term

Domestic Leisure/ Drive

Support development of a broader range of coastal tours (Lady Elliot, Fraser Island, Whale Encounters, and Dolphins).

Industry FCO

Medium-Term

Domestic International

VFR Drive

Support for development of a program of new and improved nature-based visitor experiences, potentially incorporating marine, agri-tourism and geotourism.

FCO Industry

Medium-Term

Domestic Leisure


home of fishing and showcase value-added products (charter hire, tour guides, accommodation, equipment hire).

Industry Fishing VFR

Encourage and support new adventure tourism experiences with tailored online and social media promotions.

FCO Industry

TEQ

Ongoing Domestic International

VFR

Integrate clear messaging on safe marine experiences and natural encounters into destination marketing

FCO Industry

Ongoing All

Promote the two World Heritage Areas accessible from the Region throughout media and PR activity.

Industry SCDL BM TEQ

Ongoing International Domestic

Drive

Work with Queensland Parks and Wildlife Service to better promote personal natural and cultural heritage experiences in the Region.

FCO QWPS


Develop itinerary driven packages that support the Region’s hero experiences and differentiators.

FCO Immediate International Domestic

Drive

Prioritise new nature-based experiences in media and PR activity, particularly marine and wildlife experiences across the Region.

FCO Industry

TEQ


Investigate the potential of placing Fraser Coast’s whale calving story as part of a high profile environmental documentary

FCO TEQ

Medium-Term

International Domestic

Create farm, industry and agri-tourism itineraries and a program of ‘meet the farmer’ where visitors can get up close with the rural nature of the Fraser Coast linked to a drive loops promotion.

Industry Medium- Term

International Domestic


3. Targeting a balanced portfolio

Vision: Create a year-round tourism season, building off the power of events and targeted niche marketing. Priority Projects: 1. Seek and secure resources to develop and implement a major marketing and PR campaign for

interstate/intrastate leisure markets, supported via ongoing development of the destination’s hero experiences.

2. Develop and implement an event development and acquisition plan which leverages Fraser Coast’s

mix of coast/islands/sheltered water infrastructure to grow sector value and position it as a leading Queensland event destination.

3. In partnership with industry, develop the potential of the business meetings and conferences sector. Supporting Projects:

• Grow the international markets (starting with long-haul western) through co-operative marketing with the Australia’s Nature Coast partnership, and use Australia’s Nature Coast as a catalyst to increase international product representation and build packages and itineraries that showcase the best of the Fraser Coast; • Support new products to become active in the international market and ensure their product is

international ready. Instigate an annual experience development mentoring program to encourage the development and enhancement of new and existing products that meet the needs of emerging markets and embrace the Region’s hero experiences

• Cooperative marketing with gateway partners to build itineraries that showcase the best of the Fraser Coast; incorporating • Effective product packaging • Foreshore Development in Hervey Bay is a key enabler.

• Augment the destination’s hero experiences and grow market appeal by broadening products and

experience development in areas such as recreational fishing, dive cluster development, adventure activities, and access to the Barrier Reef, Fraser Coast Hinterland, Great Sandy Strait villages and Hervey Bay / Maryborough as destinations in their own right.

• Extend marketing effort into major centres such as Melbourne and Sydney, in addition to the existing 4 hour drive market.

• Develop a clear plan and positioning for Hervey Bay in relation to the backpackers and international youth market, focusing on developing products and experiences which create compelling reasons to visit Hervey Bay in its own right, as well creating the rationale for it being a stopping of/getting on point for Fraser Island.

• Develop a Drive Strategy which builds the case for better signage, and continue to target the drive market with effective campaigns linked to real people and stories.

Informed by a thorough understanding of visitor markets and consumer trends, we will target a balanced portfolio of markets that match our competitive strengths and deliver the best results for our destinations.



Work with Council to commit support for development and delivery of events as a destination priority

FCRC FCO

Immediate Events, Business

Augment the destination’s hero experiences and grow market appeal by broadening products and experience development in areas such as recreational fishing, adventure activities, access to the Barrier Reef, Great Sandy Strait villages, Fraser Coast Hinterland and Hervey Bay / Maryborough as destinations in their own right.

FCO Industry

Immediate All

Instigate an annual experience development mentoring program to encourage the development and enhancement of new and existing products that meet the needs of emerging markets and embrace the Region’s hero experiences

• Support with mentoring activity which builds business capacity and capability on use of digital media and developing rich digital content

• Identify products that can deliver the hero experiences in each of our Tier 1 and 2 markets. E.g. Reef dives, dolphin feeding and waterfront markets.

FCO Industry

TEQ

Immediate All

Support new products to become active in the international market and ensure their product is international ready.

FCO TEQ

Immediate International

Work with QPWS, Council and industry to identify locations suitable for hosting off-site business events and incentives i.e. cultural heritage venues, natural environments

FCO FCRC

QPWS DEHP

Immediate Business

Encourage the development of products for new markets (domestic niche, Asia, China) eg. Adventure products.

FCO TEQ

Industry

Medium-Term International, Domestic

Develop a Drive Strategy which builds the case for better signage, and continue to target the drive market with effective campaigns linked to real people and stories.

FCO FCRC TEQ

Medium-Term Drive

Target niches: Target the nature-based, natural and cultural heritage, education, adventure, health and well-being agri-tourism, arts and culture niche sectors with a coordinated approach via a partnership with Fraser Coast Regional Council.

Industry FCRC

Long-Term Events, VFR, Domestic



Continue to target the family market – SE Queensland – with new itinerary develop and rich digital media leveraging the new Discovery Trails program.

FCO FCRC TEQ

Ongoing Domestic, VFR

Continue to target the drive market with effective campaigns linked to real people and stories.

FCO Industry

Ongoing Drive

Seek and secure resources to develop and implement a major marketing and PR campaign for interstate/intrastate leisure markets, supported via ongoing development of the destination’s hero experiences.

• Extend marketing effort into major centres such as Melbourne and Sydney, in addition to the existing 4 hour drive market.

FCO FCRC TEQ

Immediate All

Develop and implement an event development and acquisition plan which leverages Fraser Coast’s mix of coast/islands/sheltered water infrastructure to grow sector value and position it as a leading Queensland event destination.

FCO FCRC TEQ

Immediate Events

Establish a marketing program, incorporating tailored and unique local itineraries to establish the Region in the business events and conference sector – leveraging off demand from local business clusters.

FCO Industry

Immediate Business

Grow average business visitor length of stay via development of a program of accessible and compelling pre and post trip itinerary options.

FCO Industry

Immediate Business

Grow the international markets (starting with long-haul western) through co-operative marketing with the Australia’s Nature Coast Partnership/gateway partners, and use Australia’s Nature Coast as a catalyst to increase international product representation and build packages and itineraries that showcase the best of the Fraser Coast.

• Implement a PR campaign to raise awareness of the Region’s position as the leading destination for personal natural encounters internationally through Australia’s Nature Coast, including rich digital content.

• Effective product packaging • Foreshore Development in Hervey Bay is a key

enabler.

FCO TEQ

ANCP Industry

Immediate All

Increase awareness of ‘why Hervey Bay’ is the best place to access Fraser Island and build itineraries for the trade – incorporating new hero experiences where appropriate.

FCO Industry

Immediate International, Domestic

Develop a clear plan and positioning for Hervey Bay in relation to the backpackers and international

FCO Industry

Immediate International Youth


youth market, focusing on developing products and experiences which create compelling reasons to visit Hervey Bay in its own right, as well creating the rationale for it being a stopping off/getting on point for Fraser Island.

• Work with inbound tour operators to develop and implement a strategy which firmly positions Hervey Bay as a key stopping point on backpacker journeys and itineraries, incorporating proximity/access to and from Fraser Island, as well as Hervey Bay’s own appeal

Focus more effort on interstate fly/drive markets with packages and itineraries

FCO Industry

TEQ

Immediate Interstate leisure

Position the region in the business meetings and conference sector through establishing clear points of difference – utilising smaller and quirky venues and leveraging off Fraser Coast’s lifestyle attributes.

FCO Industry

Medium-term

Business

Support emerging products with road shows to create a stronger sales force.

FCO Medium-Term

Domestic Business

Focus the drive market messages around the coastal lifestyle and build awareness of the range of experiences (coffee on the beach, whale watching, and dolphins).

FCO TEQ

Medium-Term

Drive

Investigate the creation of a marketing incentive program for new products and new experiences from existing products to create ‘new news’.

FCO TEQ

Medium-Term

All

Seek significant new support from public and private partners for an events program.

FCO FCRC

Industry TEQ

Medium-Term

Events, Business

Leverage the forecast population growth to develop the VFR market.

FCO FCRC

Long-Term VFR


4. Delivering quality, great service and innovation

Vision: Use the theory and lessons of ‘place-making’ to create memorable moments and deliver the promise of ‘liveability’ for locals and high quality experiences for visitors. Priority Project 1. Secure funding for major public works for tourism oriented projects which also deliver broader

community benefits. Build on existing initiatives to develop a high quality investment prospectus, which incorporates; preparation of a master plan for the development of the Hervey Bay foreshore and marina, and precinct development plans for new tourism oriented places e.g. Maryborough, Poona/ Great Sandy Strait and Fraser Coast Hinterland.

Supporting Projects:

• Establish a region-wide program of welcome and arrival points - boosting connectivity and communication.

• Establish a new ‘Welcome to Fraser Coast’ program to provide a major boost to the quality of service standards in the Region.

• Focus on maximising the potential of digital and social media to provide rich experiences in communicating with customers.

• Grow a culture of community pride and leverage ambassadors through increasing the use of digital media database marketing/ sharing, and raise resident awareness of local attractions to as a means of growing VFR spend. Investigate opportunities to develop a smartphone app to support the touring and drive markets

• Investigate the feasibility of a public lagoon.

• Work with a small number of operators to mentor them in international and domestic distribution.


Secure funding for major public works for tourism oriented projects which also deliver broader community benefits. Build on existing initiatives to develop a high quality investment prospectus, which incorporates; Preparation of a master plan for the development of the Hervey Bay foreshore and marina, and precinct development plans for new tourism oriented places e.g. Maryborough, Poona, Great Sandy Strait villages, and Fraser Coast Hinterland.

FCRC FCO

DSDIP RDA

Ongoing ALL

Establish a region-wide program of welcome and arrival points - boosting connectivity and communication.

FCRC FCO

Immediate ALL

Support the development of new beachfront dining experiences, getting the customer closer to the environment (with a greater focus on Seafood Industry – e.g. Providores Hall).

FCRC

FCO

Industry

RDA

Ongoing ALL

We will deliver authentic, high quality Queensland experiences, led by career-oriented and passionate professionals, and through our operators adopting innovative technologically smart solutions to reaching customers


DAFF

Leverage off events and precinct development to grow the range of experiences, providing the means of building destination attractiveness and the opportunity to grow average length of stay.

Industry Ongoing ALL

Work in partnership with QTIC to improve the competitiveness of tourism industry by advocating for workplace relations reform that recognises the tourism industry is a 7 days a week, 24 hours a day industry. Consider locations within Fraser Coast Region, as key tourism precincts and allow for more flexible and competitive workplace employment agreements.

QTIC

FCO

Industry

Immediate All

Work with QTIC to establish and deliver a skills and training program which meets long term workforce and business needs, and identified skills gaps (including digital awareness and understanding) - potentially including a new ‘Welcome to Fraser Coast’ program to provide a major boost to the quality of service standards in the Region.

QTIC

Councils

Immediate All

Take an increased focus on maximising the potential of digital and social media to provide rich experiences in communicating with customers

• Investigate opportunities to develop a smartphone app to support the touring and drive markets and linked to the Discovery Trails Program.

Industry FCO FCRC

Immediate Domestic International

Develop tourism linkages to the planned Hervey Bay sports precinct.

FCO FCRC

Immediate VFR Domestic

Work with a small number of operators to mentor them in international and domestic distribution over 12 months and provide support for their business growth (rather than a workshop style approach).

FCO Industry

Medium-Term

Domestic International

Update the Bridge to Brolga Tourism Precinct Plan for Maryborough to guide future tourism product.

FCRC Medium-Term

Domestic Drive VFR

Explore best practice in temporary accommodation and make recommendations for addressing peak levels of demand during key events.

FCO FCRC

Medium-Term

Events Business

Investigate the development of an alliance with University of Southern Queensland to build service quality in tourism and hospitality businesses.

FCO FCRC

Medium-Term

All

Investigate the feasibility of developing a public lagoon in Hervey Bay.

FCRC Long-Term Domestic VFR



Target niche markets via digital and cluster marketing and distribution via Guerrilla marketing and social media etc to break the channel focus of the youth and independent travel.

FCO Immediate International, Domestic,

Drive

Grow a culture of community pride and leverage ambassadors through increasing the use of digital media database marketing/ sharing, and raise resident awareness of local attractions as a means of growing VFR spend.

FCO FCRC

Immediate VFR

Take an increased focus on maximising the potential of high quality digital and social media to provide rich experiences in communicating with customers

• Investigate opportunities to develop a smartphone app to support the touring and drive markets and linked to the Discovery Trails Program.

FCO FCRC

Industry TEQ


VFR

Undertake a review of current marketing and coordination to ensure the Region is seen as a leading event destination.

FCO Industry

Long-Term Events Business


5. Building strong partnerships Vision: Work with a broad range of tourism, economic development and community partners to build Fraser Coast ambassadors. Priority Project: 1. Build Industry cohesiveness and collaboration around Fraser Coast Opportunities as the destination’s

regional tourism organisation. Create a powerful single destination voice, boosting destination marketing and long-term sustainable development of the Fraser Coast tourism industry, driven through the capability of its operators with innovation in product offerings, business processes and business models.

Supporting projects:

• Develop marketing and communication strategies with industry which will be compelling to partners

and build linkages/ a united voice between government, community and industry.

• Strong and evidence-based strategic lobbying to ensure the industry’s voice is to be heard at State

level, and the agenda set out in DestinationQ is implemented.

• Focus on engagement with the tourism industry and all industry sectors to ensure they are aware of

the value of tourism and have the opportunity to contribute to the direction of regional marketing.

• Develop and maintain partnerships with key government agencies such as TEQ, industry and

community groups to ensure the maximisation of any opportunities.

• Build a regional sales force and more tourism ambassadors.

• Lobby Tourism and Events Queensland to be a recognised top tier destination.


Strategic engagement with Council to create pro-tourism planning and regulatory frameworks i.e. foreshore and precinct development in Hervey Bay.

FCO Industry

FCRC

Ongoing All

Strong and evidence-based strategic lobbying to ensure the industry’s voice is to be heard at State level, and the agenda set out in DestinationQ is implemented.

• Proactively seeking to inform agendas on policy and regulatory areas including whale watching, fishing in the marine park etc.

FCO Industry

Ongoing All

Develop and maintain partnerships with key government agencies such as TEQ, industry and community groups to ensure the maximisation of any opportunities.

FCO Ongoing All

Seek funds through the contestable grants FCO Ongoing All

Strong tourism leadership will drive effective partnerships between government, communities and industries. Strong partnerships will deliver a long term vision which recognises the industry’s benefits to Queenslanders and supports tourism growth.


process and other funding sources to support destination tourism plan priorities and market growth opportunities.

Industry

Work with operators to embrace the hero experiences in their business and support new product ideas with seed funding.

FCO Industry

TEQ

Ongoing All

Continue to build sustainable partnerships with industry through building buy-in to marketing and development initiatives

FCO Industry

Ongoing All

Establish formal links with the Australian Marine Sciences Association (Antarctic Stations) on whale research.

FCO AMSA


Marine Niche

Education

Develop a farm work support program for local operators/farmers linked to tourism packages.

FCRC FCO

Long-Term All


Build Industry cohesiveness around Fraser Coast Opportunities as the destination’s regional tourism organisation – creating a powerful single destination voice, and boosting destination marketing and long-term sustainable development of the Fraser Coast Industry.

FCO Industry

Immediate All

Lobby Tourism and Events Queensland to be recognised starting with an understanding of ‘what is required to be a top tier destination’.

FCO Immediate All

Create ‘stay another day’ section of the Fraser Coast website with ideas to extend your stay one more day and work with industry to offer extension packages and deals.

FCO Immediate All

Develop industry cohesiveness and a united voice so that the ‘Fraser Coast’ brand is as well-known as the ‘Sunshine Coast’ brand.

• Develop marketing and communication strategies with industry which will be compelling to partners and build linkages/ a united voice between government, community and industry.

FCO TEQ

Ongoing All

Investigate continued opportunities to develop curriculum-based education packages

FCRC Ongoing Education

Lobby for Hervey Bay to get recognition on the News (during the weather report) during whale season, using “Surprise PR” or ambush media.

FCO Immediate Domestic

Promote the value of tourism to the community and its contribution to improving liveability.

FCRC FCO

Medium-Term All

Build a regional sales force and more tourism ambassadors.

FCO Industry

FCRC

Immediate Domestic VFR


6. Growing investment and access

Vision: Increase average length of stay and expenditure through better connecting our existing products. Priority Project:

1. Rebuild Fraser Island’s iconic status as a world heritage area, positioning it as a high quality and unique destination for adventure and nature-based activities. Establish a partnership of key agencies and businesses to develop an investment-led approach, which seeks to;

• Build the range of adventure and nature-based experiences available to visitors

• Establish a range of high quality accommodation options which meet market expectations

• Develop supporting access and signage infrastructure

• Develop the role of the Fraser Island Interpretation Centre

• Unlock the marketing potential and leverage the iconic nature of the destination via targeted promotion of current and planned products to build demand for new products (adventure, nature-based) on the island

• Review the Fraser Island and Great Sandy Marine Park Management Plans.

Supporting Projects:

• As a priority, investigate the feasibility of securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination, and identifying the necessary partnerships and resources for implementation.

• Reposition the ferry link to Fraser from Hervey Bay.

• Lobby for improved access (road and air), including additional funds for upgrading the Bruce Highway.

• Securing funding to develop and implement a Drive Strategy which builds the case for better signage.

• Prepare an investment prospectus for new experience development linked to the hero experiences (after a gap analysis has been completed).

• Seek an investor for a Fraser Island Jungle Surfing/ Zipline.

• Investigate the feasibility of a Safari Lodge/accessible camp at Lake Mackenzie.

• With Council, continue to develop and maximise the Discovery Sphere’s tourism potential.


Support the maintenance and development of aviation services (supported by an International

FCRC FCO

Ongoing International, Domestic

Facilitated through the reduction of unnecessary red tape, investment in well-planned, timely public and private infrastructure will enable tourism growth and improved visitor access.


Ready Program).

Lobby for improved access (road and air), including additional funds for upgrading the Bruce Highway.

FCRC FCO

Ongoing Drive All

Establish a partnership of key agencies and businesses to develop an investment-led approach to the revitalisation of Fraser Island, which seeks to;

• Build the range of adventure and nature-based experiences available to visitors

• Establish a range of high quality accommodation options which meet market expectations

• Develop supporting access and signage • Develop the role of the Fraser Island

Interpretation Centre • Unlock the marketing potential and leverage

the iconic nature of the destination via targeted promotion of current and planned products to build demand for new products (adventure, nature-based) on the island.

FCO QPWS

Industry


As a priority, investigate the feasibility of securing a decommissioned naval vessel for a dive wreck on the Fraser Coast as the focal point for building the Region’s appeal as a dive and snorkel destination, and identifying the necessary partnerships and resources for implementation.

FCO FCRC

Immediate Nature-based/ marine

Investigate opportunities to reposition the ferry link to Fraser Island from Hervey Bay.

FCRC FCO

Industry

Immediate All

Prepare an investment prospectus for new experience development (after a gap analysis has been completed).

FCO Industry

Immediate All

Work with Queensland Parks and Wildlife to review the Fraser Island and Great Sandy Marine Park Management Plans to encourage the development of new personal natural and cultural heritage-based encounters including allowing operators to access new parts of Fraser Island and Pelican Banks.

FCRC FCO

Medium-Term

Domestic, International,

VFR

Find an investor (and seek Government support) for a Fraser Island adventure zipline

Industry NPRSR

Medium-Term

International, Domestic

With Council, continue to develop and maximise the Discovery Sphere’s tourism potential and opportunities to establish a Marine Tourism Centre of Excellence at the Marina.

FCRC FCO

Medium-Term

International, Domestic,

VFR

Fund a Drive Strategy which builds the case for better signage, road upgrades, development of touring routes and maps etc to grow this

FCO FCRC

Medium-Term

Drive, Domestic,

International


important market – then use the Strategy to lobby for funds.

Lobby for the FCRC Environment Levy to be invested in new adventure access to the Island, Coast and Hinterland.

FCO Industry

FCRC

Medium-Term

Domestic, International,

VFR

Develop tourism linkages to the planned sports precinct.

FCO FCRC

Long-Term Domestic, VFR

Work with potential investors to investigate the feasibility of a Safari Lodge/accessible camp at Lake Mackenzie.

Investors QPWS

Long-Term International, Domestic,

VFR

Lobby for improved access (road and air) and package with QLD Rail’s new Sunlander14 product including the development of a concept plan for a rail trail linking Maryborough and Hervey Bay for bike enthusiasts.

FCRC Qld Rail

Long-Term International, Domestic,

VFR


Support new and existing events with integrated media and PR strategies linked to destination strengths (e.g. Personal natural encounters).

FCO TEQ FCRC

Medium-Term Events


APPENDICES

Maryborough Military and Colonial Museum Fishing at Seventy Five Mile Beach


Appendix 1: Destination Tourism Plan Steering Committee

and Industry Workshops

Destination Tourism Plan Steering Committee

Name Title Organisation

Lisa Desmond CEO Fraser Coast Regional Council

David Hay Deputy Chair Fraser Coast Opportunities

Cr Darren Everard Councillor Fraser Coast Regional Council

Cr Robert Garland Councillor Fraser Coast Regional Council

Cr Stuart Taylor Councillor Fraser Coast Regional Council

Cr Gerard O'Connell Mayor Fraser Coast Regional Council

Sarah Power Destination Specialist Tourism and Events Queensland

Angela McNeill Marketing Manager - Fraser Coast Region Tourism and Events Queensland

Bob Hockey Manager - Economic Development Department of State Development, Infrastructure and Planning

Garry Cooper Principal Economic Development Officer Department of State Development, Infrastructure and Planning

David Morgans Director - Destination and Experience Development Tourism and Events Queensland

David Spear General Manager Fraser Coast Opportunities

Robbie Cornelius Manager - Tourism & TEQ Partnerships Fraser Coast Opportunities

Ross Belcher Area Manager - Great Sandy Department of National Parks, Recreation, Sport and Racing

Adam Williams Manager - Project Planning and Corridor Management Department of Transport and Main Roads

Scott Rowe Manager - Investment Attraction Fraser Coast Opportunities

Danielle Andreuzzi Manager - Marketing Fraser Coast Opportunities

Kim Griffith Manager - Events Fraser Coast Opportunities

Paul Massingham CEO - RDA Wide Bay Burnett Fraser Coast Opportunities

Industry Workshop Attendance List


David Spear General Manager Fraser Coast Opportunities

Kim Griffith Manager - Events Fraser Coast Opportunities

Robbie Cornelius Manager - Tourism & TEQ Partnerships Fraser Coast Opportunities

Brian Wright Tourism Development Officer Fraser Coast Opportunities

Jodi Carlton Tourism Development Officer Fraser Coast Opportunities

Doug Sanderson Centre Manager Station Square Shopping Centre Maryborough

Greig Bolderrow General Manager - Wide Bay Southern Cross Austereo

Kate Ernst Marketing Manager Tasman Venture

Mark McNeill Sales Manager Seven Network (Operations) Limited

David Hay Group General Manager The Kingfisher Bay Resort Group



Derek Foulston Manager The Bay Apartments

Scott Mitchell Partner Whitney Mitchell Real Estate

Cr Chris Loft Small Business, Manufacturing & Service Industry Fraser Coast Regional Council

Rob Lennon Owner Emeraldene Inn & Eco-Lodge

Kerry Brough Director of Sales and Marketing Kingfisher Bay Resort Group

Nikki Hoppener Owner Fraser Magic 4WD Hire

Matt Scheller Owner Fraser Magic 4WD Hire

Patricia Erfurt-Cooper, PhD Research consultant, Advisor James Cook University

Enzo Andreuzzi Director Enzo's on the beach

Mara Giraudo Turina Owner Villa Cavour

Jan Watt Chairman Gympie Cooloola Tourism

Chris Reeves Proprietor Happy Wanderer

Julie Green General Manager Mantra Hervey Bay

Steve McPharlan Area Manager for Mantra Group Mantra Group

Nole Beardwood General Manager Peppers Pier Resort

Peter Lynch Owner Blue Dolphin Marine Tours

Yolande Bromet Owner Macadamia House

Don Wallace Owner Poona Palms Caravan Park

Dr. Theresa Craig Board Member Fraser Coast Opportunities

Adam Williams Manager (Project Planning and Corridor Management) Department of Transport and Main Roads

Garry Cooper Principal Economic Development Officer Dept. of State Development, Infrastructure & Planning

Megan Shrider Owner Woolshed Backpackers

Virginia Brigden Owner / Operations Manager Whalesong Cruises Hervey Bay Pty Ltd

Sarah Power Destination Specialist Sunshine & Fraser Coast, Destination Partnerships Tourism & Events Queensland

Penny Coy Marketing Officer Lady Elliot Island

Bobbie Hayter Owner Spirit of Hervey Bay

Phil Ingram Director Fraser Coast Opportunities

Warick Redwood Owner Flashpackers

Gary Swanepoel Owner The Friendly Hostel

Cr Stuart Taylor Tourism and Regional Marketing Fraser Coast Regional Council

Paul Massingham CEO Regional Development Australia - Wide Bay Burnett

Cr Robert Garland Community Health, Education & Training Fraser Coast Regional Council

Sue Reid Owner Freedom III Whale Watch & Charters


Appendix 2: Growth Scenarios

Scenario 1: Domestic Event Visitor Growth While it is recognised that Events can play a key role in reaching the 2020 stretch target, alone this task is too great. As shown in the table below to generate the additional $230M to stretch above the Tourism Forecasting Committee estimates of ‘natural growth’ the Fraser Coast would need to increase event visitor numbers by ten times. That is, event visitor numbers would need to increase from 85,000 (excluding locals) to over 850,000 by 2020 to generate the additional expenditure.

Visitors 2013

FC % of QLD

Market Share 2013

Visitors 2020

Stretch (Event Led)

FC % of QLD

Market Share 2020

Stretch

Expenditure (2013)

Expenditure 2020 (Event Led)

Additional Event Visitors

from 2013

Additional 2020 Value

Intrastate (FC) 1,217,000 3% 1,235,350 2% $233,852,109.78 $ 222,051,712.04 18,350

Intrastate Events (FC) 84,000 5% 803,720 35% $15,098,829.53 $ 168,238,449.87 719,720 $ 153,139,620.34

Interstate (FC) 109,000 2% 110,644 1% $108,015,776.64 $ 104,835,504.88 1,644

Interstate Events (FC) 5,000 3% 47,841 20% $4,737,534.06 $ 52,787,892.28 42,841 $ 48,050,358.22

TOTAL DOMESTIC 1,326,000 3% 1,345,994 2% $341,867,886.42 $ 325,195,811.36 19,994

TOTAL DOMESTIC EVENTS 89,000 5% 851,561 33% $21,502,644.45 $ 239,592,848.04 762,561 $ 218,090,203.59

New Zealand 8,000 2% 9,018 1% $8,510,369.91 $ 9,593,083.95 1,018

United Kingdom 29,000 12% 31,802 9% $38,661,394.73 $ 42,396,702.28 2,802

Germany 20,000 28% 24,627 24% $18,236,506.95 $ 22,455,155.06 4,627

USA 6,000 4% 7,187 3% $4,133,608.24 $ 4,951,215.15 1,187

France 5,000 7% 5,420 5% $6,321,989.08 $ 6,853,248.72 420

Remaining International 48,000 4% 60,428 3% $86,562,619.64 $ 108,975,773.72 12,428

TOTAL INTERNATIONAL 116,000 5% 138,482 4% $162,426,488.54 $ 193,905,778.92 22,482

TOTAL $ 758,694,438.31 $ 218,090,203.59


Scenario 2: International growth International Markets are the key to Queensland and Australia’s 2020 targets and are recognised as having the potential to play a key role in reaching the 2020 stretch target. Without growth from other segments however, this task is too great. As shown in the table below to generate the additional $230M to stretch above the Tourism Forecasting Committee estimates of ‘natural growth’ the Fraser Coast would need to almost double (88% growth) the number of international visitors.

Visitors 2013

FC % of QLD

Market Share 2013

Visitors 2020 Stretch

(International Led)

FC % of QLD

Market Share 2020

Additional International Visitors from

2013


Intrastate (FC) 1,301,000 3% 1,320,617 2% 19,617 $ 42,585,490.90

Interstate (FC) 114,000 2% 115,719 1% 1,719 $ 19,670,144.85

TOTAL DOMESTIC 1,415,000 2% 1,436,336 2% 21,336 $ 62,255,635.75

New Zealand 8,000 1.6% 15,084 2.3% 7,084 $ 10,176,885.66

United Kingdom 29,000 11% 54,681 15% 25,681 $ 46,232,137.73

Germany 20,000 25% 37,711 37% 17,711 $ 21,807,612.14

USA 6,000 3% 11,313 5% 5,313 $ 4,943,058.75

France 5,000 6% 9,428 8% 4,428 $ 7,559,972.21

Remaining International 48,000 3% 90,507 4% 42,507 $ 103,513,465.61

TOTAL INTERNATIONAL 116,000 5% 218,725 6% 102,725 $ 192,144,355.37

TOTAL

$ 254,399,991.13


Scenario 3: Growing Average Length of Stay The Fraser Coast has had a slight decline in average length of stay and it is seen that growing stay will play a key role in reaching the 2020 stretch target. With a global trend towards shorter stays it is clear that alone this task is too great. As shown in the table below to generate the additional $230M to stretch above the Tourism Forecasting Committee estimates of ‘natural growth’ the Fraser Coast would need to increase average length of stay by 20% in all markets to achieve the target. While in the domestic market that is just an additional 0.3 nights, in the international markets (now dominated by short stay eastern markets) the task is to increase stay by 1.2 nights to generate the additional expenditure.

Visitors 2013

Visitors 2020 TFC

ALOS 2013

ALOS 2020 (increase)

Additional LOS from

2013 Additional 2020 Value

Intrastate (FC) 1,301,000 1,320,617 1.1 1.4 0.2 $ 99,789,718.79

Interstate (FC) 114,000 115,719 4.4 5.4 0.9 $ 46,092,652.26

TOTAL DOMESTIC

1,415,000 1,436,336 1.4 1.7 0.3 $ 145,882,371.04

New Zealand 8,000 9,018 4.4 5.3 0.9 $ 4,972,982.75

United Kingdom 29,000 31,802 5.5 6.6 1.1 $ 20,928,377.56

Germany 20,000 24,627 3.8 4.5 0.8 $ 13,324,852.90

USA 6,000 7,187 2.8 3.4 0.6 $ 2,825,465.63

France 5,000 5,420 5.2 6.3 1.1 $ 3,310,447.14

Remaining International 48,000 60,428 7.4 9.0 1.5 $ 66,605,933.37

TOTAL INTERNATIONAL 116,000 138,482 5.8 7.0 1.2 $ 108,517,474.34

TOTAL

$ 254,399,845.38


Scenario 4: Growing Spend per day With the target being to double the value of the visitor economy the most obvious thing to do is to grow spend per day. Taking into account inflation (at 2.1% per annum) the Region would need to increase spend per person by $70 in the domestic market and $98 in the international market by 2020 to generate the additional expenditure.

Visitors 2013

Visitors 2020 TFC

Spend 2013

Spend 2020 (Increase)

Expenditure (2013)

Expenditure 2020 Stretch (Spend Led)

Additional Spend

from 2013


Intrastate (FC) 1,301,000 1,320,617 $ 158.97 $222.98 $233,852,109.78 $338,154,748.12 $64.00 $100,776,541.58

Interstate (FC) 114,000 115,719 $ 213.05 $298.82 $108,015,776.64 $156,192,936.54 $85.77 $46,548,463.54

TOTAL DOMESTIC 1,415,000 1,436,336 $172.84 $242.42 $341,867,886.42

$ 494,347,684.66 $69.58 $147,325,005.12

New Zealand 8,000 9,018 $243.15 $341.04 $8,510,369.91 $13,850,492.61 $97.89 $4,257,408.66

United Kingdom 29,000 31,802 $243.15 $341.04 $38,661,394.73 $62,920,809.31 $97.89 $20,524,107.03

Germany 20,000 24,627 $243.15 $341.04 $18,236,506.95 $29,679,627.03 $ 97.89 $7,224,471.97

USA 6,000 7,187 $243.15 $341.04 $4,133,608.24 $6,727,382.13 $97.89 $ 1,776,166.98

France 5,000 5,420 $243.15 $341.04 $6,321,989.08 $10,288,937.37 $97.89 $3,435,688.65

Remaining International 48,000 60,428 $ 243.15 $341.04 $86,562,619.64 $140,879,296.31 $97.89 $31,903,522.59

TOTAL INTERNATIONAL 116,000 138,482 $243.15 $341.04 $162,426,488.54 $264,346,544.76 $ 97.89 $70,440,765.84

TOTAL $758,694,229.42 $217,765,770.96

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