prepared by dr meredith wray - eurobodalla shire · destination management ... dr meredith wray for...
Post on 20-Jul-2018
216 Views
Preview:
TRANSCRIPT
eurobodalladestinationmanagementplan2011to2020
SUSTAINABLE TOURISM RESEARCH STRATEGICPLANNING STAKEHOLDERENGAGEMENT DESTINATIONMANAGEMENT MARKETING
ABN73122763498
preparedbyDrMeredithWray
forEurobodallaShireCouncil
22September2011
C OMM E R C I A L I N C O N F I D E N C E
eurobodalla 2des t i n a t i on managemen t p l an 20 1 1 t o 2020
©Copyright,EurobodallaShireCouncil
Disclaimer:NeitherWraySustainableTourismResearch&Planningnoranyemployeeorresearchassociate
takesresponsibilityinanywaywhatsoevertoanypersonororganisation(otherthanthatforwhichthis
reporthasbeenprepared)inrespectoftheinformationsetoutinthereport,includinganyerrorsor
omissions.Inthecourseofthisreport,projectionsmayhavebeenpreparedonthebasisofassumptions
andmethodologiesthathavebeendescribedinthereport.Itispossiblethatsomeoftheassumptions
underlyingtheprojectionsmaychange.Nevertheless,theprofessionaljudgmentoftheemployeesand
researchassociatesofWraySustainableTourismResearch&Planninghavebeenappliedinmakingthese
assumptions,suchthattheyconstituteanunderstandablebasisforestimatesandprojections,Beyond
this,totheextentthattheassumptionsdonotmaterialise,theestimatesandprojectionsmayvary.
eurobodalla 3des t i n a t i on managemen t p l an 20 1 1 t o 2020
Thisplanhasbepreparedby:
DrMeredithWray,WraySustainableTourismResearch&Planning,incollaborationwithaSteeringCommitteeofEurobodallaShireCouncilthatcomprised:PaulAnderson(ESCGeneralManager),CherieEnders(Commercial&CorporateServicesDirector),CatherineReilly(ActingTourismMarketingManager),MarkBerry(Bower),MatthewDeveson(WhaleMotorInn),andRhondaLawrie(NSWDepartmentofTradeandInvestment).
ReneeBlackalsocontributedtothedevelopmentofthisPlanaspartofasix‐monthResearchInternship.
eurobodalla 4des t i n a t i on managemen t p l an 20 1 1 t o 2020
acronymsusedinthisplan
BMPA BatemansMarineParkAuthority
DMP DestinationManagementPlan
DNSW DestinationNewSouthWales
ECT EurobodallaCoastTourism
IVS InternationalVisitorSurvey
NPWS NationalParks&WildlifeService
NSW NewSouthWales
NVS NationalVisitorSurvey
RDA RegionalDevelopmentAustralia
RDAFC RegionalDevelopmentAustralia(FarSouthCoast)
SCORTO SouthCoastRegionalTourismOrganisation
T&I Trade&Investment(NSW)
TRA TourismResearchAustralia
VIC VisitorInformationCentre
eurobodalla 5des t i n a t i on managemen t p l an 20 1 1 t o 2020
contents
ExecutiveSummary 6
KeyDirections 8
SignificanceofTourismforEurobodalla 10
TheRoleofEurobodallaShireCouncilinSupportingTourism 11
StakeholderConsultationProcess 12
Vision&Values 13
KeyDirections
DestinationManagementStrategicDestinationManagement 14TourismAwareness 19Research 21
DestinationDevelopmentSustainableTourismDevelopment 23TourismProduct&ExperienceDevelopment 26InfrastructureDevelopment 29ServiceandQualityStandards 31
DestinationMarketingStrategicMarketing 33Brand&Image 36VisitorInformationServices 38Events 41
ImplementationandEvaluation 44
ReferenceList 46
eurobodalla 6des t i n a t i on managemen t p l an 20 1 1 t o 2020
executivesummary
EurobodallaShireCouncil,inconsultationwiththecommunity,hasworkedtogetherinrecentyearstodevelopenvironmental,socialandeconomicplanstoguidethesustainablefutureoftheShire.TheneedtodevelopaDestinationManagementPlanwasidentifiedaspartofCouncil’scommitmenttoensurethesustainablemanagement,developmentandmarketingoftourismforEurobodallaanditsdestinationsfrom2011to2020.
InJune2010,Counciladviseditsintentiontoundertakeareviewofitstourismactivitiesincluding:thestrategyforpromotingtourism;theorganisationstructureofthetourismteam;thecomposition,role,structureandactivitiesofitsTourismAdvisoryBoard;andsupportingoperationssuchasvisitorinformationcentres.
TheEurobodallaDestinationManagementPlanningprocesshasbeen
jointlyfundedbyCouncilandtheNSWDepartmentofIndustryand
Investment.
TheDraftEurobodallaDestinationManagementPlan2011to2020hasbeendevelopedbyWraySustainableTourismResearchandPlanningincooperationwithaCouncilSteeringCommitteethatwasestablishedtoguidethestrategictourismplanningprocess.
Theaimofthestrategictourismplanningprocesswastodevelopastrategicplanningframeworktoguidethedevelopment,management
andmarketingoftourismforEurobodallaanditsdestinationsoverthenextnineyears.Itisenvisagedthatthisframeworkwill:
• helpgrowtourismforthebenefitofthecommunity
• providethetoolstoproducesustainableandcompetitivetourismthatmeetscommunityexpectations
• ensurethattourismisrecognisedasamajorsourceofeconomicandregionaldevelopmentbygovernmentandtheprivatesector
• enhanceandgrowtherangeandqualityoftourismproductandexperiences
• attracttourisminvestmenttosupporttheeconomicdevelopmentofEurobodalla
• establishacommunityengagementprocesstocommunicatetheimportanceandfutureoftourismforEurobodalla.
ThisPlanisalivingstrategythathasbeendevelopedto:
• integraterecognisedbestpracticestrategiesforthemanagement,developmentandmarketingofregionaltourismdestinations1
• respondtoimportantissues,opportunitiesandchallengesthatwereidentifiedinaSituationalAnalysisandaStakeholderConsultationReportthatwerepreparedtoinformthedevelopmentofthePlan
• recognisethatEurobodallacomprisesdistinctdestinationsandvillages.
1AsreportedinSTCRC2010report‘SustainableRegionalTourismDestinations:BestPracticeformanagement,developmentandmarketing’.
• fostercooperationamonggovernment,businessandcommunitystakeholders
• identifyopportunitiestosupportthemanagement,developmentandmarketingoftourismproductandexperiencesrelatedtonature‐basedtourism2,heritage,Indigenous,sustainablefood,andevents
• integratewiththeeurobodalla30CommunityStrategicPlanandotherrelevantCouncilstrategicdocuments
• adapttochangingconditions,issues,opportunitiesandlocalneeds
• incorporateanannualevaluationprocess.
Eleven(11)keydirectionshavebeenidentifiedtoguidethemanagement,developmentandmarketingoftourismforEurobodallaanditsdestinationsoverthenextnineyears(seenextpage).
ThestrategicapproachusedtodevelopthePlanisdepictedinFigure1.
Figure1:SustainableRegionalTourismDestinationFramework3
eurobodalla 7des t i n a t i on managemen t p l an 20 1 1 t o 2020
executivesummarycontinued
SustainableRegionalTourismDestinationFramework
RESEARCH VALUESSustainable Development
Good governanceGood marketing
SustainableDestination
Planning andManagement
SustainableDestination
Development
SustainableDestinationMarketing
The pursuit ofstrategies andpractices that
facilitate balanced, sustainable
administration and management of the
destination
The pursuit ofa type, style and level
of tourism thatcontributes to the
social, cultural,political and
environmentalsustainability of a
place to live,to work and to visit
The promotion oftourism both within
and outside adestination to attract
and influenceappropriate visitors
2Nature‐basedtourismcanbedefinedasaninclusivecomponentoftourismthatencompassesecotourism,adventuretourism,conservationtourism,hikingexperiences,foresttourism,farmtourism,ACE(adventure,eco‐and
culturaltourism)aswellasevenparticularformsofsea‐sand‐suntourism(Weaver,2001).
3AdaptedfromDredge,D.2008.ManagingLocalTourismMasterClass:EasternMetropolitanRegionalCouncilWorkshopMaterials,SouthernCrossUniversity,TweedHeads,Australia.
eurobodalla 8des t i n a t i on managemen t p l an 20 1 1 t o 2020
keydirections
DestinationManagement
1. StrategicDestinationManagementEstablishaDestinationManagementFrameworkwithinEurobodallaShireCounciltoleadandfosterastrategicandcooperativeapproachtotourismandbusinessmanagementanddevelopmentforEurobodallathatinvolvesCouncil,thebusinesssector,andotherimportantregionalandstategovernmentstakeholders.
2. TourismAwarenessProvideon‐goinglocaleducationandcommunicationtoensurethecommunity,localgovernment,andbusinessesunderstandthesignificanceoftourismforEurobodalla,theimportanceofCounciltakingastewardshiprole,andforvisitorstounderstandcommunityandenvironmentalvalues.
3. ResearchDevelopadestination‐basedresearchprogramtobetterinformplanninganddecision‐makingforEurobodallaanditsdestinationstakeholders.
DestinationManagement4. SustainableTourismDevelopment
EnsuresustainabletourismdevelopmenttoprotectandenhanceEurobodalla’snatural,heritage,builtandsocio‐culturalenvironments.
5. TourismProduct&ExperienceDevelopmentEncourageandsupporttheestablishmentofappropriateandinnovativetourismandhospitalityinvestmentopportunitiestoenhancebusinessdevelopmentandthevisitorexperiencewithinEurobodallaincludingopportunitiesrelatedto:nature‐based,adventure,indigenous,foodandwine,heritage,andthearts.
6. InfrastructureDevelopmentWorkcooperativelywithrelevantCouncil,StateandAustraliangovernmentdepartmentsandagenciestoseekfundingandsupportforsuitableinfrastructureprojectstoenhancethevisitorexperience,amenityofthecommunity,andimproveaccesstoEurobodallaanditsdestinations.
7. ServiceandQualityStandardsEstablishserviceandqualitystandardsfortourismandbusinessoperationsinEurobodallatoensureawelcomingattitudeforvisitorsyear‐round.
continuednextpage
eurobodalla 9des t i n a t i on managemen t p l an 20 1 1 t o 2020
keydirectionscontinued
DestinationMarketing
8. StrategicMarketing
Developastrategicandcooperativeapproachtothedevelopmentandimplementationofmarketingcampaignstoensureconsistentandon‐goingawarenessofEurobodallaanditsdestinationsandexperiencestoattractkeyvisitormarketsandextendtheirlengthofstay.
9. Brand&Image
DetermineadistinctbrandfortheEurobodalladestinationregionthatbestrepresentsitsdistinctnaturalattractions,tourismproductandvisitorexperiencesofitskeydestinations,thatiswell‐supportedbythetourismbusinesssectorandthecommunity.
10.VisitorInformationServicesReviewtheoperationsanddeliveryofvisitorinformationservicesfortheEurobodalladestinationregiontoensureeconomicviabilityofVisitorInformationCentres,exceptionalservice,anddeliveryofvisitorinformationthatalignswithchangingvisitorinformationsearchbehaviorandnewvisitorinformationtechnologies.
11. EventsDevelopastrategicapproachtosupportthedevelopmentofeventstoattractkeyvisitormarkets,overcomeseasonality,alignwiththedestinationbrandandimage,andtosupportlocaleventorganisers.
eurobodalla 10des t i n a t i on managemen t p l an 20 1 1 t o 2020
SignificanceoftourismforEurobodalla
AsexperiencedinotherAustraliancoastalareas,theeconomyofEurobodallahasdiversifiedoverthepastfewdecadesfromonebasedonprimaryindustriesofdairying,forestryandfishing.TourismisnowanimportanteconomicdriverforEurobodalla,providingtheregionwithagoodeconomicfoundation.ThegrowthinpopulationtotheareahasalsohelpedestablishEurobodallaasanimportantregionalserviceandadministrativecentrewithintheSouthCoastregion.
AresearchreportrecentlypublishedbyTourismResearchAustralia,thatexaminedtheeconomicimportanceoftourismtoAustralia’sregions,determinedthatthereweresevenregionsthataccountedfor21%oftotaltourismexpenditureinAustralia,andthathavelargertourismindustriesandahighdependenceontourism.TheSouthCoastregion(thatincludesEurobodalla)wasrankedsixthofthesesevenregions.
Thereportconcludedthattheseregionswerecharacterisedbysimilaraspects.AllarelocatedonthecoastandhaveNationalParks,withkeyexperiencesandactivitiesrevolvingaroundthebeachandnature.Theseexperiencesenablevisitorstorelax,rechargeandtakeabreakfromtheireverydaylife,andareimportantmotivatorsforAustralianconsumerstotravel.Theregionswereallaccessiblebymajorroadsandairtravelandofferarangeofaccommodationestablishments.ItisthereforeimportantthatEurobodalla(andtheSouthCoastregion)understandthecommondriversoftourismtotheirdestinationsandwhatdifferentiatesthemfromotherAustraliantourismregions.
AsignificantfactorthathashelpedensuretheconservationandattractivenessofEurobodallaisthatapproximatelyeightypercentof
theShireisCrownLandthathasbeenconservedasNationalParkorStateForest.Residentialdevelopmentisthereforeconcentratedarounditstownshipsandvillagesandthelandscapeisnotdominatedbyurbaninfrastructure.ThisisincontrasttootherNSWcoastaldestinationsthathaveexperiencedrapidratesofresidentialdevelopmentasaconsequenceofex‐urbanpopulationmovementsfrommajorcities(e.g.Shoalhaven).OtherimportantfactorsthathavehelpedshapedtheattractivenessoftheEurobodallaasatourismdestinationinclude:
• acoastalandmarinelandscapethatisnotdominatedbyindustriessuchasfishingandboating(e.g.PortMacquarie,Yamba,CoffsHarbour)norindustrialactivity(e.g.Wollongong)
• theestablishmentofBatemansMarinePark,locatedbetweenMurramarangBeachandWallagaLakeontheSouthCoast,thatoffersresidentsandvisitorsopportunitiesforleisureandrecreationalactivities
• developmentcontrolsestablishedovertwentyyearsagothathavelimitedbuildingheights.
Itis,however,importantthattourismisplannedandmanagedtoensurethattourismproductofferingsandexperiencesareinnovative,continuetodiversifyandarealignedwithitsnaturalresourcesandlifestyleattributes.ItisalsoimportantthatEurobodallacontinuestodiversifyitseconomicbasetofacilitatebroaderinvestmentandemploymentgrowth.Challenges,however,includeagrowingandageingpopulation,skillsshortagesandattractingprivatesectorinvestment.
eurobodalla 11des t i n a t i on managemen t p l an 20 1 1 t o 2020
TheroleofEurobodallaShireCouncilinsupportingtourism
EurobodallaShireCouncil(ESC)hashadasubstantialandimportantleadershipandmanagementroleinsupportingtourismfortheShireanditsdestinationsthatcanbetracedbacktothe1980s.EurobodallaCoastTourism(ECT)wasestablishedin1989byCouncilasamanagementframeworktofostercollaborationamongstlocaltourismbusinesses,andtoleadacooperativeapproachtothemarketingoftourism.Therearecurrentlyaround300membersinvolvedintourismandhospitalityoperationsintheShire.Inaddition,therearenumerousotherbusinessesthatsupplygoodsandservicesthatsupportandbenefitfromtourismtotheareaincluding(e.g.retailoutlets,supermarkets,tradeservices,fuelsuppliers).
ItshouldalsobeacknowledgedthattourismbusinessesinEurobodallaaremainlysmall‐scale.Inrecentyears,theNaroomaChamberofCommercehasbeenactivelyinvolvedinplanninganddecision‐makingforbusinessesinNarooma.Moruya,MogoandTilbahaveactiveChambersofCommercebutrequirefinancialandadvisorysupport.TheBatemansBayChamberofCommercehasbeenrelativelyinactiveinrecenttimes.
CouncilalsoclearlyrecognisesitsstewardshiproletoprotectandenhancethequalitiesofEurobodalla’snatural,culturalandbuiltenvironmentstoensuretheplaceisattractiveforresidentsandvisitors,andthatsettheareaapartfromothercoastalareas.
Councilhasimportantresponsibilitiesthatinfluencethewaytourismdevelopsandismanagedincluding:infrastructuredevelopmentandmaintenance;openspaceprovisionandmaintenance;land‐useplanning;environmentalmanagement;publichealthandsafety;localeconomicdevelopment;tourismpromotionandmarketing;education,
trainingandemployment;artsandculturaldevelopment;communitydevelopment;andhumanservicesi.
Researchsupportstheroleoflocalgovernmentinvolvementintourismmanagementanddevelopment.Localgovernmentscanhelptofosteraviabletourismindustry,andenhanceofcommunitywellbeingthroughthecreationofliveable,vibrantandsustainablecommunitiesii.Thisisparticularlyimportantfordestinationsthatcomprisemainlysmallbusinessenterprisesthatmaynotnecessarilyhavetheresources(time,financialorexpertise)tocontributetodestinationplanninganddecision‐making.
Effectiveandbestpracticeregionaltourismdestinationshavelocalgovernmentsthat:
• integratetourismwithotherfunctionsandactivitiesoflocalgovernment
• workcooperativelywithlocalandregionaltourismorganisationstosupportsustainabletourismdevelopment,planningandmarketinginitiatives
• establishaTourismAdvisoryCommitteetoCouncil
• appointaTourismManager/OfficertoguideandinformCouncil’sinvolvementintourism
• mayleadthedevelopmentofatourismstrategyplanningprocess
• providefinancialsupportfortheoperationoflocalvisitorinformationcentresanddevelopmentofotherinfrastructureandsupportfacilities
• developpoliciestosupportsustainabletourismdevelopmentii.
eurobodalla 12des t i n a t i on managemen t p l an 20 1 1 t o 2020
StakeholderConsultationProcess
AnimportantcomponentofstrategicplanningprocessfortheEurobodallaDestinationManagementPlan2011to2020wasto:
• understandtheinterests,valuesandaspirationsofthecommunitytowardstourism;
• workwiththelocalstakeholderstoestablishasharedvisionforthefuturedevelopmentandmanagementoftourismwithintheregion; and
• identifytheimportantdestinationdevelopment,managementandmarketingissues,opportunitiesandchallengesthatshouldbeaddressedwithinthePlan.
Withthisinmind,theconsultationprocesscomprisedofthefollowingactivities:
1. Consultationinterviewsundertakenwithrepresentativesofstakeholderorganisationsacrossstate,regionalandlocallevelswithconsiderableknowledgeandexpertiserelatedtotourisminEurobodallaandthebroaderSouthCoastNSWregionduringMaytoJuly2011.Inaddition,consultationmeetingswerefacilitatedwiththeDMPSteeringCommitteeandCouncilExecutiveLeadershipTeamduringMay2011.
2. DestinationworkshopsthatwereundertakenfromJuly4to6,2011withrepresentativesoflocalstakeholderorganisationsandgroupswithaninterestintourismforEurobodalla.Over400businessorganisationsandcommunityassociationswereinvitedtoattendtheworkshopsthatwerefacilitatedinMogo,BatemansBay,Moruya,NaroomaandTilba.Seventy‐nineorganisationswererepresentedattheworkshopsandfourESCCouncillorsalsoattendedworkshops.
3. A‘HaveyourSay’websitethatwasdevelopedasameansforinterestedindividualsandstakeholdergroupstosourceinformationaboutthestrategicplanningprocessandtoprovideinputintotheconsultationprocess.ThepublicwereinformedaboutthisopportunitythroughmediaarticlesthatappearedinlocalpapersinlateJuneandinterviewsthatwereundertakenonlocalradiostations.Twenty‐onecontributionsweremadetothewebsite.Inaddition,someemailswerereceivedandwereincorporatedintofeedbacksummaries.
eurobodalla 13des t i n a t i on managemen t p l an 20 1 1 t o 2020
ValuesandVision
ThefollowingoutlinesthesharedvisionfortourisminEurobodallathatwasdevelopedthroughconsultationprocess.
VisionforTourism2011to2020
Cooperateandsupporteachothertoachieveasustainableandinnovativetourismeconomicsectorthat:preservesournaturalenvironment,fosterssupportfromourcommunity,celebratesandoffersdiverseandqualityvisitorexperiencesrelatedtoournaturalenvironment,cultureandheritage,andwelcomesandcaresforourvisitors.
Thisvisionisunderpinnedbythefollowingvalues:
• Achieveasustainable,innovativetourismeconomicsector
• Preservethenaturalenvironment
• Cooperateandsupporteachother
• Communicateeffectivelywithourcommunitytofosteracceptanceandsupportfortourism
• Celebrateandofferadiversityofqualityvisitorexperiencesrelatedtoournaturalenvironment,cultureandheritage
• Welcomeandcareforourvisitors.
eurobodalla 14des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagement
KeyDirectionOne:StrategicDestinationManagement
EstablishaStrategicDestinationManagementFrameworkwithinEurobodallaShireCounciltoleadandfosterastrategicandcooperativeapproachtotourismandbusinessmanagementanddevelopmentforEurobodallathatinvolvesCouncil,thebusinesssector,andotherimportantregionalandstategovernmentstakeholders.
Bestpracticeresearchforregionaltourismdestinationsshowsthatplanningandmanagementfortourisminvolvesacollaborationofindustry,localgovernmentandcommunity.Theroleoflocalgovernmentintourismdestinationsistosupport,facilitate,andhelpbuildthecapacityofthelocaltourismindustryinorderfortheindustrytobesustainable,andtoensurethewell‐beingofitsresidents.
Effectiveandon‐goingplanninganddecision‐makingforregionaltourismdestinationsrequirestheestablishmentofadestinationmanagementframeworkandassociatedprocessestoleadandmanagetourismacrossgovernments,businessandcommunityinterests.Thisframeworkprovidesacollaborativeforuminwhichexpertiseofindividualsandstakeholderorganisationscanbeharnessedtoimproveoutcomesfortourisminitiativesii.
Aneffectivedestinationmanagementframeworkshouldbesupportedbyrepresentativesofimportantstakeholderorganisationsinvolvedintourismthatcanprovideleadership,expertise,knowledgetoguideandinformplanninganddecision‐makingforthedestinationregion(e.g.localgovernments,localtourismorganisations,businessgroups,regionaltourismorganisations,statetourismorganisations,NationalParksagencies)ii.
Thebenefitsofsuchaframeworkare:constructivedialogue,shareddecision‐making,improvedinformationdistribution,bettercommunication,andenhancedknowledgeandskills(capacity).Researchalsosuggeststhateffectivedestinationmanagementisasanimportantelementtoachievecompetitiveadvantageii.
Bestpracticeregionaldestinations:
• encourageandsupportlocalleaderswithextensivetourismorprofessionalexpertisewhofosteranddrivecollaborativeapproachestotourismmanagementthroughsounddecision‐making,analyticalcapabilitiesandengagementwithstakeholdersandtheirlocalcommunity
• identifyclearrolesandresponsibilitiesforstakeholderorganisationinvolvement(e.g.LTO,RTO,STO,localgovernment,businessgroups,othergovernmentagencies,significantcommunitygroups)
• establishanoverarchingBoardstructurecomprisingrepresentativesfromlocalgovernment,businessandcommunitystakeholderinterestswithexpertise/knowledgeoftourism
• provideastructureforcommunicationandinformationexchangeabouttourismamongststakeholders
• developstrategicandoperationalplanstoguidethedevelopment,managementandmarketingoftourism
• establishspecialistcommittees(e.g.marketing,events,policy)
eurobodalla 15des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagementcontinued
• establishspecialistcommittees(e.g.marketing,events,policy)
• utiliseconsultants,whereappropriate,toensureexpertadviceontourism(e.g.strategicplanning,issues)
• ensuresupportbyfull‐timeandpart‐timestaff(e.g.marketing,eventmanagement,administration,financeandcommercialservices)
• fosteron‐goingcollaborationbetweenbusiness,governmentsandcommunityacrosslocal,regionalandstatelevels
• workcollaborativelywithsurroundingregionsandtheirLTOs/RTOsandlocalgovernmentsii.
AsexplainedearlierinthisPlan,tourismisanimportanteconomicdriverforEurobodallaandtheSouthCoastregion.EurobodallaCoastTourismwasestablishedbyCouncilasamanagementframeworktoleadandfosteracooperativeapproachtothemarketingoftourism.ECThas,however,beenledbyanActingTourismMarketingManagerforalmost12months,andtheEurobodallaCoastTourismBoardhasnotbeenactiveduringthistime.CouncilalsohasadedicatedEconomicDevelopmentUnit.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmed:
• recognitionthatEurobodallaShirecomprisesdistinctdestinationsandvisitorexperiences
• supportforastrategicandcooperativeapproachtothemanagementoftourismbetweengovernments,businessandcommunitystakeholders
• theneedforareviewoftheECTBoardandECTmembershipstructure
• thatECTshouldworkmorecooperativelywithtourismstakeholdersatregionalandstatelevels
• thatlocalbusinesses,Shire‐wideshouldbeencouragedtobettersupporteachother
• theneedtoadoptaproactiveapproachtoseekandleveragefundingfortourisminitiatives
• tourismisanimportanteconomicdriverfortheregion,butthereisaneedtocontinuetodiversifyEurobodalla’seconomicbase
• aneedtointegratethefunctionsandactivitiesofTourismandEconomicDevelopmentUnitswithinCouncil.
Recommendation
ThereisaneedforamorestrategicapproachtotourismandbusinessdevelopmentforEurobodalla.
eurobodalla 16des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagementcontinued
strategies
S1.1
S1.2
S1.3
S1.4
IntegratetheEurobodallaDestinationManagementPlan2011to2020intorelevantESCpolicy(e.g.eurobodalla2030CommunityStrategicPlan&ServiceDeliveryProgram)
IntegrateESCTourismandEconomicUnits3
Developclearlyarticulatedpositiondescriptionsforstaffresponsibilitiesassociatedwithtourism(e.g.StrategicTourism&EconomicManager,Tourism&EconomicCoordinator,Marketing&CommunicationsManager,EventsManager,VICManager&VICstaff)
EmployaStrategicTourism&EconomicDevelopmentManagertoreplacetheexistingpositionofTourismMarketingManagertoleadandoverseetheimplementationofstrategiesoftheEurobodallaDestinationManagementPlan2011to2010andtofostercooperationbetweenCouncil,governmentagencies,businessandcommunitystakeholders
3InaccordancewiththeESCHRReview2011
eurobodalla 17des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagementcontinued
strategies
S1.5
S1.6
S1.7
EmployaMarketingandCommunicationsManagertosupporttheStrategicTourism&EconomicDevelopmentManagerandCouncil
EmployanEventsManagertosupporttheStrategicTourism&EconomicDevelopmentManager(seeS11.1)
RevisetheconstitutionoftheECTBoardto:
• betitled‐theEurobodallaCoastTourismandBusinessAdvisoryCommittee(ECTBAC)
• requireskills‐basedmembers,ensuringwell‐developedtourismandbusinessknowledgeandexpertise(notgeographicortourismorbusinesssectorinterests)thatarere‐advertisedeverytwoyears
• establishtheroleoftheCommitteeasastrategicadvisoryCommitteetosupporttheStrategicTourismandEconomicManager,andCouncil,tomonitorandguidetheimplementationofstrategiesoftheEurobodallaDMP2011‐2020,andtoidentifyandprovideexpertsupportforsuitabletourismandeconomicdevelopmentinitiativesforEurobodallaanditstownsandvillages
eurobodalla 18des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagementcontinued
strategies
S1.7cont
S1.8
S1.9
ThecompositionoftheCommitteeshouldcomprisethree(3)ex‐officiomembers(non‐voting)fromCouncil(e.g.StrategicTourismandEconomicDevelopmentManager,GeneralManagerandoneCouncillor),seven(7)electedmembers(voting)representingtourismandbusinessinterests(5),environmentalinterests(1),representingcommunityinterests(1),and(1)appropriateNSWGovernmentrepresentative(non‐voting).DevelopspecificselectioncriteriaforselectionofCommitteemembersandpaymembersaccordingtotheNSWGovernmentPremiersDailyMeetingRate
ReviewtheECTmembershipstructuretointegrateECTandBusinessmembershipandtobere‐titledEurobodallaCoastTourism&Business(orsimilar)
DevelopaEurobodallaCoastTourismandBusinessCooperativeStrategytosupportandencouragebroaderbusinessandincreasedtourismbusinesscooperationandinvestment
3InaccordancewiththeESCHRReview2011
eurobodalla 19des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagement
KeyDirectionTwo:TourismAwareness
Provideon‐goinglocaleducationandcommunicationtoensurethecommunity,localgovernment,andbusinessesunderstandthesignificanceoftourismforEurobodalla,theimportanceofCounciltakingastewardshiprole,andforvisitorstounderstandcommunityandenvironmentalvalues.
Communicationofthesignificanceoftourism,tolocalcommunities,businesses,andlocalgovernmentstaffcanhelptoraisetheawarenessofwhattourismis,howitoperatesincommunities,anditssocialandeconomiccontributiontoregionalareas.Inturn,educationandinformationtovisitorsaboutcommunityvaluescanhelpovercomepossibletensionsbetweenvisitorsandresidentsandhelptoensureresidentialamenityandsecurity.
Bestpracticeregionaltourismdestinationseducateandcommunicatethesignificanceandlocalvaluesoftourismtovisitors,thecommunity,governmentsandbusiness.They:
• educatethecommunityandlocalbusinessaboutsustainabletourism
• theroleofCouncilinsupportingandmanagingthetourismindustry
• developaTourismEducationandCommunicationProgramtoeducatevisitorsabouttheenvironment,communityvalues,appropriatevisitorbehaviourandsafetyandsecurityissuesii.
TheconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:
• improvecommunicationtothecommunityofthesignificanceoftourismtotheShireandCouncil’simportantleadershiprolefortourisminEurobodallagiventhattourismbusinessesaremainlysmall‐scale
• encouragethecommunitytoexperiencewhatEurobodallahastooffer
• encouragelocaltourismbusinessestosupporteachother
• visitorstorespectandprotectthenaturalenvironment,residentialamenityandcommunityvalues
• fostersupportfortourismfromlocalmedia.
Recommendation
Thereisanimmediateneedtoraisecommunity,businessandlocalgovernmentawarenessofthesignificanceoftourismforEurobodalla.
eurobodalla 20des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagementcontinued
strategies
S2.1
S2.2
S2.3
DevelopaCommunityTourismandBusinessProgramtoraiseawarenesstothecommunity,localbusinessesandmediaaboutthesignificanceoftourismtoEurobodallaandCouncilsstewardshiprole
DevelopaCouncilTourismandBusinessDevelopmentProgramtoeducateESCstaffabouttourismandtheroleofCouncilinsupportingthetourismindustryandfosteringbusinessdevelopment
DevelopaVisitorAwarenessProgramtoeducateandinformvisitorsabouttheenvironment,communityvalues,appropriatevisitorbehaviourandsafetyandsecurity(fore.g.,roadrules,surfconditions,andemergencyprocedures)
eurobodalla 21des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagement
KeyDirectionThree:Research
Developadestination‐basedresearchprogramtobetterinformplanninganddecision‐makingforEurobodallaanditsdestinationstakeholders.
Bestpracticeresearchindicatesdestinationsthathaveestablishedresearchanddatacollectionsystemstosupportdecision‐makingarebetterabletoplaneffectivelyandadapttochangingmarkettrendsandcircumstances.Bestpracticesregionaldestinations:
• budgetforresearchandunderstandtheneedforresearchtoinformdecision‐making
• developaresearchprogramtoestablisheffectivesystemsatthedestinationleveltogatherinformationaboutvisitationandvisitorneedsandsatisfactionlevels
• utiliseresearchundertakenatstateornationallevel
• establishperformanceindicatorstomeasureeconomic,environmentalandsocio‐culturalimpactsoftourism
• undertakecontinuousandconsistentdatacollection
• establishreportingandcommunicationmechanismstoensurefindingsareregularlycommunicatedbacktointerestedstakeholdersii.
VisitationdatasourcedfromTourismResearchAustralia‘sInternationalVisitorSurvey(IVS)andNationalVisitorSurvey(NVS)provideagoodoverviewofvisitationtrendstotheSouthCoastregion.However,visitationdatafortheEurobodallaLocalGovernmentArea,derivedfromtheNVSandIVS,arebasedonparticularlylowsamplesizes,andarenotconsideredstatisticallyreliable.
Inrecentyears,EurobodallaCoastTourismhasengagedresearchconsultantstoprovidespecificvisitationanalysisandtrendsforEurobodalla(forexample,datarelatedtoprofilesofmaingeneratingregions).Althoughusefulforplanninganddecision‐making,thisdatahasnotbeenmadeavailabletolocalbusinesses.Inaddition,aDestinationVisitorSurveyforBatemansBaywasundertakenbyTRAin2008thatprovidedsomeinsightintovisitorperceptionsandsatisfaction.Therehasbeennorecentvisitorperceptionresearchundertaken.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedforimprovedresearchtosupportplanninganddecision‐makingthatincludescurrentvisitationandvisitorperceptions.
Recommendation
MorecomprehensiveandconsistentvisitationresearchisrequiredspecificallyfortheEurobodallaanditsdestinationsthatcanbesharedwithlocalbusinesses.
eurobodalla 22des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationManagementcontinued
strategies
S3.1
S3.2
S3.3
S3.4
EstablishaCallforExpressionsofInterestBrieftoidentifyasuitablyqualifiedtourismresearchconsultanttobedeliverreliable,consistenttourismvisitationdata,visitorperceptionresearchandanalysisthatcanbeusedtoassistwithplanninganddecision‐makingthatiscosteffectiveandpresentedinawaythatcanbesharedwithlocalbusinesses
Developaprocesstoregularlycollate,analyse,reportVICbookingandcustomerservicedatathatisreportedtotheECTACandtothelocalbusinesssectorinawaythatcanbeshared
DevelopaEurobodalla‐basedTourismResearchProgram,toregularlygatherandanalyseexistingsourcesofvisitationdataincooperationwithkeytouristattractions,VICs,events,andlocalbusinesses(e.g.profiles,activities,satisfactions,perceptions)
ReviewandupdatetheTourismProductAudit*andBusinessDatabaseannually
*CompiledintheAnalysisphaseofdevelopingthisPlan
eurobodalla 23des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopment
KeyDirectionFour:SustainableTourismDevelopment
Ensure sustainable tourism development to protect and enhance
Eurobodalla’snatural,heritage,builtandsocio‐culturalenvironments.
Manyregionaldestinationsdependontheirnaturalassetstoattractvisitors.Iftheseassetsarenotmaintainedorcompromisedthedestinationmayloseappealtovisitorsandsupportofthelocalcommunity.Bestpracticeresearchforregionaltourismdestinationsconfirmsthatagoodplacetoliveisagoodplacetovisitandthatlocalgovernmenthasanimportantroleinestablishplanningandmanagementstrategiestopreservenatural,heritage,builtandsocio‐culturalenvironmentsii.Bestpracticeregionaldestinations:
• workcooperativelywithrelevantstakeholdergroupsandgovernmentauthoritiestoenhanceandpreserveiconicattractions
• preservedestinationcharacterandresidentialamenitythroughsoundlocalgovernmenttownandlanduseplanningpoliciesanddevelopmentcontrols
• providecleardesignguidelinesinlocalgovernmentcontrolplansfortourismdevelopment
• requireeffectiveenvironmentalmanagementpracticesfortourismdevelopments
• integrateplanningforthepreservationofnatural,built,socialandculturalinstrategictourismplanningprocessesandotherrelevantlocalgovernmentplansandstrategies
• workwithnaturalresourcemanagementandenvironmentalagenciestoassessandplanforvisitorimpacts
• workwithlocalenvironmentalgroupstoinvestigateaccreditationmodelsthatencourageandimproveenvironmentalperformanceandefficiencyoftourismbusinesses
• establishanenvironmentalmanagementframeworkthatdefinessustainabilityindicatorstomonitorenvironmentalimpacts(natural,socialandeconomic)
• planforthesustainablemanagementsystemsofnaturalresources(e.g.sewageandwatermanagement)
• supportandencouragetourismoperatorstoachieveenvironmentalaccreditationii.
EurobodallaShireCouncilaimstounderstandtheinter‐relationshipsbetweennatural,builtandsocialenvironments,andtoassessthemeritsandimpactsofthedevelopmentproposals.Councilhasalsodeveloped,andiscurrentlyimplementing,strategicinitiativestoassistwithachievingasustainablefuturefortheShireincluding:eurobodalla30CommunityStrategicPlan,RuralLocalEnvironmentalPlanandUrbanLocalEnvironmentalPlan(LEPs),DevelopmentControlPlans(DCPs),EurobodallaSettlementStrategy,EnvironmentManagementPlans,CommunityLandPlansofManagement,StateofEnvironmentReports,andtheEurobodallaHeritageStrategy.
eurobodalla 24des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:
• retaintheauthenticityoftownsandvillages
• respectandprotectresidentialamenityandcommunityvalues
• continuetorespectandpreservethenaturalenvironment
• improvecommunicationtoencourageandsupportpotentialdevelopersofhowtoaddressplanninganddevelopmentcontrolsthathavebeenputinplacetoprotectthenaturalenvironmentandmaintainlowscaleandappropriatedevelopment
• considerholiday‐lettingofresidentialpropertiesinLGAplanningpoliciestobalanceresidentialamenityandtourismasanemergingissue
• balanceandplanforresidentialandtourismdevelopment
• supportthedevelopmentofnaturebasedproperties
• considerpopulationgrowthandresidentialamenity.
Recommendation
Educateandinformdevelopersandinvestorsaboutsustainabletourismdevelopmentrequirementsandbestpracticethroughthedevelopmentofdesignandbestpracticeguidelines.
eurobodalla 25des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
strategies
S4.1
S4.2
S4.3
Encourageandsupportoperatorstoachieverelevantenvironmentalaccreditationandpromotetheirachievementsasbestpractice
DevelopandpromoteSustainableTourismDevelopmentDesignGuidelinestoprovidepotentialdevelopers&propertyownerswithinformationtoencouragethedevelopmentofqualityandsustainabledevelopmentthatcomplieswithCouncilandenvironmentalpolicies
DevelopanddistributeBestPracticeHolidayLettingGuidelinesforpropertyownersofholidayhousestoencourageresponsibleholiday‐lettingpracticestominimisepotentialvisitorimpacts*
4TheAccommodationAuditfoundthattherearecurrently493housesarecurrentlypromotedforuseforholidayletting(August2011)
eurobodalla 26des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
KeyDirectionFive:TourismProduct&ExperienceDevelopment
EncourageandsupporttheestablishmentofappropriateandinnovativetourismandhospitalityinvestmentopportunitiestoenhancebusinessdevelopmentandthevisitorexperiencewithinEurobodallaincludingopportunitiesrelatedto:nature‐based,adventure,indigenous,foodandwine,heritage,andthearts.
Successfuldestinationsrecognisethat,inadditiontotheircoreandiconicattractions,thereisaneedtoprovideandpromoteadiversityofappropriatetourismproductandvisitoractivitiestoenhancethevisitorexperience,attractnewvisitormarkets,improveyield,increaselengthofstay,addressseasonaltroughperiodsandencouragerepeatvisitation.Bestpracticeregionaldestinations:• undertakearegularTourismProductAuditprocesstomonitorproduct
offeringsandtoidentifyopportunitiesfornewproductdevelopmentandinvestmentopportunities
• regularlysurveypotentialandcurrentvisitorstodetermineviewsaboutexistingproductsandexperiences,toidentifynewopportunitiesandtoensurethatproductdevelopmentmatchesneedsandexpectationsofvisitors
• developadiverserangeofappropriatevisitoractivitiestocomplementtheiriconicattractionsincluding:arangeofaccommodationtypestosuitdifferentvisitormarkets,highqualityfoodandbeverageexperiences,cultural,heritageandIndigenousexperiences,festivalsandspecialevents, nature‐basedexperiences,andrecreationalandleisureactivities
• supportandencourageentrepreneurstoestablishinnovativevisitorexperiencesthatcomplementcommunityandenvironmentalvalues
• maintainagoodandconsistentstandardofproductthatmeetsorexceedstheexpectationofguests
• revitaliseexistingproducttokeepitfreshandexcitingtomeetthechangingexpectationsofvisitors
• integratenewandenhancedproductsintodestinationmarketingstrategies
• developdriveroutes/daytourpackagestoencouragevisitorstoexperiencethebroaderdestinationregion
• supportthedevelopmentofIndigenousvisitorexperiencesincooperationwithlocalAboriginalcommunitiesii.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:• continuetodiversify,developandpromotetourismproductofferings
andexperiencesthatareinnovative,andalignedwithnature‐basedexperiencesandlifestyleattributesofthearea
• encourageandsupportthedevelopmentandinterpretationoflocalindigenoustours,heritage,cultural,andlocalfoodexperiences
• encourageandattractnewtourismoperatorsandentrepreneurstothearea
• encouragedevelopmentof‘highend’visitoraccommodationandadiversityofexperiencestoencourageyear‐roundvisitation
• workcooperativelywithNationalParks&Wildlife,BatemansMarineParkAuthorityandNSWForeststoestablishviablerecreationalandnature‐basedtourisminfrastructure,toursandactivities.
Recommendation
Adoptastrategicandproactiveapproachtoencourage,support,andpromoteinnovativetourismproductandexperiencedevelopment,andtofostercooperationamongstexistingtourismoperatorsandlocalbusinesses.
eurobodalla 27des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
strategies
S5.1
S5.2
S5.3
S5.4
IntegratetourisminvestmentandbusinessopportunitiesintheEurobodallaLive,Work,InvestwebsiteanduseBusinessClubforumstofostercooperationamongsttourismandbusinessoperators
WorkwithrelevantlocalgroupsandstakeholderagenciestodevelopaEurobodallaNatureBasedTourismStrategytofosteracooperativeapproachtopromotenew,andenhanceexisting,nature‐basedtourismexperiencesthatlinktoiconicexperiences(e.g.MontagueIsland)
Workwithrelevantlocalgroupsandstakeholderagenciestodevelopheritage,Indigenous,artsandculturaltourismexperiences
Developandpromoteaseriesofvillagetouringitineraries(road,trail,cycleways,andforwatercraft),throughouttheregionthatfocusoncoreattractionsandexperiences(nature‐based,heritage,Indigenousandcultural)engagelocalbusinessesandoperators.
eurobodalla 28des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
strategies
S5.5
S5.6
S5.7
S5.9
S5.10
InvestigateopportunitiesforEurobodallaanditsdestinationsandexperiencestobefeaturedintherelevantDrives
Explorewaystobetterlinkwithqualityregionalfoodandwineproduction,bothlocallyandadjoiningregions
Identifyrelevantfundingopportunitiestosupportproductandexperiencedevelopment(e.g.TQUAL,DNSWandothergovernmentgrants)
ImplementstrategiesidentifiedintheESCArtsandCulturalInfrastructureReport2010tobetterestablishandpromotetheartssectortovisitors
WorkwithDNSWtodevelopaprogramforoperatorstoensureproduct&experiencesare‘ChinaReady’andcommunicatetolocaloperators
eurobodalla 29des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
KeyDirectionSix:InfrastructureDevelopment
WorkcooperativelywithrelevantCouncil,StateandAustraliangovernmentdepartmentsandagenciestoseekfundingandsupportforsuitableinfrastructureprojectstoenhancethevisitorexperience,amenityofthecommunity,andimproveaccesstoEurobodallaanditsdestinations.
Alackofadequateinfrastructureandsupportingfacilitiescanlimittherealisationoftourismpotentialatadestination.Carefulplanningandmanagementisrequiredtoensureabalancebetweentourismgrowthanddevelopmentofsupportinginfrastructureandfacilitiesii.Bestpracticeregionaltourismdestinations:
• auditinfrastructureandfacilitiestodeterminepriorityinfrastructureneeds
• developanInvestmentandInfrastructureStrategytoplanforandattractpublicandprivatesectorinvestmentforpriorityinfrastructureandfacilities
• designanddevelopinfrastructureandsupportfacilitiesthatreflectthesocio‐culturalheritageofthedestinationandpreservethenaturalenvironment
• seekandreceivesupportfromlocal,stateandfederalgovernmentsforplanningandfundingforinfrastructurefortourism
• planforandimproveparkingfacilities,amenities,servicesandfacilities(e.g.publictoilets,safeplaygrounds,accessiblepublicspaces,picnicareas,youthfacilities)
• developaCouncilTourismWorksPlantoensuremaintenanceoffacilitiesparticularlyduringpeakvisitationperiods
• improvetownbeautificationandmaintenancetocreateawelcomingatmosphereforvisitorsii.
EurobodallaShireCouncilhasanimportantroleinmaintaininganddevelopinginfrastructureandfacilitiesthatareusedbyresidentsandvisitors(e.g.TurossCycleway).PlansthatguideandinforminfrastructuredevelopmentfortheShireinclude:EurobodallaSharedPathwaysStrategy(2010),andtheRecreationandOpenSpaceStrategy(2010).AnewTrafficStudyiscurrentlybeingdeveloped.Council’sRoadandRecreationDivisionalsoconsideropportunitiestoleveragefundingtodevelopreserves,boatrampsandtheliketoservicecommunityandtourismneeds.TheAirportMasterPlanforMoruyaAirportprovidesstrategiesforitsupgrade.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:
• improveaccesstoandwithinEurobodallaforresidentsandvisitors
• ensurethelong‐termviabilityofroadnetworksontheSouthCoast
• waystoamelioratestrainsoninfrastructureoverthesummerperiodduetohighvisitation
• improveinfrastructure(roads,parking,recreationandfacilities)tosupporttourismandthecommunityneeds
• establishmorewater‐basedinfrastructuretobetterutilisewaterwaysforrecreationactivities(lakes,rivers,jetties,andparkareas)
• considerwaystoimprovetransporttoandwithintheShire.
eurobodalla 30des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
strategies
S6.1
S6.2
S6.3
S6.4
Identifyprioritiesfortourismrelatedinfrastructuredevelopmentprojectsandworkcooperativelywithrelevantsupportagenciestoadviseandprogressfundingandprojectsubmissions
ImplementstrategiesrelevanttotourismintheESCTrafficStudy,SharedPathwaysStrategy(2010),andtheRecreationandOpenSpace
Workwithtransportprovidersandtourismoperatorstodeterminethefeasibilityofadditionaltransportoptionsandinfrastructurerequirementsbetweentownsandvillagesincludingalternativetransportmodescyclewaysandwalkways,andincreasedcapacityforRVandcarswithcaravans.
DevelopandpromoteEurobodallatoresidentsandvisitorsasadestinationthatembracescyclingasanalternatetransportsystemandrecreationactivity
eurobodalla 31des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
KeyDirectionSeven:ServiceandQualityStandards
EstablishserviceandqualitystandardsfortourismandbusinessoperationsinEurobodallatoensureawelcomingattitudeforvisitorsyear‐round
Thequalityofavisitorsexperiencecomprisesarangeofserviceinteractionsthatavisitorhaswithinadestinationregionincludingserviceencounteredwhenpurchasingpetrol,groceriesoranewspaper,throughtofine‐diningandluxuryaccommodationexperiences.Thequalityofalloftheseserviceinteractionsplaysanimportantpartinadestination’sabilitytoassembleanddeliveracompleteandsatisfyingvisitorexperienceii.
Researchshowsthata‘wholeofdestination’approachisneedtoimprovethedeliveryofcustomerserviceofalltourismandbusinessoperations.Bestpracticeregionaldestinations:
• recognisetheimportancethatallbusinesses,directlyandindirectlyinvolvedintourism,areeducatedandtrainedastotheneedtoprovidequalitycustomerservice
• developoradoptaServiceExcellenceProgramtoensurethedeliveryofexceptionalandconsistentserviceforallbusinessandtourismoperations
• identifyandimplementappropriateservicequalitytrainingprogramsforbusinessownersandtheirstaff
• examinevisitorsatisfactionwithservicequalityaspartofdestinationvisitorsurveys
• benchmarkvisitorsatisfactionagainstotherleadingregionaltourismdestinations
• encouragelocalbusinessandtourismoperationstobecomemembersofrelevantindustryassociations
• establishoradoptservicequalityaccreditationschemesii.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanidentifiedtheneedto:
• developbenchmarksforqualitystandardsandserviceforthebusinesstosatisfyvisitorsneedsandexpectations
• leadandsupportbusinessestoachievequalitystandards
• addressthe‘closedforbusiness’attitudeofsomebusinesses
• considerwaystoovercomeseasonalitytosupportbusinessesyear‐round
• workcooperativelywithregionaltrainingorganisationsandproviderstodevelopskillsandcreatemeaningfulemployment,particularlyforyoungpeople.
Recommendation
Eurobodallapossessesanumberofleadinghospitalityandtourismoperationsthathaveestablishedasuperiorcustomerservicecultureandbenchmarkforotherlocaloperations.Thereis,however,aneedtoestablishawholeofdestinationapproachtoimproveanddelivercustomerserviceacrossalltourismandbusinessoperationsinEurobodallaanditsdestinations.
eurobodalla 32des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationDevelopmentcontinued
strategies
S7.1
S7.2
S7.3
S7.4
S7.5
IncorporateeducationaboutthevalueofdeliveringexcellentcustomerserviceaspartoftheCommunityTourismandBusinessProgram(seeS2.1)
WorkwithlocalindustryandeducationproviderstodevelopaServiceExcellenceProgramtoensurethedeliveryofexceptionalandconsistentserviceforallbusinessandtourismoperations
Promoteandcelebratethosetourism&hospitalityoperationsthathaveachievedaccreditation,recognisedindustrystandardsandawards
Incorporateresultslearnedthroughevaluationofvisitorsatisfaction(aspartofthedevelopmentofadestination‐basedResearchProgram–S3.4)andmonitorthiskeyserviceperformanceindicatorKPI
Adoptandpromotearecognisedaccreditationframeworkandstandardfortourism&hospitalityoperations(e.g.TourismAccreditationAustraliaLtd–TAAL–standard)andpromotetheneedtomonitorandencourageon‐linefeedbackthroughtravelandtourismwebsites(e.g.TripAdvisor)
eurobodalla 33des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketing
KeyDirectionEight:StrategicMarketing
Developastrategicapproachtothedevelopmentandimplementationofmarketingcampaignstoensureconsistentandon‐goingawarenessofEurobodallaanditsdestinationsandexperiencestoattractkeyvisitormarketsandextendtheirlengthofstay.
Bestpracticeregionaltourismdestinationsdevelopinnovativeandstrategicmarketinginitiativestosupporttheirdestinationbrandandimage.Considerationmustbegiventohowthedestinationanditsvariousattractionsandfacilitiesaregoingtobepromoted,thedistributionchannelsneededtoaccessandreachpotentialvisitors;andageneralassessmentoftheoverallpricestrategytoattractappropriatevisitormarkets.
Furthermore,cooperationindestinationmarketingisconsideredessentialtodestinationcompetitivenessandsuccess.Partnershipsneedtobedevelopedbetweenpublicandprivatesectorstakeholdersinvolvedintourismtofostercooperationofmarketingeffortsratherthansendconfusingmessagestothemarketplace.Theachievementofasuccessfuldestinationmarketingstrategyforaregionaldestinationrequiresallofthevariousmarketingeffortstocometogetherinacoordinatedandconsistentmanner.Destinationmarketersshouldalsoconsiderwaystobestconnectwiththepotentialvisitorsdirectlyii.
Bestpracticeregionaldestinations:
• developastrategictourismmarketingplantoguidemarketingefforts
• employexperiencedmarketingstafftocoordinatedestinationmarketingefforts
• seekastronglevelofsupportfromtheirSTOtofosterandleadcooperativemarketingeffortsacrossstate/territory,regionalandlocallevels
• encouragethesupportofleadingcommercialtourismandbusinessoperatorstocontributeandinvestindestinationmarketinginitiatives
• partnerwithneighbouringregionstodevelopstrongercampaigns
• sourceadequatefundingtoensurealllevelsofindustrycanparticipateinmarketingcampaignsii.
MarketingactivitiesforEurobodallahavetraditionallyfocusedonprintadvertising,onlineactivity,socialmedia,PRactivitiesandmediafamils,consumertradeshowsthatarealignedwiththetourismgeneratingregionsofCanberra,SydneyandregionalNSW.ImportantvisitormarketsforEurobodallaare:Canberra&Sydneyshort‐break,GreyNomads,Family,andVisitingFriends&Relatives.
AnewECTwebsitewaslaunchedin2008.Since2010,ECT,inpartnershipwithSouthCoastRegionalTourism(SCRTO),hasalsofacilitatedcooperativemarketingopportunitiesforitsmembersinrelevantTourismNewSouthWalescooperativecampaigns(e.g.AutumnDrive,Fishing,WinterSchoolHolidays.
eurobodalla 34des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
Thesituationalanalysisandconsultationprocessidentifiedfurtheridentifiedtheneedto:
• ensureastrategicandcooperativeapproachtomarketingthatoffersguidancetolocaloperatorsandencouragecooperation
• investigatewaystoworkmorecooperativelywithotherregionsandDNSW
• developadvertisingandpromotionalcampaignsthattargetprimarysourcevisitormarkets(Sydney,Canberra,SouthCoast,international)andnicheexperiencemarkets(e.g.nature‐based,adventure,slow‐food)andthatextendlengthofstayofexistingvisitormarkets(e.g.grey‐nomads,VisitingFriendsandRelatives,traditionalandnewCanberravisitors,FreeIndependentinternationalvisitors)
• encouragebusinessestobeambassadorsforEurobodallaandworkcooperativelytopromoteandpackageeachother’sbusinesses.
Recommendation
Thereisanimmediateneedtodevelopafour‐yearStrategicMarketingPlantoguidemarketingandpromotionalactivitiesforEurobodallaanditsdestinationsoverthenextfouryears.
eurobodalla 35des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
strategies
S8.1
S8.2
S8.3
S8.4
S8.5
DevelopafouryearStrategicMarketingPlantoguidecooperativemarketingefforts
Establishtacticalcampaignsthatpromotedistinctiveexperiencesforkeyvisitorandsourcemarketsasidentifiedinvisitationresearch(S3.1)andtoaddressseasonalityissues
ContinuetoworkcollaborativelywithSCRTOandDNSWtodevelopandimplementfuturemarketingandpromotionalactivities
WorkwithadjoiningstatesandregionsinNSW,ACTandVIC,todevelopcooperativemarketingstrategies
AspartoftheCommunityTourism&BusinessProgram(S.2.1)informandcommunicatecooperativemarketingopportunitiestolocaltourismoperationsandbusinesses
eurobodalla 36des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
KeyDirectionNine:Brand&Image
DetermineadistinctbrandfortheEurobodalladestinationregionthatbestrepresentsitsdistinctnaturalattractions,tourismproductandvisitorexperiencesofitskeydestinations,thatiswell‐supportedbythetourismbusinesssectorandthecommunity.
Bestpracticedestinationsestablishaclearlydefineddestinationbrandandimagethatisusedconsistentlytopromotethedestinationregiontoattractappropriatevisitormarketsandguidethedevelopmentofappropriatetourismproduct.Ofimportance,istheneedtoensurethatthedestinationbrandandimagematchesandpromotesauthenticdestinationexperiencesii.
Bestpracticeregionaldestinations:
• consultwithgovernment,businessandcommunitystakeholderstoconsiderandestablishastrongandconsistentdestinationbrandandimage
• identifyandfocusonthecompetitivestrengthsofthedestination• undertakeconsumerresearchtoinformdecisionsabouthowtobest
positionthedestinationandrecognisethatthedestinationcannotappealtoallvisitormarkets
• ensurethebrandandimagereflectsthestrategicvisionforthedestination
• promoteiconicfeaturesandattractionsofthedestinationandtheirlinkagetothebroaderregion
• developa‘BrandPolicy’toprotectthedestinationbrandandtoalignfurtherproductandinfrastructuredevelopment
• communicatethebrandandimagetoindustryoperatorsandaskthemtoconsiderthedestinationbrandwhendevelopingproductandtheirownmarketing(e.g.developbrandtoolkits)
• ensureconsistentdeliveryofthebrandthroughassociatedadvertising,salesandpromotionalstrategies
• linkwellwiththeregionalandstatebrandandimage• userealisticimagesandmessagestosupportthebrandandimage
• regularlyreviewandrefreshthebrandii.
Upuntil2007,EurobodallawasbrandedandmarketedastheNatureCoastasaresultofcommunityvisioning,well‐beingsurveysandcommunityworkshopsundertakenbyIRISresearchin2004/05.Achangeinbrandfrom‘NatureCoast’to‘EurobodallaLandofManyWaters’wasthenundertakenasaresultofabrandre‐developmentprocessundertakenduring2007and2008.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanidentifiedtheneedto:
• establishacleardestinationbrandthatisrecognisedbyvisitorsandissupportedbylocalbusinesses
• promotetheiconicattractionswithinEurobodallasotheareaisknownforitsdistinctiveattractionsandexperiences
• betterlinktheEurobodallabrandtodistinctdestinationsandvillages(BatemansBay,Mogo,MoruyaNarooma,Tilba).
RecommendationThereisanimmediateneedtoreviewtheEurobodalla‘LandofManyWaters’Brandtoensurevisitorrecognitionandlocalbusinesssupport.
eurobodalla 37des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
strategies
S9.1
S9.2
S9.3
UndertakeareviewoftheEurobodalla–LandofManyWatersbrand,anddeterminevisitorperceptions(seeS3.1),incooperationwithlocalbusinessesandthecommunity
WorkcollaborativelywithDNSWandTAtobetterpositionEurobodallaShireanditsdestinationsrelatedtotheirnaturalattractions,heritage,uniqueness,andculturalexperiences
DevelopaBrandStyleguideandbrandmanualforlocaloperatorsandbusinessestoensuretheconsistentdeliveryofthebrandmarketingmaterials,(electronic,print‐based,signage)thatalignswithfindingsoftheBrandReviewprocess(see9.1)
eurobodalla 38des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinuedKeyDirectionTen:VisitorInformationServices
ReviewtheoperationsanddeliveryofvisitorinformationservicesfortheEurobodalladestinationregiontoensureeconomicviabilityofVisitorInformationCentres,exceptionalservice,anddeliveryofvisitorinformationthatalignswithchangingvisitorinformationsearchbehaviorandnewvisitorinformationtechnologies.
Animportantelementofthedeliveryofeffectivevisitorinformationservicesistoconnectwithpotentialvisitorswhilsttheyaresearchingandplanningtheirholidayortrip,andtoconnectwiththemoncetheyarriveinadestination.
Recentresearchshowsthatconsumersusedifferenttypesofonlinesourcesdependingonwheretheyareatinthetravelplanningprocess(pre‐trip,duringtrip,post‐trip).Inaddition,consumerssearchfortravelrelatedinformationrelatedtotenkeysub‐decisionsregardingtheirtrip.Giventhattheinternetisnowacriticalsourceofinformationforprospectivetravelersitisimperativethatrelevantonlineanddigitaltechnologiesareunderstoodandemployedinthedeliveryofvisitorinformationservicesiv.
Researchalsoshowsthatvisitorsneedtobeengagedbythedestinationastheyareincreasinglyseekingrealexperiencesandrequiringmorespecificinformationaboutwhatadestinationhastooffer.Bestpracticeregionaldestinations:• shouldbelocatedinprominentlocationswithinregionaltourismareas
topromotethedestinationregion• promotetheregion’sattractionsandfacilities,butalsoorientvisitors
totheregionandcanhelpcontroltheflowoftouriststoanarea• shouldnotonlyactaspromotersoftourism,butalsoprotectorsof
natural,builtandsocialenvironments
• haveanimportantroleinincreasingvisitors’lengthofstayandensuringqualityvisitorexperiences
• incorporatequalityinterpretationprogramstoenhancevisitorexperiencesii.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthisPlanconfirmedtheneedto:• reviewthedeliveryofvisitorinformationservicestoensureexcellent
serviceandviability(e.g.locationandoperationofVICs,useoftechnology)
• understandthechangingwaysvisitorsarenowseekingvisitorinformationandmakingbookingsthroughnewtechnologies
• ensurevisitorinformationiscurrentandreflectsexperiencesofferedwithinEurobodalla(e.g.nature‐based,adventure,heritage,artsandculture,localandsustainablefood,events)
• developimprovedinterpretativematerialaboutvisitorexperienceswithintheShire
• investigatetheuseofvolunteerstosupportVICstaff• developaconsistentapproachtoensuringVICstaffarefamiliarwith
tourismproductandexperiences• improveprofessionaldevelopmentopportunitiesforVICstaff• developinnovativeandinstructionalsignagetowelcomeandguide
visitorsthroughtheShire.
Recommendation
ThereisanimmediateneedtoreviewtheoperationsanddeliveryofvisitorinformationservicesforEurobodallaanditskeydestinationstoensurecosteffectivenessanddeliveryofqualityvisitorinformation.
eurobodalla 39des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
strategies
S10.1
S10.2
S10.3
S10.4
IncorporatedeliveryofeffectivevisitorinformationservicesintotheroleoftheStrategicTourism&EconomicManager
ReviewtheroleandresponsibilitiesoftheVICManagertoincorporateresponsibilitiestoaddressS10.3toS10.10
UndertakeareviewoftheoperationsandlocationofBatemansBay,Narooma,MoruyaVICsandotherVICoutlets,anddevelopaEurobodallaVisitorInformationServicesStrategytoensurequalityandintegratedvisitorinformationservicesacrosstheShirethataddress:staffing,changingVICtechnologiesandvisitorbehaviour,mobileVICopportunities,retailopportunities,andaccommodationandtouroperationbookingservices
DevelopandtrainapoolofvolunteerTourismAmbassadorsaspartofaTourismVolunteerProgramtosupportVICstaff(seealsoS11.5)
eurobodalla 40des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
strategies
S10.5
S10.6
S10.7
S10.8
Undertakeanon‐goingeducation&familprogramofVICstaffandvolunteersaboutattractionsandactivitiesacrosstheShiretoimproveyieldandlengthofstay
ReviewtheEurobodallaCoastwebsitetoprovideenticingexperience‐basedinformatione.g.,nature‐based,cultural,Indigenous,heritage
MaximiseuseofVICstodisplayinformationofEurobodallaexperiences
Prepareawholeofdestinationintegratedsignagestrategythat:establishesdistinctiveandinnovativesignageandvisitorinformationdisplaysatkeytourismattractions;keytransporthubs&gatewaylocations;supportsvisitors;andpromotesdiversityofexperienceswithinthedestination.
eurobodalla 41des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
KeyDirectionEleven:Events
Developastrategicapproachtosupportthedevelopmentofeventstoattractkeyvisitormarkets,overcomeseasonality,alignwiththedestinationbrandandimage,andtosupportlocaleventorganisers.
Eventsandfestivalshaveanimportantroleincontributingtothepromotionofadestinationimage,enhancingthevisitorexperience,extendinglengthofstayandovercomingseasonalvisitationtroughs.BestpracticeinregionaldestinationsdemonstratesthedevelopmentofanEventsStrategytobettercoordinate,manageandpromotearegion’sfestivalsandevents.Thedevelopmentofaspecialeventorfestivalthatislinkedtoaniconicattraction,andcelebratescommunityvalues,canhelpshapeadestinationimage,attractlike‐mindedvisitorsandprovideentertainmentandrecreationopportunitiesforresidents.
Eurobodallaishosttosuccessfulanduniquefestivalsandeventsthatattractvisitorstotheareabutalsoprovideentertainmentandrecreationopportunitiesforresidents.Forexample,NaroomaOysterFestival(May),RiverOfArtFestival(May),MoruyaJazzFestival(October),EurobodallaSlowFoodCelebration(November)andlocalmarketsheldinMoruya,Narooma,TilbaandBatemansBay.
Inrecentyearslocalsportingassociationshaverecognisedthecapacityofthedestinationregiontohostadventureandsportsevents(e.g.TrithebayTriathlon(March/April)andAngryDoctorMTBEnduro(September).
Theseeventsare,however,plannedandimplementedbyrepresentativesoflocalbusiness,sportingandcommunityassociationsthatvolunteertheirtimeandexpertise.CouncilhasrecentlydevelopedaDraftEventsPolicyandGuidelinestoassisteventorganisersthroughtheprocessofobtainingESCapprovalandforhostingsafeandsuccessfulevents.
Intermsofbusinessevents,thereareconferencevenueandfacilitiesinBatemansBay,MoruyaandNaroomathatcaterforupto400people.Thereisalsoconsiderableaccommodationcapacitywithinthedestinationtosupportsmalltomediumsizeconferencesandmeetings.
ThesituationalanalysisandconsultationprocessundertakentoinformthedevelopmentofthePlanidentifiedtheneedto:
• employaneventscoordinatortodevelopastrategicapproachtoattractneweventstotheareaandovercomevisitationseasonality
• providesupportforlocaleventorganiserstohelpovercomevolunteer‘burnout’
• improvethepromotionofsuitablevenuesandfacilitiesforevents
• developmoresportsandnature‐basedeventsandfestivals
• establishmoreeventsandfestivalsthatcelebrateindigenousstories,arts,cultureandheritage.
Recommendation
EmployadedicatedEventsManagertodevelopastrategicandproactiveapproachtoattractandsupportappropriateeventsandfestivalstoEurobodallaanditsdestinations.
eurobodalla 42des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
strategies
S11.1
S11.2
S11.3
S11.4
S11.5
EmployanexperiencedEventsManagertoattractandsupportfestivalsandeventsthatalignwiththedestinationregionbrand&image(seealsoS1.6)
UndertakeanaudittoidentifyandassessallfestivalandeventswithintheShireincluding:timing,scale,characteristics,visitormarkets,promotionactivities,managementstructureanddevelopadatabaseofeventsthatisregularlyupdated(identifygapsandtimingclashes)
DevelopaEurobodallaEventsStrategytobettercoordinate,manageandpromoteEurobodallaasadesirablefestivalandeventlocation
EstablishanofficialandannualEurobodallaEventsCalendarthatcanbeusedtoprovideinformationtovisitorsandresidentsabouttherangeoffestivalsandevents
DevelopandtrainapoolofeventvolunteersaspartofaTourismVolunteerProgramtosupporteventorganisers
eurobodalla 43des t i n a t i on managemen t p l an 20 1 1 t o 2020
DestinationMarketingcontinued
strategies
S11.6
S11.7
S11.8
S11.9
Investigateopportunitiesforfundingtosupportthedevelopmentandimplementationofappropriateevents
WorkwithrelevantstakeholderstodevelopfestivalsandeventswhichcomplementtheShiresuniqueaspects(nature‐based,sports,heritage,artsandculture)thatappealtovisitorsandresidents
AspartoftheDestination‐BasedResearchProgramestablishwaystomeasureeconomicimpactsandprofile&satisfactiondataforattendeesoffestivalandeventsinEurobodalla(seeS3.4)
Investigateresourcesharingforfestivalsandevents(e.g.howcanlargeeventsassistsmallscalefestivalsandeventsthataremanagedvoluntarily)
eurobodalla 44des t i n a t i on managemen t p l an 20 1 1 t o 2020
ImplementationandEvaluation
ThefollowingimplementationandevaluationprocessisrecommendedtoensurethatthevisionandstrategiescontainedinthisPlanareactioned.Itisrecommendedintheshort‐termthat:
• theEurobodallaCoastTourism&BusinessCommittee(ECTBAC)bepositionedastheumbrellaauthoritytooverseetheimplementationofstrategiesandactionsassociatedwiththisPlan
• otherstakeholderorganisationsandagenciesidentifiedashavingaprimaryorsupportingroleareencouragedtoprovideon‐goingsupportoverthenexttenyearstoimplementstrategiesandactionsassociatedwiththisPlan
• afour‐pageExecutiveSummaryisdevelopedthatsummarisesthemaindirectionsinthisPlanisdevelopedandlaunchedtorelevantstakeholdersoncethePlanisadoptedbyCouncil
• theStrategicTourism&EconomicManagerdevelopsasetofmeasurableindicatorstoassistinmonitoringoftourismandbusinessdevelopmentforEurobodallaanditsdestinations(e.g.visitation,VICdata,websitedata,newbusinessoperations,tourismrelatedemployment,marketingcampaignbuy‐inandresults,eventperformance,PRandmedia)
• theStrategicTourism&EconomicManagerinconsultationwithECTBACpreparesanannualEurobodallaTourism&BusinessReporttocommunicatetoCouncil,localbusinesses,thecommunity,andotherinterestedstakeholderstheprogressundertakeninachievingstrategiesofthisPlanandreportperformance
• anindependentconsultantundertakesareviewoftheimplementationoftheStrategicPlanannuallyforthenextthreeyears(acommitmentofthreeworkingdays)incollaborationwiththeECTBABandmakesnecessaryadjustmentstothePlan.
Importantprioritiesthatshouldbecompletedwithinthenext6to12monthsinclude:
1. integratetheEurobodallaDestinationManagementPlan2011to2020intorelevantESCpolicy
2. employaStrategicTourism&EconomicManagertoleadandoverseetheimplementationofstrategiesoftheEurobodallaDestinationManagementPlan2011to2010andtofostercooperationbetweenCouncil,governmentagencies,businessandcommunitystakeholders
3. employaTourism&EconomicCoordinator,aMarketingandCommunicationsManager,andEventsManagertosupporttheStrategicTourism&EconomicManager
4. revisetheconstitutionoftheEurobodallaCoastTourismBoardtobetitled,theEurobodallaCoastTourismandBusinessAdvisoryBoard,andrequireskills‐basedmembers
5. developaCommunityTourismandBusinessProgramtoraiseawarenesstothecommunity,localbusinessesandmediaaboutthesignificanceoftourismtoEurobodalla,Council’sstewardshiprole,andthevalueofexcellentcustomerservice
6. establishanExpressionsofInterestResearchBrieftoidentifyqualifiedatourismresearchconsultanttobedeliverreliable,consistenttourismvisitationdata,visitorperceptionresearchandanalysisthatcanbeusedtoassistwithplanninganddecision‐makingthatiscosteffectiveandpresentedinawaythatcanbesharedwithlocalbusinesses
7. integratetourisminvestmentandbusinessopportunitiesintheEurobodallaLive,Work,Investwebsite
eurobodalla 45des t i n a t i on managemen t p l an 20 1 1 t o 2020
ImplementationandEvaluation
8. developaEurobodallaNatureBasedTourismStrategytofosteracooperativeapproachtosupportandpromotenew,andenhanceexisting,nature‐basedtourismexperiencesthatlinktoiconicexperiences(e.g.MontagueIsland)
9. developafouryearStrategicMarketingPlantoguidecooperativemarketingefforts
10.undertakeareviewoftheEurobodalla–LandofManyWatersbrand,incooperationwithlocalbusinessesandthecommunity
11. undertakeareviewofVICoperationsanddevelopaEurobodallaVisitorInformationServicesStrategythatalignswithHRReviewrecommendationsforawholeofCouncilapproachtothedeliveryofexcellentcustomerservice
12.undertakeanaudittoidentifyandassessallfestivalandeventswithintheShireanddevelopaEurobodallaEventsStrategytobettercoordinate,manageandpromoteEurobodallaasadesirablefestivalandeventlocation.
eurobodalla 46des t i n a t i on managemen t p l an 20 1 1 t o 2020
references
iDredge,D.,Macbeth,J.,Carson,D.,Beaumont,N.,Northcote,J.&Richards,F.(2006)AchievingSustainableLocalTourismManagement:Phase1‐PractionersGuide,CRCforSustainableTourism.
iiWray,M.,Dredge,D.,Cox,C.,Buultjens,J.,Hollick,M.,Lee,D.,Pearlman,M.,&Lacroix,C.(2010).Sustainableregionaltourismdestinations:Bestpracticeformanagement,developmentandmarketing,SustainableTourismCooperativeResearchCentre,GoldCoast.
iiiCrouch,G.I.(N.D.).Modellingdestinationcompetitiveness:Asurveyandanalysisoftheimpactofcompetivenessattributes,SustainableTourismCooperativeResearchCentre,Southport.
ivCox,C.,Burgess,S.,Sellitto,C.,Buultjens,J.(2008).Consumer‐generatedweb‐basedtourismmarketing.Brisbane:SustainableTourismCooperativeResearchCentre.
7.0contact
SUSTAINABLE TOURISM RESEARCH STRATEGICPLANNING STAKEHOLDERENGAGEMENT MARKETING
DrMeredithWray
0400728886meredithis@hotmail.com43MyocumDownsDrive
MyocumNSW2482
top related