byron shire council · council in 2012. the plan we have today has been developed by the...

Byron Shire Council

PO Box 219

Mullumbimby NSW 2482

02 6626 7000

[email protected]

byron.nsw.gov.au/tourism

Destination Byron

PO Box 533

Byron Bay NSW 2481

[email protected]

To obtain a copy of the full detailed Destination

Management Plan for Byron Shire, please contact

Byron Shire Council or Destination Byron.

2

“how a bunch of surfers changed the world. NO ONE HAD HEARD OF BYRON BAY UNTIL THE SURFERS came along and changed everything.

After all the factories and industries closed, surfers discovered the wonderful natural breaks at the Pass, Wategos and Cosy Corner.

THE LONG BOARD RIDERS ARRIVED IN THE 1960’S.

This was the beginning of Byron Shire as a tourist destination. By 1973 Byron Bay had a reputation as a hippy, happy town. We still have the same spirit. That’s why we and our visitors love the Shire with all our heart.

3

contents

table

page

part1 introduction 5

part 2 destination byron 7

- location envy

- values that drive us

- we’ve got personality

- our vision

- the mission

- so very different

part 3 destination drivers 9

- we do leisure

- the appeal

- places mean everything

- product snapshot

part 4 creating opportunity 13

part 5 the market 14

- domestic visitors

- international visitors

- day trippers

- what people do here

- total visitors 2000-2013

- visitor dispersal

- competitor regions

- new & emerging markets

- brand activation

- how we communicate

part 6 game changers 21

part 7 destination

directions 22

part 8 action plan 24

- leadership, management & coordination

- marketing, communication & education

- product development

- visitor services

- research

- events

- destination management

part 9 implementation 33

part 10 reference

documents 34

4

there’s always SOMETHING MAGICAL happening

1. introduction

destination essence

The Byron Bay brand is well established within

domestic and international markets as a leisure

destination, but one with a difference – a definite

vibe.

Our Shire attracts around 1.4 million people each

year, and has the second highest level of

international visitation in NSW (just behind Sydney).

As a community we are many things, but foremost

we are proud of our place, people and diversity.

Our outstanding natural environment combined with

home grown tourism product is the stuff of legend

and the reason why so many visitors come to see

what the destination is all about.

Retaining and enhancing our authentic visitor

experiences is important and strategic work.

tourism evolution

Globally and nationally tourism is responding to

constant market change, there are complex drivers

and influences, few stronger at this time than

technology and its impact on consumer purchasing

patterns.

At the regional level tourism is a significant

contributor to the economy, enabler of innovation,

entrepreneurship and generator of employment. For

Byron Shire to continue to benefit from tourism we

too are evolving, but staying true to who we are.

Consumers are craving lifestyle moments. Meeting

demand for these needs and wants will enable us to

broaden our target audience and increase sector

yields overtime.

We will continue to differentiate our destination from

its competitors and emerging regions based on core

appeal points, icons and our wonder-factor but with a

light touch. We stand out from the rest, often, by just

being ourselves.

planned approach to our destination

This destination management plan is for the Shire of

Byron, and arose from two opportunities:

• Destination NSW introduced a state wide

destination management planning program to

create a strategic and informed approach to the

allocation of the Regional Visitor Economy Fund

(RVEF)

• The Byron Shire Tourism Management Plan

(developed from extensive consultation during

2006-2008) was in need of review. This being

identified by the Tourism Advisory Committee of

Council in 2012.

The Plan we have today has been developed by the

Destination Byron in conjunction with Byron Shire

Council. It is the end product of reviews,

consultations and analysis; it’s formation pathway is

summarised here:

• An analysis of existing plans with a relationship

to tourism and the visitor economy for the Byron

Shire

• Commissioning a Visitor Economy Product Audit

for the Byron Shire

• Participation in the North Coast Destination

Network Destination Management Planning

process

• Consultation workshop with key stakeholders

and visitor economy business operators held

during November 2013

• Development of a Draft Byron Shire Destination

Management Plan

• Finalisation of the Byron Shire Destination

Management Plan in December 2013.

what this plan does

This Plan sets out:

1. who we are within a tourism context

2. confirms we are making progress, growing and

changing

3. clearly defines our actions and directions.

5

strategic destination directions

There are seven strategic directions that form the

bases of the Plan:

1. leadership, management and coordination

2. marketing, communication and education

3. visitor services

4. research

5. product development

6. events

7. destination management.

Each strategic direction is supported by a guiding

objective and a set of comprehensive

implementation actions and tactical responses.

addressing challenges and creating

opportunity

Throughout this process we have looked to the

future, exploring our core challenges (social,

environmental, political, economic and technological)

with renewed enthusiasm. We see our challenges in

a new light, for in every way they are our opportunity

and growth zone for the future. These have been

incorporated into our planning.

Additionally there are substantive, game changing

projects underway including the Byron Bay Town

Centre and Foreshore Strategy and new marketing

program that will work to strengthen the providence

of the Byron brand.

new and emerging markets

There is also a change in our domestic marketing

focus to higher yielding, lower impact visitors. The

2014 destination marketing appeal program will be

targeting a package of passionate communities

including:

1. retreats (yoga, meditation, surfing, circus, sleep)

2. adventure

3. surfing

4. fashion

5. art

6. food

7. music

8. health and wellbeing

9. nature.

benefiting from collaboration

We enjoy broad collaboration for tourism both within

the Northern Rivers and across the Byron Shire

amongst the five established Chambers of

Commerce; Bangalow Chamber, Business Ashored

(Oceans Shores), Brunswick Heads Chamber, Byron

United and Mullumbimby Chamber. The newly

created local tourism organisation – Destination

Byron has representatives on its Board from each of

the Shire’s Chambers of Commerce.

This inclusive network approach means Byron Shire

is well positioned to gain the traction necessary to

achieve on-ground actioning of this Plan.

getting started and staying the course

Implementation of this six year strategic framework

is a shared responsibility.

To strengthen outcomes, key partners have been

identified for each element of the action Plan.

Destination Byron will facilitate this Plan’s

implementation with the assistance and support of

partners. Progress with be reviewed annually by

Destination Byron and Council.

For the lifespan of this destination management

framework our energy, focus, collaborative goodwill

and budget allocations will be directed towards

unlocking the value of our tourism economy through

the achievement of this comprehensive agenda.

6

2. destination

byron

location envy

With a footprint of just 556km2 in total geography

Byron Shire is what some might be tempted to call

compact, but this is a place where the wonder-factor

far out weighs grand scale.

Byron and its people are located in just the right

place. The destination benefits from a best-in-class

positioning within the NSW Northern Rivers region.

We’re right where you want to be, only 180kms

south of the growth and lifestyle city of Brisbane and

800kms north of the nation’s economic hub in

Sydney.

Our region, legendary for its contrasts and luxe

diversity, is a place of World Heritage-listed

rainforests, extensive coastal vistas, outstanding

bathing and surf beaches, unspoilt hinterland,

tropical agriculture, relaxed and diverse cultural

communities, and innovative enterprises.

Small but perfectly formed are our towns, villages

and localities.

The Shire’s population is trending upwards at a

modest pace and is projected to reach 31,750 by

2031 (*NSW Department of Planning & Environment 2013).

values that drive us

Our community cares, really cares a lot about its

place, and has a bundle of values that are important

to everyone who lives and visits.

Byron welcomes people from all over the world who

share in these core values and together we are

working to support rich and unique experiences that

focus on the natural environment, wellness and

cultural diversity of the Shire.

town 2011 census

Bangalow 1520

Brunswick Heads 1450

Byron Bay 4959

Mullumbimby 3164

Ocean Shores/New Brighton 4032

South Golden Beach 1876

Suffolk Park 3467

Rural 8741

TOTAL 29,209*

7

a place where the only HIGH RISES you’ll see look a lot like THIS

we’ve got personality

Our Shire has something about it; a kind of energy,

an attitude, and a sense of community that is hard to

define. But here goes…

It’s the people who live here and love this place, that

make it what it is.

It’s the musicians, the Elders, the artists, the

plumbers, the farmers, the surfers, the healers, the

councillors, the millionaires, the buskers, the writers,

the greenies, the capitalists, the misfits.

our vision has us moving forward with

purpose

Our vision for tourism is “to maintain a vibrant visitor

economy aligned with community values showcasing

Byron Shire’s strengths in environmental

sustainability, localisation and diverse spiritual and

artistic culture”.

collaborate and celebrate is the mission

We are on a mission to foster a sustainable,

cooperative approach for tourism in Byron Shire that

cares for and respects its residents, protects its

natural and low-key built environments, celebrates

its cultural diversity and social values, and shares

these unique and rich experiences with its visitors

while providing a viable industry sector that

contributes to its community and environment.

byron shire is so very different

It’s our ‘authentic’ experience that feeds, fuels and

generates the motivation for visitors to see what ‘the

Byron thing’ is all about, and keeps people coming

back.

We are a place where old school values meet new

age energy.

Our home grown tourism products remain a core

appeal point for visitors; and this is further leveraged

in actions and strategies set out in this destination

management plan.

If you had to put a circle around it you could say

Byron is positive, authentic, conversational,

confident, creative and dynamic.

dynamic

POSITIVE

honest authentic

creative CONFIDENT

8

Community core values 1. respect for residential, amenity and

community lifestyle

2. celebration and appreciation of the

cultural and social diversity of the shire

3. conservation and enhancement of the

rich natural environment, flora, fauna,

beach, marine life and coastline

4. the community, arts, heritage and natural

environment

5. the diversity contained within the whole

shire, its villages, parks and reserves,

and agriculture

6. local produce, cuisine, arts, crafts,

culture, services, their producers and

outlets

7. local history and cultures – inclusive of

aboriginal, spiritual and healing

8. harmony, sensitivity and courtesy

9. safety and security

10. acceptance of others, their beliefs and

practices provided such beliefs and

practices are not harmful to others

11. active lifestyles

12. on-going education and self

enlightenment

13. a relaxed, engaged and healthy

community

14. a consultative and collaborative approach

15. innovation

16. economic, social, cultural and

environmental balance (quadruple bottom

line)

17. support of appropriate sustainable

economic activity (including tourism)

throughout the shire

18. a wide range of rich and unique visitor

experiences that focus on the natural

environment, wellness, and cultural

diversity of the shire

19. welcoming visitors who share our community values.

3. destination drivers

we do leisure

Destination Byron Bay is domestically well-

established, confidently ahead of the curve, and on

the must-do list of many. Our place is also

recognised internationally, we’re firmly in the loop

with the surfers and backpackers. To place this into

context Byron currently receives the second largest

number of international visitors in NSW behind the

gateway destination of Sydney.

Tourism here has been on a journey. The visitor

industry has evolved from a status of individual

businesses competing with one another, towards a

more collaborative approach to the management of

tourism as a collective.

Byron Shire is clearly positioned as a place

for leisure, with the key driver of visitor satisfaction

being the local atmosphere. A large part of our

market positioning is based on this intangible ‘vibe’

and energy in the streets.

A significant contributor to visitation continues to be

the diverse cultural and events sector, which

generates both opportunities for businesses, and

challenges for the community in terms of destination

management.

The final report of the Visitor Economy Taskforce

(the Taskforce) released in 2012 confirmed that not

all regions are equally appealing, and that more

support is required in priority destinations to assist

community’s exact higher yields and returns – we

agree.

Destination Byron has a coveted reputation and

robust brand recognition.

In market research commissioned by the Taskforce,

Byron Bay out-ranked all other regions in NSW

(excluding the City of Sydney) in a consumer

recognition test. Forty-six per cent of intrastate

consumers ranked Byron first, as the destination

they have the highest recognition of.

9

“for over a century, the elegant Cape Byron Lighthouse has graced Australia’s most easterly point. Its powerful lamp still burns brightly across the bay…” (NSW NATIONAL PARKS

AND WILDLIFE SERVICE)

the appeal

The strategy is for Byron Shire to continue to

differentiate from its competitor destinations and

emerging regions based on core appeal points, icons

and our wonder-factor but with a light touch.

what appeal points

surf, beaches and waterways • some of the world’s best beaches

• adventures on water

• outstanding scuba diving

aspect • 180 degree views at Australia’s most easterly point on the mainland

• short easily accessible walks for everyone

• iconic landmark

• see whales

farmer’s markets • some of the best in the country

• locally grown, made or baked goods with attitude

regional food • food that makes you feel good and fuels your wellingness

alternative therapies and

experiences

• innovation in wellbeing experiences

• lots of health choices

rainforest and nature • easily accessible waterfall and rainforest located in Nightcap National

Park

• adventures on land

villages and scenic windy country

roads

• eclectic villages

• cafes and art galleries to be discovered, people watching, trend

spotting and scenic views

culture • cultural awareness and appreciation of Arakwal Country

arts and artisans • film, fashion, jewellery, fine art, wood, metal handcrafted products,

performing arts

• see artists at work and buy local art

• Australia’s highest concentration of creative professionals and artisans

per capita

culture, festivals and events • vibrant music, arts and crafts and festivals

• nationally known for BluesFest and Splendour in the Grass festivals

get some air • paragliding, hang-gliding, skydiving, hot air ballooning, ultralight flying

• adventures in the air

volunteer in the community to meet

the locals

• making time to meet locals

• valued by international visitors

• an active and caring community

10

our places mean everything

The township of Byron Bay is home plate for many of

the destination’s visitors; and it’s easy to understand

why.

The Cape Byron Headland Reserve, located 5

kilometres east of CBD and situated on the most

eastern point of the Australian mainland, delivers big

on the ‘Byron wow’ scale.

The Cape Byron Lighthouse is listed on the register

of National Estate, in recognition of the historical,

architectural, landscape, scientific and technical

features of the site. It is also one of the best land-

based whale-watching locations on the east coast of

Australia.

Adjoining the Cape Headland Reserve is the

Arakwal National Park, a natural area of cultural and

natural significance that is co-managed by the

National Parks and Wildlife Service and Arakwal

Aboriginal people.

But there is so much more to destination Byron –

consumers are craving lifestyle moments and these

wants and needs enable us to chime in and make an

offer all over the Shire.

Bangalow is a heritage village located 10 minutes

inland from Byron Bay. Here you can discover local

secrets in character filled day-trip experiences

including antique and homeware shops, galleries,

cafes and fine-dining.

Brunswick Heads, 15 minutes north of Byron Bay

offers simple pleasures – with uncrowded beaches,

river and park environments, alfresco cafes and

dining options and a relaxed village atmosphere for

stress free seaside family holidays and short breaks.

Magical Mullumbimby is nestled at the foot of the

picturesque Mount Chincogan. This dynamic, rural

and alternate community offers cafes, new age retail

and wellness outlets.

Ocean Shores is just 20 minutes north of Byron Bay

and is clustered around an international golf course

that stretches from the ocean through water and

habitat areas. The surrounding Byron Hinterland

offers stunning vistas, unspoilt rainforest and rolling

green hills.

There’s a lot going on here • the dedicated Arts and Industry Estate

established in Byron Bay during the

1980’s is supporting a diverse range of

businesses, many actively pursuing the

visitor economy.

• events and festivals hosted across the

Shire contribute to the national and

international reputation of the region as a

cultural and entertainment hub -

- Byron Bay East Coast Blues and

Roots Festival

- Splendour in the Grass

- Sample Food Festival

- Byron Bay Writers Festival

- Byron Bay Film Festival

- Bangalow Music Festival

- Brunswick Heads Kites & Bikes

Festival

- Mullumbimby Music Festival

- Ocean Shores Art & History Expo.

• we have a quality profile for bananas,

seafood, dairy products, beef, exotic and

indigenous delicacies, tropical fruits,

herbs, nuts, bush tucker and coffee.

• award winning coffee and our baristas

have been acclaimed nationally and

internationally.

• innovative retail and hospitality

entrepreneurial ventures are popping up

like clover in spring.

• an eclectic mix of health and well-being

experiences including alternative new age

shops, meditation, yoga, alternative

medicine and healing centres add to the

vibe.

11

product snapshot

A visitor economy product audit was commissioned

by Byron Shire Council in late 2013, its analysis

confirms a substantive tourism asset base which is

aligned to rising demand for real experiences and

more personalised product.

Source reference: Visitor Economy Product Audit 2013.

>700 accommodation

establishments

more than 500 of these

accommodation operators are

located in Byron Bay offering

more than 10,000 bed spaces

40 activity & tour

operators

7 surf and stand up paddle

schools

3 kayaking experiences

2 whale watching activities

4 dive schools

6 air activities

5 other tours (walking,

adventure)

9 activities (cooking, art, circus,

photography class)

4 hire businesses

202 health &

wellbeing

spas, health retreats and

various healing modalities

14 attractions

4 farmers markets

5 community markets

3 attractions

2 museums

30 natural

attractions

lookouts, national parks, nature

reserves and beaches

180 visitor servicing

businesses

real estate agents, laundromats,

celebrants, churches, schools,

petrol stations, banks, doctors,

car repairs, car hire, post

offices, coach and bus services,

surf life saving clubs

71 meeting venues

church halls, country and

community halls, RSL and other

clubs, CWA and Scout Halls

>40 festivals &

events

country shows, music, festivals

and other events

191 food & beverage

outlets

restaurants, cafes and functions

catering

247 retail outlets

across the Shire

50 entertainment

venues

hotels, restaurants, nightclubs

and cinemas

23 sporting venues

sports fields, clubs and gyms

12

PRODUCT STRATEGY = local-local, friendly,

authentic, you make memories here

4. creating

opportunity

Tourism is an inter-connected, progressive, global

industry. A sector which is constantly evolving to

meet market demand.

At the regional level tourism is a significant

contributor to the economy, enabler of innovation,

entrepreneurship and generator of employment. For

Byron Shire to continue to benefit from tourism we

too are evolving, but staying true to who we are.

Our destination management plan has been

developed to address our core challenges (they’re

listed here). In every way these also represent our

opportunity and growth zone for the future. The

methods for addressing these priorities are variable

and are reflected in the action plans (see page 25).

13

economic

• managing visitor numbers and the dispersal of

visitors

• encouraging overnight visitor expenditure

• establishing an ongoing sustainable funding

source for tourism management

• improving training, employment and career

pathways in tourism and hospitality sectors

• enhancing and promote the Shire’s

destination products, attractions and

activities.

political

• fostering cooperation between governments,

business and community stakeholders to

manage tourism effectively

• ensuring ongoing strategic planning and a

coordinated approach to the management of

tourism.

technology

• improving visitor information services,

signage and interpretation

• establishing ongoing research programs to

support planning processes

• improving coordination and management of

events within the Shire.

social

• providing a safe environment respecting and

protect residential and neighbourhood

amenity and community values

• protecting and enhance the indigenous,

heritage, artistic and cultural diversity of the

Shire

• establishing a consistent brand and image for

the Shire that promotes and protects its

uniqueness and is aligned to community core

values

• educating visitors to improve visitor behaviour

and their understanding of community values,

attracting visitors and visitor markets that

have shared values with the community

• educating the community to better understand

tourism within the Shire and its benefits to the

local community.

environmental

• developing effective planning and

development controls that protect the natural

environment and maintain low scale and

appropriate tourism development

• ensuring clean and tidy townships and the

protection and enhancement of the natural

and built environment

• improving infrastructure to support tourism

and community needs, transport accessibility

and traffic management within the Shire

• planning for sustainable management of

natural environments.

5. the market Byron Shire’s current source markets are set out in

this section.

There has been marginal change in the market

profile over time, with the destination receiving a

similar volume of visitors for more than a decade.

But Byron is working strategically on a package of

new and emerging market segments that are aligned

with the communities core values (see also page 19).

visitor economy snapshot – byron shire

Source reference: Local Government Area Profiles, Destination

NSW four year average annual to September 2013, all other

figures from NVS and IVS data retrieved for the Byron Local

Government Area year ending December 2013 except estimated

number of jobs.

visitor numbers

Byron Shire visitor numbers (year ending December 2013)

1,365,000

Domestic Visitors – Overnight 526,000

Domestic Visitors – Day 680,000

International Visitors – Overnight 159,100

International Visitors – Day 160,000

visitor spend

Estimated visitor spend (four year average 2011) $415 million

Domestic overnight visitor spend - per visitor $560

Domestic day visitors spend - per day $113

International visitor spend – per visitor $434

visitor nights

Visitor nights per year (year ending December 2012) 3,076,000

Average visitor stay per trip – International 7.6 nights

Average visitor stay per trip – Domestic 3.5 nights

economy

Estimated number of jobs directly related to visitor spend ($411m)

(2009 figure)

3,124

14

we love to show

THE WORLD who we are

domestic visitors

primary markets

• couples (no children) aged 25 - 44 from south

east Queensland.

• families aged 25 -44 travelling with children

from south east Queensland.

secondary markets

• couples (no children) aged 25 - 44 from

Sydney and Melbourne.

• families aged 25 -44 travelling with children

from Sydney and Melbourne.

appeal points

• nightlife

• beaches

• café set and shopping in town (great place to

holiday with friends)

• national parks

• great place for family holiday

• variety of things to see and do

• luxury accommodation and luxury activities

• fine dining (great place to spend time with your

partner).

international visitors

primary markets

• singles (61%), friends (and relatives) travelling

together (19%) and adult couples (16%) from

the United Kingdom, New Zealand and

Germany.

appeal points

• word of mouth

• great place to surf

• convenient stopover

• enjoyable entertainment

• nightlife

• to discover or learn something new

• have an adventure.

Source reference ‘Travel to Byron Local Government Area – four

year average annual to September 2011’; Visitor Profile and

Satisfaction Survey 2011.

UK 31%

NZ 12%

Germany 12%

Scandinavia 7%

USA 7%

Canada 6%

15-24 years 45%

25-34 years 35%

35-44 years 7%

45-54 years 5%

55> years 8%

15

Queensland 42%

Sydney 22%

Regional NSW 21%

Victoria 11%

Other interstate

4%

day trippers

Our day trip visitors are in every way tomorrow’s

overnight stayers. Of the estimated 3 million day

visitors to the northern rivers Byron receives

between 25 – 30 per cent.

Our day visitor source markets are solidly fuelled by

people living in the region and from south east

Queensland. It is anticipated that this sector will

further increase in size with the completion of

significant road infrastructure upgrades, making

Byron Shire more accessible.

Converting the ‘considering day tripper’ from thinking

about a holiday in Byron Shire into confirmed visitor

is the challenge for the destination moving forward.

Forty-five per cent of the day trip market is clustered

in the 25 – 44 age grouping, 22% (15-24 years) and

15% (>55 years) this result being highly correlated to

that of the domestic overnight visitor profile (Destination Byron Marketing Plan 2014).

what people do here

According to primary research commissioned in

2011 (the Visitor Profile and Satisfaction Survey) the

top activities that visitors undertook when in the

destination are:

• general sightseeing (79%)

• going to the beach (76%)

• eating out (76%)

• going shopping (65%)

• going to the markets (54%).

Northern Rivers 40%

Gold Coast 33%

Brisbane 23%

Other 4%

The research says…. • there is a high level of repeat visitation

with 7 in 10 domestic visitors (71%) to

Byron Shire being repeat business.

• 72% of domestic visitors were

independent self-drive, with 15%

travelling by air transport and 11% by bus

or coach.

• more than a third (36%) of international

visitors travelled to the region by bus or

coach.

• a third of all visitors planned more than

three months in advance, with 20%

planning one to three months in advance.

• the internet was the most popular

information source with 65% using the

internet to obtain information for their trip.

About 36% used the internet only for

information and 29% used it in

combination with other sources like travel

guidebooks and visitor information

centres.

• the internet was also the most popular

source for booking with 51% of visitors

booking online.

• 23% stayed in a rented house or

apartment, 21% caravan or camping ground, 18% backpackers.

16

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

Year Ending December

total visitor numbers

byron shire

2000-2013

(Source reference: Byron Shire Council 2014).

visitor dispersal is important

Encouraging visitor dispersal of Byron Shire’s

1.4 million annual visitors across the region is a

key consideration.

Currently the medium number of stops in the

Shire is two:

• 90% of visitors go to Byron Bay

• 32% visit Bangalow

• 31% go to see Brunswick Heads

• 28% call into Mullumbimby.

Factors influencing dispersal and destination

choice include:

• recommendations by friends, relatives,

colleagues

• actually visiting friends and relatives

• wanting to see a particular site or attraction

• always wanted to go (Source reference: Tourism Research Australian 2014).

domestic overnight

international overnight

domestic day visitors

total visitors

(not including

international day

visitors)

we promote these experiences:

nature

BEACHE

S food

arts &

culture

17

competitor regions

Does Byron have a direct competitor? We will leave

the market to decide that question whilst we get on

with the job of growing our industry. Byron Shire

currently benchmarks itself against the following

Australian destinations:

• Daylesford Macedon Ranges

• Kingscliff/Cabarita

• Noosa

• Port Douglas

• Maleny

• Margaret River.

These locales have similar attributes to Byron Shire,

which could be village atmosphere, food culture,

health and wellbeing focus, surf culture or alternative

‘vibe’.

While these destinations have elements of the Byron

Shire experience, no single destination has the depth

of visitor experiences, and the distinctive local

atmosphere. This combination of factors gives

Byron its competitive advantage and positions it as

one of Australia’s leading domestic and international

visitor destinations.

but byron is changing with new and

emerging markets

In its 2014 destination marketing appeal program,

Byron Shire is rethinking and rebooting the concept

of the ‘great escape’, targeting a suite of passionate

communities with a focus on shifting the destination

visitor base to a higher yield and lower impact profile

over time. Emerging growth target markets include:

1. retreats

(yoga, meditation, surfing, circus, sleep)

2. adventure

3. surfing

4. fashion

5. art

6. food

7. music

8. health and wellbeing

9. nature.

Infrastructure supporting our brand promise • Cape Byron State Conservation Area and

Byron Bay Lighthouse

• Cape Byron Marine Park

• National Parks both within the Shire and

surrounding the Shire

• Byron Bay Town Centre and Foreshore

• Brunswick Heads Foreshore and Town

Centre

• Bangalow Historic Village

• Mullumbimby township

• hinterland villages, scenic country roads

• festival and event, cultural and sporting

infrastructure

• farmland and rural tourist facilities

• parks and gardens, beaches and Crown

Land

• Tyagarah Airfield

• tourism infrastructure such as

accommodation, attractions, dining

experiences, activities and tours

• visitor information infrastructure

• access and transport – rail, bus, car,

cycleways

• accessibility to key airports – Gold Coast

and Ballina/Byron.

18

brand activation

We believe in the importance of a strong, clear

signature in achieving brand activation. Our

destination’s brand is simply - ‘Byron’.

In 2012, Byron Shire Council endorsed a new

destination brand for all future marketing activity.

In 2013, the ‘Byron’ brand was further

strengthened with endorsement from the Visitor

Industry Association as the parent brand for all

marketing and communication in Byron Shire.

The brand architecture follows the principals of

alliance, we are advocates of strategic

advantages generated from informed

co-branding in Byron Shire is as follows:

don’t spoil us

This says we have a beautiful place and want to

keep it that way. It says that as a community we

are aware of the fragility of Byron Shire and are

responsible for its care and protection.

we’ll spoil you

Because of the community’s love and respect for

Byron Shire we can spoil you with all that we

have.

Together these two lines make a powerful

statement to the world about what we stand for

and who we are.

domestic market positioning

international market positioning

Legendary Pacific Coast

Byron Bay and Beyond

Brunswick

Heads Simple

Pleasures

Byron don’t spoil us we’ll spoil you

Legendary Pacific Coast

Bangalow Discover the

Secret

Mullumbimby Magical Mullum

Ocean Shores Where the locals live

19

Byron Bay

how we communicate

Digital and mobile marketing technologies are on the

move and so too is Byron’s communications

strategy. Whilst there are commonalities within

different types of digital customers, the path to

purchase is variable.

We are working towards developing a clearer

understanding of our target market digital use

patterns and our brand’s social life; currently Byron’s

marketing leverages five key digital spaces with

success.

channel type coverage of

destinations assets

profile of this

channel

advantages

byronbay.com 80% 1,040,943

• number one ranked site for

byron bay on google

visitbyronbay.com 80% TBA

• number two ranked site for

byron bay on google

• the content can be easily

changed as the asset is owned

by the byron visitor centre

Byron Bay Facebook

Page 30%

38,606 likes

3,560 talking about

the page

• fast content and number 1

byron bay facebook site

Common Ground Byron

Facebook Page 30% 7,796 likes

• authentic byron content. the

local’s perspective

Australian Tourism

Exchange 40%

High profile for

international supply

side markets.

• 86 x 15 minute prescheduled

appointments with wholesalers

to negotiate deals and

destination awareness

20

6. game

changers

byron bay town centre and foreshore

strategy

This world-class place-making and master planning

program will honour the character and spirit of Byron

Shire.

Scheduled to commence in 2014 the residents of

Byron Shire have an integral role and involvement in

the planning process, ensuring the character of the

town is captured and celebrated in an authentic way.

Byron Bay will retain its charm and provide quality

infrastructure, programming and providence to

ensure that the Shire is a great place to live, work

and visit.

The footprint of the program embraces key active

and passive recreational spaces, social places and

high visitation zones including:

• Butler Street Reserve

• Railway Park

• Jonson Street

• Main Beach Precinct

• Main Beach to Clarks Precinct

• Youth Activity Centre (vacant land).

What the program will deliver:

1. public domain strategy

2. create flowing access and movement, which

includes pedestrian and bicycle movement as

the preferred mode of transportation

3. generate economic opportunities and

commercial partnerships

4. take a fresh look at the urban form and

aesthetics.

strategic marketing plan

We’re refocusing, changing things up and taking a

planned approach to the destination’s future. The

team is introducing multiple marketing and social

media touch points, supported by media kits,

strategic partnerships and an accessible image

library. The way Byron thinks and goes about

marketing has changed, is more streamlined and

offers higher yielding return on investment by being

target market focused.

Inspiring future additions to the community infrastructure network • Tweed Street Master plan in Brunswick

Heads

• improvements to public amenities

• Mullumbimby Civic Park precinct (making

more of the river) and Sculpture Walk

• more public art

• Ocean Shores Riverbank precinct

• Bangalow Interpretive Centre at Heritage

House or Railway Station

• Bangalow Heritage Park precinct with weir

and botanical gardens

• car parking improvements

• open air amphitheatre/ open air chapel.

21

7. destination

directions

There are strong external market pressures and

challenges for tourism in NSW, and these are being

felt at the regional level. The most dominant of these

factors include:

• increasing competition

• global travel conditions and visitor

expectations are changing

• the domestic economy is shifting

• technology is increasingly influencing

consumer behaviour (Visitor Economy Taskforce

2012).

Byron Shire is impacted by these challenges, and as

such the compass of our tourism sector is pointing at

a new bearing.

A package of seven destination directions each

supported by a guidepost objective have been

identified through a process of stakeholder

consultation.

destination directions

1. leadership, management and coordination

2. marketing, communication and education

3. visitor services

4. research


6. events

7. destination management.

Our destination objectives are set out here and over

page.

destination objectives

22

1. leadership, management & coordination

Work with the local tourism organisation

(Destination Byron) in providing an effective and

collaborative leadership and to coordinate and guide

the visitor industry in Byron Shire.

2. marketing, communication & education

Work with the local tourism organisation

(Destination Byron) in providing ongoing local

education and communication to ensure visitors,

local businesses, local government and the

community understand tourism and community

values.

To assist the local tourism organisation (Destination

Byron) in coordinating strategic marketing initiatives

for the visitor industry in Byron Shire that:

- retain Byron Bay’s profile as an iconic

international and domestic destination,

- maintain a consistent destination brand and

image for Byron Shire that protects its

uniqueness, diversity and commitment to

ecologically sustainable communities and at

the same time, recognise the distinct

destinations and experiences within Byron

Shire

- disperse the visitors and benefits around the

Shire and beyond

- doubles overnight visitor expenditure in Byron

Shire by 2020

- facilitate appropriate product development to

attract high yield, low impact visitor markets.

3. visitor services

Maximise the effectiveness of visitor information

services for visitors to double the overnight visitor

expenditure by 2020.

23

4. research

Undertake research to improve understanding of the

value of tourism, visitor needs and satisfaction.


Investigate opportunities to enhance, develop and

promote appropriate tourism products that will

improve the visitor experience and length of stay to

double the overnight visitor expenditure by 2020.

Develop Byron Shire as a world leading, best

practice environmentally responsible destination.

Develop product that encourages visitor dispersal.

6. events

Improve the coordination, management and

promotion of festivals and events across the Shire

with an emphasis on minimising impacts on the

community.

7. destination management

Plan for improved infrastructure and the

development of visitor facilities.

Plan for crisis and risk associated with tourism to

ensure the safety and security of residents and

visitors.

“when the surf is up, Byron is cruising. When there's been

no swell for a couple of weeks, you can feel the frustration in the air, as the devotees struggle to

find the same peace as they find in the

ocean. Then the swell picks up again, and so does the

buzz in Byron” (BYRON BAY SURF)

Experience and infrastructure gap analysis found these opportunities • improved collaboration and marketing of

the health and wellbeing sector

• improved collaboration across the

accommodation sector

• demand for quality visitor infrastructure

• improved access to local handmade,

sustainable food and art

• marketing of green and eco-friendly

experiences and products that support the

Byron brand

• improved accessibility to the Shire’s heritage and history.

destination

directions

8. action plan

For the lifespan of this destination management

framework our energy, focus, collaborative goodwill

and budget allocations will be directed towards

unlocking the value of our tourism economy through

the achievement of this comprehensive action plan.

leadership, management & coordination priority roles and responsibilities

Maintain an effective collaborative approach providing

leadership and guiding the visitor economy in the

Byron Shire whilst aligning with the Community Core

Values.

Short

Destination Byron

Byron Shire Council

Byron Visitor Centre

Brunswick Heads Visitor Centre

Foster ongoing collaboration and strategic alliances

amongst government, industry and community

stakeholders with an interest in tourism across local,

regional and state levels.

Short

Establish effective governance and funding model to

ensure the sustainability of visitor economy

leadership, management and coordination into the

future.

Short

Destination Byron

Byron Shire Council Continue to consult the community as part of the

ongoing Destination Management Process and to

ensure visitor economy developments are not causing

adverse social / infrastructure impacts on communities.

Ongoing

24

destination

directions

marketing, communication & education priority roles and responsibilities

Establish and maintain the ‘Byron’ brand, uniting the

Shire with a consistent message and link all marketing

activities to the agreed brand.

Short

Destination Byron, Byron Shire

Council, Byron Visitor Centre,

Brunswick Heads Visitor Centre, North

Coast Destination Network,

Destination NSW

Tourism Australia, Australia’s Green

Cauldron, Surrounding local

government area’s

Work with partners in establishing and marketing

Byron Shire as a key domestic and international

destination.

Medium

Destination Byron, North Coast

Destination Network, Tourism Australia

Work with key partners in marketing programs such as

The Legendary Pacific Coast, Australia’s Green

Cauldron National Landscapes Program and regional

partners such as the Northern Rivers Tourism

Management Group on Northern Rivers cooperative

campaigns.

Short Destination Byron

Byron Shire Council

Assist the Shire’s smaller destinations to further

develop their individual brands and marketing strategies

in cooperation with local business and other

organisations.

Medium Destination Byron, Byron Shire Council

Byron Visitor Centre, Brunswick Heads

Visitor Centre, Chambers of

Commerce – Bangalow, Brunswick

Heads, Byron Bay, Mullumbimby,

Ocean Shores, Businesses

Establish an ongoing education program about tourism

for local communities.

Ongoing Destination Byron, Byron Shire Council



Deliver a tourism education and communications

program to assist educate visitors about the

environment, community values, appropriate visitor

behaviour and safety and security.

Short Destination Byron, Byron Shire Council

Byron Visitor Centre, Brunswick Heads

Visitor Centre, Accommodation

providers, Booking agents, Websites

promoting the Byron Shire, Tour and

activities operators, Food and

restaurant businesses, Retail outlets

In collaboration with education, training providers and

government agencies, including regional collaboration,

promote the area’s strengths and achievements as a

world-class provider of education services and

lifelong learning.

Medium Destination Byron

Byron Shire Council

Work with natural resource agencies to provide

information about sensitive wildlife sites and

appropriate activities in natural areas.

Medium Destination Byron, Byron Shire Council



25

destination

directions

product development priority roles and responsibilities

Develop an education program for businesses based

on training and development needs.

Ongoing

Destination Byron

Byron Shire Council

Byron Visitor Centre, Brunswick

Heads Visitor Centre, Chambers of

Commerce – Bangalow, Brunswick

Heads, Byron Bay, Mullumbimby,

Ocean Shores, Businesses

Support business improvement and professional

development:

1. Conduct annual business and tourism awards

2. Encourage entries in other regional, state and

national award programs

3. Encourage businesses to become members of

relevant industry associations

4. Encourage businesses to participate in the existing

TQUAL accreditation program relevant to their

business

5. Encourage business to business mentoring

6. Support up-skilling to deliver hero experiences.

Annual

Continue to support and foster the key experiences of

high quality local artisan, community, and farmers

markets in the Shire.

Ongoing

Continue to foster local boutique shopping

experiences and improve accessibility of locally made

products and services for visitors.

Medium

Provide educational programs for tour guides and

other ambassadors meeting visitors to improve their

awareness of features and issues to contribute to the

respect and protection of the natural environment.

Medium Destination Byron, Byron Shire


Brunswick Heads Visitor Centre, Tour

and activities operators

Review and update the Visitor Economy Product

Audit annually, including a comprehensive

accommodation audit. Use research to identify new

product development and business opportunities for

investors.

Annually Destination Byron, Byron Shire


Brunswick Heads Visitor Centre,

Chambers of Commerce – Bangalow,

Brunswick Heads, Byron Bay,

Mullumbimby, Ocean Shores

Continually facilitate the development and promotion of

additional tourism product and visitor experiences to

complement the brand and image of the Shire that will

extend the length of stay and improve yield and provide

visitor dispersal.






Mullumbimby, Ocean Shores,

Businesses/ investors

26

destination

directions


Investigate programs to assist, support and add

value to product development.







Community sector organisations,

Bundjalung of Byron Bay Corporation

(Arakwal)

Work with Council to develop and implement the Byron

Bay Town Centre and Foreshore Strategy.

Medium Byron Shire Council, Destination

Byron, Chambers of Commerce –

Bangalow, Brunswick Heads, Byron

Bay, Mullumbimby, Ocean Shores

National Parks & Wildlife, Crown

Lands, Railway authorities

Improve the Byron Bay night-time economy and sense

of place to reduce the incidence of alcohol related

crime and anti-social behaviour.

Short Destination Byron, Byron Shire

Council, Byron United, Businesses in

Byron Bay

Secure opportunities from the Commonwealth Games

being held on the Gold Coast in 2018 for sports

Tourism, and pre-post touring options.

Medium Byron Shire Council

Destination Byron

Develop and implement a ‘Investment Opportunity

Plan’ including tourism, creative industries,

agri-tourism, food and heritage opportunities to

attract private and public sector investment.


Council, Byron Visitor Centre





Arts Northern Rivers, Northern Rivers

Screenworks, Northern Rivers

Writers’ Centre, Northern Rivers

Food, Regional Development

Australia – Northern Rivers

Work with partners to investigate the opportunities of

the Casino to Murwillumbah Rail Trail corridor.

Long Destination Byron, Byron Shire






Businesses/ investors

27

destination

directions


Work with other government agencies to develop and

enhance existing nature-based and cultural tourism

experiences.







National Parks/ Marine Parks

Community Organisations

Work with Arts Northern Rivers to develop cultural

tourism opportunities.

On-going

Destination Byron

Byron Shire Council

Arts Northern Rivers

Work with Australia’s Green Cauldron to raise

awareness of, and assist the development of, a

creative arts and wellbeing hub and participative

creative tourism products.

On-going

Investigate accreditation with an existing sustainable

environmental program.







Work with appropriate partners to implement a

Volunteer Tourism initiative which will provide visitors

with authentic local experiences and provide an avenue

for visitors to ‘give-back’ to their host community.

Consider a Volunteer Conservation Program.




Improve access to employment (establish career

paths) in the tourism and creative industries through

local education providers and local businesses. Support

apprenticeships, trainees, mentoring, professional

development.


Destination Byron, Byron Visitor

Centre, Brunswick Heads Visitor

Centre, Chambers of Commerce, Arts

Northern Rivers

28

destination

directions

visitor services priority roles and responsibilities

Implement relevant aspects of the Byron Shire Visitor

Services Strategy and the Northern Rivers Regional

Visitor Services Strategy (completed 2012).

Ongoing Destination Byron, Byron Shire



Businesses

Chambers of Commerce – Bangalow

and Mullumbimby

Provide regular communication to the tourism

industry, and with the local community promote the

work of the visitor centres and to encourage

volunteerism and support of the visitor peak times.

Short Destination Byron, Byron Visitor

Centre, Brunswick Heads Visitor

Centre, Local media outlets

Develop a famil program to educate local businesses,

visitor ambassadors and the community.




Ensure visitor centre staff use the communications

developed around the ‘Byron’ brand to ensure

consistent and appropriate visitor information is

provided across the Shire.


Byron Shire Council



Investigate establishment of an interpretive centre/

visitor centre partnership as funding becomes

available.

Long Byron Shire Council

Destination Byron

National Parks

Bundjalung Corporation of Byron Bay

(Arakwal)

Brunswick Heads Boatharbour

managers

Use resources such as the Sustainable Tourism CRC

Interpretation toolkit to assist with the development of

an interpretation program for key visitor attractions

across the Shire.

Long Destination Byron

Byron Shire Council



29

destination

directions

research priority roles and responsibilities

Develop a comprehensive research program for

tourism in the Shire to monitor visitation and

community and visitor attitudes.

Medium Destination Byron

Byron Shire Council



Undertake research partnerships where possible and

work to addressing research gaps identified during the

DMP process.

Ongoing Destination Byron

Byron Shire Council






Encourage all levels of government to improve

research available to the visitor industry to inform

decision making.


Destination Byron

events priority roles and responsibilities

Improve the coordination, management and

promotion of suitable festivals and events across the

region.


Destination Byron

Event organisers

Work with Arts Northern Rivers to develop cultural

tourism opportunities.



Destination Byron

Event Organisers

Support cultural festivals and events which contribute

to and reflect a sense of place and support community

values.

On-going Destination Byron

Byron Shire Council

Community arts organisations

Event organisers

Establish a clear Events Policy and Guidelines to

assist event organisers with Council’s processes for

approval.

Short Byron Shire Council

Ensure filming policies and practices are reviewed

regularly to support local film production.

Ongoing Byron Shire Council

Northern Rivers Screenworks

30

destination

directions

destination management priority roles and responsibilities

Ensure the local tourism organisation – Destination

Byron are representative of visitor economy

interests with appropriate delegates on the board; and

are financially sustainable.


Byron Shire Council

Visitor Industry

Review this Destination Management Plan annually. Annual Destination Byron

Byron Shire Council

Key partners

Develop clearly articulated development guidelines

for tourism investors.


Work with the Holiday Let Organisation and other

interested groups to resolve community concerns in

Byron Shire; and work with the holiday-let sector to

improve management practices and communicate

key messages to their visitors.


Destination Byron

Develop a crisis and risk management strategy for

tourism.


Destination Byron






Plan for low-cost tourist accommodation options to

be maintained or expanded (holiday parks and camping

areas).


Ensure future planning for rural tourism

development (including villages) is supported by plans

and the necessary infrastructure upgrades, and

includes rural communities in consultation undertaken.


Develop a Byron Bay Town Centre and Foreshore

Strategy; Develop town and village landscape and

public domain plans for other towns and villages in

the Shire. Work collaboratively with key stakeholders

on projects to improve towns and villages.


Destination Byron

Chambers of Commerce

Local businesses


RDA Northern Rivers

31

destination

directions

destination management priority roles and responsibilities

Work with the relevant state agencies to improve

traffic, parking management and transport options

within the Shire considering the Byron Shire Integrated

Transport Plan, including: improve transport options

both within towns and between towns and villages in

the Shire; Work with state government to improve

coach and taxi infrastructure; Continue to improve

cycling and walking infrastructure for visitors and

residents.

Medium-

Long

Byron Shire Council

Destination Byron






Support information technology infrastructure

upgrades including; introduction of the National

Broadband Network across the Shire; the Northern

Rivers Digital Economy Strategy; Work with towns and

villages on their desire for town-wide/ Visitor Centre

Wi-Fi (from Hinterland group, Mullumbimby).


NSW Government

NBN

Local businesses

Destination Byron

Improve destination signage by developing a ‘whole of

destination’ integrated signage strategy that

supports visitors and promotes the diversity of

experiences within the destination.

Long Byron Shire Council

Destination Byron

Chambers of Commerce

Ensure heritage items, conservation areas and serial

listings outlined in the Byron Shire Community Based

Heritage Study (2007) are considered in any

development.


32

destination

directions

9.

implementation

Implementation of our destination management plan is

a shared responsibility.

There is extensive collaboration for tourism and

product development initiatives both within the

Northern Rivers region and across Byron Shire.

Key partners have been identified for each element of

the action plan.

Destination Byron will facilitate the Plan’s

implementation with the assistance and support of

partners.

A multi-pronged approach to revenue generation is the

key to financial viability over the coming years.

Existing income streams will be built upon, and new

income streams identified and incorporated into a

business plan.

It is estimated approximately $200,000 per annum will

be required to implement this framework. The target

turnover of Destination Byron from corporate

sponsorship, membership and cooperative programs is

$2,000,000 per annum.

So many local and regional groups are integral to the

development, success and implementation of this Plan.

We thank and acknowledge their on-going leadership,

insight, market knowledge and invaluable industry

experience.

organisation

North Coast Destination Network

Byron Shire Council

Destination Byron


Byron United

Brunswick Heads Chamber of Commerce


Bangalow Chamber of Commerce

Mullumbimby Chamber of Commerce

North Byron Shire Business Chamber

National Parks & Wildlife

Bundjalung of Byron Bay Aboriginal Corporation

(Arakwal)

Tourism Advisory Committee

33

about as crowded as we like it

destination

directions

10. reference

documents

A comprehensive knowledge bank has been

leveraged in the preparation of this Plan, sources of

policy, research and strategic frameworks (local,

regional, state and national) and are listed here.

source organisation strategies, plans, research

Byron Shire Council Land and Environment Plan, Transport Plan, Tourism Management Plan and

supporting documents, Community Economic Development Action Plan, Visitor

Profile and Satisfaction Survey 2011, Safer Community Compact, Bike Plan,

Community Based Heritage Study, Byron Shire Disability Access & Inclusion

Plan, Cultural Plan, Youth Strategy and Action Plan, Memorandum of

Understanding between Byron Shire Council and Bundjalung Corporation of

Byron Bay (Arakwal), Creative Industries Strategy, Byron Shire Community

Profile (based on census data)

Destination Byron Strategic Plan, Membership Prospectus and Corporate Sponsorship Proposal

Brunswick Heads Chamber

of Commerce

Brunswick Heads. Simple Pleasures marketing strategy

Brunswick Heads Economic Transition Plan

Byron Hinterland Collective

Inc Strategy / concept paper representing the Hinterland visitor operator sector.

Tourism Managers Group

(Northern Rivers)

Regional Visitor Services Strategy (2012)

Consultation with Northern Rivers local government area’s

Tourism Research

Australia

National and International Visitor Survey data

National Seachange

Taskforce

Survey of Non-Resident Ratepayers 2012

Australian Regional

Tourism Network

A Guide to Best Practice Destination Management

RDA Northern Rivers Northern Rivers Regional Plan

Northern Rivers Catchment

Management Authority

Northern Rivers Catchment Management Plan 2013 – 2023

North Coast Destination

Network

Marketing Plan

The Legendary Pacific Coast Strategic Development Plan 2013

34

destination

directions

source organisation strategies, plans, research

Destination NSW Local Government Area Visitor Profile – Byron Shire

Marketing Plan

Visitor Economy Taskforce Final Report (June 2012)

NSW Government Towards 2020, Tourism Industry Action Plan (December 2012), Train Study

completed in 2012, Long Term Transport Plan, Rail Trail Feasibility Study 2013,

Final Report of the Visitor Economy Taskforce 2012

Tourism Australia National Landscapes Program – Australia’s Green Cauldron

35

destination

directions

byron shire council · council in 2012. the plan we have today has been developed by the...

Documents