The Whitsundays Tourism Opportunity Plan - Tourism Queensland

The Whitsundays 

Tourism Opportunity Plan 

2012–2016

DISCLAIMER – Whitsundays Marketing and Development and Tourism 

Queensland make no claim as to the accuracy of the information contained 

in the Whitsundays Tourism Opportunity Plan. The document is not a 

prospectus and the information provided is general in nature. The document 

should not be relied upon as the basis for financial and investment related 

decision. 

DISCLAIMER – STATE GOVERNMENT 

The Queensland Government makes no claim as to the accuracy of the 

information contained in the Whitsundays Tourism Opportunity Plan. The 

document is not a prospectus and the information provided is general in 

nature. The document should not be relied upon as the basis for financial 

and investment related decisions. This document does not suggest or imply 

that the Queensland State Government or any other government, agency, 

organisation or person should be responsible for funding any projects or 

initiatives identified in this document.

Executive Summary 

Long Island 

Purpose 

The purpose of the Whitsunday Tourism Opportunity Plan (TOP) is 

to provide direction for the sustainable development of tourism in 

the Whitsunday region. 

This document is an update of the Mackay Whitsundays Regional 

Tourism Investment and Infrastructure Plan (RTIIP) 2006-2016. 

This particular document however, relates only to the Whitsundays 

region (a separate document has been developed for the Mackay 

region). 

The original Mackay Whitsunday RTIIP was the very first created in 

Queensland. This new document focuses on the priority catalyst 

projects for the Whitsunday region as determined in consultation 

with the Queensland State Government, Whitsunday Regional 

Council, Whitsundays Marketing and Development, Regional 

Development Australia Mackay Whitsunday Issac (RDA) and 

industry. This reflects the change in priorities over the last five years 

and also notes that some of the existing catalyst projects identified 

in the previous RTIIP have already been completed. 

The TOP aims to: 

Identify new and upgraded tourism product that meets future 

visitor expectations and demands; 

Identify the need for new investment and infrastructure that 

supports the ongoing development of tourism; 

Provide relevant research-based information on tourism supply 

and demand; and 

Provide an agreed focus and mechanism for engagement with 

the tourism industry, infrastructure and private investors. 

The TOP does not purport to canvas all possible projects for 

the region. Further it is not a list of projects to be delivered by 

government. Recommendations made in this TOP following 

initial stakeholder consultation have been developed through an 

assessment of projects based on an agreed set of criteria: 

The project meets the needs of target markets; 

The project capitalises on a particular destination attribute that 

creates appeal; 

The project has the potential to stimulate growth in the 

Whitsunday Region over the next 5-10 years; 

The development of new products compliments and does not 

unnecessarily compete with existing products; 

There is a strong level of interest and support from local 

stakeholders; 

The project is aligned with the vision for the region and 

community aspirations; 

The likely net benefits span across the social, environmental 

and/or economic outcomes; 

Aligns with Local/State/Federal Government priorities and is 

likely to gain political support. 


The audience of the TOP includes Local, State and Federal 

Government agencies, regional economic development agencies, 

Regional and Local Tourism Organisations, investors and 

developers and tourism industry operators. 

i

Luncheon Bay 


Catalyst Projects 

Seven catalyst projects are identified for the Whitsunday region. 

These are tourism investment or infrastructure projects of regional 

significance and which are expected to act as a catalyst to generate 

a range of other investment, marketing and product development 

opportunities. 

Airlie Beach Water Park — utilising the existing lagoon 

infrastructure; 

Airlie Beach Flow Rider Attraction — developed as part of the 

water park linked to the exising Airlie Beach Lagoon; 

Airlie Beach Tourist Precinct — project to link the key tourism 

elements of Airlie Village including the main street, foreshore, 

lagoon, Port of Airlie, lookout and visitor centre, botanic 

gardens and bicentennial walkway, and a marine discovery 

centre; 

Airlie Beach Community, Event and Conference Venue — to 

serve as a multipurpose community and tourist facility that 

could also be integrated with a major car park close to the main 

street of Airlie Village; 

Bowen Produce Centre — to serve as a focal point for the sale 

and presentation of locally grown fruit and vegetables, seafood 

and gourmet produce; 

Whitsundays Dive Wreck Trail — to start from the Bowen Jetty, 

with other sites including Stone Island, Hideaway Bay, and 

various sites off Airlie Beach and surrounding Whitsunday 

island; 

Airlie Beach Development — consolidation and updating of 

Airlie Beach plans for development; and 

Whitsunday Coast Airport Runway Extension – a proposed 

270m extension to 2300m to increase the airport’s capability. 

Key Infrastructure Projects 

Four key infrastructure projects which require immediate attention 1 

and which are canvassed in this TOP are: 

1. Increasing the supply of potable water to the regions (the 

Burdekin Dam Pipeline Project and/or support for water 

recycling); 

2. Improving electricity supply and service delivery to the regions; 

3. Improving the supply of telecommunications services to the 

regions; and 

4. Introducing effective waste management systems, especially 

for boat sullage. 

5. Monitor and improve road access to the region. 

1 Projects 1-4 were noted by infrastructure agencies, councils, operators and developers-investors in the development of the original Mackay Whitsundays RTIIP 

2006-2012. Project 5 was identified in the RTIIP review in 2012. 

ii

Contents 

Hamilton Island Golf Course, Dent Island 

Executive Summary ..............................................I 

Purpose ..........................................................i 

Catalyst Projects .................................................ii 

Key Infrastructure Projects ......................................ii 

Acronyms .......................................................2 

1 Context .....................................................3 

1.1 What is a Tourism Opportunity Plan? .......................3 

1.2 The Region .................................................3 

1.3 Tourism in the Region ......................................5 

2 Methodology ................................................7 

2.1 TOP Development Methodology ...........................7 

2.2 Project Assessment Criteria ...............................7 

3 A Vision for The Whitsundays Region ......................8 

3.1 Vision and Themes .........................................8 

3.2 Target Markets ..............................................8 

3.3 Whitsunday Regional Council Community Plan ............9 

4 Gap Analysis ...............................................10 

4.1 Destination Opportunities and Challenges ...............10 

4.2 Potential Growth Segments ............................... 11 

6 Key Infrastructure Projects ................................16 

6.1 Increasing the Supply of Potable Water to the Region ...16 

6.2 Improving electricity supply ..............................16 

6.3 Improving the Supply of Telecommunications Services ..17 

6.4 Introducing Effective Waste Management Systems ......17 

6.5 Monitor and Improve Road Access to the Region ........17 

7 Investment Projects ........................................18 

7.1 Accommodation ...........................................18 

7.2 Attractions and Activities ..................................19 

7.3 Transport ..................................................20 

7.4 Superstructure .............................................21 

7.5 Marketing .................................................22 

7.6 Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 

7.7 Strategic Planning ........................................22 

7.8 Human Resources ........................................23 

7.9 Infrastructure Opportunities and Issues .................24 

8 Implementation ........................................... 25 

5 Catalyst Projects ...........................................12 

5.1 Airlie Beach Water Park ....................................12 

5.2 Airlie Beach Flow Rider Attraction ........................12 

5.3 Airlie Beach Tourist Precinct ..............................13 

5.4 Airlie Beach Community, Event and Conference Venue ..13 

5.5 Bowen Produce Centre ....................................14 

5.6 Whitsundays Dive Wreck Trail .............................14 

5.7 Airlie Beach Development ................................15 

5.8 Whitsunday Coast Airport Runway Extension ............15 

1

Acronyms 

Catseye Bay, Hamilton Island 

DMP 

DSDIP 

DTS 

EW 

Destination Management Plan 

Department of State Development, Infrasturcture and Planning 

Destination Tourism Strategy 

Enterprise Whitsundays 

Acronyms 

GBR 

GRP 

IVS 

Great Barrier Reef 

Gross Regional Product 

International Visitor Survey 

LGA 

LTO 

NVS 

QPWS 

QTIC 

QTS 

RDA 

RTIIP 

RTO 

TOP 

TQ 

VIC 

WM&D 

WRC 

Local Government Area 

Local Tourism Organisation 

National Visitor Survey 

Queensland Parks and Wildlife Service 

Queensland Tourism Industry Council 

Queensland Tourism Strategy 

Regional Development Australia Mackay Whitsunday Isaac 

Regional Tourism Investment and Infrastructure Plan 

Regional Tourism Organisation 

Tourism Opportunity Plan 

Tourism Queensland 

Visitor Information Centre 

Whitsundays Marketing and Development 

Whitsunday Regional Council 

2

1 Context 

Tongue Bay, Whitsunday Island 

1.1 What is a Tourism Opportunity Plan? 

The purpose of this Tourism Opportunity Plan (TOP) is to provide 

direction for the sustainable development of tourism in The 

Whitsundays region over the next five to ten years. 

The TOP aims to: 

Identify new and upgraded tourism product that meets future 

visitor expectations and demands; 

Identify the need for new investment in infrastructure that 

supports the ongoing development of tourism; 

Provide relevant research based information on tourism supply 

and demand; and 

Provide an agreed focus and mechanisms for engagement 

with the tourism industry, infrastructure providers and private 

investors. 

The Queensland Government held the inaugural DestinationQ 

forum in Cairns on 25 and 26 June 2012. The forum provided an 

opportunity for more than 300 tourism industry representatives to 

contribute to the policy direction of the Queensland Government. 

The forum culminated in the development of a Partnership 

Agreement between industry and government. A key element of the 

Partnership Agreement included the recognition that both industry 

and government must work together cooperatively, and contribute 

jointly, to achieving the Tourism 2020 goals. This principle will also 

apply to the projects outlined in this TOP. This will require that 

industry, and federal, state and local governments all play a role in 

delivering these projects. 

The audience of the TOP includes Local, State and Federal 

Government agencies, regional economic development agencies, 

Regional and Local Tourism Organisations, investors and 

developers and tourism industry operators. 

The development of the original RTIIP was based on extensive 

research as well as consultation with a diverse range of regional 

and external stakeholders including government agencies, tourism 

industry, tourism stakeholders, developers and investors. Hundreds 

of stakeholders were consulted throughout this project, through 

one-on-one interviews, attending council meetings and hosting 

interactive stakeholder forums. The update of this plan to a TOP in 

2012, involved consultation with key stakeholders the Queensland 

State Government, Whitsunday Regional Council, Whitsundays 

Marketing and Development, Regional Development Australia 

Mackay Whitsunday Issac (RDA) and industry leaders. 

The TOP provides a platform which focuses specifically on tourism 

product, investment and infrastructure needs that are critical to the 

future growth and development of tourism in the region. 

1.2 The Region 

The Whitsundays region is supported by its own regional tourism 

organisation (RTO) 2 and by its own Destination Tourism Strategy 

(DTS) 3 . 

The Whitsundays Destination Tourism Strategy, in articulating the 

agreed tourism direction for the destination, provides the strategic 

platform for: 

Guiding Tourism Queensland, Whitsundays Marketing and 

Development’ and other stakeholder’s individual planning and 

activities; and, 

Fostering the efficient, effective and coordinated use of 

resources to grow sustainable tourism development in the 

Whitsundays up to 2016 

The Whitsundays region incorporates part of the Great Barrier 

Reef Marine Park, its associated islands (resort and National Park 

islands) and adjacent mainland areas. 

For the purposes of this TOP, the tourism nodes and precincts have 

been identified within the region as including. 

Whitsunday mainland: north of Laguna Quays through to 

Bowen including Proserpine, Cannonvale and Airlie Beach, with 

a focus on the leisure tourism concentration in Airlie Beach and 

the Bowen Coast. 

Islands: the islands seaward of the regions’ coast, including the 

Whitsunday Islands. 

1 Context 

2 Whitsundays Marketing and Development. 

3 The DTS is a tourism strategy document for The Whitsundays region until 2016. A wide range and number of reports, plans, data and other current information used 

to compile this Destination Tourism Strategy and critical to its implementation is also available on Tourism Queensland and Whitsundays Marketing and Development 

websites: www.tq.com.au and www.tourismwhitsundays.com.au 

3

Table 1: Map of The Whitsundays Region 

LEGEND 

Major Airport 

Small Airport 

(light aircraft only) 

Train Route 

G R E A T 

DARWIN 

B A R R I E R R E 

CAIRNS 

E F 

N ORTHERN TERRITORY 

THE WHITSUNDAYS 

PERTH 

AUSTRALIA 

BRISBANE 

CANBERRA 

ADELAIDE 

SYDNEY 

MELBOURNE 

HOBART 

SOUTH 

AUSTRALIA 

Pacific Ocean 

1 Context 

NEW SOUTH WALES 

Fairy Reef 

Net Reef 

Oublier Reef 

Townsville 

Collinsville 

Bowen 

Hydeaway Bay 

The Great Barrier Reef 

Marine Park 

Hayman Island 

Line Reef 

Hook Reef 

Bait Reef 

Knuckle Reef 

Elizabeth Reef 

Hardy Reef 

Black Reef 

Pacific C oast Touring Route (Bruce Hig hway) 

Dingo Beach 

Hook Island 

Whitsunday Airport 

Airlie 

Beach 

Daydream Island 

Shute Harbour 

South Molle 

Island 

Whitsunday Island 

Whitehaven 

Beach 

PERTH 

Peter Faust Dam 

Long Island 

Great Barrier Reef Airport 

Proserpine 

Cedar Creek 

Falls 

Hamilton Island 

Proserpine River 

Conway National Park 

Whitsunday 

Coast Airport 

Lindeman Island 

Laguna Whitsundays 

Brampton Island 

© Tourism Queensland 2010 

Mackay 

Midge Point 

4

The Whitsundays region is characterised by a coastal district and 

islands within the Whitsunday Regional Council Area. 

The Whitsundays region’s visitor experiences are found mostly on the 

region’s islands and Airlie Beach and Bowen on the mainland. Marine 

based activities are predominant with supporting mainland activities 

becoming a key development focus for the region. 

1.3 Tourism in the Region 

How has tourism in the Region changed over the 

last ten years? 

The Whitsundays is one of Australia’s most aspirational holiday 

destinations and popular with international visitors. Centrally 

located on the Queensland coast in the heart of the World Heritage 

listed Great Barrier Reef, the region encompasses the Whitsundays 

Coast mainland (Proserpine, Cannonvale, Airlie Beach, Bowen 

and Collinsville) and the Whitsundays Islands. The region is home 

to some of Australia’s most iconic tourism experiences including 

Heart Reef, Whitehaven Beach, Hamilton, Hayman and Daydream 

Islands and Airlie Beach, and has two regional airports serviced 

by daily services from Brisbane, Sydney, Melbourne and Cairns. 

Approximately half of the region is national park. 

Tourism growth was initially driven by locals from the mainland 

as well as visiting cruise ships and by the mid 1930’s resorts were 

operating on Lindeman, South Molle, Long, Daydream and Hayman 

Islands. However it wasn’t until the 1950’s and 1960’s that the region 

saw significant growth. Tourism product development was bolstered 

as accessibility from the mainland, particularly Shute Harbour was 

improved, helicopter and light aircraft tours and transfers were 

introduced, investment in the refurbishment and redevelopment 

of key tourism infrastructure on both the islands and mainland 

occurred and airline attraction became a key driver of growth in 

visitor numbers. 

What is the current tourism profile of the Region? 

Tourism is the mainstay of the Whitsundays economy and makes 

a significant contribution to the sustainable development of the 

regional economy and community. 

In the year ending March 2012, the Whitsundays was host to 5 : 

■■ 

■■ 

■■ 

576,000 domestic overnight visitors; 

165,000 international visitors; and 

308,000 day trip visitors. 

This visitation in turn makes a significant contribution to the 

Whitsundays regional economy. In 2007/08 6 

■■ 

■■ 

3,400 jobs in the Whitsundays region are directly supported by 

tourism; and 

Whitsundays tourism contributes $253 million to the regional 

and Queensland economy. 

(For more detail and current information visit 

www.tq.com.au/destinations) 

Contribution to the Queensland Gross Regional 

Output ($m) in 2007–08 

Whitsundays 

253 

Rest of Queensland 

8939 

1 Context 

The value of the tourism output to the Whitsundays in 2007/08 

was $685 million. This was 17.7 percent of the overall output from 

the region, making it the third most tourism dependent region 

in Australia after Central Northern Territory and Phillip Island in 

Victoria .4 

The Whitsundays 74 Island Wonders is a tourism brand platform 

that was introduced in 2010 with long term vision for the region as 

a tourism destination. It is an evolution of the The Whitsundays, 74 

Islands Out of the Blue brand introduced in 2006. The evolution 

of the brand is the result of a shift in Queensland’s marketing 

approach to focus on the tourism experience and the consumer’s 

emotional response rather than just focussing on the Whitsundays’ 

attributes. 

Contribution to the Whitsundays Regional Product 

($m) in 2007–08 

Tourism 

17.70% 

Other Industries 

82.30% 

4 Source: Economic Importance of Tourism in Australia’s Regions Report Department of Resources, Energy and Tourism www.ret.gov.au/tra 

5 Source: TQ (2012) Whitsundays Regional Snapshot, year ended March 2012 

6 Source: STCRC (2010) Regional Economic Contribution of Tourism Destinations in Queensland. (This most recent 2007-08 data came out of a major research study 

which produced the first set of estimates of tourism’s economic contribution at the destination level.) 

5

1 Context 

What will the next ten years of tourism in the 

Region hold? 

Faced with increasing competition from other island destinations 

globally which are able to present alternative holiday types at a 

cheaper price, tourism stakeholders in The Whitsundays need to 

work in a common direction to maximise the tourism potential 

of the region so as to achieve a balance of economic, social and 

environmental outcomes. The region will need to identify new 

and innovative ways to compete as a preferred island holiday 

destination that focuses on providing value for money experiences 

and service rather than a focus on competing on price. In addition 

there are a number of consumer and market trends that are likely 

to influence the future development and marketing of tourism in 

the region. A summary of the range of trends and influences are 

outlined below: 

Global Consumer Trends 

Increasing use of the internet and social networking 

Improved access and affordability of air travel 

A strong exchange rate and access to low cost air travel is 

making it easier for Australians to travel overseas 

Value for money is critically important 

Destination ‘brag-ability’ is increasingly important 

Visitors seeking more ‘meaningful’ experiences 

Growth in ‘voluntourism’, community oriented-tourism and ‘offthe-beaten 

track’ travel 

Australian Market Trends 

How you feel is more important than how old you are – the 

emergence of ‘psychographic’ segmentation 

There is a trend towards shorter holidays and shorter lead 

booking times 

The ‘Experience Seekers’ are looking for learning experiences 

Visitors are seeking authentic interactions with locals, nature 

and destinations 

Queensland Market Trends 

Visitors are seeking natural encounters, islands and beaches, 

Queensland lifestyle, and adventure 

Visitors want fun, relaxing and care-free experiences and to 

escape the crowds 

An industry shift towards experience segmentation – targeting 

visitor needs and wants 

Region Trends 

Visitors to the Region enjoy long holidays and value being able 

to take their time 

Visitors enjoy discovering / exploring new things on holiday 

Visitors are realistic in expectations about service and luxuries; 

however 

Visitors are also looking for ‘delighters’ – both tangible and 

intangible unexpected experiences and interactions 

Over the next ten years, visitation to the Whitsundays will also be 

influenced by a wide range of external factors that will impact not 

only on visitation to the region but to Queensland and Australia as 

a whole. Provided below is a summary of the Tourism Forecasting 

Committee forecasts for future tourism demand to 2018 in Australia 

and Queensland.; 

Domestic Trends and Forecasts 

Stable numbers of domestic trips 

Increased domestic visitor nights in Queensland 

Slight decline in domestic VFR in regional Queensland 

International Trends and Forecasts 

Recovery of Australia’s inbound tourism market 

Increased seat capacity into Australia 

Growth in overall international visitor numbers 

Increase in average length of stay 

Increase in international VFR in regional Queensland 

6

2 Methodology 

Blue 

Pearl Bay, Hayman Island 

This document is an update of the Mackay Whitsundays Regional 

Tourism Investment and Infrastructure Plan (RTIIP) 2006-2016. This 

particular document however, relates only to the Whitsundays region 

(a separate document has been developed for the Mackay region). 

The original Mackay Whitsunday RTIIP was the very first created in 

Queensland. This new document focuses on the priority catalyst 

projects for the Whitsunday region as determined in consultation 

with the Queensland State Government, Whitsunday Regional 

Council, Whitsundays Marketing and Development, Regional 

Development Australia Mackay Whitsunday Issac (RDA) and 

industry. This reflects the change in priorities over the last five years 

and also notes that some of the existing catalyst projects identified 

in the previous RTIIP have already been completed. 

2.1 TOP Development Methodology 

The methodology undertaken to develop The Whitsundays RTIIP in 

2006 and subsequently this TOP in 2012 included the following key 

steps: 

Review of existing background research, reports and literature 

with relevance to tourism in the Region; 

Consultation with a wide range of stakeholders throughout 

this project through one-on-one interviews, attending council 

meetings and hosting interactive stakeholder forums; 

Analysis of key tourism product gaps and opportunities for the 

Region; 

Prioritisation of tourism product opportunities against agreed 

criteria; and 

Review of proposed projects with key stakeholders to develop 

final plan. 

Stakeholders consulted throughout the project included 

representatives from: 

■■ 

■■ 

■■ 

■■ 

■■ 

■■ 

■■ 

Federal Government 

State Government 

Local Government 

Regional Tourism Organisations 

Tourism Associations 

Local Tourism Organisations 

Tourism operators 

2.2 Project Assessment Criteria 

A wide variety of projects have been put forward as part of the 

region’s TOP process. In order to undertake an initial assessment 

of the feasibility of these projects a set of assessment criteria were 

developed in consultation with key stakeholders. The agreed criteria 

for the assessment of the identified TOP projects were: 

Target Market Aligned – does the project meet the needs of 

growth target markets for the region? 

Destination attributes – does the project capitalise on a 

particular destination attribute that would stimulate destination 

appeal & visitor interest? 

Regional Growth – does the project have the potential to 

stimulate growth in the Region over the next 10 years? 

Value Added Experiences – does the development of new 

products complement rather than unnecessarily compete with 

existing products? 

Stakeholder Support – does the project have a strong level of 

interest from local stakeholders and is the project aligned with 

the vision for the region and community aspirations? 

Sustainability – do the likely net benefits of the project span 

across the social, environmental and/or economic outcomes for 

the Region? 

Strategic Alignment – does the project align with Local, State 

or Federal Government priorities and is it likely to gain support 

from the decision makers? 

Based on the agreed set of assessment criteria, the identified 

projects for the Region’s TOP have been classified into one of the 

following categories: 

Catalyst Projects – There are the seven catalyst projects 

identified for the Whitsunday region. These are tourism 

investment or infrastructure projects of regional significance 

and which are expected to act as catalysts to generate a range 

of other investment, marketing and product development 


Key Infrastructure Projects – These region-wide projects are 

tourism infrastructure projects which address identified region 

wide issues and are expected to act as enablers for further 

investment and product development opportunities. 

Investment Opportunities – A number of other tourism 

investment or infrastructure projects are highlighted as potential 

investment, marketing and product development opportunities 

for the Region. 

2 Methodology 

7

3 A Vision for The Whitsundays Region 

Dent 

Island 

3 Vision 

3.1 Vision and Themes 

The vision in The Whitsundays Destination Tourism Strategy 2012 – 

2016 is for the region to be: 

Globally recognised as one of the world’s 

leading tropical island and marine leisure holiday 

destinations. 

The Whitsundays, 74 Island Wonders 

The Whitsundays is one of the world’s leading tropical destinations 

and is working towards being renowned as a best practice 

destination for its lifestyle, leisure, business and environmental 

tourism offerings. 

To achieve this vision, there is a need for the region to offer island 

and mainland experiences that better cater to visitor markets, 

particularly international and interstate leisure visitor markets that 

have been targeted for growth. This includes upgrading the facilities 

(accommodation, supporting facilities and activities etc) on many of 

the Whitsunday islands. 

To offer such experiences, tourism nodes at Airlie Beach and 

on the Bowen waterfront will also need to be enhanced. Other 

enhancements required to achieve the short and long term visions 

include the following. 

Preserving the relaxed beachside look and feel of Airlie Beach 

and its environs. 

Encouraging the development of mainland attractions and 

activities to offer visitors more than the maritime experiences 

currently on offer. 

Providing pedestrian-friendly waterfront paths; cycle-ways and 

other experiences in Bowen. 

Upgrading the look and feel and quality of many resorts and 

hotels in the region. 

Underpinning this, tourism stakeholders in the Whitsundays need 

to work in a common direction to maximise the tourism potential 

of the region so as to achieve a balance of economic, social and 

environmental outcomes. A significant shift is required if the region 

is to achieve strong levels of repeat visitation from the interstate 

and intrastate visitor markets 7 or if it is to grow its share of the 

inbound visitor market. 

7 Current repeat visitation is estimated at 25% of domestic visitors only. 

For the Whitsundays to achieve it’s aspiration for 2016 it is critical 

that there is: 

■■ 

■■ 

■■ 

a coordinated approach to destination marketing and 

promotion; 

innovative product and infrastructure development across the 

region that delivers the marketing promise; and 

a tourism industry that is operating at the highest standards 

of service, safety and sustainability through effective industry 

development programs. 

3.2 Target Markets 

Traditional methods of market research have defined consumers 

by demographic and life-stage variables that assume everyone in 

the same age group or with the same income act in a similar way. 

In order to better understand the consumers’ needs and wants, 

maximise the impact of the development, the marketing dollar 

and to communicate more effectively with the consumer, Tourism 

Queensland has adopted a needs-based segmentation approach 

for identifying both domestic and international target markets. This 

approach is similar to the experience-based segmentation adopted 

by Tourism Australia for targeting international markets. 

All tourism development and promotional activity is based on 

consumer needs. The following target markets for the Whitsundays 

include the current targets and those identified for development in 

order to achieve the region’s 2016 potential. 

Domestic Visitor Segments 

Tourism Queensland’s segmentation model is a result of research 

of some 6,000 Australian consumers, looking to understand the 

emotional drivers for their ideal holiday experience. Based on the 

results of this research the consumer groups best suited to the 

Whitsundays Region are: 

Connectors who see holidays as a chance to connect with the 

people they care most about. They will often subordinate their own 

preferences in terms of activities to ensure everyone has a good 

time. 

Social Fun-seekers the essence of a holiday is having a fun time. 

While they do a lot of different activities, it is sharing the experience 

with friends and other holiday makers that makes the difference. 

8

Active Explorers are about pushing boundaries through challenging 

themselves via physical activity. They enjoy the company of others, 

but their focus is on exploring the extremes of their physical 

environment and themselves. It’s about feeling alive. 

International Visitor Segments 

Internationally, Tourism Australia works to promote the Australian 

experience to the ‘Experience Seeker’s market through tailored 

marketing messages. 

Experience Seekers are marketing, advertising and technologically 

savvy, more open minded, less materialistic, more driven and can 

be any nationality. Experience Seekers: 

Tend to stay longer in Australia and therefore have the potential 

to spend more; 

Are experienced travellers who are often on their second visit to 

Australia; 

Seek authentic personal experiences that touch their senses 

and challenge them; 

Love to get off the beaten track and therefore more likely to 

disperse throughout the region experiencing the different 

natural landscapes; and 

See the unique Australian culture as a stark contrast to their 

own so they will immerse themselves in local culture, people 

and food. 

It is considered that the nature, rural and adventure attractions and 

experiences developed for the domestic market will provide a sound 

basis for targeting the International market. 

Target Markets for The Whitsundays 

The following target markets for the Whitsundays include the 

current targets and those identified for development in order to 

achieve the region’s 2016 potential 

Primary: 

■■ 

Connectors in Brisbane and Regional Queensland 

■■ 

Social Fun Seekers in Sydney and Melbourne 

■■ 

United Kingdom, the Americas and Europe (Germany, France 

and Italy). 

Secondary: 

■■ 

Scandinavia, other Europe and Korea 

Emerging: 

■■ 

Active Explorers in Sydney & Melbourne 

■■ 

New Zealand, China, Hong Kong, Japan, India and Middle East. 

3.3 Whitsunday Regional Council 

Community Plan 

These priority projects link to the Whitsunday Regional Council 

Community Plan (2011 – 2021). The delivery of the catalyst projects 

will assist the implementaton of the Whitsunday Regional Council 

Community Plan by: 

Helping to strengthen the importance and value of tourism 

throughout the region; 

Offering a far more integrated approach via the projects 

identified; 

Through the development of investment opportunities and 

improved community amenities and assets; 

Enhancing the capacity and capabilities of tourism operators 

and providing more product that they can leverage from; and 

Helping to offer more land based tourism opportunities which 

encourages diversification without weakening traditional water 

based tourism experiences. 

A copy of the Whitsunday Regional Council Community Plan can be 

downloaded from www.whitsundayrc.qld.gov.au. 

3 Vision 

Council Community Plan Tourism Opportunities 

Maintain and developing a focus of integrated tourism within 

the region including the promotion of the region as a tourism 

destination. 

Understand, monitor and mitigate impacts associated with 

industrial development on the tourism industry. 

Understand, monitor and mitigate impacts of infrastructure on the 

tourism industry. 

Enhance, maintain and develop opportunities and facilities for 

tourists and residents in the region including Indigenous/cultural 

opportunities, land based tourism opportunities, heritage based 

tourism, etc. 

Increased accessibility to the region by lobbying airlines to invest 

and increase flight availability to the region and for State and 

Federal Governments to invest in the flood proofing of the Bruce 

Highway. 

Encourage and support the diversification and commencement of 

industrial and rural based land use tourism opportunities. 

Encourage and promote further investment in the region through 

public/private partnerships. 

Integration With Catalyst Tourism Projects 

The projects aim to link various tourism elements to offer a more 

integrated approach to tourism and including wider regional visitor 

dispersal and associated community and economic benefits. 

Development of the produce centre at Bowen, the enhancements 

to the Collinsville historic museum and improvements to Airlie 

Beach provide greater understanding and help reduce any negative 

impacts between potentially conflicting land users. 

Introduction of projects such as the dive wreck trail will help 

encourage stronger environmental controls and greater appreciation 

for waterways from Bowen through to the Whitsunday islands. 

The multipurpose centre and other projects address the 

opportunity for offering far more land based tourism opportunities 

which also act as major community assets. In addition, a 

more integrated planning approach for Airlie Beach provides 

opportunities to set aside land for RVs, caravans, campervans etc. 

Increasing land based tourism attractions, new conference and 

event facilities, major integrated produce centre for Bowen etc will 

act as a catalyst to stimulate greater visitation to the Whitsundays 

and stimulate more air access and servicing etc. 

Development proposed for Collinsville, Bowen and Proserpine 

all provide diversified product recognising and building on the 

industrial and rural strengths in these areas. 

Most projects identified will require a private sector investment 

partner or consortium and will help stimulate further investment. 

9

4 Gap Analysis 


4.1 Destination Opportunities and 

Challenges 

The following gap analysis is based on a combination of 

stakeholder consultation and feedback, background research 

and an analysis of secondary data and information. This analysis 

was used to identify key infrastructure and investment gaps 

for the Region and was used to underpin the development of 

recommendations contained within the TOP. 

Destination Opportunities 

To create a built environment that complements the natural 

environment, particularly marine environment around the 

Whitsunday Islands and Airlie Beach. 

Ensure community and service infrastructure requirements 

keep pace with a growing population so as to support 

sustainable tourism growth. 

To create a mix of visitor attractions and activities to extend 

lengths of stay and to improve visitor yields, including mainland 

product. 

To spread the economic benefits of tourism more widely across 

the region and improve visitation during shoulder periods. 

To position the Whitsundays region as a destination for key 

inbound markets. 

To increase domestic air capacity including ongoing route 

development for the Great Barrier Reef (Hamilton Island) and 

Whitsunday Coast (Proserpine) Airports. 

To capitalise on demand generated by population growth 

through a growing resources sector for leisure experiences. 

To reposition the region through product development and 

targeting the domestic market. 

Increase appeal of visitation to Airlie Beach through the 

development of Airlie Beach main street and adjacent precincts, 

including the integration of the town’s key tourism nodes to 

increase visitor usability and regional dispersal. 

To increase the demand for dive based experiences through the 

creation of a dive trail. 

Protection and managed access of natural icons such as 

Whitehaven Beach, and the World Heritage status of the Great 

Barrier Reef. 

High quality local produce (meat, fruit and vegetables) and 

potential to develop a local produce centre. 

To stimulate new investment in the regions, including from 

major brand operators (major hotel brands, retailers etc). 

Diversify markets to appeal to different consumer groups e.g. 

incentives and romance. 

To improve occupancy rates and yield on a seven day basis and 

smooth out seasonality peaks to increase economic impact, 

and stimulate reinvestment of exisitng product and creation of 

new product. 

To identify, protect and develop the unique elements of the 

region and to avoid copycat development. 

Address the limited supply of both skilled and unskilled staff. 

Development of further infrastructure to support growth in 

conventions and events. 

Compete on the value proposition of the destination’s 

distinctive experiences, high standard operators and 

spectacular landscapes rather than on price, and grow a quality 

service delivery culture across all sectors of the tourism industry 

to meet the brand promise. 

Gain wider community appreciation of the true value of tourism 

to the local economy, social development and environmental 

sustainability. 

Presence of three marinas in the region present opportunities 

for increased tourism product development & retail. 

Destination Challenges 

High operating costs for island resorts and mainland operators. 

The effect of the Global Financial Crisis (GFC) and the impact of 

consumer and trade perceptions from tropical weather patterns. 

The closure of multiple tourism businesses including island 

resorts and marine based tours/charters. 

Fragmentation in the region through pricing wars and 

discounting rather than working together to provide a quality 

experience. 

A lack of leisure oriented attractions and activities that are 

mainland based. 

Perceived as an expensive destination compared to 

neighbouring Asian pacific island destinations e.g. Thailand, Fiji 

and Bali 

10

Variable service standards, including within general retail 

facilities. 

Air access and connectivity. 

Reliable road access during wet season. 

Difficulty securing and retaining skilled and semi-skilled staff, 

particularly against the growth of the resources sector. 

Lack of affordable housing for staff. 

Lack of clear regional and town brands. 

Lack of co-ordination between tourism infrastructure projects; 

precincts and nodes. 

Lack of experienced operators and the growth in lifestyle 

operators. 

Water; electricity and telecommunications services constraints. 

Lack of consistent and effective interpretive and directional 

signage. 

Impact of the mining boom and particularly competition for 

staff, utility resources, housing and short term commercial 

accommodation. 

The lack of consistent quality food and beverages product and 

services. 

The lack of infrastructure led development resulting in 

pressures on infrastructure capacity (sewage, potable water, 

traffic management), particularly in prime areas in and around 

Airlie Beach. 

Road infrastructure that lacks touring circuits and loops. 

Avalanche of plans (across all sectors) with limited action 

actually achieved on a timely basis for addressing issues and 

problems. 

Low repeat visitation levels among leisure visitors. 

4.2 Potential Growth Segments 

The following opportunities will need to be progressed for the 

Whitsundays to achieve its vision for 2016: 

Foster stronger coordinated, stakeholder marketing and 

campaign alignment. 

Respond to new experience segments. 

Improve visitation during shoulder seasons. 

Create a built environment that complements the natural 

environment of the region and which provides a unique selling 

point. 

Compete on the value proposition of the destination’s 

distinctive experiences, high standard operators and 

spectacular landscapes rather than on price, and grow a quality 

service delivery culture across all sectors of the tourism industry 

to meet the brand promise. 

Attract and facilitate ongoing investment in enhanced tourism 

product development. 

Address the limited supply of both skilled and unskilled staff. 

Plan for seasonal and extreme weather patterns. 

Assist industry in areas of domestic and international 

market readiness, customer service, online marketing, and 

sustainability of operations. 

Ensure community and service infrastructure requirements 

keep pace with a growing population so as to support 

sustainable tourism growth. 

Gain wider community appreciation of the true value of tourism 

to the local economy, social development and environmental 

sustainability. 


Airlie Beach 

11

5 Catalyst Projects 

Airlie Beach 


Continued investment in tourism products and tourism related 

infrastructure is required in order to meet the future needs of 

visitors to the region. The top seven catalyst tourism projects 

identified from across the Whitsundays region are listed below. 

These projects are considered to be the marquee projects that 

represent the character and appeal of the region and which will 

drive ongoing growth and development of tourism across the 

Whitsundays: 

Project 

Timing 

1. Airlie Beach Water Park 2012 – 2014 

2. Airlie Beach Flow Rider Attraction 2013 – 2015 

3. Airlie Beach Tourist Precinct 2012 – 2015 

4. Airlie Beach Community, Event and 

Conference Venue 

2012 – 2015 

5. Bowen Produce Centre 2012 – 2015 

6. Whitsundays Dive Wreck Trail 2012 – 2014 

7. Airlie Beach Development 2012 

8. Whitsunday Coast Airport Runway 

Extension 

2013 - 2014 

5.1 Airlie Beach Water Park 

The Airlie Beach lagoon is a key visitor attraction and community 

amenity which generates significant use all year round. A new water 

park will add to and enhance this family friendly attraction. 

A site in in the North West corner of the 3.2 hectare existing 

landscaped gardens adjacent to the small beach and northern 

public car park has been identified as ideal with 450 m2 (280 m2 

purely for the water play equipment and surrounding wet surface 

deck). An existing shade structure and barbeque area can be 

relocated next to the water park and the infrastructure for the play 

area should comprise the latest water play equipment. Surrounding 

areas would need to be returfed and replanted utilising the existing 

irrigation system and with ongoing pool and grounds maintenance 

to become part of the existing overall lagoon contract. 

The water park would form part of the larger overall Airlie Beach 

revitalisation project. As a significant visitor experience within the 

Whitsundays, the water park will add considerable value to the 

existing Airlie Beach lagoon and will provide a very family friendly 

visitor attraction that is able to be utilised all year round. 

Opportunity: 

Securing funding to complete the water park; 

Once all funding is confirmed, to complete the detailed design 

work (as the next phase from the concept design work); and 

To undertake a tendering process for the works and to fill the 

contract as soon as practically possible. 

5.2 Airlie Beach Flow Rider Attraction 

The opportunity exists to create a wave/flow rider experience 

component as a value add-on to the new water park for the Airlie 

Beach lagoon. Whilst the water park enhancement would be funded 

by Government and be a free (non-ticketed) experience, the wave/ 

flow rider would only be developed as a private sector investment 

initiative. 

A flow rider attraction is best described as a man made construction 

consisting of a sheet wave that traverses over a curved gradient to 

form a stationary wave. The flowrider can be surfed on your knees 

or in a stand up position on specially designed flow rider boards 

and can be experienced by all skill levels. Such an attraction would 

12

harness interest from surfboarders, wakeboarders, skateboarders 

and snowboarders alike that are passing through the region. 

With over 500,000 visitors utilising the existing Airlie Beach lagoon 

annually, the water park project and the wave/flow rider experience 

can be expected to increase visitation to Airlie Beach. As this is an 

all year round visitor experience, the potential exists to attract a 

large number of fee paying users which is expected to make the 

wave/flow rider an attractive commercial venture. 


To work with Whitsunday Regional Council to ensure that the 

wave/flow rider attraction is integrated into the water park 

experience; 

To seek expressions of interest from well experienced operators 

to supply and operate the attraction; 

To ensure that the design and operations of the wave/flow 

rider entirely complement the new water park attraction being 

developed; 

To determine an appropriate commercial lease arrangement 

with Whitsunday Regional Council for the commercial operator; 

and 

Where possible, to ensure that the construction and fit out for 

the wave/flow rider occurs in tandem with the construction of 

the water park as an integrated project. 

5.3 Airlie Beach Tourist Precinct 

This project recognises the need for greater connectivity between 

the Airlie Beach main street, foreshore area, lagoon, Port of Airlie 

development precinct, a proposed lookout and visitor centre, the 

botanic gardens and bicentennial walk, and a proposed marine 

discovery centre. Airlie Beach is currently characterised by: 

Development which traditionally has supported a backpacker 

and younger aged visitor market; 

A streetscape with little design appeal; 

A lack of sense of being one of the gateways to the Great 

Barrier Reef and Whitsunday Islands; 

Having constraints on storm water run off capacity etc; 

Extensive apartment development which has changed the 

beach holiday village feel; and 

Traffic congestion along Shute Harbour Road. 

While Airlie Beach has the potential to be a primary tourism node 

and an attractive destination of State significance, currently it is not 

fulfilling this role. This integration of Airlie Beach aims to: 

Integrate the Airlie Beach main street with the lagoon and 

waterfront by providing far stronger street and laneway 

connectivity with attractive and safe walkways; 

More detailed planning of side streets; 

Addressing storm water capacity issues; 

Addressing electricity supply issues; 

Introducing effective traffic calming measures to make Shute 

Harbour Road at Airlie Beach more pedestrian friendly; 

Introduction of design guidelines to improve the street and 

urban design aesthetics, particularly to reflect a more relaxed 

holiday image (including a colour scheme which conveys some 

sense of uniformity and uniqueness); 

Addressing car parking issues by creating more off street 

parking options including car parking stations; 

Ensuring that Shute Harbour Road is upgraded from Airlie 

Beach to Shute Harbour to cope with future traffic movements 

which boat trailer parks and other developments will generate in 

the future; 

Address directional and interpretative signage needs to 

promote island and mainland attractions; 

Enhance street furniture, soft landscaping and lighting; 

Develop facilities to retain and grow the backpacker market, as 

well as other higher yielding target markets; and 

Link Airlie Beach with Cannonvale ensuring that view shafts to 

the water are not lost and that vegetation is introduced to avoid 

urban ribbon development occurring. The end result will be a 

unique, cohesive built environment which stands out from other 

State coastal towns and which appeals to visitor markets and 

residents alike. 


Whitsunday Regional Council and State Government agencies 

along with industry groups and community to develop an 

implementation program for the integration of Airlie Beach; 

A civil works program to be created based on the various 

components of urban design work that have already been 

undertaken; 

To create walkways and cycle ways as a priority with attractive 

way finding signage; 

To address future car parking needs through a detailed traffic – 

parking demand study; and 

To identify locations on walkways for small scale events and 

activity nodes for signage, sculptures and art work, as part of 

the integration. 

5.4 Airlie Beach Community, Event and 

Conference Venue 

Whilst the Whitsundays offers a variety of stunning water based 

experiences for much of the year, there are times when sea 

conditions and seasonality necessitate all-weather attractions 

to offer an alternative experience for visitors as well as locals. 

A multipurpose facility is required to fill this need and to offer a 

number of important components to help grow tourism for the 

Whitsundays including: 

Conferencing facilities with break out/meeting rooms; 

A cinema facility which can also double as an auditorium for 

visiting shows and the local theatre group; 

A major car parking station to alleviate the current traffic 

congestion and parking problems in Airlie Beach; 

A safe haven as a cyclone evacuation centre ‘from conference 

venue hire, renting space for major events, offering longer term 

car parking spaces to businesses in Airlie Beach, generated 

from a cinema as well as through the lease of space to local 

special interest groups. 

Whitsunday Regional Council has already identified a location 

adjacent to Shute Harbour Road in Airlie Beach on land that may be 

suitable for this purpose. 


13


Council will require a joint venture partner to fund and develop 

the multipurpose centre. Revenue streams would be able to be 

generated (eg: from conference venue hire, renting space for major 

events, offering longer term car parking spaces to businesses in 

Airlie Beach, generated from a cinema as well as through the lease 

of space to local special interest groups). 

The potential exists to create an all weather visitor attraction (such 

as the marine discovery centre) within the multipurpose facility and 

as a fee paying experience. There may also be the potential for 

public-facing Government agencies that require a more central site 

at Airlie Beach to be offered office and display space to lease. 


A feasibility study is required to determine the level of market 

demand for the various components and to identify the capital 

cost of developing the multipurpose facility; 

On the basis that a positive result is generated from the 

feasibility study, expressions of interest should be requested 

from joint venture parties to develop the facility; and 

Once a preferred tender has been identified a works 

program should be created to enable the development of the 

multipurpose facility either in whole or in stages as agreed to by 

Council and the private sector development partner. 

5.5 Bowen Produce Centre 

The need for a regional produce centre was identified in the first 

Regional Tourism Investment and Infrastructure Plan (RTIIP), 

2006-2016, with Bowen identified as a preferred location due to its 

proximity to the region’s producers and fishers. A produce centre 

will provide an opportunity to showcase the area’s high quality 

regional tropical produce, vegetables and seafood. 

In addition to offering for sale fresh produce, the potential exists to 

create value adding experiences such as an interpretative facility 

to enable visitors to sample and buy produce and learn about 

local food production, growing techniques and innovation and the 

engagement of local and/or celebrity chefs to prepare dishes using 

local produce as well as linking in with existing festivals (e.g. Bowen 

Seafood Festival) and creating new culinary festivals and events. 

A produce centre would also act as a catalyst for the creation 

of a broader food tourism experience in The Whitsundays that 

embraces the ‘100-mile concept’, integrating food production, 

processing and dining experiences that highlight regionality and 

drive business to those that demonstrate and promote the use of 

local produce. It also has the potential to further develop a local 

wholesale distribution supply chain to provide faster, fresher access 

of regional produce to the wider food service sector and grocers. 

The produce centre recognises the importance of Bowen as a major 

produce growing area not only for the region, but one that has State 

and national significance. Ideally, the produce centre should be 

located near a major road to attract passing traffic and to encourage 

the impulse traveller to stop, sample and buy. 


To establish a working party focused on food tourism and 

including TQ, Queensland Government, Whitsunday Regional 

Council, Whitsundays Marketing and Development and the 

Bowen District Growers Association; 

To commission a feasibility study to demonstrate the costs 

and benefits and highlight how it can operate on a cost neutral 

basis, at a minimum; 

On the basis that the feasibility study generates a positive 

outcome, to identify sites in Bowen for the produce centre; 

To form an action group for driving the produce centre from 

concept through to opening; and 

To determine a management and operational structure that can 

guarantee quality control and acceptable returns to all major 

stakeholders. 

5.6 Whitsundays Dive Wreck Trail 

Whitsundays Marketing and Development, commissioned a 

feasibility study for a dive wreck trail in the region. The study 

highlighted that whilst there were a number of challenges 

associated with introducing dive wrecks into the Great Barrier Reef 

Marine Park, there was sufficient market demand to support the 

commercial viability of a dive wreck trail. 

Research has highlighted that there are vessels which need to be 

disposed of by State Government(s) for which a Whitsundays dive 

wreck trail may provide a solution. There is, therefore, a supply 

need from those agencies, as well as a market demand need from 

recreational divers. Fishers are also often strongly supportive of 

dive wrecks as these are known to stimulate significant habitats for 

marine life within a relatively short period of time after the wrecks 

are created. The concept could include a network of dive wrecks, 

utilising decommissioned ships and aircraft which would be sunk at 

different depths to: 

Create an opportunity to train recreational divers in wreck 

diving, but at shallower and safer depths 

To offer a graduated scale of difficulty through different depths 

for training and recreational purposes; and 

To support the dive industry by offering additional product to 

stimulate greater length of stay in the region. 

The creation of a dive wreck trail has the potential to extend 

length of stay and generate new visitation, increased levels of 

visitor expenditure, and additional marketing and promotional 


The potential exists to commence the dive wreck trail at or near the 

Bowen Jetty, extending to Stone Island, Hideaway Bay, and linking 

to sites off Airlie Beach and the surrounding Whitsunday Islands. 


Form an action group including Whitsunday Regional Council, 

Whitsundays Marketing and Development and relevant State 

and Commonwealth Government agencies; 

Build upon the feasibility study already completed by 

commissioning a marine environmental study to confirm 

specific sites, the location and depth for each dive wreck etc; 

Develop an operational plan for managing the dive wreck trail; 

and 

Work with State Government agencies for the sinking of vessels 

etc to create the trail. 

14

5.7 Airlie Beach Development 

Various statutory and non-statutory master plans, reports 

and related documents have already been completed for the 

Airlie Beach area. Each of these plans, urban studies and other 

documentation provides a very important component for the 

enhancing and updating of Airlie Beach. They need however to be 

consolidated into an action plan (implementation schedule) which 

offers a clear vision and staging process for development that 

aligns with the Whitsunday Regional Council Community Plan. 


Whitsunday Regional Council and Queensland Government to 

review all the master plans and other documentation; 

Develop a clear vision and process for development 

implementation; 

Workshop the recommended implementation program with key 

stakeholders and refine if needed; 

Advise the community and other stakeholders of the 

implementation program; and 

Where updating of plans is required, to develop a brief for any 

outstanding requirements and the updating of information etc. 

5.8 Whitsunday Coast Airport Runway 

Extension 

The Whitsunday Coast Airport has strategic value to the State and 

Whitsunday region. It is the closest mainland airport to Airlie Beach 

and the Whitsunday Islands, and provides important transport 

infrastructure for the local tourism industry. With tourism being 

a major contributor to the local economy a successful mainland 

airport facility is paramount for the future growth of the region. 

As a result of State and Local Government investment in upgrading 

the existing terminal and associated car parking facilities during 

2011/12, both levels of government are anticipating a substantial 

return on investment for further investment into the facility, 

community and region. The support required for the region’s 

tourism industry is to ensure a steady stream of aircraft arrival and 

departures from key generating markets. 

The current runway at Whitsunday Coast Airport is the longest in 

the region and the only airport in the region that has the ability to 

extend. A runway extension of 270m would take the airport to the 

same capability as the Gold Coast and open up the region for direct 

charter and regular passenger transport operations and provide 

a direct link to the highlighted emerging markets (refer pages 

8-9). Currently the airport has the capability to arrive and depart 

international flights from short haul destinations and accept 767 

/ A330 wide bodied aircraft from mid haul destinations, however 

constraints on the take off run of the aircraft with a full payload 

would require a technical fuel stop on the departing leg. 


Identification of suitable generating markets 

Extension of the runway by 230m from 2073m to 2300m 

Scoping of required works including taxiways and aprons 

Development of required works completed, potentially in 

conjunction with required runway resurfacing works (scheduled 

for 2012/13) 

Utilisation initially of Australian registered aircraft until AFFRS is 

established 

Provide facilities for International Charter flights using wide 

bodied aircraft and co-ordination of applicable Federal 

Government agencies 

Creating non simultaneous International Arrival and Departure 

of Charter services 

International charter engagement: where possible relationships 

are established on an international charter basis to support the 

Tourism industry. Specifically ADHOC, China, New Zealand 

and key generating markets determined by TQ and WM&D. 

Supported by high level logistic, planning and co-ordination to 

ensure charter movements are successful. 


Airlie Beach Lagoon 

15

6 Key Infrastructure Projects 

Hill 

Inlet and Whitehaven Beach, Whitsunday Island 


Tourism investment growth could be hampered unless issues 

identified through the consultation process relating to infrastructure 

are addressed. 

Specifically there appears a need: 

1. To increase the supply of potable water to regions via new 

pipeline projects or support for water recycling; 

2. To improve electricity supply and service to the regions; 

3. To improve the supply of telecommunications services to the 

regions; and 

4. To introduce effective waste management systems in most 

Shires in the regions and especially for boat sullage. 

5. Improve reliable all weather air and road access to the region. 

6. Monitor and Improve Road Access to the Region 

6.2 Improving electricity supply 

Brown outs occur in the Whitsundays region on a regular 

basis. Electricity consumers often experience excessive delays 

(sometimes of up to 8 months) in securing new connections. 

Capacity and other issues relevant to the supply of electricity to the 

Whitsundays region are canvassed on page 23. 

Jetskiing Tour near Airlie Beach 

6.1 Increasing the Supply of Potable Water 

to the Region 

The supply of potable water is a national issue and a present 

regional problem. The Whitsundays and Mackay regions have 

experienced prolonged periods of low rainfall. Illustratively, the 

Peter Faust Proserpine Dam has experienced capacity as low as 

15%. There are also substantial demands on the supply of water, 

by: the growing mining sector and the agriculture and horticulture 

sectors. 

It has been suggested that the shortage in the supply of potable 

water may constrain the easy investment into the redevelopment 

and promotion of the regions for tourism purposes, etc. 

Two proposals for stemming the shortage in supply of water have 

been discussed. 

1. It has been proposed that water be brought to the regions from 

the Burdekin Dam, via a pipeline. 

2. It has also been proposed that grey water and other water 

recycling technologies be promoted to the regions. 

Stakeholders suggested that the proposals could be pursued 

simultaneously. 

Capacity and other issues relevant to the supply of potable water to 

the Whitsundays region are canvassed on page 22. 

16

6.3 Improving the Supply of 

Telecommunications Services 

The region has inconsistent supplies of telecommunications 

services, including the supply of mobile ‘phone coverage, the 

supply of broadband internet connections and the supply of 

landline services. 

6.5 Monitor and Improve Road Access to 

the Region 

Continued flooding along the Bruce Highway at Goorganga Plains 

between Whitsunday Coast Airport and Proserpine closes the 

highway for up to 50hours at a time particularly during the wet 

season. 

It is recommended that steps be taken to improve the reliability of 

the supply of telecommunications services to the region, not least 

to ensure safety and convenience. 

Capacity and other issues relevant to the supply of 

telecommunications services to the Whitsundays region are 

canvassed on page 23. 

6.4 Introducing Effective Waste Management 

Systems 

There are insufficient boat sullage waste removal stations in The 

Whitsundays. As a result, some boat operators, including bare-boat 

charter operators, inappropriately discharge boat sullage into the 

regions’ marine environment. 

There is a fear that the continued inappropriate discharges of 

sullage may spell an environmental disaster waiting to happen. 

Marinas need more waste disposal stations which are connected to 

sewage treatment plants. 

These closures are extremely disruptive as the Bruce Highway is 

important for drive tourism along the east coast and causes loss 

of access to the Whitsunday Coast Airport. While the Airport is not 

closed, due to road closures isolating the Airport, airline operators 

cancel their flights from southern regions causing visitors to miss 

connections to Charter Boat experiences and island transfers. This 

results in a range of customer service issues for the operators and a 

unsatisfactory experience for visitors. 

With the increased pressure from the growth of the resources sector 

in the Bowen Basin it is also important to monitor air passenger 

mix to ensure adequate capacity available for leisure visitors due to 

expected pressure from developments at Abbot Point. 

Capacity, and other issues relevant to accessing the Whitsundays 

region are canvassed on page 26. 


Many mainland areas in the regions use septic systems rather than 

being connected to sewage systems. Some sewage treatment 

plants such as Bowen are reaching or have reached capacity and 

require new or expanded facilities. 

Capacity, and other issues relevant to sewage treatment in the 

Whitsundays region are canvassed on page 22. 

Whitehaven Beach 

17

7 Investment Projects 

Sailing 

in the Whitsundays 

7.1 Accommodation 


Opportunity Locations Status Next Steps 

7.1.1 

Additional camping 

sites at Bowen, 

Proserpine and 

Airlie Beach 

7.1.2 

Huts or cabins on 

land adjoining the 

Whitsunday Great 

Walk 

Bowen, Proserpine 

and Airlie Beach. 

Airlie Beach 

Work with stakeholders to identify and acquire 

land to be developed for caravan ground use 

and rezoned accordingly (including preventing 

it from being redeveloped as residential land for 

redevelopment). 

The Whitsunday Great Walk offers a 3-4 day 

walking experience. 

QPWS completed a draft Visitor Management 

Strategy for Conway and Dryander estates in 

2012 which recognises commercial investment 

opportunities in the Conway Conservation Park. 

The State Forest was transferred to National 

Park in 2011. Two small conservation parks were 

declared to provide opportunity for commercial 

investment and or public facility development. 

An audit of camping sites and status of 

infrastructure in the region should be 

undertaken with a view to identifying 

potential new sites on government or 

privately owned land. 

Work with QPWS to progress this 

opportunity, with a QPWS-led pilot 

project in partnership with key 

stakeholders; investigate the feasibility 

of accommodation on adjoining land 

for hut or cabin style accommodation 

that could be maintained by a 

professional concession operator with 

experience in guiding walkers. 

7.1.3 

Jonah Bay 

small-scale Eco 

Resort 

Jonah Bay 

Following the completion of the Whitsunday 

Ecotourism strategy, unallocated state land 

was identified at Jonah Bay and a Feasibility 

study done in 2010. While the site is supported 

for the development, land tenure issues mean 

this is likely to be a long term project. 

Revisit the Whitsunday Ecotourism 

strategy and investigate additional 

identified sites and opportunities. Any 

development should be masterplanned 

and the recommendation is for an 

ecotourism styled resort 

7.1.4 

Farm stay in 

Hinterland, 


Bowen 

Hinterland 

Proserpine 

Bowen 

Opportunity to link the farming and tourism 

sectors to encourage an increased length of 

stay and grow awareness of the Whitsundays 

significance as a food growing district. 

Prepare a strategic plan that provides 

a framework for linking the farming 

and tourism sectors and leverages the 

Whitsunday Food Projects; progress a 

pilot project with a cluster of sites/farm 

owners. 

7.1.5 

Developing caravan 

and camping 

facilities around the 

Peter Faust Dam. 

Peter Faust Dam 

(Proserpine) 

Mackay Tourism and TQ commissioned the 

Inland Fishing Strategy that incorporated 

potential links with Peter Faust Dam. In 2010-11, 

SunWater identified recreation area sites that 

could be beneficial to the community if the 

ownership and management of the sites were 

to be transferred to other entities, such as 

local councils. SunWater has engaged external 

consultants to undertake an assessment of the 

potential for these sites to be further developed 

into tourist attractions or opportunities that 

provide commercial investment. These sites 

include: Peter Faust Dam and Burdekin Falls 

Dam. 

Discussions to be held with SunWater 

to review management plans and joint 

venture opportunities around these 

assets. 

18

7.2 Attractions and Activities 


7.2.1 

Driving Trails 

in Collinsville, 


Bowen 

Collinsville, 

Proserpine, Bowen 

and environs 

Whitsundays Marketing and Development have 

identified six drive trails that are promoted via 

their consumer collateral and maps. 

Monitor and review use of current trails 

and collateral. Assess additional routes 

for drive trail creation that aid inland 

connectivity.Assess the opportunity 

for the creation of web based drive 

experience maps, supported by a 

mobile friendly website or application 

and supported by interpretation and 

signage where appropriate. 

7.2.2 

Airlie Beach 

Sculpture Trail 

Airlie Beach 

foreshore 

The development of cultural spaces and 

activities will further enhance the revitalisation 

of Airlie Beach. The project will build a 

unique sense of place with a theme that 

connects the coastal community, marine 

environment and wildlife featuring high quality 

international sculptures. This will add to the 

visitor experience and ongoing development 

of the Airlie Beach community as it becomes a 

platform for future art events. 

Continue to build council and arts 

community support; Identify sites for 

up to six sculptures from leading artists 

which can form a high quality sculpture 

trail and could in the longer term link to 

an arts/ sculpture festival. If possible, 

introduce kinetic pieces (pieces which 

move). 

7.2.3 

Collinsville Coalface 

Experience 

Extension 

Collinsville 

The Collinsville Coalface Experience was 

opened in 2004 with state of the art multimedia 

displays and exhibits. It is a key attraction of 

the town. There is opportunity to extend the 

museum experience with interactive and audio 

visual components, adding historic walking 

trails and drive trails in and around the town 

linking to the museum as a hub supported by a 

marketing program. 

Establish a working group to progress 

this intitaitive. 


7.2.4 

Proserpine Main 

Street Art Precinct 

Proserpine 

The development of cultural spaces and 

activities will further enhance the tourism 

appeal and sense of place, adding to the 

visitor experience and ongoing community 

development of Prosperine. 

Through consultation, develop and 

prepare a strategy and action plan to 

develop the project. 

7.2.5 

Airlie Beach Marine 

Discovery Centre 

Airlie Beach 

Initial discussions held with Whitsunday 

Regional Council and a feasibility study 

completed in 2008 for a state-of-the-art Marine 

Education Centre and Aquarium that could 

offer visitors an interpretive facility showcasing 

the Great Barrier Reef. 

Investigate including this concept with 

the proposed multi-purpose facility 

catalyst project (refer page 13). 

7.2.6 

Developing a fruit 

processing tour 


The Whitsundays Marketing and Development 

Food Circle Project has included supply chain 

analysis looking at linking producers with 

the tourism and commercial food sector. An 

opportunity exists to offer visitors interpretive 

experiences to learn about the way in which 

the fruit is grown and processed and to 

sample and buy fruit, value added products 

and merchandise direct from the farmer. 

An opportunity also exists to establish an 

Interpretation Centre from which fruit and other 

merchandise can be bought and at which other 

farmers can showcase their regional produce 

(see catalyst project 5.5). 

Prepare a strategic plan that provides 

a framework for linking the farming 

and tourism sectors and leverages the 

Whitsunday Food Project. This should 

include a review of the Council Planning 

Scheme and impediments faced by 

rural landowners to diversify. 

There is an opportunity to evolve 

this project across Whitsundays and 

Mackay. 

7.2.7 

Developing 

Mountain Bike 

Trails 

State Forests and/ 

or National Parks 

in the Whitsundays 

Region 

The 2012 Draft Visitor Management Strategy 

for Conway and Dryander estates by QPWS 

incorporates a trial location for Mountain Bike 

recreation. WRC is reviewing access roads into 

recreational locations. 

Provide input to the Draft Visitor 

Management Plan and monitor 

progress of trial activities. 

Consult with the state and regional 

Mountain Bike groups to review 

demand. 

Design and implementation of trial is 

subject to risk assessment on sections 

of track in Conway National Park. 

19


7.2.8 

Developing a sports 

centre 


Site identified and recommended for approval 

by WRC in 2010. 

Prepare an action plan to develop the 

project, ensuring it caters for multiple 

sport disciplines to cater to the needs 

of leisure and family market visitors, 

special interest groups (eg: sporting 

events) and the community. 

7.2.9 

Developing 4WD 

and Gold & Gem 

Mines tours 

Collinsville A Heritage Trails Development Plan 2010-2015 

was commissioned by Whitsundays Marketing 

and Development with a range of themed half 

and full day drive itineraries identified. 

Identify next actions from plan and 

establish working group to implement. 

7.3 Transport 



7.3.1 

Improving boat 

mooring, trailer 

parking and ferry 

terminal facilities at 

Shute Harbour 

7.3.2 

Floodproofing the 

Bruce Highway and 

key local roads in 

the network 

Shute Harbour 

Proserpine 

Some works have been completed however 

demand for boat ramp access is increasing for 

commercial and private users. 

Upgrade and flood mititage the Bruce Highway 

at Goorgana Plains, and the Hamilton Plains 

section of Shute Harbour Road. 

Monitor and review demand. 

Lobby the Queensland Governments 

Bruce Highway Crisis Group that this is 

a priority for the region. Steps should 

be taken to ensure scoping work is 

undertaken and funding is identified for 

this work. 

Pioneer Bay, Airlie Beach 

20

7.4 Superstructure 


7.4.1 

Developing a new 

sewage treatment 

plant for Bowen 

Bowen 

Council has awarded tenders for the 

construction of upgraded sewage treatment 

plants at Cannonvale and Proserpine as a 

priority to meet environmental requirements. 

The Bowen Plant will also require an upgrade to 

meet future demands and future environmental 

requirements. 

Assist WRC to identify state and federal 

funding to ensure that basic supporting 

infrastructure is in place. 

7.4.2 

Developing the 

Burdekin Pipeline 

and treatment 

facility to link 

Bowen with the 

Burdekin Dam 

Bowen 

SunWater Limited prepared an Environmental 

Impact Statement (EIS) and accompanying 

Environmental Management Plan (EMP) for a 

proposed water treatment transport system 

from Clair Weir on the Burdekin River to 

Bowen and surrounding areas in 2010. In 2011 

SunWater decided not to proceed with the 

development at this time as the project is not 

currently economically viable due to the now 

low industrial customer demand in the region 

that is required to underpin costs. 

SunWater remains committed to 

providing water supply solutions for the 

region where it is commercially viable 

to do so and will continue to investigate 

alternative water supply sources for 

future demand associated with the Port 

of Abbot Point and the Bowen Abbot 

Point State Development Area. 

7.4.3 

Developing the 

Burdekin Pipeline 

from Burdekin Dam 

to Proserpine 

7.4.4 

Improving the 

supply of electricity 

in the Whitsunday 

Region 



As the project is not currently economically 

viable due to the now low industrial customer 

demand in the region that is required to 

underpin costs SunWater has decided not to 

proceed (refer 7.4.2.) 

The shut down of the Peak Load Collinsville 

Power Station will have an impact on power 

supply particularly during summer months. 

Without additional substations, the supply of 

electricity to all new developments in the region 

cannot be guaranteed. 

Monitor and review demand and 

supply to ensure that basic supporting 

infrastructure meets the needs of the 

growing region and minimises the 

threat of water restrictions. 

Plans to introduce additional 

substations, retro fit underground 

power supply, or to develop other 

sources for generating electricity 

need to be prepared, funded and 

implemented. 


7.4.5 

Improving the 

supply of telecommunications 

services 


Council has approved the installation of a 

number of telecommunication facilities to 

improve the telecommunication services. 

Further installations are planned and being 

investigated. 

Monitor and review progress 

Airlie Beach 

21

7.5 Marketing 


7.5.1 

Introducing 

directional and 

interpretative 

signage and town 

entry statements 


Although some improvements have been 

made interpretive and directional signage is an 

ongoing issue. 

Ongoing across the region. Priority 

should be given to identified projects 

referred to in this plan. 

7.5.2 

Developing a 

special events 

strategy 


Recognising that the region would benefit from 

hallmark events that reinforce brand values 

to entice visitation from the leisure market 

out of peak seasons, Whitsundays Marketing 

and Development commissioned an Events 

Innovation Strategy in 2011. 

Review strategy and prioritise actions 

identified. 

7.6 Community 



7.6.1 

Introducing 

a community 

awareness program 


Continual work is required to build 

understanding across the region about the 

economic, social and environmental benefits 

which accrue from tourism. 


executed a dedicated local awareness 

campaign in 2010 and WM&D & TQ continue 

to ensure tourism has a strong presence 

across the local media and other regional PR 


An ongoing awareness campaign with 

monitoring should be introduced 

7.6.2 

Affordable housing 


2012 saw a major release of additional 

residential land by the state government 

throughout the region. 

With growth already occurring driven by 

the mining sector, a strategy for making 

affordable housing available needs 

to be prepared as resource sector will 

continue to add pressure on housing. 

7.7 Strategic Planning 


7.7.1 

Masterplan for 

Bowen 

Bowen 

A review of State Government Land has been 

undertaken identifying recommended future 

uses of parcels of land. 

Council is undertaking a new town plan for the 

Whitsunday Region which will include a plan for 

Bowen. It is proposed a development control 

plan will be developed for the front beach 

precinct. 

Undertake the development of a new 

town plan for the region incorporating a 

town plan for Bowen 

7.7.2 

An Air Access 

Study 

Proserpine 


Bowen 

WM&D commissioned initial data collection 

in 2010 and WRC employed a Business 

Development Manager for the Airport in late 

2011. 

Undertake a Master Plan of Whitsunday 

Coast Airport including updated 

data collection; export & freight 

opportunities, charter flights and 

extending the runway. The extension of 

the Whitsunday Coast Airport runway 

(of 250-300m) would take the airport 

to the same capability as the Gold 

Coast. There are currently with no noise 

or land restrictions for this site. This 

would provide a direct link to emerging 

markets identified in this document. 

7.7.3 

Nature based 

tourism 

opportunities 



and Tourism Queensland commissioned 

Whitsundays Ecotourism Strategy 2008. 

Review the proposed initiatives and 

identify priorities in particular mainland 

activities to complement the rich marine 

based activities already available 

22


7.7.4 

Indigenous Tourism 

Development 

opportunities 


Immediate opportunity to progress exists with 

turtle tagging and food projects in the Bowen 

district. 

Positive discussions have been initiated with 

GBRMPA to provide operating permits to 

Indigenous tourism product. 

There is scope to integrate Indigenous 

product more closely with the tourism 

sector through long term, significant 

product development and training 

programs for Indigenous communities 

interested in developing tourism 

product. 

7.7.5 

Superyacht 

development 

opportunities 

7.8 Human Resources 

The Whitsundays 

Region 

Whitsunday – Mackay Superyacht Cluster 

established and involved in Queensland Super 

Yacht activities; 

Marine Industry Analysis and Investment 

opportunity Report completed in 2007; 

Marine Maintenance Demand Analysis Report 

completed for the Mackay-Whitsunday region 

in 2010. 


A regional strategy could be developed 

to articulate the expected benefits for 

the region, the need for infrastructure 

to support the super-yachts market, 

ways to market the destination to 

super-yacht owners and operators 

and Identify and clarify access issues 

around the GBR; 

State Government to review 

recommendations regarding 

maintenance base required to 

encourage development of this market. 

Investigate solutions for impedements 

to Superyacht access and mooring at 

key marine park sites. 


7.8.1 

Up Skilling program 


Staff turnover, recruitment and training are an 

Ongoing issue for regional Queensland. Smile 

Whitsundays’ initiative was introduced in 2011 

with the aim of encouraging a quality customer 

service culture. 

High service standards are required if 

the region is remain competitive. An upskilling 

program should be developed 

and implemented in the regions 

7.8.2 

Accreditation 

Program 


Australian Government have now introduced 

the national TQUAL accreditation program 

Encourage involvement in relevant 

programs and investigate AussieHost 

delivery. 

Review other regions approach 

to stimulating improvement and 

recognition of good customer service. 

7.8.3 

Hospitality training 

program 


Whitsundays Marketing and Development have 

been actively pursuing linkages with TAFE. 

Review training and placement 

opportunities through TAFE and Central 

Queensland University and via events; 

investigate the potential to establish 

a Hospitality Training Program at a 

purpose built centre at Airlie Beach or 

Cannonvale, and or link to the existing 

Barrier Reef Institute of TAFE programs. 

Bowen 

23

7.9 Infrastructure Opportunities and Issues 

Opportunity Status Next Steps 

7.9.1 

Air access 

Whitsunday Coast and Hamilton Island airports are 

constantly negotiating increased access. 

Monitor passenger mix to ensure adequate capacity 

available for leisure visitors due to expected pressure 

from developments at Abbot Point. 

Ensure priority is gained for Bruce Hwy upgrade along 

Goorganga Plains as flooding between Whitsunday 

Coast Airport and Proserpine results in flight 

cancellations and Visitors miss connections to Charter 

Boat experiences and island transfers etc. 

7.9.2 

Accessing the 

region by yacht 

A number of marine services reports have been 

completed: Marine Industry Analysis and Investment 

opportunity Report completed in 2007; Marine 

Maintenance Demand Analysis Report completed for 

the Mackay-Whitsunday region in 2010. 

Work with Industry groups to review and implement key 

recommendations from reports. 


7.9.3 

Accessing the 

region by cruise 

ship 

7.9.4 

Floodproofing the 

Bruce Highway 

7.9.5 

Developing Shute 

Harbour Road 

from Bruce Hwy to 

Cannonvale 

Queensland Cruise Shipping demand study completed 

2010. Cruise schedules now available with increased 

number of ships now visiting however support 

transport services are struggling to cope with demand 

with larger or multiple boats visiting. 

Upgrade of Goorganga Plains identified in Bruce 

Highway reports. 

Ongoing works by Council and Department of 

Transport and Main Roads. Hamilton Plains area still 

floods and is closed during heavy rains. 

Grow shore excursion offerings and increase the level 

of pre-booked tours to grow capacity for expected 

growth in cruise ship visits and passenger numbers; 

Continue to acknowledge and involve the Cruise Ship 

Ambassadors in the development of this sector to 

ensure the Whitsunday Welcome is maintained and 

passenger expenditure is maximised on shore. 

Inform and ensure this remains a priority with 

Queensland Governments Bruce Highway Crisis Group. 

Identify state and federal funding to ensure that basic 

supporting infrastructure and connectivity to is in place. 


24

8 Implementation 

Whitehaven 

Beach 

To enable the tourism product investment and infrastructure vision 

to be realised in The Whitsundays in an effective and timely manner, 

a number of implementation mechanism are necessary. Tourism 

Queensland working in partnership with Whitsunday Regional 

Council, Whitsundays Marketing and Development (WM&D) 

Regional Development Australia Mackay Whitsundays Issac (RDA) 

and the Queensland Government, will be the key influencers in 

prioritising and advocating the implementation of the TOP. 

This plan has been developed for the benefit of Local, State and 

Federal Government agencies, regional economic development 

agencies, regional and local tourism organisations, investors and 

developers and tourism industry operators. It is envisaged that 

this document can proactively assist with securing future funds 

via government grants, sponsorships and business partnerships 

to ensure that the priority projects become a reality for the 

Whitsundays region. 

Key Research Sites 

Tourism Queensland (corporate) 

www.tq.com.au 

Tourism Queensland (consumer) 

www.queenslandholidays.com.au/destinations/whitsundays 


www.tourismwhitsundays.com.au 


www.whitsundaysrc.qld.gov.au 

Regional Development Australia Mackay Isaac Whitsundays 

www.rdamackaywhitsunday.org.au 

Queensland Government 

www.business.qld.gov.au/tourism/tourism-industry 

Queensland Tourism Industry Council 

www.qtic.com.au 


Key Regional Contacts 

Tourism Queensland 

Phone: +61 7 3535 3535 

Email: info@tq.com.au 


Phone: +61 7 4948 5900 

Email: support@tourismwhitsundays.com.au 

Queensland Government – Mackay Regional Service Centre 

Phone: + 61 7 49671099 


Phone: +61 7 4945 0200 

Email: info@whitsundayrc.qld.gov.au 

Regional Development Australia Mackay Whitsunday Issac 

Phone: +61 7 4967 0727 

Email: projects@RDAMackayWhitsunday.org.au 

25

The Whitsundays Tourism Opportunity Plan - Tourism Queensland

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