The Whitsundays Tourism Opportunity Plan - Tourism Queensland
The Whitsundays Tourism Opportunity Plan - Tourism Queensland
The Whitsundays Tourism Opportunity Plan - Tourism Queensland
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<strong>The</strong> <strong>Whitsundays</strong><br />
<strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong><br />
2012–2016
DISCLAIMER – <strong>Whitsundays</strong> Marketing and Development and <strong>Tourism</strong><br />
<strong>Queensland</strong> make no claim as to the accuracy of the information contained<br />
in the <strong>Whitsundays</strong> <strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong>. <strong>The</strong> document is not a<br />
prospectus and the information provided is general in nature. <strong>The</strong> document<br />
should not be relied upon as the basis for financial and investment related<br />
decision.<br />
DISCLAIMER – STATE GOVERNMENT<br />
<strong>The</strong> <strong>Queensland</strong> Government makes no claim as to the accuracy of the<br />
information contained in the <strong>Whitsundays</strong> <strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong>. <strong>The</strong><br />
document is not a prospectus and the information provided is general in<br />
nature. <strong>The</strong> document should not be relied upon as the basis for financial<br />
and investment related decisions. This document does not suggest or imply<br />
that the <strong>Queensland</strong> State Government or any other government, agency,<br />
organisation or person should be responsible for funding any projects or<br />
initiatives identified in this document.
Executive Summary<br />
Long Island<br />
Purpose<br />
<strong>The</strong> purpose of the Whitsunday <strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong> (TOP) is<br />
to provide direction for the sustainable development of tourism in<br />
the Whitsunday region.<br />
This document is an update of the Mackay <strong>Whitsundays</strong> Regional<br />
<strong>Tourism</strong> Investment and Infrastructure <strong>Plan</strong> (RTIIP) 2006-2016.<br />
This particular document however, relates only to the <strong>Whitsundays</strong><br />
region (a separate document has been developed for the Mackay<br />
region).<br />
<strong>The</strong> original Mackay Whitsunday RTIIP was the very first created in<br />
<strong>Queensland</strong>. This new document focuses on the priority catalyst<br />
projects for the Whitsunday region as determined in consultation<br />
with the <strong>Queensland</strong> State Government, Whitsunday Regional<br />
Council, <strong>Whitsundays</strong> Marketing and Development, Regional<br />
Development Australia Mackay Whitsunday Issac (RDA) and<br />
industry. This reflects the change in priorities over the last five years<br />
and also notes that some of the existing catalyst projects identified<br />
in the previous RTIIP have already been completed.<br />
<strong>The</strong> TOP aims to:<br />
Identify new and upgraded tourism product that meets future<br />
visitor expectations and demands;<br />
Identify the need for new investment and infrastructure that<br />
supports the ongoing development of tourism;<br />
Provide relevant research-based information on tourism supply<br />
and demand; and<br />
Provide an agreed focus and mechanism for engagement with<br />
the tourism industry, infrastructure and private investors.<br />
<strong>The</strong> TOP does not purport to canvas all possible projects for<br />
the region. Further it is not a list of projects to be delivered by<br />
government. Recommendations made in this TOP following<br />
initial stakeholder consultation have been developed through an<br />
assessment of projects based on an agreed set of criteria:<br />
<strong>The</strong> project meets the needs of target markets;<br />
<strong>The</strong> project capitalises on a particular destination attribute that<br />
creates appeal;<br />
<strong>The</strong> project has the potential to stimulate growth in the<br />
Whitsunday Region over the next 5-10 years;<br />
<strong>The</strong> development of new products compliments and does not<br />
unnecessarily compete with existing products;<br />
<strong>The</strong>re is a strong level of interest and support from local<br />
stakeholders;<br />
<strong>The</strong> project is aligned with the vision for the region and<br />
community aspirations;<br />
<strong>The</strong> likely net benefits span across the social, environmental<br />
and/or economic outcomes;<br />
Aligns with Local/State/Federal Government priorities and is<br />
likely to gain political support.<br />
Executive Summary<br />
<strong>The</strong> audience of the TOP includes Local, State and Federal<br />
Government agencies, regional economic development agencies,<br />
Regional and Local <strong>Tourism</strong> Organisations, investors and<br />
developers and tourism industry operators.<br />
i
Luncheon Bay<br />
Executive Summary<br />
Catalyst Projects<br />
Seven catalyst projects are identified for the Whitsunday region.<br />
<strong>The</strong>se are tourism investment or infrastructure projects of regional<br />
significance and which are expected to act as a catalyst to generate<br />
a range of other investment, marketing and product development<br />
opportunities.<br />
Airlie Beach Water Park — utilising the existing lagoon<br />
infrastructure;<br />
Airlie Beach Flow Rider Attraction — developed as part of the<br />
water park linked to the exising Airlie Beach Lagoon;<br />
Airlie Beach Tourist Precinct — project to link the key tourism<br />
elements of Airlie Village including the main street, foreshore,<br />
lagoon, Port of Airlie, lookout and visitor centre, botanic<br />
gardens and bicentennial walkway, and a marine discovery<br />
centre;<br />
Airlie Beach Community, Event and Conference Venue — to<br />
serve as a multipurpose community and tourist facility that<br />
could also be integrated with a major car park close to the main<br />
street of Airlie Village;<br />
Bowen Produce Centre — to serve as a focal point for the sale<br />
and presentation of locally grown fruit and vegetables, seafood<br />
and gourmet produce;<br />
<strong>Whitsundays</strong> Dive Wreck Trail — to start from the Bowen Jetty,<br />
with other sites including Stone Island, Hideaway Bay, and<br />
various sites off Airlie Beach and surrounding Whitsunday<br />
island;<br />
Airlie Beach Development — consolidation and updating of<br />
Airlie Beach plans for development; and<br />
Whitsunday Coast Airport Runway Extension – a proposed<br />
270m extension to 2300m to increase the airport’s capability.<br />
Key Infrastructure Projects<br />
Four key infrastructure projects which require immediate attention 1<br />
and which are canvassed in this TOP are:<br />
1. Increasing the supply of potable water to the regions (the<br />
Burdekin Dam Pipeline Project and/or support for water<br />
recycling);<br />
2. Improving electricity supply and service delivery to the regions;<br />
3. Improving the supply of telecommunications services to the<br />
regions; and<br />
4. Introducing effective waste management systems, especially<br />
for boat sullage.<br />
5. Monitor and improve road access to the region.<br />
1 Projects 1-4 were noted by infrastructure agencies, councils, operators and developers-investors in the development of the original Mackay <strong>Whitsundays</strong> RTIIP<br />
2006-2012. Project 5 was identified in the RTIIP review in 2012.<br />
ii
Contents<br />
Hamilton Island Golf Course, Dent Island<br />
Executive Summary ..............................................I<br />
Purpose ..........................................................i<br />
Catalyst Projects .................................................ii<br />
Key Infrastructure Projects ......................................ii<br />
Acronyms .......................................................2<br />
1 Context .....................................................3<br />
1.1 What is a <strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong>? .......................3<br />
1.2 <strong>The</strong> Region .................................................3<br />
1.3 <strong>Tourism</strong> in the Region ......................................5<br />
2 Methodology ................................................7<br />
2.1 TOP Development Methodology ...........................7<br />
2.2 Project Assessment Criteria ...............................7<br />
3 A Vision for <strong>The</strong> <strong>Whitsundays</strong> Region ......................8<br />
3.1 Vision and <strong>The</strong>mes .........................................8<br />
3.2 Target Markets ..............................................8<br />
3.3 Whitsunday Regional Council Community <strong>Plan</strong> ............9<br />
4 Gap Analysis ...............................................10<br />
4.1 Destination Opportunities and Challenges ...............10<br />
4.2 Potential Growth Segments ............................... 11<br />
6 Key Infrastructure Projects ................................16<br />
6.1 Increasing the Supply of Potable Water to the Region ...16<br />
6.2 Improving electricity supply ..............................16<br />
6.3 Improving the Supply of Telecommunications Services ..17<br />
6.4 Introducing Effective Waste Management Systems ......17<br />
6.5 Monitor and Improve Road Access to the Region ........17<br />
7 Investment Projects ........................................18<br />
7.1 Accommodation ...........................................18<br />
7.2 Attractions and Activities ..................................19<br />
7.3 Transport ..................................................20<br />
7.4 Superstructure .............................................21<br />
7.5 Marketing .................................................22<br />
7.6 Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22<br />
7.7 Strategic <strong>Plan</strong>ning ........................................22<br />
7.8 Human Resources ........................................23<br />
7.9 Infrastructure Opportunities and Issues .................24<br />
8 Implementation ........................................... 25<br />
5 Catalyst Projects ...........................................12<br />
5.1 Airlie Beach Water Park ....................................12<br />
5.2 Airlie Beach Flow Rider Attraction ........................12<br />
5.3 Airlie Beach Tourist Precinct ..............................13<br />
5.4 Airlie Beach Community, Event and Conference Venue ..13<br />
5.5 Bowen Produce Centre ....................................14<br />
5.6 <strong>Whitsundays</strong> Dive Wreck Trail .............................14<br />
5.7 Airlie Beach Development ................................15<br />
5.8 Whitsunday Coast Airport Runway Extension ............15<br />
1
Acronyms<br />
Catseye Bay, Hamilton Island<br />
DMP<br />
DSDIP<br />
DTS<br />
EW<br />
Destination Management <strong>Plan</strong><br />
Department of State Development, Infrasturcture and <strong>Plan</strong>ning<br />
Destination <strong>Tourism</strong> Strategy<br />
Enterprise <strong>Whitsundays</strong><br />
Acronyms<br />
GBR<br />
GRP<br />
IVS<br />
Great Barrier Reef<br />
Gross Regional Product<br />
International Visitor Survey<br />
LGA<br />
LTO<br />
NVS<br />
QPWS<br />
QTIC<br />
QTS<br />
RDA<br />
RTIIP<br />
RTO<br />
TOP<br />
TQ<br />
VIC<br />
WM&D<br />
WRC<br />
Local Government Area<br />
Local <strong>Tourism</strong> Organisation<br />
National Visitor Survey<br />
<strong>Queensland</strong> Parks and Wildlife Service<br />
<strong>Queensland</strong> <strong>Tourism</strong> Industry Council<br />
<strong>Queensland</strong> <strong>Tourism</strong> Strategy<br />
Regional Development Australia Mackay Whitsunday Isaac<br />
Regional <strong>Tourism</strong> Investment and Infrastructure <strong>Plan</strong><br />
Regional <strong>Tourism</strong> Organisation<br />
<strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong><br />
<strong>Tourism</strong> <strong>Queensland</strong><br />
Visitor Information Centre<br />
<strong>Whitsundays</strong> Marketing and Development<br />
Whitsunday Regional Council<br />
2
1 Context<br />
Tongue Bay, Whitsunday Island<br />
1.1 What is a <strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong>?<br />
<strong>The</strong> purpose of this <strong>Tourism</strong> <strong>Opportunity</strong> <strong>Plan</strong> (TOP) is to provide<br />
direction for the sustainable development of tourism in <strong>The</strong><br />
<strong>Whitsundays</strong> region over the next five to ten years.<br />
<strong>The</strong> TOP aims to:<br />
Identify new and upgraded tourism product that meets future<br />
visitor expectations and demands;<br />
Identify the need for new investment in infrastructure that<br />
supports the ongoing development of tourism;<br />
Provide relevant research based information on tourism supply<br />
and demand; and<br />
Provide an agreed focus and mechanisms for engagement<br />
with the tourism industry, infrastructure providers and private<br />
investors.<br />
<strong>The</strong> <strong>Queensland</strong> Government held the inaugural DestinationQ<br />
forum in Cairns on 25 and 26 June 2012. <strong>The</strong> forum provided an<br />
opportunity for more than 300 tourism industry representatives to<br />
contribute to the policy direction of the <strong>Queensland</strong> Government.<br />
<strong>The</strong> forum culminated in the development of a Partnership<br />
Agreement between industry and government. A key element of the<br />
Partnership Agreement included the recognition that both industry<br />
and government must work together cooperatively, and contribute<br />
jointly, to achieving the <strong>Tourism</strong> 2020 goals. This principle will also<br />
apply to the projects outlined in this TOP. This will require that<br />
industry, and federal, state and local governments all play a role in<br />
delivering these projects.<br />
<strong>The</strong> audience of the TOP includes Local, State and Federal<br />
Government agencies, regional economic development agencies,<br />
Regional and Local <strong>Tourism</strong> Organisations, investors and<br />
developers and tourism industry operators.<br />
<strong>The</strong> development of the original RTIIP was based on extensive<br />
research as well as consultation with a diverse range of regional<br />
and external stakeholders including government agencies, tourism<br />
industry, tourism stakeholders, developers and investors. Hundreds<br />
of stakeholders were consulted throughout this project, through<br />
one-on-one interviews, attending council meetings and hosting<br />
interactive stakeholder forums. <strong>The</strong> update of this plan to a TOP in<br />
2012, involved consultation with key stakeholders the <strong>Queensland</strong><br />
State Government, Whitsunday Regional Council, <strong>Whitsundays</strong><br />
Marketing and Development, Regional Development Australia<br />
Mackay Whitsunday Issac (RDA) and industry leaders.<br />
<strong>The</strong> TOP provides a platform which focuses specifically on tourism<br />
product, investment and infrastructure needs that are critical to the<br />
future growth and development of tourism in the region.<br />
1.2 <strong>The</strong> Region<br />
<strong>The</strong> <strong>Whitsundays</strong> region is supported by its own regional tourism<br />
organisation (RTO) 2 and by its own Destination <strong>Tourism</strong> Strategy<br />
(DTS) 3 .<br />
<strong>The</strong> <strong>Whitsundays</strong> Destination <strong>Tourism</strong> Strategy, in articulating the<br />
agreed tourism direction for the destination, provides the strategic<br />
platform for:<br />
Guiding <strong>Tourism</strong> <strong>Queensland</strong>, <strong>Whitsundays</strong> Marketing and<br />
Development’ and other stakeholder’s individual planning and<br />
activities; and,<br />
Fostering the efficient, effective and coordinated use of<br />
resources to grow sustainable tourism development in the<br />
<strong>Whitsundays</strong> up to 2016<br />
<strong>The</strong> <strong>Whitsundays</strong> region incorporates part of the Great Barrier<br />
Reef Marine Park, its associated islands (resort and National Park<br />
islands) and adjacent mainland areas.<br />
For the purposes of this TOP, the tourism nodes and precincts have<br />
been identified within the region as including.<br />
Whitsunday mainland: north of Laguna Quays through to<br />
Bowen including Proserpine, Cannonvale and Airlie Beach, with<br />
a focus on the leisure tourism concentration in Airlie Beach and<br />
the Bowen Coast.<br />
Islands: the islands seaward of the regions’ coast, including the<br />
Whitsunday Islands.<br />
1 Context<br />
2 <strong>Whitsundays</strong> Marketing and Development.<br />
3 <strong>The</strong> DTS is a tourism strategy document for <strong>The</strong> <strong>Whitsundays</strong> region until 2016. A wide range and number of reports, plans, data and other current information used<br />
to compile this Destination <strong>Tourism</strong> Strategy and critical to its implementation is also available on <strong>Tourism</strong> <strong>Queensland</strong> and <strong>Whitsundays</strong> Marketing and Development<br />
websites: www.tq.com.au and www.tourismwhitsundays.com.au<br />
3
Table 1: Map of <strong>The</strong> <strong>Whitsundays</strong> Region<br />
LEGEND<br />
Major Airport<br />
Small Airport<br />
(light aircraft only)<br />
Train Route<br />
G R E A T<br />
DARWIN<br />
B A R R I E R R E<br />
CAIRNS<br />
E F<br />
N ORTHERN TERRITORY<br />
THE WHITSUNDAYS<br />
PERTH<br />
AUSTRALIA<br />
BRISBANE<br />
CANBERRA<br />
ADELAIDE<br />
SYDNEY<br />
MELBOURNE<br />
HOBART<br />
SOUTH<br />
AUSTRALIA<br />
Pacific Ocean<br />
1 Context<br />
NEW SOUTH WALES<br />
Fairy Reef<br />
Net Reef<br />
Oublier Reef<br />
Townsville<br />
Collinsville<br />
Bowen<br />
Hydeaway Bay<br />
<strong>The</strong> Great Barrier Reef<br />
Marine Park<br />
Hayman Island<br />
Line Reef<br />
Hook Reef<br />
Bait Reef<br />
Knuckle Reef<br />
Elizabeth Reef<br />
Hardy Reef<br />
Black Reef<br />
Pacific C oast Touring Route (Bruce Hig hway)<br />
Dingo Beach<br />
Hook Island<br />
Whitsunday Airport<br />
Airlie<br />
Beach<br />
Daydream Island<br />
Shute Harbour<br />
South Molle<br />
Island<br />
Whitsunday Island<br />
Whitehaven<br />
Beach<br />
PERTH<br />
Peter Faust Dam<br />
Long Island<br />
Great Barrier Reef Airport<br />
Proserpine<br />
Cedar Creek<br />
Falls<br />
Hamilton Island<br />
Proserpine River<br />
Conway National Park<br />
Whitsunday<br />
Coast Airport<br />
Lindeman Island<br />
Laguna <strong>Whitsundays</strong><br />
Brampton Island<br />
© <strong>Tourism</strong> <strong>Queensland</strong> 2010<br />
Mackay<br />
Midge Point<br />
4
<strong>The</strong> <strong>Whitsundays</strong> region is characterised by a coastal district and<br />
islands within the Whitsunday Regional Council Area.<br />
<strong>The</strong> <strong>Whitsundays</strong> region’s visitor experiences are found mostly on the<br />
region’s islands and Airlie Beach and Bowen on the mainland. Marine<br />
based activities are predominant with supporting mainland activities<br />
becoming a key development focus for the region.<br />
1.3 <strong>Tourism</strong> in the Region<br />
How has tourism in the Region changed over the<br />
last ten years?<br />
<strong>The</strong> <strong>Whitsundays</strong> is one of Australia’s most aspirational holiday<br />
destinations and popular with international visitors. Centrally<br />
located on the <strong>Queensland</strong> coast in the heart of the World Heritage<br />
listed Great Barrier Reef, the region encompasses the <strong>Whitsundays</strong><br />
Coast mainland (Proserpine, Cannonvale, Airlie Beach, Bowen<br />
and Collinsville) and the <strong>Whitsundays</strong> Islands. <strong>The</strong> region is home<br />
to some of Australia’s most iconic tourism experiences including<br />
Heart Reef, Whitehaven Beach, Hamilton, Hayman and Daydream<br />
Islands and Airlie Beach, and has two regional airports serviced<br />
by daily services from Brisbane, Sydney, Melbourne and Cairns.<br />
Approximately half of the region is national park.<br />
<strong>Tourism</strong> growth was initially driven by locals from the mainland<br />
as well as visiting cruise ships and by the mid 1930’s resorts were<br />
operating on Lindeman, South Molle, Long, Daydream and Hayman<br />
Islands. However it wasn’t until the 1950’s and 1960’s that the region<br />
saw significant growth. <strong>Tourism</strong> product development was bolstered<br />
as accessibility from the mainland, particularly Shute Harbour was<br />
improved, helicopter and light aircraft tours and transfers were<br />
introduced, investment in the refurbishment and redevelopment<br />
of key tourism infrastructure on both the islands and mainland<br />
occurred and airline attraction became a key driver of growth in<br />
visitor numbers.<br />
What is the current tourism profile of the Region?<br />
<strong>Tourism</strong> is the mainstay of the <strong>Whitsundays</strong> economy and makes<br />
a significant contribution to the sustainable development of the<br />
regional economy and community.<br />
In the year ending March 2012, the <strong>Whitsundays</strong> was host to 5 :<br />
■■<br />
■■<br />
■■<br />
576,000 domestic overnight visitors;<br />
165,000 international visitors; and<br />
308,000 day trip visitors.<br />
This visitation in turn makes a significant contribution to the<br />
<strong>Whitsundays</strong> regional economy. In 2007/08 6<br />
■■<br />
■■<br />
3,400 jobs in the <strong>Whitsundays</strong> region are directly supported by<br />
tourism; and<br />
<strong>Whitsundays</strong> tourism contributes $253 million to the regional<br />
and <strong>Queensland</strong> economy.<br />
(For more detail and current information visit<br />
www.tq.com.au/destinations)<br />
Contribution to the <strong>Queensland</strong> Gross Regional<br />
Output ($m) in 2007–08<br />
<strong>Whitsundays</strong><br />
253<br />
Rest of <strong>Queensland</strong><br />
8939<br />
1 Context<br />
<strong>The</strong> value of the tourism output to the <strong>Whitsundays</strong> in 2007/08<br />
was $685 million. This was 17.7 percent of the overall output from<br />
the region, making it the third most tourism dependent region<br />
in Australia after Central Northern Territory and Phillip Island in<br />
Victoria .4<br />
<strong>The</strong> <strong>Whitsundays</strong> 74 Island Wonders is a tourism brand platform<br />
that was introduced in 2010 with long term vision for the region as<br />
a tourism destination. It is an evolution of the <strong>The</strong> <strong>Whitsundays</strong>, 74<br />
Islands Out of the Blue brand introduced in 2006. <strong>The</strong> evolution<br />
of the brand is the result of a shift in <strong>Queensland</strong>’s marketing<br />
approach to focus on the tourism experience and the consumer’s<br />
emotional response rather than just focussing on the <strong>Whitsundays</strong>’<br />
attributes.<br />
Contribution to the <strong>Whitsundays</strong> Regional Product<br />
($m) in 2007–08<br />
<strong>Tourism</strong><br />
17.70%<br />
Other Industries<br />
82.30%<br />
4 Source: Economic Importance of <strong>Tourism</strong> in Australia’s Regions Report Department of Resources, Energy and <strong>Tourism</strong> www.ret.gov.au/tra<br />
5 Source: TQ (2012) <strong>Whitsundays</strong> Regional Snapshot, year ended March 2012<br />
6 Source: STCRC (2010) Regional Economic Contribution of <strong>Tourism</strong> Destinations in <strong>Queensland</strong>. (This most recent 2007-08 data came out of a major research study<br />
which produced the first set of estimates of tourism’s economic contribution at the destination level.)<br />
5
1 Context<br />
What will the next ten years of tourism in the<br />
Region hold?<br />
Faced with increasing competition from other island destinations<br />
globally which are able to present alternative holiday types at a<br />
cheaper price, tourism stakeholders in <strong>The</strong> <strong>Whitsundays</strong> need to<br />
work in a common direction to maximise the tourism potential<br />
of the region so as to achieve a balance of economic, social and<br />
environmental outcomes. <strong>The</strong> region will need to identify new<br />
and innovative ways to compete as a preferred island holiday<br />
destination that focuses on providing value for money experiences<br />
and service rather than a focus on competing on price. In addition<br />
there are a number of consumer and market trends that are likely<br />
to influence the future development and marketing of tourism in<br />
the region. A summary of the range of trends and influences are<br />
outlined below:<br />
Global Consumer Trends<br />
Increasing use of the internet and social networking<br />
Improved access and affordability of air travel<br />
A strong exchange rate and access to low cost air travel is<br />
making it easier for Australians to travel overseas<br />
Value for money is critically important<br />
Destination ‘brag-ability’ is increasingly important<br />
Visitors seeking more ‘meaningful’ experiences<br />
Growth in ‘voluntourism’, community oriented-tourism and ‘offthe-beaten<br />
track’ travel<br />
Australian Market Trends<br />
How you feel is more important than how old you are – the<br />
emergence of ‘psychographic’ segmentation<br />
<strong>The</strong>re is a trend towards shorter holidays and shorter lead<br />
booking times<br />
<strong>The</strong> ‘Experience Seekers’ are looking for learning experiences<br />
Visitors are seeking authentic interactions with locals, nature<br />
and destinations<br />
<strong>Queensland</strong> Market Trends<br />
Visitors are seeking natural encounters, islands and beaches,<br />
<strong>Queensland</strong> lifestyle, and adventure<br />
Visitors want fun, relaxing and care-free experiences and to<br />
escape the crowds<br />
An industry shift towards experience segmentation – targeting<br />
visitor needs and wants<br />
Region Trends<br />
Visitors to the Region enjoy long holidays and value being able<br />
to take their time<br />
Visitors enjoy discovering / exploring new things on holiday<br />
Visitors are realistic in expectations about service and luxuries;<br />
however<br />
Visitors are also looking for ‘delighters’ – both tangible and<br />
intangible unexpected experiences and interactions<br />
Over the next ten years, visitation to the <strong>Whitsundays</strong> will also be<br />
influenced by a wide range of external factors that will impact not<br />
only on visitation to the region but to <strong>Queensland</strong> and Australia as<br />
a whole. Provided below is a summary of the <strong>Tourism</strong> Forecasting<br />
Committee forecasts for future tourism demand to 2018 in Australia<br />
and <strong>Queensland</strong>.;<br />
Domestic Trends and Forecasts<br />
Stable numbers of domestic trips<br />
Increased domestic visitor nights in <strong>Queensland</strong><br />
Slight decline in domestic VFR in regional <strong>Queensland</strong><br />
International Trends and Forecasts<br />
Recovery of Australia’s inbound tourism market<br />
Increased seat capacity into Australia<br />
Growth in overall international visitor numbers<br />
Increase in average length of stay<br />
Increase in international VFR in regional <strong>Queensland</strong><br />
6
2 Methodology<br />
Blue<br />
Pearl Bay, Hayman Island<br />
This document is an update of the Mackay <strong>Whitsundays</strong> Regional<br />
<strong>Tourism</strong> Investment and Infrastructure <strong>Plan</strong> (RTIIP) 2006-2016. This<br />
particular document however, relates only to the <strong>Whitsundays</strong> region<br />
(a separate document has been developed for the Mackay region).<br />
<strong>The</strong> original Mackay Whitsunday RTIIP was the very first created in<br />
<strong>Queensland</strong>. This new document focuses on the priority catalyst<br />
projects for the Whitsunday region as determined in consultation<br />
with the <strong>Queensland</strong> State Government, Whitsunday Regional<br />
Council, <strong>Whitsundays</strong> Marketing and Development, Regional<br />
Development Australia Mackay Whitsunday Issac (RDA) and<br />
industry. This reflects the change in priorities over the last five years<br />
and also notes that some of the existing catalyst projects identified<br />
in the previous RTIIP have already been completed.<br />
2.1 TOP Development Methodology<br />
<strong>The</strong> methodology undertaken to develop <strong>The</strong> <strong>Whitsundays</strong> RTIIP in<br />
2006 and subsequently this TOP in 2012 included the following key<br />
steps:<br />
Review of existing background research, reports and literature<br />
with relevance to tourism in the Region;<br />
Consultation with a wide range of stakeholders throughout<br />
this project through one-on-one interviews, attending council<br />
meetings and hosting interactive stakeholder forums;<br />
Analysis of key tourism product gaps and opportunities for the<br />
Region;<br />
Prioritisation of tourism product opportunities against agreed<br />
criteria; and<br />
Review of proposed projects with key stakeholders to develop<br />
final plan.<br />
Stakeholders consulted throughout the project included<br />
representatives from:<br />
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Federal Government<br />
State Government<br />
Local Government<br />
Regional <strong>Tourism</strong> Organisations<br />
<strong>Tourism</strong> Associations<br />
Local <strong>Tourism</strong> Organisations<br />
<strong>Tourism</strong> operators<br />
2.2 Project Assessment Criteria<br />
A wide variety of projects have been put forward as part of the<br />
region’s TOP process. In order to undertake an initial assessment<br />
of the feasibility of these projects a set of assessment criteria were<br />
developed in consultation with key stakeholders. <strong>The</strong> agreed criteria<br />
for the assessment of the identified TOP projects were:<br />
Target Market Aligned – does the project meet the needs of<br />
growth target markets for the region?<br />
Destination attributes – does the project capitalise on a<br />
particular destination attribute that would stimulate destination<br />
appeal & visitor interest?<br />
Regional Growth – does the project have the potential to<br />
stimulate growth in the Region over the next 10 years?<br />
Value Added Experiences – does the development of new<br />
products complement rather than unnecessarily compete with<br />
existing products?<br />
Stakeholder Support – does the project have a strong level of<br />
interest from local stakeholders and is the project aligned with<br />
the vision for the region and community aspirations?<br />
Sustainability – do the likely net benefits of the project span<br />
across the social, environmental and/or economic outcomes for<br />
the Region?<br />
Strategic Alignment – does the project align with Local, State<br />
or Federal Government priorities and is it likely to gain support<br />
from the decision makers?<br />
Based on the agreed set of assessment criteria, the identified<br />
projects for the Region’s TOP have been classified into one of the<br />
following categories:<br />
Catalyst Projects – <strong>The</strong>re are the seven catalyst projects<br />
identified for the Whitsunday region. <strong>The</strong>se are tourism<br />
investment or infrastructure projects of regional significance<br />
and which are expected to act as catalysts to generate a range<br />
of other investment, marketing and product development<br />
opportunities.<br />
Key Infrastructure Projects – <strong>The</strong>se region-wide projects are<br />
tourism infrastructure projects which address identified region<br />
wide issues and are expected to act as enablers for further<br />
investment and product development opportunities.<br />
Investment Opportunities – A number of other tourism<br />
investment or infrastructure projects are highlighted as potential<br />
investment, marketing and product development opportunities<br />
for the Region.<br />
2 Methodology<br />
7
3 A Vision for <strong>The</strong> <strong>Whitsundays</strong> Region<br />
Dent<br />
Island<br />
3 Vision<br />
3.1 Vision and <strong>The</strong>mes<br />
<strong>The</strong> vision in <strong>The</strong> <strong>Whitsundays</strong> Destination <strong>Tourism</strong> Strategy 2012 –<br />
2016 is for the region to be:<br />
Globally recognised as one of the world’s<br />
leading tropical island and marine leisure holiday<br />
destinations.<br />
<strong>The</strong> <strong>Whitsundays</strong>, 74 Island Wonders<br />
<strong>The</strong> <strong>Whitsundays</strong> is one of the world’s leading tropical destinations<br />
and is working towards being renowned as a best practice<br />
destination for its lifestyle, leisure, business and environmental<br />
tourism offerings.<br />
To achieve this vision, there is a need for the region to offer island<br />
and mainland experiences that better cater to visitor markets,<br />
particularly international and interstate leisure visitor markets that<br />
have been targeted for growth. This includes upgrading the facilities<br />
(accommodation, supporting facilities and activities etc) on many of<br />
the Whitsunday islands.<br />
To offer such experiences, tourism nodes at Airlie Beach and<br />
on the Bowen waterfront will also need to be enhanced. Other<br />
enhancements required to achieve the short and long term visions<br />
include the following.<br />
Preserving the relaxed beachside look and feel of Airlie Beach<br />
and its environs.<br />
Encouraging the development of mainland attractions and<br />
activities to offer visitors more than the maritime experiences<br />
currently on offer.<br />
Providing pedestrian-friendly waterfront paths; cycle-ways and<br />
other experiences in Bowen.<br />
Upgrading the look and feel and quality of many resorts and<br />
hotels in the region.<br />
Underpinning this, tourism stakeholders in the <strong>Whitsundays</strong> need<br />
to work in a common direction to maximise the tourism potential<br />
of the region so as to achieve a balance of economic, social and<br />
environmental outcomes. A significant shift is required if the region<br />
is to achieve strong levels of repeat visitation from the interstate<br />
and intrastate visitor markets 7 or if it is to grow its share of the<br />
inbound visitor market.<br />
7 Current repeat visitation is estimated at 25% of domestic visitors only.<br />
For the <strong>Whitsundays</strong> to achieve it’s aspiration for 2016 it is critical<br />
that there is:<br />
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a coordinated approach to destination marketing and<br />
promotion;<br />
innovative product and infrastructure development across the<br />
region that delivers the marketing promise; and<br />
a tourism industry that is operating at the highest standards<br />
of service, safety and sustainability through effective industry<br />
development programs.<br />
3.2 Target Markets<br />
Traditional methods of market research have defined consumers<br />
by demographic and life-stage variables that assume everyone in<br />
the same age group or with the same income act in a similar way.<br />
In order to better understand the consumers’ needs and wants,<br />
maximise the impact of the development, the marketing dollar<br />
and to communicate more effectively with the consumer, <strong>Tourism</strong><br />
<strong>Queensland</strong> has adopted a needs-based segmentation approach<br />
for identifying both domestic and international target markets. This<br />
approach is similar to the experience-based segmentation adopted<br />
by <strong>Tourism</strong> Australia for targeting international markets.<br />
All tourism development and promotional activity is based on<br />
consumer needs. <strong>The</strong> following target markets for the <strong>Whitsundays</strong><br />
include the current targets and those identified for development in<br />
order to achieve the region’s 2016 potential.<br />
Domestic Visitor Segments<br />
<strong>Tourism</strong> <strong>Queensland</strong>’s segmentation model is a result of research<br />
of some 6,000 Australian consumers, looking to understand the<br />
emotional drivers for their ideal holiday experience. Based on the<br />
results of this research the consumer groups best suited to the<br />
<strong>Whitsundays</strong> Region are:<br />
Connectors who see holidays as a chance to connect with the<br />
people they care most about. <strong>The</strong>y will often subordinate their own<br />
preferences in terms of activities to ensure everyone has a good<br />
time.<br />
Social Fun-seekers the essence of a holiday is having a fun time.<br />
While they do a lot of different activities, it is sharing the experience<br />
with friends and other holiday makers that makes the difference.<br />
8
Active Explorers are about pushing boundaries through challenging<br />
themselves via physical activity. <strong>The</strong>y enjoy the company of others,<br />
but their focus is on exploring the extremes of their physical<br />
environment and themselves. It’s about feeling alive.<br />
International Visitor Segments<br />
Internationally, <strong>Tourism</strong> Australia works to promote the Australian<br />
experience to the ‘Experience Seeker’s market through tailored<br />
marketing messages.<br />
Experience Seekers are marketing, advertising and technologically<br />
savvy, more open minded, less materialistic, more driven and can<br />
be any nationality. Experience Seekers:<br />
Tend to stay longer in Australia and therefore have the potential<br />
to spend more;<br />
Are experienced travellers who are often on their second visit to<br />
Australia;<br />
Seek authentic personal experiences that touch their senses<br />
and challenge them;<br />
Love to get off the beaten track and therefore more likely to<br />
disperse throughout the region experiencing the different<br />
natural landscapes; and<br />
See the unique Australian culture as a stark contrast to their<br />
own so they will immerse themselves in local culture, people<br />
and food.<br />
It is considered that the nature, rural and adventure attractions and<br />
experiences developed for the domestic market will provide a sound<br />
basis for targeting the International market.<br />
Target Markets for <strong>The</strong> <strong>Whitsundays</strong><br />
<strong>The</strong> following target markets for the <strong>Whitsundays</strong> include the<br />
current targets and those identified for development in order to<br />
achieve the region’s 2016 potential<br />
Primary:<br />
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Connectors in Brisbane and Regional <strong>Queensland</strong><br />
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Social Fun Seekers in Sydney and Melbourne<br />
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United Kingdom, the Americas and Europe (Germany, France<br />
and Italy).<br />
Secondary:<br />
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Scandinavia, other Europe and Korea<br />
Emerging:<br />
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Active Explorers in Sydney & Melbourne<br />
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New Zealand, China, Hong Kong, Japan, India and Middle East.<br />
3.3 Whitsunday Regional Council<br />
Community <strong>Plan</strong><br />
<strong>The</strong>se priority projects link to the Whitsunday Regional Council<br />
Community <strong>Plan</strong> (2011 – 2021). <strong>The</strong> delivery of the catalyst projects<br />
will assist the implementaton of the Whitsunday Regional Council<br />
Community <strong>Plan</strong> by:<br />
Helping to strengthen the importance and value of tourism<br />
throughout the region;<br />
Offering a far more integrated approach via the projects<br />
identified;<br />
Through the development of investment opportunities and<br />
improved community amenities and assets;<br />
Enhancing the capacity and capabilities of tourism operators<br />
and providing more product that they can leverage from; and<br />
Helping to offer more land based tourism opportunities which<br />
encourages diversification without weakening traditional water<br />
based tourism experiences.<br />
A copy of the Whitsunday Regional Council Community <strong>Plan</strong> can be<br />
downloaded from www.whitsundayrc.qld.gov.au.<br />
3 Vision<br />
Council Community <strong>Plan</strong> <strong>Tourism</strong> Opportunities<br />
Maintain and developing a focus of integrated tourism within<br />
the region including the promotion of the region as a tourism<br />
destination.<br />
Understand, monitor and mitigate impacts associated with<br />
industrial development on the tourism industry.<br />
Understand, monitor and mitigate impacts of infrastructure on the<br />
tourism industry.<br />
Enhance, maintain and develop opportunities and facilities for<br />
tourists and residents in the region including Indigenous/cultural<br />
opportunities, land based tourism opportunities, heritage based<br />
tourism, etc.<br />
Increased accessibility to the region by lobbying airlines to invest<br />
and increase flight availability to the region and for State and<br />
Federal Governments to invest in the flood proofing of the Bruce<br />
Highway.<br />
Encourage and support the diversification and commencement of<br />
industrial and rural based land use tourism opportunities.<br />
Encourage and promote further investment in the region through<br />
public/private partnerships.<br />
Integration With Catalyst <strong>Tourism</strong> Projects<br />
<strong>The</strong> projects aim to link various tourism elements to offer a more<br />
integrated approach to tourism and including wider regional visitor<br />
dispersal and associated community and economic benefits.<br />
Development of the produce centre at Bowen, the enhancements<br />
to the Collinsville historic museum and improvements to Airlie<br />
Beach provide greater understanding and help reduce any negative<br />
impacts between potentially conflicting land users.<br />
Introduction of projects such as the dive wreck trail will help<br />
encourage stronger environmental controls and greater appreciation<br />
for waterways from Bowen through to the Whitsunday islands.<br />
<strong>The</strong> multipurpose centre and other projects address the<br />
opportunity for offering far more land based tourism opportunities<br />
which also act as major community assets. In addition, a<br />
more integrated planning approach for Airlie Beach provides<br />
opportunities to set aside land for RVs, caravans, campervans etc.<br />
Increasing land based tourism attractions, new conference and<br />
event facilities, major integrated produce centre for Bowen etc will<br />
act as a catalyst to stimulate greater visitation to the <strong>Whitsundays</strong><br />
and stimulate more air access and servicing etc.<br />
Development proposed for Collinsville, Bowen and Proserpine<br />
all provide diversified product recognising and building on the<br />
industrial and rural strengths in these areas.<br />
Most projects identified will require a private sector investment<br />
partner or consortium and will help stimulate further investment.<br />
9
4 Gap Analysis<br />
4 Gap Analysis<br />
4.1 Destination Opportunities and<br />
Challenges<br />
<strong>The</strong> following gap analysis is based on a combination of<br />
stakeholder consultation and feedback, background research<br />
and an analysis of secondary data and information. This analysis<br />
was used to identify key infrastructure and investment gaps<br />
for the Region and was used to underpin the development of<br />
recommendations contained within the TOP.<br />
Destination Opportunities<br />
To create a built environment that complements the natural<br />
environment, particularly marine environment around the<br />
Whitsunday Islands and Airlie Beach.<br />
Ensure community and service infrastructure requirements<br />
keep pace with a growing population so as to support<br />
sustainable tourism growth.<br />
To create a mix of visitor attractions and activities to extend<br />
lengths of stay and to improve visitor yields, including mainland<br />
product.<br />
To spread the economic benefits of tourism more widely across<br />
the region and improve visitation during shoulder periods.<br />
To position the <strong>Whitsundays</strong> region as a destination for key<br />
inbound markets.<br />
To increase domestic air capacity including ongoing route<br />
development for the Great Barrier Reef (Hamilton Island) and<br />
Whitsunday Coast (Proserpine) Airports.<br />
To capitalise on demand generated by population growth<br />
through a growing resources sector for leisure experiences.<br />
To reposition the region through product development and<br />
targeting the domestic market.<br />
Increase appeal of visitation to Airlie Beach through the<br />
development of Airlie Beach main street and adjacent precincts,<br />
including the integration of the town’s key tourism nodes to<br />
increase visitor usability and regional dispersal.<br />
To increase the demand for dive based experiences through the<br />
creation of a dive trail.<br />
Protection and managed access of natural icons such as<br />
Whitehaven Beach, and the World Heritage status of the Great<br />
Barrier Reef.<br />
High quality local produce (meat, fruit and vegetables) and<br />
potential to develop a local produce centre.<br />
To stimulate new investment in the regions, including from<br />
major brand operators (major hotel brands, retailers etc).<br />
Diversify markets to appeal to different consumer groups e.g.<br />
incentives and romance.<br />
To improve occupancy rates and yield on a seven day basis and<br />
smooth out seasonality peaks to increase economic impact,<br />
and stimulate reinvestment of exisitng product and creation of<br />
new product.<br />
To identify, protect and develop the unique elements of the<br />
region and to avoid copycat development.<br />
Address the limited supply of both skilled and unskilled staff.<br />
Development of further infrastructure to support growth in<br />
conventions and events.<br />
Compete on the value proposition of the destination’s<br />
distinctive experiences, high standard operators and<br />
spectacular landscapes rather than on price, and grow a quality<br />
service delivery culture across all sectors of the tourism industry<br />
to meet the brand promise.<br />
Gain wider community appreciation of the true value of tourism<br />
to the local economy, social development and environmental<br />
sustainability.<br />
Presence of three marinas in the region present opportunities<br />
for increased tourism product development & retail.<br />
Destination Challenges<br />
High operating costs for island resorts and mainland operators.<br />
<strong>The</strong> effect of the Global Financial Crisis (GFC) and the impact of<br />
consumer and trade perceptions from tropical weather patterns.<br />
<strong>The</strong> closure of multiple tourism businesses including island<br />
resorts and marine based tours/charters.<br />
Fragmentation in the region through pricing wars and<br />
discounting rather than working together to provide a quality<br />
experience.<br />
A lack of leisure oriented attractions and activities that are<br />
mainland based.<br />
Perceived as an expensive destination compared to<br />
neighbouring Asian pacific island destinations e.g. Thailand, Fiji<br />
and Bali<br />
10
Variable service standards, including within general retail<br />
facilities.<br />
Air access and connectivity.<br />
Reliable road access during wet season.<br />
Difficulty securing and retaining skilled and semi-skilled staff,<br />
particularly against the growth of the resources sector.<br />
Lack of affordable housing for staff.<br />
Lack of clear regional and town brands.<br />
Lack of co-ordination between tourism infrastructure projects;<br />
precincts and nodes.<br />
Lack of experienced operators and the growth in lifestyle<br />
operators.<br />
Water; electricity and telecommunications services constraints.<br />
Lack of consistent and effective interpretive and directional<br />
signage.<br />
Impact of the mining boom and particularly competition for<br />
staff, utility resources, housing and short term commercial<br />
accommodation.<br />
<strong>The</strong> lack of consistent quality food and beverages product and<br />
services.<br />
<strong>The</strong> lack of infrastructure led development resulting in<br />
pressures on infrastructure capacity (sewage, potable water,<br />
traffic management), particularly in prime areas in and around<br />
Airlie Beach.<br />
Road infrastructure that lacks touring circuits and loops.<br />
Avalanche of plans (across all sectors) with limited action<br />
actually achieved on a timely basis for addressing issues and<br />
problems.<br />
Low repeat visitation levels among leisure visitors.<br />
4.2 Potential Growth Segments<br />
<strong>The</strong> following opportunities will need to be progressed for the<br />
<strong>Whitsundays</strong> to achieve its vision for 2016:<br />
Foster stronger coordinated, stakeholder marketing and<br />
campaign alignment.<br />
Respond to new experience segments.<br />
Improve visitation during shoulder seasons.<br />
Create a built environment that complements the natural<br />
environment of the region and which provides a unique selling<br />
point.<br />
Compete on the value proposition of the destination’s<br />
distinctive experiences, high standard operators and<br />
spectacular landscapes rather than on price, and grow a quality<br />
service delivery culture across all sectors of the tourism industry<br />
to meet the brand promise.<br />
Attract and facilitate ongoing investment in enhanced tourism<br />
product development.<br />
Address the limited supply of both skilled and unskilled staff.<br />
<strong>Plan</strong> for seasonal and extreme weather patterns.<br />
Assist industry in areas of domestic and international<br />
market readiness, customer service, online marketing, and<br />
sustainability of operations.<br />
Ensure community and service infrastructure requirements<br />
keep pace with a growing population so as to support<br />
sustainable tourism growth.<br />
Gain wider community appreciation of the true value of tourism<br />
to the local economy, social development and environmental<br />
sustainability.<br />
4 Gap Analysis<br />
Airlie Beach<br />
11
5 Catalyst Projects<br />
Airlie Beach<br />
5 Catalyst Projects<br />
Continued investment in tourism products and tourism related<br />
infrastructure is required in order to meet the future needs of<br />
visitors to the region. <strong>The</strong> top seven catalyst tourism projects<br />
identified from across the <strong>Whitsundays</strong> region are listed below.<br />
<strong>The</strong>se projects are considered to be the marquee projects that<br />
represent the character and appeal of the region and which will<br />
drive ongoing growth and development of tourism across the<br />
<strong>Whitsundays</strong>:<br />
Project<br />
Timing<br />
1. Airlie Beach Water Park 2012 – 2014<br />
2. Airlie Beach Flow Rider Attraction 2013 – 2015<br />
3. Airlie Beach Tourist Precinct 2012 – 2015<br />
4. Airlie Beach Community, Event and<br />
Conference Venue<br />
2012 – 2015<br />
5. Bowen Produce Centre 2012 – 2015<br />
6. <strong>Whitsundays</strong> Dive Wreck Trail 2012 – 2014<br />
7. Airlie Beach Development 2012<br />
8. Whitsunday Coast Airport Runway<br />
Extension<br />
2013 - 2014<br />
5.1 Airlie Beach Water Park<br />
<strong>The</strong> Airlie Beach lagoon is a key visitor attraction and community<br />
amenity which generates significant use all year round. A new water<br />
park will add to and enhance this family friendly attraction.<br />
A site in in the North West corner of the 3.2 hectare existing<br />
landscaped gardens adjacent to the small beach and northern<br />
public car park has been identified as ideal with 450 m2 (280 m2<br />
purely for the water play equipment and surrounding wet surface<br />
deck). An existing shade structure and barbeque area can be<br />
relocated next to the water park and the infrastructure for the play<br />
area should comprise the latest water play equipment. Surrounding<br />
areas would need to be returfed and replanted utilising the existing<br />
irrigation system and with ongoing pool and grounds maintenance<br />
to become part of the existing overall lagoon contract.<br />
<strong>The</strong> water park would form part of the larger overall Airlie Beach<br />
revitalisation project. As a significant visitor experience within the<br />
<strong>Whitsundays</strong>, the water park will add considerable value to the<br />
existing Airlie Beach lagoon and will provide a very family friendly<br />
visitor attraction that is able to be utilised all year round.<br />
<strong>Opportunity</strong>:<br />
Securing funding to complete the water park;<br />
Once all funding is confirmed, to complete the detailed design<br />
work (as the next phase from the concept design work); and<br />
To undertake a tendering process for the works and to fill the<br />
contract as soon as practically possible.<br />
5.2 Airlie Beach Flow Rider Attraction<br />
<strong>The</strong> opportunity exists to create a wave/flow rider experience<br />
component as a value add-on to the new water park for the Airlie<br />
Beach lagoon. Whilst the water park enhancement would be funded<br />
by Government and be a free (non-ticketed) experience, the wave/<br />
flow rider would only be developed as a private sector investment<br />
initiative.<br />
A flow rider attraction is best described as a man made construction<br />
consisting of a sheet wave that traverses over a curved gradient to<br />
form a stationary wave. <strong>The</strong> flowrider can be surfed on your knees<br />
or in a stand up position on specially designed flow rider boards<br />
and can be experienced by all skill levels. Such an attraction would<br />
12
harness interest from surfboarders, wakeboarders, skateboarders<br />
and snowboarders alike that are passing through the region.<br />
With over 500,000 visitors utilising the existing Airlie Beach lagoon<br />
annually, the water park project and the wave/flow rider experience<br />
can be expected to increase visitation to Airlie Beach. As this is an<br />
all year round visitor experience, the potential exists to attract a<br />
large number of fee paying users which is expected to make the<br />
wave/flow rider an attractive commercial venture.<br />
<strong>Opportunity</strong>:<br />
To work with Whitsunday Regional Council to ensure that the<br />
wave/flow rider attraction is integrated into the water park<br />
experience;<br />
To seek expressions of interest from well experienced operators<br />
to supply and operate the attraction;<br />
To ensure that the design and operations of the wave/flow<br />
rider entirely complement the new water park attraction being<br />
developed;<br />
To determine an appropriate commercial lease arrangement<br />
with Whitsunday Regional Council for the commercial operator;<br />
and<br />
Where possible, to ensure that the construction and fit out for<br />
the wave/flow rider occurs in tandem with the construction of<br />
the water park as an integrated project.<br />
5.3 Airlie Beach Tourist Precinct<br />
This project recognises the need for greater connectivity between<br />
the Airlie Beach main street, foreshore area, lagoon, Port of Airlie<br />
development precinct, a proposed lookout and visitor centre, the<br />
botanic gardens and bicentennial walk, and a proposed marine<br />
discovery centre. Airlie Beach is currently characterised by:<br />
Development which traditionally has supported a backpacker<br />
and younger aged visitor market;<br />
A streetscape with little design appeal;<br />
A lack of sense of being one of the gateways to the Great<br />
Barrier Reef and Whitsunday Islands;<br />
Having constraints on storm water run off capacity etc;<br />
Extensive apartment development which has changed the<br />
beach holiday village feel; and<br />
Traffic congestion along Shute Harbour Road.<br />
While Airlie Beach has the potential to be a primary tourism node<br />
and an attractive destination of State significance, currently it is not<br />
fulfilling this role. This integration of Airlie Beach aims to:<br />
Integrate the Airlie Beach main street with the lagoon and<br />
waterfront by providing far stronger street and laneway<br />
connectivity with attractive and safe walkways;<br />
More detailed planning of side streets;<br />
Addressing storm water capacity issues;<br />
Addressing electricity supply issues;<br />
Introducing effective traffic calming measures to make Shute<br />
Harbour Road at Airlie Beach more pedestrian friendly;<br />
Introduction of design guidelines to improve the street and<br />
urban design aesthetics, particularly to reflect a more relaxed<br />
holiday image (including a colour scheme which conveys some<br />
sense of uniformity and uniqueness);<br />
Addressing car parking issues by creating more off street<br />
parking options including car parking stations;<br />
Ensuring that Shute Harbour Road is upgraded from Airlie<br />
Beach to Shute Harbour to cope with future traffic movements<br />
which boat trailer parks and other developments will generate in<br />
the future;<br />
Address directional and interpretative signage needs to<br />
promote island and mainland attractions;<br />
Enhance street furniture, soft landscaping and lighting;<br />
Develop facilities to retain and grow the backpacker market, as<br />
well as other higher yielding target markets; and<br />
Link Airlie Beach with Cannonvale ensuring that view shafts to<br />
the water are not lost and that vegetation is introduced to avoid<br />
urban ribbon development occurring. <strong>The</strong> end result will be a<br />
unique, cohesive built environment which stands out from other<br />
State coastal towns and which appeals to visitor markets and<br />
residents alike.<br />
<strong>Opportunity</strong>:<br />
Whitsunday Regional Council and State Government agencies<br />
along with industry groups and community to develop an<br />
implementation program for the integration of Airlie Beach;<br />
A civil works program to be created based on the various<br />
components of urban design work that have already been<br />
undertaken;<br />
To create walkways and cycle ways as a priority with attractive<br />
way finding signage;<br />
To address future car parking needs through a detailed traffic –<br />
parking demand study; and<br />
To identify locations on walkways for small scale events and<br />
activity nodes for signage, sculptures and art work, as part of<br />
the integration.<br />
5.4 Airlie Beach Community, Event and<br />
Conference Venue<br />
Whilst the <strong>Whitsundays</strong> offers a variety of stunning water based<br />
experiences for much of the year, there are times when sea<br />
conditions and seasonality necessitate all-weather attractions<br />
to offer an alternative experience for visitors as well as locals.<br />
A multipurpose facility is required to fill this need and to offer a<br />
number of important components to help grow tourism for the<br />
<strong>Whitsundays</strong> including:<br />
Conferencing facilities with break out/meeting rooms;<br />
A cinema facility which can also double as an auditorium for<br />
visiting shows and the local theatre group;<br />
A major car parking station to alleviate the current traffic<br />
congestion and parking problems in Airlie Beach;<br />
A safe haven as a cyclone evacuation centre ‘from conference<br />
venue hire, renting space for major events, offering longer term<br />
car parking spaces to businesses in Airlie Beach, generated<br />
from a cinema as well as through the lease of space to local<br />
special interest groups.<br />
Whitsunday Regional Council has already identified a location<br />
adjacent to Shute Harbour Road in Airlie Beach on land that may be<br />
suitable for this purpose.<br />
5 Catalyst Projects<br />
13
5 Catalyst Projects<br />
Council will require a joint venture partner to fund and develop<br />
the multipurpose centre. Revenue streams would be able to be<br />
generated (eg: from conference venue hire, renting space for major<br />
events, offering longer term car parking spaces to businesses in<br />
Airlie Beach, generated from a cinema as well as through the lease<br />
of space to local special interest groups).<br />
<strong>The</strong> potential exists to create an all weather visitor attraction (such<br />
as the marine discovery centre) within the multipurpose facility and<br />
as a fee paying experience. <strong>The</strong>re may also be the potential for<br />
public-facing Government agencies that require a more central site<br />
at Airlie Beach to be offered office and display space to lease.<br />
<strong>Opportunity</strong>:<br />
A feasibility study is required to determine the level of market<br />
demand for the various components and to identify the capital<br />
cost of developing the multipurpose facility;<br />
On the basis that a positive result is generated from the<br />
feasibility study, expressions of interest should be requested<br />
from joint venture parties to develop the facility; and<br />
Once a preferred tender has been identified a works<br />
program should be created to enable the development of the<br />
multipurpose facility either in whole or in stages as agreed to by<br />
Council and the private sector development partner.<br />
5.5 Bowen Produce Centre<br />
<strong>The</strong> need for a regional produce centre was identified in the first<br />
Regional <strong>Tourism</strong> Investment and Infrastructure <strong>Plan</strong> (RTIIP),<br />
2006-2016, with Bowen identified as a preferred location due to its<br />
proximity to the region’s producers and fishers. A produce centre<br />
will provide an opportunity to showcase the area’s high quality<br />
regional tropical produce, vegetables and seafood.<br />
In addition to offering for sale fresh produce, the potential exists to<br />
create value adding experiences such as an interpretative facility<br />
to enable visitors to sample and buy produce and learn about<br />
local food production, growing techniques and innovation and the<br />
engagement of local and/or celebrity chefs to prepare dishes using<br />
local produce as well as linking in with existing festivals (e.g. Bowen<br />
Seafood Festival) and creating new culinary festivals and events.<br />
A produce centre would also act as a catalyst for the creation<br />
of a broader food tourism experience in <strong>The</strong> <strong>Whitsundays</strong> that<br />
embraces the ‘100-mile concept’, integrating food production,<br />
processing and dining experiences that highlight regionality and<br />
drive business to those that demonstrate and promote the use of<br />
local produce. It also has the potential to further develop a local<br />
wholesale distribution supply chain to provide faster, fresher access<br />
of regional produce to the wider food service sector and grocers.<br />
<strong>The</strong> produce centre recognises the importance of Bowen as a major<br />
produce growing area not only for the region, but one that has State<br />
and national significance. Ideally, the produce centre should be<br />
located near a major road to attract passing traffic and to encourage<br />
the impulse traveller to stop, sample and buy.<br />
<strong>Opportunity</strong>:<br />
To establish a working party focused on food tourism and<br />
including TQ, <strong>Queensland</strong> Government, Whitsunday Regional<br />
Council, <strong>Whitsundays</strong> Marketing and Development and the<br />
Bowen District Growers Association;<br />
To commission a feasibility study to demonstrate the costs<br />
and benefits and highlight how it can operate on a cost neutral<br />
basis, at a minimum;<br />
On the basis that the feasibility study generates a positive<br />
outcome, to identify sites in Bowen for the produce centre;<br />
To form an action group for driving the produce centre from<br />
concept through to opening; and<br />
To determine a management and operational structure that can<br />
guarantee quality control and acceptable returns to all major<br />
stakeholders.<br />
5.6 <strong>Whitsundays</strong> Dive Wreck Trail<br />
<strong>Whitsundays</strong> Marketing and Development, commissioned a<br />
feasibility study for a dive wreck trail in the region. <strong>The</strong> study<br />
highlighted that whilst there were a number of challenges<br />
associated with introducing dive wrecks into the Great Barrier Reef<br />
Marine Park, there was sufficient market demand to support the<br />
commercial viability of a dive wreck trail.<br />
Research has highlighted that there are vessels which need to be<br />
disposed of by State Government(s) for which a <strong>Whitsundays</strong> dive<br />
wreck trail may provide a solution. <strong>The</strong>re is, therefore, a supply<br />
need from those agencies, as well as a market demand need from<br />
recreational divers. Fishers are also often strongly supportive of<br />
dive wrecks as these are known to stimulate significant habitats for<br />
marine life within a relatively short period of time after the wrecks<br />
are created. <strong>The</strong> concept could include a network of dive wrecks,<br />
utilising decommissioned ships and aircraft which would be sunk at<br />
different depths to:<br />
Create an opportunity to train recreational divers in wreck<br />
diving, but at shallower and safer depths<br />
To offer a graduated scale of difficulty through different depths<br />
for training and recreational purposes; and<br />
To support the dive industry by offering additional product to<br />
stimulate greater length of stay in the region.<br />
<strong>The</strong> creation of a dive wreck trail has the potential to extend<br />
length of stay and generate new visitation, increased levels of<br />
visitor expenditure, and additional marketing and promotional<br />
opportunities.<br />
<strong>The</strong> potential exists to commence the dive wreck trail at or near the<br />
Bowen Jetty, extending to Stone Island, Hideaway Bay, and linking<br />
to sites off Airlie Beach and the surrounding Whitsunday Islands.<br />
<strong>Opportunity</strong>:<br />
Form an action group including Whitsunday Regional Council,<br />
<strong>Whitsundays</strong> Marketing and Development and relevant State<br />
and Commonwealth Government agencies;<br />
Build upon the feasibility study already completed by<br />
commissioning a marine environmental study to confirm<br />
specific sites, the location and depth for each dive wreck etc;<br />
Develop an operational plan for managing the dive wreck trail;<br />
and<br />
Work with State Government agencies for the sinking of vessels<br />
etc to create the trail.<br />
14
5.7 Airlie Beach Development<br />
Various statutory and non-statutory master plans, reports<br />
and related documents have already been completed for the<br />
Airlie Beach area. Each of these plans, urban studies and other<br />
documentation provides a very important component for the<br />
enhancing and updating of Airlie Beach. <strong>The</strong>y need however to be<br />
consolidated into an action plan (implementation schedule) which<br />
offers a clear vision and staging process for development that<br />
aligns with the Whitsunday Regional Council Community <strong>Plan</strong>.<br />
<strong>Opportunity</strong>:<br />
Whitsunday Regional Council and <strong>Queensland</strong> Government to<br />
review all the master plans and other documentation;<br />
Develop a clear vision and process for development<br />
implementation;<br />
Workshop the recommended implementation program with key<br />
stakeholders and refine if needed;<br />
Advise the community and other stakeholders of the<br />
implementation program; and<br />
Where updating of plans is required, to develop a brief for any<br />
outstanding requirements and the updating of information etc.<br />
5.8 Whitsunday Coast Airport Runway<br />
Extension<br />
<strong>The</strong> Whitsunday Coast Airport has strategic value to the State and<br />
Whitsunday region. It is the closest mainland airport to Airlie Beach<br />
and the Whitsunday Islands, and provides important transport<br />
infrastructure for the local tourism industry. With tourism being<br />
a major contributor to the local economy a successful mainland<br />
airport facility is paramount for the future growth of the region.<br />
As a result of State and Local Government investment in upgrading<br />
the existing terminal and associated car parking facilities during<br />
2011/12, both levels of government are anticipating a substantial<br />
return on investment for further investment into the facility,<br />
community and region. <strong>The</strong> support required for the region’s<br />
tourism industry is to ensure a steady stream of aircraft arrival and<br />
departures from key generating markets.<br />
<strong>The</strong> current runway at Whitsunday Coast Airport is the longest in<br />
the region and the only airport in the region that has the ability to<br />
extend. A runway extension of 270m would take the airport to the<br />
same capability as the Gold Coast and open up the region for direct<br />
charter and regular passenger transport operations and provide<br />
a direct link to the highlighted emerging markets (refer pages<br />
8-9). Currently the airport has the capability to arrive and depart<br />
international flights from short haul destinations and accept 767<br />
/ A330 wide bodied aircraft from mid haul destinations, however<br />
constraints on the take off run of the aircraft with a full payload<br />
would require a technical fuel stop on the departing leg.<br />
<strong>Opportunity</strong>:<br />
Identification of suitable generating markets<br />
Extension of the runway by 230m from 2073m to 2300m<br />
Scoping of required works including taxiways and aprons<br />
Development of required works completed, potentially in<br />
conjunction with required runway resurfacing works (scheduled<br />
for 2012/13)<br />
Utilisation initially of Australian registered aircraft until AFFRS is<br />
established<br />
Provide facilities for International Charter flights using wide<br />
bodied aircraft and co-ordination of applicable Federal<br />
Government agencies<br />
Creating non simultaneous International Arrival and Departure<br />
of Charter services<br />
International charter engagement: where possible relationships<br />
are established on an international charter basis to support the<br />
<strong>Tourism</strong> industry. Specifically ADHOC, China, New Zealand<br />
and key generating markets determined by TQ and WM&D.<br />
Supported by high level logistic, planning and co-ordination to<br />
ensure charter movements are successful.<br />
5 Catalyst Projects<br />
Airlie Beach Lagoon<br />
15
6 Key Infrastructure Projects<br />
Hill<br />
Inlet and Whitehaven Beach, Whitsunday Island<br />
6 Key Infrastructure Projects<br />
<strong>Tourism</strong> investment growth could be hampered unless issues<br />
identified through the consultation process relating to infrastructure<br />
are addressed.<br />
Specifically there appears a need:<br />
1. To increase the supply of potable water to regions via new<br />
pipeline projects or support for water recycling;<br />
2. To improve electricity supply and service to the regions;<br />
3. To improve the supply of telecommunications services to the<br />
regions; and<br />
4. To introduce effective waste management systems in most<br />
Shires in the regions and especially for boat sullage.<br />
5. Improve reliable all weather air and road access to the region.<br />
6. Monitor and Improve Road Access to the Region<br />
6.2 Improving electricity supply<br />
Brown outs occur in the <strong>Whitsundays</strong> region on a regular<br />
basis. Electricity consumers often experience excessive delays<br />
(sometimes of up to 8 months) in securing new connections.<br />
Capacity and other issues relevant to the supply of electricity to the<br />
<strong>Whitsundays</strong> region are canvassed on page 23.<br />
Jetskiing Tour near Airlie Beach<br />
6.1 Increasing the Supply of Potable Water<br />
to the Region<br />
<strong>The</strong> supply of potable water is a national issue and a present<br />
regional problem. <strong>The</strong> <strong>Whitsundays</strong> and Mackay regions have<br />
experienced prolonged periods of low rainfall. Illustratively, the<br />
Peter Faust Proserpine Dam has experienced capacity as low as<br />
15%. <strong>The</strong>re are also substantial demands on the supply of water,<br />
by: the growing mining sector and the agriculture and horticulture<br />
sectors.<br />
It has been suggested that the shortage in the supply of potable<br />
water may constrain the easy investment into the redevelopment<br />
and promotion of the regions for tourism purposes, etc.<br />
Two proposals for stemming the shortage in supply of water have<br />
been discussed.<br />
1. It has been proposed that water be brought to the regions from<br />
the Burdekin Dam, via a pipeline.<br />
2. It has also been proposed that grey water and other water<br />
recycling technologies be promoted to the regions.<br />
Stakeholders suggested that the proposals could be pursued<br />
simultaneously.<br />
Capacity and other issues relevant to the supply of potable water to<br />
the <strong>Whitsundays</strong> region are canvassed on page 22.<br />
16
6.3 Improving the Supply of<br />
Telecommunications Services<br />
<strong>The</strong> region has inconsistent supplies of telecommunications<br />
services, including the supply of mobile ‘phone coverage, the<br />
supply of broadband internet connections and the supply of<br />
landline services.<br />
6.5 Monitor and Improve Road Access to<br />
the Region<br />
Continued flooding along the Bruce Highway at Goorganga Plains<br />
between Whitsunday Coast Airport and Proserpine closes the<br />
highway for up to 50hours at a time particularly during the wet<br />
season.<br />
It is recommended that steps be taken to improve the reliability of<br />
the supply of telecommunications services to the region, not least<br />
to ensure safety and convenience.<br />
Capacity and other issues relevant to the supply of<br />
telecommunications services to the <strong>Whitsundays</strong> region are<br />
canvassed on page 23.<br />
6.4 Introducing Effective Waste Management<br />
Systems<br />
<strong>The</strong>re are insufficient boat sullage waste removal stations in <strong>The</strong><br />
<strong>Whitsundays</strong>. As a result, some boat operators, including bare-boat<br />
charter operators, inappropriately discharge boat sullage into the<br />
regions’ marine environment.<br />
<strong>The</strong>re is a fear that the continued inappropriate discharges of<br />
sullage may spell an environmental disaster waiting to happen.<br />
Marinas need more waste disposal stations which are connected to<br />
sewage treatment plants.<br />
<strong>The</strong>se closures are extremely disruptive as the Bruce Highway is<br />
important for drive tourism along the east coast and causes loss<br />
of access to the Whitsunday Coast Airport. While the Airport is not<br />
closed, due to road closures isolating the Airport, airline operators<br />
cancel their flights from southern regions causing visitors to miss<br />
connections to Charter Boat experiences and island transfers. This<br />
results in a range of customer service issues for the operators and a<br />
unsatisfactory experience for visitors.<br />
With the increased pressure from the growth of the resources sector<br />
in the Bowen Basin it is also important to monitor air passenger<br />
mix to ensure adequate capacity available for leisure visitors due to<br />
expected pressure from developments at Abbot Point.<br />
Capacity, and other issues relevant to accessing the <strong>Whitsundays</strong><br />
region are canvassed on page 26.<br />
6 Key Infrastructure Projects<br />
Many mainland areas in the regions use septic systems rather than<br />
being connected to sewage systems. Some sewage treatment<br />
plants such as Bowen are reaching or have reached capacity and<br />
require new or expanded facilities.<br />
Capacity, and other issues relevant to sewage treatment in the<br />
<strong>Whitsundays</strong> region are canvassed on page 22.<br />
Whitehaven Beach<br />
17
7 Investment Projects<br />
Sailing<br />
in the <strong>Whitsundays</strong><br />
7.1 Accommodation<br />
7 Investment Projects<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.1.1<br />
Additional camping<br />
sites at Bowen,<br />
Proserpine and<br />
Airlie Beach<br />
7.1.2<br />
Huts or cabins on<br />
land adjoining the<br />
Whitsunday Great<br />
Walk<br />
Bowen, Proserpine<br />
and Airlie Beach.<br />
Airlie Beach<br />
Work with stakeholders to identify and acquire<br />
land to be developed for caravan ground use<br />
and rezoned accordingly (including preventing<br />
it from being redeveloped as residential land for<br />
redevelopment).<br />
<strong>The</strong> Whitsunday Great Walk offers a 3-4 day<br />
walking experience.<br />
QPWS completed a draft Visitor Management<br />
Strategy for Conway and Dryander estates in<br />
2012 which recognises commercial investment<br />
opportunities in the Conway Conservation Park.<br />
<strong>The</strong> State Forest was transferred to National<br />
Park in 2011. Two small conservation parks were<br />
declared to provide opportunity for commercial<br />
investment and or public facility development.<br />
An audit of camping sites and status of<br />
infrastructure in the region should be<br />
undertaken with a view to identifying<br />
potential new sites on government or<br />
privately owned land.<br />
Work with QPWS to progress this<br />
opportunity, with a QPWS-led pilot<br />
project in partnership with key<br />
stakeholders; investigate the feasibility<br />
of accommodation on adjoining land<br />
for hut or cabin style accommodation<br />
that could be maintained by a<br />
professional concession operator with<br />
experience in guiding walkers.<br />
7.1.3<br />
Jonah Bay<br />
small-scale Eco<br />
Resort<br />
Jonah Bay<br />
Following the completion of the Whitsunday<br />
Ecotourism strategy, unallocated state land<br />
was identified at Jonah Bay and a Feasibility<br />
study done in 2010. While the site is supported<br />
for the development, land tenure issues mean<br />
this is likely to be a long term project.<br />
Revisit the Whitsunday Ecotourism<br />
strategy and investigate additional<br />
identified sites and opportunities. Any<br />
development should be masterplanned<br />
and the recommendation is for an<br />
ecotourism styled resort<br />
7.1.4<br />
Farm stay in<br />
Hinterland,<br />
Proserpine and<br />
Bowen<br />
Hinterland<br />
Proserpine<br />
Bowen<br />
<strong>Opportunity</strong> to link the farming and tourism<br />
sectors to encourage an increased length of<br />
stay and grow awareness of the <strong>Whitsundays</strong><br />
significance as a food growing district.<br />
Prepare a strategic plan that provides<br />
a framework for linking the farming<br />
and tourism sectors and leverages the<br />
Whitsunday Food Projects; progress a<br />
pilot project with a cluster of sites/farm<br />
owners.<br />
7.1.5<br />
Developing caravan<br />
and camping<br />
facilities around the<br />
Peter Faust Dam.<br />
Peter Faust Dam<br />
(Proserpine)<br />
Mackay <strong>Tourism</strong> and TQ commissioned the<br />
Inland Fishing Strategy that incorporated<br />
potential links with Peter Faust Dam. In 2010-11,<br />
SunWater identified recreation area sites that<br />
could be beneficial to the community if the<br />
ownership and management of the sites were<br />
to be transferred to other entities, such as<br />
local councils. SunWater has engaged external<br />
consultants to undertake an assessment of the<br />
potential for these sites to be further developed<br />
into tourist attractions or opportunities that<br />
provide commercial investment. <strong>The</strong>se sites<br />
include: Peter Faust Dam and Burdekin Falls<br />
Dam.<br />
Discussions to be held with SunWater<br />
to review management plans and joint<br />
venture opportunities around these<br />
assets.<br />
18
7.2 Attractions and Activities<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.2.1<br />
Driving Trails<br />
in Collinsville,<br />
Proserpine and<br />
Bowen<br />
Collinsville,<br />
Proserpine, Bowen<br />
and environs<br />
<strong>Whitsundays</strong> Marketing and Development have<br />
identified six drive trails that are promoted via<br />
their consumer collateral and maps.<br />
Monitor and review use of current trails<br />
and collateral. Assess additional routes<br />
for drive trail creation that aid inland<br />
connectivity.Assess the opportunity<br />
for the creation of web based drive<br />
experience maps, supported by a<br />
mobile friendly website or application<br />
and supported by interpretation and<br />
signage where appropriate.<br />
7.2.2<br />
Airlie Beach<br />
Sculpture Trail<br />
Airlie Beach<br />
foreshore<br />
<strong>The</strong> development of cultural spaces and<br />
activities will further enhance the revitalisation<br />
of Airlie Beach. <strong>The</strong> project will build a<br />
unique sense of place with a theme that<br />
connects the coastal community, marine<br />
environment and wildlife featuring high quality<br />
international sculptures. This will add to the<br />
visitor experience and ongoing development<br />
of the Airlie Beach community as it becomes a<br />
platform for future art events.<br />
Continue to build council and arts<br />
community support; Identify sites for<br />
up to six sculptures from leading artists<br />
which can form a high quality sculpture<br />
trail and could in the longer term link to<br />
an arts/ sculpture festival. If possible,<br />
introduce kinetic pieces (pieces which<br />
move).<br />
7.2.3<br />
Collinsville Coalface<br />
Experience<br />
Extension<br />
Collinsville<br />
<strong>The</strong> Collinsville Coalface Experience was<br />
opened in 2004 with state of the art multimedia<br />
displays and exhibits. It is a key attraction of<br />
the town. <strong>The</strong>re is opportunity to extend the<br />
museum experience with interactive and audio<br />
visual components, adding historic walking<br />
trails and drive trails in and around the town<br />
linking to the museum as a hub supported by a<br />
marketing program.<br />
Establish a working group to progress<br />
this intitaitive.<br />
7 Investment Projects<br />
7.2.4<br />
Proserpine Main<br />
Street Art Precinct<br />
Proserpine<br />
<strong>The</strong> development of cultural spaces and<br />
activities will further enhance the tourism<br />
appeal and sense of place, adding to the<br />
visitor experience and ongoing community<br />
development of Prosperine.<br />
Through consultation, develop and<br />
prepare a strategy and action plan to<br />
develop the project.<br />
7.2.5<br />
Airlie Beach Marine<br />
Discovery Centre<br />
Airlie Beach<br />
Initial discussions held with Whitsunday<br />
Regional Council and a feasibility study<br />
completed in 2008 for a state-of-the-art Marine<br />
Education Centre and Aquarium that could<br />
offer visitors an interpretive facility showcasing<br />
the Great Barrier Reef.<br />
Investigate including this concept with<br />
the proposed multi-purpose facility<br />
catalyst project (refer page 13).<br />
7.2.6<br />
Developing a fruit<br />
processing tour<br />
<strong>Whitsundays</strong><br />
<strong>The</strong> <strong>Whitsundays</strong> Marketing and Development<br />
Food Circle Project has included supply chain<br />
analysis looking at linking producers with<br />
the tourism and commercial food sector. An<br />
opportunity exists to offer visitors interpretive<br />
experiences to learn about the way in which<br />
the fruit is grown and processed and to<br />
sample and buy fruit, value added products<br />
and merchandise direct from the farmer.<br />
An opportunity also exists to establish an<br />
Interpretation Centre from which fruit and other<br />
merchandise can be bought and at which other<br />
farmers can showcase their regional produce<br />
(see catalyst project 5.5).<br />
Prepare a strategic plan that provides<br />
a framework for linking the farming<br />
and tourism sectors and leverages the<br />
Whitsunday Food Project. This should<br />
include a review of the Council <strong>Plan</strong>ning<br />
Scheme and impediments faced by<br />
rural landowners to diversify.<br />
<strong>The</strong>re is an opportunity to evolve<br />
this project across <strong>Whitsundays</strong> and<br />
Mackay.<br />
7.2.7<br />
Developing<br />
Mountain Bike<br />
Trails<br />
State Forests and/<br />
or National Parks<br />
in the <strong>Whitsundays</strong><br />
Region<br />
<strong>The</strong> 2012 Draft Visitor Management Strategy<br />
for Conway and Dryander estates by QPWS<br />
incorporates a trial location for Mountain Bike<br />
recreation. WRC is reviewing access roads into<br />
recreational locations.<br />
Provide input to the Draft Visitor<br />
Management <strong>Plan</strong> and monitor<br />
progress of trial activities.<br />
Consult with the state and regional<br />
Mountain Bike groups to review<br />
demand.<br />
Design and implementation of trial is<br />
subject to risk assessment on sections<br />
of track in Conway National Park.<br />
19
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.2.8<br />
Developing a sports<br />
centre<br />
<strong>Whitsundays</strong><br />
Site identified and recommended for approval<br />
by WRC in 2010.<br />
Prepare an action plan to develop the<br />
project, ensuring it caters for multiple<br />
sport disciplines to cater to the needs<br />
of leisure and family market visitors,<br />
special interest groups (eg: sporting<br />
events) and the community.<br />
7.2.9<br />
Developing 4WD<br />
and Gold & Gem<br />
Mines tours<br />
Collinsville A Heritage Trails Development <strong>Plan</strong> 2010-2015<br />
was commissioned by <strong>Whitsundays</strong> Marketing<br />
and Development with a range of themed half<br />
and full day drive itineraries identified.<br />
Identify next actions from plan and<br />
establish working group to implement.<br />
7.3 Transport<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7 Investment Projects<br />
7.3.1<br />
Improving boat<br />
mooring, trailer<br />
parking and ferry<br />
terminal facilities at<br />
Shute Harbour<br />
7.3.2<br />
Floodproofing the<br />
Bruce Highway and<br />
key local roads in<br />
the network<br />
Shute Harbour<br />
Proserpine<br />
Some works have been completed however<br />
demand for boat ramp access is increasing for<br />
commercial and private users.<br />
Upgrade and flood mititage the Bruce Highway<br />
at Goorgana Plains, and the Hamilton Plains<br />
section of Shute Harbour Road.<br />
Monitor and review demand.<br />
Lobby the <strong>Queensland</strong> Governments<br />
Bruce Highway Crisis Group that this is<br />
a priority for the region. Steps should<br />
be taken to ensure scoping work is<br />
undertaken and funding is identified for<br />
this work.<br />
Pioneer Bay, Airlie Beach<br />
20
7.4 Superstructure<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.4.1<br />
Developing a new<br />
sewage treatment<br />
plant for Bowen<br />
Bowen<br />
Council has awarded tenders for the<br />
construction of upgraded sewage treatment<br />
plants at Cannonvale and Proserpine as a<br />
priority to meet environmental requirements.<br />
<strong>The</strong> Bowen <strong>Plan</strong>t will also require an upgrade to<br />
meet future demands and future environmental<br />
requirements.<br />
Assist WRC to identify state and federal<br />
funding to ensure that basic supporting<br />
infrastructure is in place.<br />
7.4.2<br />
Developing the<br />
Burdekin Pipeline<br />
and treatment<br />
facility to link<br />
Bowen with the<br />
Burdekin Dam<br />
Bowen<br />
SunWater Limited prepared an Environmental<br />
Impact Statement (EIS) and accompanying<br />
Environmental Management <strong>Plan</strong> (EMP) for a<br />
proposed water treatment transport system<br />
from Clair Weir on the Burdekin River to<br />
Bowen and surrounding areas in 2010. In 2011<br />
SunWater decided not to proceed with the<br />
development at this time as the project is not<br />
currently economically viable due to the now<br />
low industrial customer demand in the region<br />
that is required to underpin costs.<br />
SunWater remains committed to<br />
providing water supply solutions for the<br />
region where it is commercially viable<br />
to do so and will continue to investigate<br />
alternative water supply sources for<br />
future demand associated with the Port<br />
of Abbot Point and the Bowen Abbot<br />
Point State Development Area.<br />
7.4.3<br />
Developing the<br />
Burdekin Pipeline<br />
from Burdekin Dam<br />
to Proserpine<br />
7.4.4<br />
Improving the<br />
supply of electricity<br />
in the Whitsunday<br />
Region<br />
<strong>Whitsundays</strong><br />
<strong>Whitsundays</strong><br />
As the project is not currently economically<br />
viable due to the now low industrial customer<br />
demand in the region that is required to<br />
underpin costs SunWater has decided not to<br />
proceed (refer 7.4.2.)<br />
<strong>The</strong> shut down of the Peak Load Collinsville<br />
Power Station will have an impact on power<br />
supply particularly during summer months.<br />
Without additional substations, the supply of<br />
electricity to all new developments in the region<br />
cannot be guaranteed.<br />
Monitor and review demand and<br />
supply to ensure that basic supporting<br />
infrastructure meets the needs of the<br />
growing region and minimises the<br />
threat of water restrictions.<br />
<strong>Plan</strong>s to introduce additional<br />
substations, retro fit underground<br />
power supply, or to develop other<br />
sources for generating electricity<br />
need to be prepared, funded and<br />
implemented.<br />
7 Investment Projects<br />
7.4.5<br />
Improving the<br />
supply of telecommunications<br />
services<br />
<strong>Whitsundays</strong><br />
Council has approved the installation of a<br />
number of telecommunication facilities to<br />
improve the telecommunication services.<br />
Further installations are planned and being<br />
investigated.<br />
Monitor and review progress<br />
Airlie Beach<br />
21
7.5 Marketing<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.5.1<br />
Introducing<br />
directional and<br />
interpretative<br />
signage and town<br />
entry statements<br />
<strong>Whitsundays</strong><br />
Although some improvements have been<br />
made interpretive and directional signage is an<br />
ongoing issue.<br />
Ongoing across the region. Priority<br />
should be given to identified projects<br />
referred to in this plan.<br />
7.5.2<br />
Developing a<br />
special events<br />
strategy<br />
<strong>Whitsundays</strong><br />
Recognising that the region would benefit from<br />
hallmark events that reinforce brand values<br />
to entice visitation from the leisure market<br />
out of peak seasons, <strong>Whitsundays</strong> Marketing<br />
and Development commissioned an Events<br />
Innovation Strategy in 2011.<br />
Review strategy and prioritise actions<br />
identified.<br />
7.6 Community<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7 Investment Projects<br />
7.6.1<br />
Introducing<br />
a community<br />
awareness program<br />
<strong>Whitsundays</strong><br />
Continual work is required to build<br />
understanding across the region about the<br />
economic, social and environmental benefits<br />
which accrue from tourism.<br />
<strong>Whitsundays</strong> Marketing and Development<br />
executed a dedicated local awareness<br />
campaign in 2010 and WM&D & TQ continue<br />
to ensure tourism has a strong presence<br />
across the local media and other regional PR<br />
opportunities.<br />
An ongoing awareness campaign with<br />
monitoring should be introduced<br />
7.6.2<br />
Affordable housing<br />
<strong>Whitsundays</strong><br />
2012 saw a major release of additional<br />
residential land by the state government<br />
throughout the region.<br />
With growth already occurring driven by<br />
the mining sector, a strategy for making<br />
affordable housing available needs<br />
to be prepared as resource sector will<br />
continue to add pressure on housing.<br />
7.7 Strategic <strong>Plan</strong>ning<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.7.1<br />
Masterplan for<br />
Bowen<br />
Bowen<br />
A review of State Government Land has been<br />
undertaken identifying recommended future<br />
uses of parcels of land.<br />
Council is undertaking a new town plan for the<br />
Whitsunday Region which will include a plan for<br />
Bowen. It is proposed a development control<br />
plan will be developed for the front beach<br />
precinct.<br />
Undertake the development of a new<br />
town plan for the region incorporating a<br />
town plan for Bowen<br />
7.7.2<br />
An Air Access<br />
Study<br />
Proserpine<br />
Hamilton Island<br />
Bowen<br />
WM&D commissioned initial data collection<br />
in 2010 and WRC employed a Business<br />
Development Manager for the Airport in late<br />
2011.<br />
Undertake a Master <strong>Plan</strong> of Whitsunday<br />
Coast Airport including updated<br />
data collection; export & freight<br />
opportunities, charter flights and<br />
extending the runway. <strong>The</strong> extension of<br />
the Whitsunday Coast Airport runway<br />
(of 250-300m) would take the airport<br />
to the same capability as the Gold<br />
Coast. <strong>The</strong>re are currently with no noise<br />
or land restrictions for this site. This<br />
would provide a direct link to emerging<br />
markets identified in this document.<br />
7.7.3<br />
Nature based<br />
tourism<br />
opportunities<br />
<strong>Whitsundays</strong><br />
<strong>Whitsundays</strong> Marketing and Development<br />
and <strong>Tourism</strong> <strong>Queensland</strong> commissioned<br />
<strong>Whitsundays</strong> Ecotourism Strategy 2008.<br />
Review the proposed initiatives and<br />
identify priorities in particular mainland<br />
activities to complement the rich marine<br />
based activities already available<br />
22
<strong>Opportunity</strong> Locations Status Next Steps<br />
7.7.4<br />
Indigenous <strong>Tourism</strong><br />
Development<br />
opportunities<br />
<strong>Whitsundays</strong><br />
Immediate opportunity to progress exists with<br />
turtle tagging and food projects in the Bowen<br />
district.<br />
Positive discussions have been initiated with<br />
GBRMPA to provide operating permits to<br />
Indigenous tourism product.<br />
<strong>The</strong>re is scope to integrate Indigenous<br />
product more closely with the tourism<br />
sector through long term, significant<br />
product development and training<br />
programs for Indigenous communities<br />
interested in developing tourism<br />
product.<br />
7.7.5<br />
Superyacht<br />
development<br />
opportunities<br />
7.8 Human Resources<br />
<strong>The</strong> <strong>Whitsundays</strong><br />
Region<br />
Whitsunday – Mackay Superyacht Cluster<br />
established and involved in <strong>Queensland</strong> Super<br />
Yacht activities;<br />
Marine Industry Analysis and Investment<br />
opportunity Report completed in 2007;<br />
Marine Maintenance Demand Analysis Report<br />
completed for the Mackay-Whitsunday region<br />
in 2010.<br />
<strong>Opportunity</strong> Locations Status Next Steps<br />
A regional strategy could be developed<br />
to articulate the expected benefits for<br />
the region, the need for infrastructure<br />
to support the super-yachts market,<br />
ways to market the destination to<br />
super-yacht owners and operators<br />
and Identify and clarify access issues<br />
around the GBR;<br />
State Government to review<br />
recommendations regarding<br />
maintenance base required to<br />
encourage development of this market.<br />
Investigate solutions for impedements<br />
to Superyacht access and mooring at<br />
key marine park sites.<br />
7 Investment Projects<br />
7.8.1<br />
Up Skilling program<br />
<strong>Whitsundays</strong><br />
Staff turnover, recruitment and training are an<br />
Ongoing issue for regional <strong>Queensland</strong>. Smile<br />
<strong>Whitsundays</strong>’ initiative was introduced in 2011<br />
with the aim of encouraging a quality customer<br />
service culture.<br />
High service standards are required if<br />
the region is remain competitive. An upskilling<br />
program should be developed<br />
and implemented in the regions<br />
7.8.2<br />
Accreditation<br />
Program<br />
<strong>Whitsundays</strong><br />
Australian Government have now introduced<br />
the national TQUAL accreditation program<br />
Encourage involvement in relevant<br />
programs and investigate AussieHost<br />
delivery.<br />
Review other regions approach<br />
to stimulating improvement and<br />
recognition of good customer service.<br />
7.8.3<br />
Hospitality training<br />
program<br />
<strong>Whitsundays</strong><br />
<strong>Whitsundays</strong> Marketing and Development have<br />
been actively pursuing linkages with TAFE.<br />
Review training and placement<br />
opportunities through TAFE and Central<br />
<strong>Queensland</strong> University and via events;<br />
investigate the potential to establish<br />
a Hospitality Training Program at a<br />
purpose built centre at Airlie Beach or<br />
Cannonvale, and or link to the existing<br />
Barrier Reef Institute of TAFE programs.<br />
Bowen<br />
23
7.9 Infrastructure Opportunities and Issues<br />
<strong>Opportunity</strong> Status Next Steps<br />
7.9.1<br />
Air access<br />
Whitsunday Coast and Hamilton Island airports are<br />
constantly negotiating increased access.<br />
Monitor passenger mix to ensure adequate capacity<br />
available for leisure visitors due to expected pressure<br />
from developments at Abbot Point.<br />
Ensure priority is gained for Bruce Hwy upgrade along<br />
Goorganga Plains as flooding between Whitsunday<br />
Coast Airport and Proserpine results in flight<br />
cancellations and Visitors miss connections to Charter<br />
Boat experiences and island transfers etc.<br />
7.9.2<br />
Accessing the<br />
region by yacht<br />
A number of marine services reports have been<br />
completed: Marine Industry Analysis and Investment<br />
opportunity Report completed in 2007; Marine<br />
Maintenance Demand Analysis Report completed for<br />
the Mackay-Whitsunday region in 2010.<br />
Work with Industry groups to review and implement key<br />
recommendations from reports.<br />
7 Investment Projects<br />
7.9.3<br />
Accessing the<br />
region by cruise<br />
ship<br />
7.9.4<br />
Floodproofing the<br />
Bruce Highway<br />
7.9.5<br />
Developing Shute<br />
Harbour Road<br />
from Bruce Hwy to<br />
Cannonvale<br />
<strong>Queensland</strong> Cruise Shipping demand study completed<br />
2010. Cruise schedules now available with increased<br />
number of ships now visiting however support<br />
transport services are struggling to cope with demand<br />
with larger or multiple boats visiting.<br />
Upgrade of Goorganga Plains identified in Bruce<br />
Highway reports.<br />
Ongoing works by Council and Department of<br />
Transport and Main Roads. Hamilton Plains area still<br />
floods and is closed during heavy rains.<br />
Grow shore excursion offerings and increase the level<br />
of pre-booked tours to grow capacity for expected<br />
growth in cruise ship visits and passenger numbers;<br />
Continue to acknowledge and involve the Cruise Ship<br />
Ambassadors in the development of this sector to<br />
ensure the Whitsunday Welcome is maintained and<br />
passenger expenditure is maximised on shore.<br />
Inform and ensure this remains a priority with<br />
<strong>Queensland</strong> Governments Bruce Highway Crisis Group.<br />
Identify state and federal funding to ensure that basic<br />
supporting infrastructure and connectivity to is in place.<br />
Hamilton Island<br />
24
8 Implementation<br />
Whitehaven<br />
Beach<br />
To enable the tourism product investment and infrastructure vision<br />
to be realised in <strong>The</strong> <strong>Whitsundays</strong> in an effective and timely manner,<br />
a number of implementation mechanism are necessary. <strong>Tourism</strong><br />
<strong>Queensland</strong> working in partnership with Whitsunday Regional<br />
Council, <strong>Whitsundays</strong> Marketing and Development (WM&D)<br />
Regional Development Australia Mackay <strong>Whitsundays</strong> Issac (RDA)<br />
and the <strong>Queensland</strong> Government, will be the key influencers in<br />
prioritising and advocating the implementation of the TOP.<br />
This plan has been developed for the benefit of Local, State and<br />
Federal Government agencies, regional economic development<br />
agencies, regional and local tourism organisations, investors and<br />
developers and tourism industry operators. It is envisaged that<br />
this document can proactively assist with securing future funds<br />
via government grants, sponsorships and business partnerships<br />
to ensure that the priority projects become a reality for the<br />
<strong>Whitsundays</strong> region.<br />
Key Research Sites<br />
<strong>Tourism</strong> <strong>Queensland</strong> (corporate)<br />
www.tq.com.au<br />
<strong>Tourism</strong> <strong>Queensland</strong> (consumer)<br />
www.queenslandholidays.com.au/destinations/whitsundays<br />
<strong>Whitsundays</strong> Marketing and Development<br />
www.tourismwhitsundays.com.au<br />
Whitsunday Regional Council<br />
www.whitsundaysrc.qld.gov.au<br />
Regional Development Australia Mackay Isaac <strong>Whitsundays</strong><br />
www.rdamackaywhitsunday.org.au<br />
<strong>Queensland</strong> Government<br />
www.business.qld.gov.au/tourism/tourism-industry<br />
<strong>Queensland</strong> <strong>Tourism</strong> Industry Council<br />
www.qtic.com.au<br />
7 Investment Projects<br />
Key Regional Contacts<br />
<strong>Tourism</strong> <strong>Queensland</strong><br />
Phone: +61 7 3535 3535<br />
Email: info@tq.com.au<br />
<strong>Whitsundays</strong> Marketing and Development<br />
Phone: +61 7 4948 5900<br />
Email: support@tourismwhitsundays.com.au<br />
<strong>Queensland</strong> Government – Mackay Regional Service Centre<br />
Phone: + 61 7 49671099<br />
Whitsunday Regional Council<br />
Phone: +61 7 4945 0200<br />
Email: info@whitsundayrc.qld.gov.au<br />
Regional Development Australia Mackay Whitsunday Issac<br />
Phone: +61 7 4967 0727<br />
Email: projects@RDAMackayWhitsunday.org.au<br />
25