Tourism Opportunity Plan - Tourism Queensland

Gold Coast and Hinterland
Tourism Opportunity Plan
Updated September 2012

DISCLAIMER – The Queensland Government makes no claim as to the
accuracy of the information contained in the Gold Coast and Hinterland
Tourism Opportunity Plan update. The document is not a prospectus and
the information provided is general in nature. The document should not be
relied upon as the basis for financial and investment related decisions. This
document does not suggest or imply that the Queensland State Government
or any other government, agency, organisation or person should be
responsible for funding any projects or initiatives identified in this document.

Contents
Surfers Paradise Aerial
Acronyms ........................................................II
1 Context. ..................................................... 1
1.1 Purpose – What is a Tourism Opportunity Plan? ...........1
1.2 Current Tourism Environment ..............................1
2 Guiding Principles .......................................... 3
2.1 TOP Development Methodology ...........................3
2.2 Key Success Factors .......................................3
Contents
3 Our Vision. ................................................. 5
3.1 The Region ..................................................5
3.2 How has tourism in the region changed? ..................5
3.3 What is the current tourism profile of the region? ..........6
3.4 Target markets .............................................6
3.5 The Gold Coast Visitor Market in 2020 – trends and
forecasts ....................................................7
4 Gap Analysis
4.1 Destination Opportunities and Challenges ................9
5 Catalyst Projects. .......................................... 10
6 Supporting Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
7 Implementation. ............................................12
Appendix. .......................................................13
Table 2: Catalyst Projects .......................................13
Table 3: Supporting Projects ....................................16
i

Acronyms
Green Challenge Course, Currumbin Wildlife Sanctuary
ATEC
GCCC
GCCEC
GCT
Australian Tourism Export Council
Gold Coast City Council
Gold Coast Convention and Exhibition Centre
Gold Coast Tourism
Acronyms
GCWA Gold Coast Waterways Authority
GOLDOC Gold Coast 2018 Commonwealth Games Corporation
DNPRSR Department of National Parks, Recreation, Sport and Racing
QPWS
OUM
TEQ
TOP
Queensland Parks and Wildlife Service
Office of Urban Management
Tourism and Events Queensland
Tourism Opportunity Plan
ii

1 Context
Gold Coast Dining, Marina Mirage
1.1 Purpose – What is a Tourism
Opportunity Plan?
The Purpose of the Gold Coast and Hinterland Tourism Opportunity
Plan (TOP) is to provide direction for the sustainable development of
tourism in the Gold Coast region.
This document is an update of the Gold Coast and Hinterland
Tourism Opportunity Plan 2009 – 2018 reflecting that since the
inception of this document in 2008, the tourism environment on the
Gold Coast has changed.
The projects and opportunities identified in the 2008 TOP were
determined in a very different tourism environment. The purpose
of updating the Gold Coast TOP is to refocus the direction for the
sustainable development of tourism in the region to 2020.
Since the original Gold Coast TOP was developed in 2008, a
number of key deliverables for the project have also been met, while
others need to be reviewed and prioritised. It is anticipated that
this updated document will provide a renewed and reinvigorated
direction for the sustainable development of tourism in the Gold
Coast region.
The Gold Coast and Hinterland TOP update will:
Re-prioritise the identification of new and upgraded tourism
product that meets visitor expectations and demands;
Re-prioritise the need for new investment in infrastructure that
supports the ongoing development of tourism;
Re-prioritise relevant research based information on tourism
supply and demand;
Provide a renewed focus and reinvigorate engagement with the
tourism industry, infrastructure providers and private investors;
and support the vision of the Gold Coast as outlined in the Gold
Coast Destination Tourism Strategy.
1.2 Current Tourism Environment
The Queensland Government held the inaugural DestinationQ
forum in Cairns on 25 and 26 June 2012. The forum provided an
opportunity for more than 300 tourism industry representatives to
contribute to the policy direction of the Queensland Government.
The forum culminated in the development of a Partnership
Agreement between industry and government. A key element of the
Partnership Agreement included the recognition that both industry
and government must work together cooperatively, and contribute
jointly, to achieving the Tourism 2020 goals. This principle will
also apply to the projects outlined in this TOP. This will require that
industry, and federal, state and local governments all play a role in
delivering these projects.
The Gold Coast TOP is an adjunct to the Gold Coast Destination
Tourism Strategy, which was released in 2012 and provides the
framework to guide tourism industry development in the Gold Coast
by coordinating stakeholders in a common direction to maximise
the tourism potential of the destination. The TOP’s role as part of
this framework is to act as a guide to government, industry and
stakeholders as to projects and action steps the industry believes
are required, for the most effective impacts on tourism.
In addition to stakeholder feedback since the release of the original
TOP in 2008, the updated TOP is based on extensive research
as well as consultation with a range of regional and external
stakeholders including government agencies, tourism industry,
external tourism stakeholders, developers and investors.
The updated Gold Coast TOP does not assert to canvass all possible
projects for the region but instead makes recommendations based
on the catalyst projects identified in the original plan and which fulfil
the destination objectives, have strong stakeholder support and
are likely to assist in realising the destination’s long term vision for
sustainable tourism.
The TOP does not imply endorsement by local, state or federal
governments, nor does it imply funding commitments. The TOP
is a list of the key catalyst projects developed by industry with the
assistance of government, to guide the planning and development
of projects that offer the tourism industry the best available
opportunities for growth.
For the purposes of this project, the Gold Coast region is defined by
the Gold Coast City Council boundaries which includes 47 Statistical
Local Areas (SLAs) extending from Beenleigh in the North,
Coolangatta in the South and Lower Beechmont and Springbrook in
the West. The Gold Coast contains a number of nodes or precincts
of tourism activity or high levels of visitation.
1 Context
1

Figure 1: Map of The Gold Coast Region
NORTHERN TERRITORY
SOUTH
AUSTRALIA
GOLD COAST CITY
NEW SOUTH WALES
1 Context
DARWIN
G R E A T B A R R I E R R E
CAIRNS
E F
PERTH
AUSTRALIA
CANBERRA
ADELAIDE
MELBOURNE
SYDNEY
BRISBANE
HOBART
Metricon Stadium, Carrara
2

2 Guiding Principles
Skypoint
Q1, Surfers Paradise
2.1 TOP Development Methodology
The methodology undertaken to develop the Gold Coast and
Hinterland TOP in 2008 and subsequently this TOP update in 2012
included the following key steps:
Review of existing background research, reports and literature
with relevance to tourism in the Region;
Consultation with a wide range of stakeholders through oneon-one
interviews, attending council meetings and hosting
interactive stakeholder forums;
Analysis of key tourism product gaps and opportunities for the
Region;
Prioritisation of tourism product opportunities against agreed
criteria; and
Review of proposed projects with key stakeholders to develop
final plan.
Stakeholders consulted throughout the project included
representatives from:
Federal Government
State Government
Local Government
Regional Tourism Organisations
Tourism Associations
Local Tourism Organisations
Tourism operators
2.2 Key Success Factors
For any destination strategy to be effective and sustainable in
the long term, it must have strong foundations. As outlined in
Figure 2, overleaf, there are three main foundations which act as
cornerstones to a successful destination strategy:
Market Demand characteristics (to meet the needs of consumer
markets)
The regions distinctive competence or competitive advantage
The values and aspirations of the local community
These are the broad guiding principles in updating the Gold Coast
TOP and in terms of satisfying these principles consideration has
been given to the following concepts:
Target Market Aligned – does the project meet the needs of
growth target markets for the region?
Destination attributes – does the project capitalise on a
particular destination attribute that would stimulate destination
appeal and visitor interest?
Regional Growth – does the project have the potential to
stimulate growth in the region over the next 10 years?
Value Added Experiences – does the development of new
products complement rather than compete with existing
products?
Stakeholder Support – does the project have a strong level of
interest from local stakeholders and is the project aligned with
the vision for the region and community aspirations?
Sustainability – do the likely net benefits of the project span
across the social, environmental and/or economic outcomes for
the region?
Strategic Alignment – does the project align with Local, State
or Federal Government priorities and is it likely to gain support
from the decision makers?
Based on the above considerations, the identified projects for
this TOP update have been classified into one of the following
categories:
Catalyst Projects – There are the 9 catalyst projects identified
for the Gold Coast and Hinterland region. These are tourism
investment or infrastructure projects of regional significance
and which are expected to act as catalysts to generate a range
of other investment, marketing and product development
opportunities.
Supporting Projects – These region-wide projects are tourism
infrastructure projects which address identified region
wide issues and are expected to act as enablers for further
investment and product development opportunities.
2 Guiding Principles
The overlap of these three fundamental areas serves as the central
pillar of a successful destination strategy.
3

Figure 2: Guiding Principles used in the development of the Gold Coast Tourism Opportunity Plan
Distinctiveness /
Competitive Strengths
Characteristics
of Demand
2 Guiding Principles
Whatever is unique and
unavailable in other destinations
will be key input to positioning
and branding
The optimal development, investment
and marketing strategy will represent
the intersection and balance of the
three main inputs shown
Values of people
who live and work
in the place
The values of the local
community cannot be
compromised
Source: Valerio, P. and EC3 Global
The shape and size of demand
needs to be considered at the
big picture level. The different types
of demand also need to
be considered.
Jupiters Casino, Broadbeach
4

3 Our Vision
Surfers
Paradise Foreshore
To the holiday maker, the famous Gold Coast experience represents
Australia at its best. The collective voice of more than 11 million
visitors each year is a clear indication of the region’s ability to
continually offer up new and innovative things to see and do all year
long.
3.1 The Region
In considering the vision for the Gold Coast and Hinterland the
below key attributes are critical to the success of the Gold Coast
destination and future tourism development projects:
Such strength lies in the natural and manmade diversity of a
destination which is scenic and peaceful as much as it is fast paced
and active.
As defined in the Gold Coast Destination Tourism Strategy (GCDTS):
Australia’s Gold Coast is a world class leisure and
business travel destination. For generations the Gold
Coast has been celebrated as Australia’s favourite
holiday playground and today it is also popular with
the business events travel sector who equally value
the destination’s diverse natural environment and its
unrivalled variety of built attractions. The Gold Coast
experience is characterised by its beach culture, active
lifestyle, entertainment options, nature based assets
and themed attractions. The Gold Coast is a welcoming
international tourist destination, attracting more than 11
million leisure and business visitors each year.
The vision in the Gold Coast and Hinterland Destination Tourism
Strategy is for the region to be:
Globally recognised as a world-class leisure and
business events destination famous for its unrivalled
variety of entertainment, excitement and fun.
As per the DTS, for the Gold Coast and Hinterland to achieve its
aspiration for 2020 it is critical that there is:
A co-ordinated approach to destination promotion and
marketing
Innovative product and infrastructure development across the
region that delivers on the marketing promise; and
A tourism industry that is operating at the highest standards
of service, safety and sustainability through effective industry
development programs.
A variety of quality beaches;
Warm and sunny weather;
Good range of accommodation;
Presence of internationally recognised hotel brands;
Availability of internationally recognised adventure experiences;
Strong national and international reputation as a leisure holiday
destination;
A burgeoning reputation as an important business events
destination;
Activities which cater to a variety of visitor demographics and
niche markets;
Non-adventure experiences e.g. art or sport; and
World Heritage Rainforest.
3.2 How has tourism in the region changed?
Since the inception of the Gold Coast and Hinterland Tourism
Opportunity Plan (TOP) in 2008, the tourism environment on the
Gold Coast has changed:
The Global Financial Crisis has resulted in declines in visitation
from a number of source countries, with these global issues
being exacerbated by the 2011 natural disasters in New
Zealand and Japan (the Gold Coast’s largest and third largest
international source markets respectively).
The Chinese visitor market to the Gold Coast has grown by 20%
since 2008, supported by an increase in airline services from
China to South East Queensland.*
New infrastructure, including the development of three new five
star accommodation offerings has provided the region with a
wider range of tourism offerings.
Domestic visitation to the Gold Coast has been subdued due
largely to the strength of the Australian dollar driving demand
for outbound travel.*
3 Our Vision
*Data sources: National & International Visitor Surveys, Tourism Research Australia.
5

3 Our Vision
The Gold Coast has celebrated winning the prestigious and
high profile 2018 Commonwealth Games, which will provide
significant opportunities to shape infrastructure needs
The Gold Coast, Famous for fun brand was introduced to
replace the Very GC positioning. The brand captures the
essence of the Gold Coast as the place where you go on
holidays to have fun and the new brand positions the Gold
Coast as Australia’s endless playground offering the best
Australia has to offer in the realm of excitement, energy, play
and fun.
3.3 What is the current tourism profile of
the region?
The projects and opportunities identified in the 2008 TOP were
based on forecasted growth rates determined at the time of
publication. Since the original Gold Coast TOP was developed, the
Gold Coast, like all destinations in Australia, has been exposed to a
number of factors mitigating against the growth forecasted in 2008.
In 2011, the Gold Coast experienced the following tourism trends*:
Domestic visitation to the Gold Coast softened in 2011, driven
by declines in holiday and VFR (visiting friends or relatives)
travel. In contrast to this, domestic business travel continued to
increase, up 7% in 2011.
Interstate visitation declined in 2011, with travel from Sydney and
Melbourne decreasing, as was the case state-wide. This was
partially offset by a welcome increase in travel from regional
New South Wales (NSW), which is now the Gold Coast’s largest
interstate source market.
Intrastate visitation eased by 2% in 2011, highlighting the low
consumer confidence that exists in the marketplace. Solid
growth in intrastate VFR travel to the Gold Coast further
exemplifies the budget conscious decision making process of
domestic travellers.
Three of the region’s key source markets –New Zealand (NZ),
Japan and the United Kingdom (UK) all recorded visitor declines.
The natural disasters in NZ and Japan impacted outbound
holiday travel to Queensland, with the Gold Coast particularly
impacted. The European financial crisis and subsequent high
youth (under 30 years) unemployment softened travel from the
UK.
Previous growth from China slowed, possibly the result of direct
flights into Brisbane now being established for over a year.
Chinese visitation is however, up 20% since 2008. This has
seen China become the second largest international source
market for the Gold Coast.
Despite the declines in domestic visitation to the Gold Coast,
the average length of stay of these travellers remained stable.
Growth was seen in the length of stay of VFR travellers (up 0.4
nights to 3.5 nights).
The average length of stay of international visitors to the Gold
Coast increased, with growth recorded in holiday, VFR and
business travel.
In addition there are a number of consumer and market trends that
are likely to influence the future development of tourism in the
region:
Global Consumer Trends
Increasing use of the internet and social networking
Improved access and affordability of air travel
Value for money is critically important
Destination ‘brag-ability’ is increasingly important
Visitors seeking more ‘meaningful’ experiences
Growth in ‘voluntourism’, community oriented-tourism and ‘offthe-beaten
track’ travel
Australian Market Trends
How you feel is more important than how old you are – the
emergence of ‘psychographic’ segmentation
The ‘Experience Seekers’ are looking for learning experiences
Visitors are seeking authentic interactions with locals, nature
and destinations
Queensland Market Trends
Visitors are seeking natural encounters, islands and beaches,
Queensland lifestyle, and adventure
Visitors want fun, relaxing and care-free experiences and to
escape the crowds
An industry shift towards experience segmentation – targeting
visitor needs and wants
3.4 Target markets
Traditional methods of market research have defined consumers
by demographic and life-stage variables that assume everyone in
the same age group or with the same income act in a similar way.
In order to better understand the consumers’ needs and wants,
maximise the impact of the development, the marketing dollar and
to communicate more effectively with the consumer, Tourism and
Events Queensland has adopted a needs-based segmentation
approach for identifying both domestic and international target
markets. This approach is similar to the experience-based
segmentation adopted by Tourism Australia for targeting
international markets
All tourism development and promotion activity is based on
consumer needs. The following target markets for the Gold Coast
include the current targets and those identified for development to
achieve the region’s long term appeal.
Tier One:
■■
■■
■■
Connectors in Brisbane and Regional Queensland
Social Fun Seekers in Sydney and Melbourne
New Zealand, United Kingdom, China, Taiwan, Hong Kong,
Japan, Middle East, Singapore, Malaysia and Indonesia
Tier Two:
■■
North America, Germany, France, Netherlands, Switzerland,
India and Korea.
*Data sources: National & International Visitor Surveys, Tourism Research Australia.
6

3.5 The Gold Coast Visitor Market in 2020
– trends and forecasts
Over the next period to 2020, visitation to the Gold Coast will also
be influenced by a wide range of external factors that will impact not
only on visitation to the region but to Queensland and Australia as
a whole. Provided below is a summary of the Tourism Forecasting
Committee forecasts for future tourism demand to 2018 in Australia
and Queensland;
Domestic Trends and Forecasts
Stable numbers of domestic trips
Increased domestic visitor nights in Queensland
Slight decline in domestic VFR in regional Queensland
International Trends and Forecasts
Recovery of Australia’s inbound tourism market
Increased seat capacity into Australia
Growth in overall international visitor numbers
Increase in average length of stay
Increase in international VFR in regional Queensland
In 2008 tourism to Australia was forecast to grow at an annual
growth of around 2% for domestic visitation and 5% for international
visitation. The most recent growth projections from the Tourism
Forecasting Committee, however, forecast an average annual
growth rate of 0.5% for domestic visitation and 3.6% for international
visitation to 2020.
These future growth projections applied to the Gold Coast* can be
seen in Figure 3, below:
Figure 3: Gold Coast Visitor Forecasts to 2020
Total Gold Coast Visitors (million)
15
14
13
12
11
10
9
8
7
6
5
Given the latest growth forecasts, it is anticipated that the Gold
Coast will welcome 12 million visitors in 2020. This comprises an
additional 1.0 million visitors compared to 2011. This equates to an
additional 2,700 visitors per day.
Domestic day trip visitation to the Gold Coast is expected to
increase by 14% between 2011 and 2020. As outlined in Figure 4, this
will result in 63% of total visitors to the Gold Coast being domestic
day trip visitors, resulting in an increase of 4% in share from the
market by 2020
The Gold Coast is also forecasted to welcome 3.4 million Domestic
Overnight Visitors in 2020, an increase of 4% from 2011 figures.
By 2020, Domestic Overnight Visitors will comprise 29% of the
total visitor market to the Gold Coast (Domestic Overnight Visitors
currently account for 31% of all Gold Coast visitors).
Figure 4: Gold Coast Market Share of Total Visitors
2005, 2011 and Forecast to 2020*
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
8% 7% 8%
33% 31% 29%
59% 62% 63%
2005 2011 2020
Domestic Daytrip
Domestic Overnight
International
*Forecasts based on year ending 2011 NVS and IVS data, applying TFC growth
projection (April 2012)
In order for the Gold Coast to achieve its growth targets
aligned to Australia’s national strategy to enhance growth and
competitiveness (the 2020 Tourism Industry Potential), the region
will be required to achieve an average annual growth rate of 7.1%
in visitor spend up until 2020. Should these targets be achieved
the Gold Coast would receive approximately $7 billion in visitor
expenditure per year by 2020.
International visitation to the Gold Coast is expected to increase
by 37% between 2011 and 2020. These projections are buoyed by
strong growth in a number of markets and particularly from the
China market.
3 Our Vision
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
*Forecasts based on year ending 2011 NVS and IVS data, applying TFC growth
projection (April 2012)
7

3 Our Vision
As outlined in Figure 5 below, it is anticipated that China will make
up 22% of the Gold Coast’s international visitors by 2020. Chinese
visitors currently comprise 17% of total international visitors to the
Gold Coast. By 2016, it is anticipated that China will become the
Gold Coast’s largest international source market.
Figure 5: Breakdown of International Visitors to the Gold Coast
2005, 2011 and Forecast to 2020*
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
18%
5%
8%
11%
9%
24%
23%
4%
9%
13%
17%
10%
25%
4%
8%
12%
22%
8%
24% 24% 21%
The Japanese market had a 24% share of international visitors to the
Gold Coast in 2005. By 2011 that has reduced to a 10% share and by
2020, it is anticipated that Japan will account for 8% international
visitors to the Gold Coast. Japan remains a highly profitable
international market and, in 2020, will be the Gold Coast’s fourth
largest international source market.
South East Asia (comprising Hong Kong, Malaysia, Singapore)
and New Zealand, the United Kingdom and Korea will all hold their
market share. By 2020, New Zealand and South East Asia will be
the second and third largest international source markets to the
Gold Coast respectively.
These changing markets and market needs will impact on the
style and success of future tourism projects in the region and
has a range of implications for the projects identified in the
2008 Gold Coast and Hinterland TOP:
Changing market drivers through the significance of China
Changing product needs; and
The timing of some projects
0%
2005 2011 2020
New Zealand
Japan
China
South East Asia
United Kingdom
Korea
Other
*Forecasts based on year ending 2011 NVS and IVS data, applying TFC
growth projection (April 2012)
Burleigh Heads
8

4 Gap Analysis
Mt Cougal, Gold Coast
4.1 Destination Opportunities and Challenges
Table 1, below, provides an analysis of the opportunities and challenges for the Gold Coast region. This analysis focuses on the future
investment and infrastructure potential for the region and is a result of feedback received from stakeholders and consultation. The
development of recommendations contained within the TOP was underpinned by this anaylsis.
Table 1: Analysis of opportunities and challenges to the Gold Coast Tourism Region
Opportunities
Challenges
4 Gap Analysis
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
Gold Coast Airport Expansion
Development of nature-based attractions
Education/interpretation of our natural attractions
Marine infrastructure
Night time entertainment
Events infrastructure
Leverage off World Heritage sites
National Landscape opportunities
Secure land for future tourism development
Islands (access & connectivity)
Master planning for major tourist precincts
Develop 5-6* hotels and international brands to attract high
yield visitors
Niche market development – sports tourism, medical, cultural
tourism, food and wine, recreation, tracks & trails, adventure
Integrated Water transport
Utilise new distribution networks (eg. Social networking sites,
blogs)
■■
Hosting Commonwealth Games in 2018
■■
■■
Light Rail Connectivity
Capitalisation on resource boom (fly in/fly out)
■■
■■
■■
■■
■■
■■
Urbanisation and congestion
Loss of land for future tourism developments
Environmental degradation and poor environmental awareness
Loss of quality of life
Failure to meet service standards
Access and visitor infrastructure in National Parks
■ ■ Waterways redevelopment
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
New/emerging competitor destinations
Community support
Rising value of the $AUD
Airport curfews and air access
Domestic holiday trends – Australian’s taking fewer holidays,
for shorter periods and to overseas destinations
Skills and employment shortages
Internal transport congestion and parking problems
Need for master planning for park assets
Shortage of cultural/arts/entertainment activities
Community support/understanding of tourism development
Inadequate provision of dedicated sites for tourism
development
Availability of private and public sector funding
Lack of public funding
9

5 Catalyst Projects
Burleigh Heads National Park
5 Catalyst Projects
A number of catalyst projects have been identified in preparing the
Gold Coast and Hinterland TOP update. These catalyst projects are
considered the ‘marquee’ product investment initiatives which will
drive future tourism growth on the Gold Coast. Further detail on
these Catalyst Projects can be found in Table 2 in the appendix.
The Catalyst Projects identified in the Gold Coast TOP Update
include (listed in no particular order):
The Purlingbrook Falls Skywalk
An Ecocableway
Green-Link Masterplan
Commonwealth Games Legacy Leveraging
A Gold Coast Sustainability Centre
A series of Surfing Tourism Cluster Projects
A significant dive wreck site
The Broadwater Masterplan
Cruise Terminal
Gold Coast Cultural Precinct
Events and Meeting Infrastructure
The Purling Brook Falls Skywalk project provides a new tourism
focal point for the Gold Coast Hinterland. This project would entail a
feasibility design study of a potential canter-levered skywalk and could
be paired with the concept of the Ecocableway project to offer two
linked and complementary attractions. Together these projects would
raise the tourism profile of the hinterland while significantly increasing
much needed access without stressing existing infrastructure.
The Green-Link Master Plan identifies key nature tourism precincts
in the Gold Coast Hinterland to identify sustainable visitor volumes
for precincts and parks stretching from Lamington to Tamborine.
This Master Plan would seek to identify the unique character and
capacity to better manage the future opportunities (including the
skywalk and ecocableway) in the Hinterland, taking into account
Council’s Park Management Plans (including the Springbrook
Visioning Plan).
The 2008 Gold Coast and Hinterland TOP was developed before
the Commonwealth Games had been secured. The Commonwealth
Games Legacy Project will focus on leveraging the impact of the
Games, from large stadiums to local signage. The Commonwealth
Games provides the single greatest opportunity for the Gold Coast
to develop and celebrate its very own destination character in the
next ten years. This character could then be reflected through the
external design and visual cues created for the Games. The legacy
of this character and infrastructure would remain long after the
Games have concluded and will be invaluable for tourism.
Other Catalyst Projects focus on tourism precincts as catalysts.
The development of a Sustainability Centre in an accessible,
desirable location could be used as a ‘hub’ to link nature-based and
ecotourism opportunities with hinterland activities. This catalyst
could include the development of a UNESCO World Heritage
Rainforest Interpretation Centre.
The development of a Surfing Tourism Cluster would enhance
the region’s already strong reputation as a surfing destination.
In developing a series of cluster projects, the Gold Coast has the
potential to be recognised as a global centre for surfing excellence
in terms of surfing tourism and the world surf sports capital.
Establishing the Gold Coast as a dive destination involves developing
a world-class unique artificial dive attraction. A number of sites have
been identified and these need to be progressed to implementation.
The Broadwater Master Plan will have a significant impact on the
tourism industry, on business stakeholders and throughout the Gold
Coast community. The issues that will need to be addressed include
the concept of a Gold Coast cruise terminal, a super yacht facility and
a marina. The transport potential of the Broadwater offers unique
opportunities. In addition the plan will have to consider the future of
Wave Break Island, South Stradbroke Island and the numerous parks
and open spaces and facilities that occupy the foreshore.
The development of a cruise terminal would entail sourcing
commercial interest in possible cruise terminal developments
and facilitating communication with interested parties during any
ongoing discussion and investigation.
The Gold Coast Cultural Precinct redevelopment will act as a
catalyst for art, culture and Indigenous activities on the Gold
Coast. Developing a Master Plan for the cultural and entertainment
precinct would also create opportunities for greater Indigenous
participation in the tourism and cultural sectors.
The development of more tourism friendly guidelines for the use of
Events and Meetings Infrastructure is an opportunity to position the
Gold Coast as a world leading beach destination. This includes the
proactive identification of sites suitable for larger events, making
the application process more efficient with targeted infrastructure to
support events.
10

6 Supporting Projects
Metricon Stadium, Carrara
As a means to support the development of these catalysts, a series
of supporting projects have also been identified in the Gold Coast
and Hinterland TOP update.
These projects, explained in more detail in Table 3 in the appendix,
include:
Developing relevant Niche Tourism Initiatives
City Image and Design
Initiatives to improve industry skills
Airport Expansion
Ferry Service
Rail Transport
Surfers Paradise Transit Centre
Currumbin Sanctuary Gateway Project
Leverage Australia’s Green Cauldron National Landscape
Indigenous Tourism Opportunities
Gold Coast Oceanway
Long Term Planning and Policy
Amongst the supporting projects are a range of niche tourism
initiatives designed to target growth in identified market segments
including medical tourism; regional cuisine; and natural encounters.
Growth in these segments will be supported by industry-led clusters
and market research describing key trends and triggers for growth.
The City Image and Design project would involve the development
of a guide for Gold Coast’s local ‘destination character’ with visual
elements, colours, styles to assist council, architects, developers,
designers to build the essential character of the Gold Coast. This
project would involve a review city-wide signage policy and plan to
produce greater tourism outcomes and encourage dispersal.
Integrated transport and access is a key enabler, major projects
include expanding the Gold Coast airport capacity and to link both
light and heavy rail with the airport. The development of a plan to
retain a Surfers Paradise Transit Centre and look at water based
transport options is also considered.
The Currumbin Sanctuary Gateway Project provides support for the
Currumbin Sanctuary Precinct Masterplan and the Currumbin Valley
Ecotourism Opportunities Study to improve existing infrastructure
to world class standards.
Opportunities exist to leverage off Tourism Australia’s National
Landscape Program and, in particular the work to develop
Australia’s Green Cauldron. The Green Cauldron National
Landscape may act as an enabler to build nature-based and
outdoor activity and adventure tourism in the Gold Coast hinterland.
Opportunities also exist to further leverage funding opportunities to
build viable indigenous based attractions across the region.
The updated TOP also recognises the importance of completing the
Gold Coast Oceanway, including the development of appropriate
products and marketing material.
Finally, creating a long term State-level planning and policy
environment that is supportive of future tourism growth. Activities
around these initiatives would involve working with existing state
and local policies that identify and promote tourism investment
opportunities.
Jellurgal Corroborree
6 Supporting Projects
Leveraging the substantial skills base already present within the
industry, another key initiative and strategic project is the expansion
of existing mentoring programs to improve industry skills. This
initiative will look to further develop the mentoring programs which
already exist to improve skills. This program would specifically
support material already available to industry around emerging
challenges such as market readiness, rising prices and meeting
new market expectations of service and quality.
11

7 Implementation
Gold Coast Marathon
7 Implementation
To enable the tourism product investment and infrastructure vision
to be realised in the Gold Coast and Hinterland in an effective
and timely manner, a number of implementation mechanism are
necessary. Tourism and Events Queensland working in partnership
with Gold Coast City Council, Gold Coast Tourism, the Queensland
Government and Regional Development Australia (RDA), will be the
key influencers in prioritising and advocating the implementation of
the TOP.
In addition, Gold Coast City Council has recently endorsed a
coordinated strategic approach to tourism with the development of
a whole-of-city Destination Management Plan to 2020, including
prioritising key industry, infrastructure and product development
projects with a focus on attracting investment and promoting
the city. The plan will identify actions in order to realise projects
identified in the Tourism Opportunity Plan.
This plan has been developed for the benefit of Local, State and
Federal Government agencies, regional economic development
agencies, regional and local tourism organisations, investors and
developers and tourism industry operators. It is envisaged that this
document can proactively assist with securing future funds via
government grants, sponsorships and business partnerships to
ensure that the priority projects become a reality for the Gold Coast
and Hinterland region.
Key contacts
Tourism and Events Queensland
Tourism Group
Phone: +61 7 3535 5486
www.tq.com.au
Events Group
Phone: +61 3222 1000
www.eventsqld.com.au
Gold Coast Tourism
Phone: +61 7 5592 2699
Email: info@gctourism.com
Gold Coast City Council
Phone: +61 7 5581 7267
Email: tourism@goldcoast.qld.gov.au
Queensland Government Department of State Development Gold
Coast Regional Centre
Phone: +61 7 5583 7599
12

Appendix
Marina Mirage
Table 2: Catalyst Projects
Catalyst Project
Description
Purling Brook Falls Skywalk
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Conduct a feasibility study into the development of a skywalk experience with a connection to local
indigenous products/history.
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Consult with DNPRSR/QPWS
Ecocableway
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Linkage: Ecocableway, Hinterland and Tourism Parks Masterplan
Conduct a feasibility study into the development of a cableway linking hinterland to the coast
Appendix
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Linkage: Purling Brook Falls Skywalk, Hinterland and Tourism Parks Masterplan
Green-Link Masterplan
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Enhanced road signage throughout the hinterland.
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Public transport and feasibility study completed regarding transport to and around key precinct.
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Implement Hinterland Visitor Research and Management Plan.
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Upgrade of National Park infrastructure including parking, picnic areas, camping, walking trails and
interpretation facilities in visitor hot spots.
■■
Review options for National Park tourism opportunities and walking product linkages with boutique
eco lodges and accommodation (mountain resorts, retreats, bed and breakfast accommodation)
both within and outside park infrastructure and preparation of an investment prospectus.
■■
Linkage: Purling Brook Falls Skywalk, Ecocableway
Commonwealth Games
Legacy Project
■■
Develop opportunities for both hard and soft infrastructure to ensure maximum tourism legacy
opportunities from the Commonwealth Games.
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Identify key infrastructure to be built for the Commonwealth Games that will provide critical legacy
opportunities and create legacy ‘wish list’.
■■
Work with GOLDOC to integrate ‘destination character’ into Commonwealth Games theming and
infrastructure design.
Gold Coast Sustainability
Centre
■■
Consider locating the UNESCO World Heritage Rainforest Interpretation Centre within an accessible
and desirable location
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Develop green linkages to hinterland parks and reserves and the provision of nature based/
ecotourism facilities
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Establish events space and infrastructure within an accessible and desirable precinct to allow for
sporting, cultural and business events
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Dedicate pathway linkages to hinterland parks and walking trails
■■
Explore Commonwealth Games Funding
13

Catalyst Project
Description
Surfing Tourism
Significant Dive Wreck Site
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Make the Gold Coast the global centre for surfing excellence in terms of surfing tourism and the
world surf sports capital
Conduct a feasibility study for the development of a world-class hall of fame/museum to showcase
Australian surfing heritage and culture
Prepare a scoping study and strategy to identify infrastructure requirements to support surfing
events and ensure that the Gold Coast remains an internationally significant surfing destination.
Establish the Gold Coast as a world-class dive destination:
Select the preferred location for the dive attraction
Identify a suitable structure, such as a Navy vessel to scuttle
Build and develop dive industry capacity to deliver world-class dive experiences to domestic and
international visitors
Apply and receive for appropriate State and Federal permits
Collaborate with State and Federal Government for the management of the site
Market and promote the dive attraction
Appendix
Broadwater Masterplan*
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In association with the new Gold Coast Waterways Authority, develop a Master Plan for the
Broadwater to facilitate its key role in future development of tourism on the Gold Coast
Development of a marine stadium to provide a focus for land and water-based events and festivals
Development of a MAX/Super Yacht and marina facility which will establish the Gold Coast as a
globally recognised location for the berthing, maintenance, refit and provisioning of Super Yachts
To scope the most sustainable use for Wave Break Island which would maintain the functional
integrity and maximise the recreational and tourism values
Modifications to the Doug Jennings parklands to enable the area to better accommodate large
gatherings, concerts and community events including precinct noise status
Resolve future use of South Stradbroke Island as an important adjunct area as a locals ‘escape’ or
future limited development
Implementation of world-class open space design that improves the recreational use of the area
while protecting and enhancing infrastructure and environmental values
Development of a comprehensive pedestrian and cycle, walkway and park system
Improvement of public access through the provision of boardwalks and extension and
enhancement of Federation Walk/Bikeway system in Oceanside Park
Explore the opportunity for a low impact ferry and bus transport hub in the Southport Boat Harbour
Relocation of trawler fleet to more sustainable space
Investigate the development of Marine hub precincts for commercial activity
Develop a fair and equitable access strategy for commercial operators
Cruise Terminal*
Gold Coast Cultural Precinct
■■
■■
■■
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Welcome active commercial interest in possible cruise terminal developments and maintain open
communication with interested parties during any ongoing discussion and investigation.
Guide interested parties to relevant government bodies for information on appropriate range of
approvals required
Development of a Master Plan for the development of a cultural and entertainment Precinct
Development of a state-of-the-art gallery space, including an iconic building design
Support access/connectivity options including bridge access
Review Public/Private Partnership options and options for indigenous inclusion
* Since the Gold Coast TOP update, there has been the establishment of the Broadwater Marine Project, a joint initiative of the Queensland Government and Gold Coast City
Council seeking private sector investment to deliver an integrated tourism project, including a cruise ship terminal.
14

Catalyst Project
Description
Events and Meetings
Infrastructure
■■
■■
■■
■■
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■■
■■
■■
■■
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Gold Coast to have the best policy for the use of beaches and open spaces for events, meetings
Establish base line requirement with MICE industry
Council has specialist officers to review and improve the efficiency of the approval process
Develop a dedicated business events ‘pod’ at Broadbeach Kurrawa Park and other beach locations
such as Doug Jennings Park
Support development for Doug Jennings Park
Develop a marine stadium
Allow a space for platforms to provide a space for beach events
Noise precincts to be established to ensure viability of current and future events
Develop an alternative location to the Big Day Out by sourcing a new major events site to replace
the Gold Coast Parklands
Provide support for the development of new community and special events spaces
Appendix
Tamborine Mountain National Park
15

Table 3: Supporting Projects
Supporting Project
Description
Develop Relevant Niche
Tourism Clusters
■■
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■■
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■■
■■
Medical Tourism – Complete capacity audit and review specialist medical tour operators to offer all
inclusive packages
Regional Cuisine – The aim of this project is to develop regional cuisine as a series of ‘total
experience’ wine, food and wholesale distribution.
Marine Tourism – Encourage policy change to enable more marine based encounters (Marine
Mammal Legislation) and infrastructure for commercial operators
Adventure Tourism – Identify and facilitate the development of new tourism adventure product and
packages, including suitable locations for experiences in protected areas and parks reserves
Indigenous Tourism – Audit current products and investigate opportunities
Education and International Student Tourism – Audit current products and investigate opportunities
Surf Clubs – Investigate possible themed linkage to Commonwealth Games and exploit prime
beach front locations
Linkage: Planning and Design for Village/Activity Precincts with destination character
Appendix
City Image and Design
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■■
■■
■■
■■
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Development of a guide for Gold Coast’s ‘destination character’ with visual elements, colours, styles
to assist council, architects, developers, designers to build the essential character of the Gold Coast
into their visual displays, signage, external design, landscaping
Work with Commonwealth Games to bring these design elements into the design for
Commonwealth Games infrastructure.
Development of themed precincts which promote various elements of Tourism Clusters such as
Regional Cuisine, Retail hubs.
Surfers Paradise circulation improvements including boardwalks, green bridges and ferry related
infrastructure
Progress China Town precinct in Southport
Coolangatta foreshore activation and linkage through to main precinct for Quiksilver Pro type surf
events
Investigate new location for major events such as Big Day Out
Review city wide signage policy and plan for implementation using the destination character visual
elements
Installation of street art and furniture, cityscape and landscape initiatives which highlight the
significant assets of each precinct (e.g. lighting), design of public areas, improved security
Support community and special events including markets, arts and cultural entertainment
Explore links with private investment opportunities including mixed use developments
Linkage: Develop Relevant Niche Tourism Clusters
Improve Industry Skills
Airport Expansion
Ferry Service
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■■
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■■
Establish course development and delivery model to provide regular enhanced industry related
skills
Experience development and interpretation mentoring
International visitor needs around basics such as signage, front of house staff, soft infrastructure
Support the Gold Coast Airport Master Plan 2011 implementation including expansion to increase
capacity.
Facilitate greater use of the airport for FIFO flights
Lobby for greater sense of arrival at airport where the Gold Coast Experience is part of airport
experience in terms of design elements and service standards.
Rail terminal/pedestrian walking links
Support development of pilot ferry service and include Metricon in initial trials
Investigate solar power for as ferry energy option
Upgrade of wharfs and platforms to support ferry stop points
Linkage: Broadwater Master Plan
16

Supporting Project
Description
Rail Transport
■■
Support the development of the Light Rail System to be extended to Gold Coast Airport as part of
Commonwealth Games infrastructure
■■
Support the development of heavy rail to Coolangatta and the Airport as part of Commonwealth
Games infrastructure
Surfers Paradise Transit
Centre
■■
■■
Gain commitment for current location of facility to be confirmed as a transport hub.
Investigate other commercial options (air space for development)
■■
Consider connectivity to Appel Park development; future ferry terminal and light rail.
Long Term Planning and
Policy
■■
Support a State Tourism Planning policy to work with existing state and local policies that identifies
and promotes tourism development opportunities that are flagged as part of future development
applications
■■
Complete a Search Study to identify current available land for significant tourism development
opportunities and record annually in land bank
■■
Department of Infrastructure to upgrade the South east Queensland Plan to allow the development
of a tourism precinct category which will allow for tourism projects outside of the current urban
footprint
Australia’s Green Cauldron
■■
Support the strategy when released
■■
Build nature-based and outdoor activity tourism in the Gold Coast hinterland
■■
Facilitate an Exclusive Gold Coast-Canopy Remote Adventure
National Landscapes
■■
■■
Investigate a Canopy to Coast Multisport Event
Take advantage of funding opportunities to maintain development of National Landscapes
Appendix
Indigenous Tourism
■■
Review further funding opportunities for Indigenous Tourism such as the recent grant to
Dreamworld to build viable indigenous based attractions
Gold Coast Ocean Way
■■
Completion of Oceanway and inclusion in appropriate marketing material/products
Currumbin Sanctuary
Gateway Project
■■
Support Currumbin Sanctuary precinct master plan, Currumbin Valley ecotourism opportunities
study and further development of the Currumbin precinct
■■
Improve existing buildings at entrance to world class standards, including a refit, re-theme and
introduction of energy efficiency measures
■■
Support public / private partnerships to implement dredging of Flat Rock Creek, improvements to
habitat and improvement of access to the beach
Gwinganna Lifestyle Retreat , Tallebudgera
17