ACKNOWLEDGEMENT OF COUNTRY
We acknowledge Aboriginal people as the traditional custodians of Western Australia and pay our respects to Elders past and present. We celebrate the diversity of Aboriginal West Australians and honour their continuing connection to Country, culture and community. We recognise and appreciate the invaluable contributions made by First Nations peoples across many generations in shaping Western Australia as a premier destination.
INTRODUCTION
The Great Southern Regional Tourism Development Strategy (RTDS), together with the overarching Australia’s South West (ASW) Tourism Destination Management Plan (TDMP), will guide decision-making, investment and capacity development for tourism over the next 10 years.
The RTDS has been informed through comprehensive engagement with industry and stakeholders across the region to understand opportunities and priority projects. These projects have been assessed at a regional and subregional level through an analysis of the region’s tourism offering, to prioritise initiatives that will have the most impact on growing the visitor economy sustainably.
Both documents make recommendations on actions and priorities to support the management and growth of the destination in the following areas:
Supply including attractions, events, accommodation, access and connectivity and other visitor-related infrastructure.
Demand including the region’s positioning, markets and destination marketing.
Capability including workforce and skills development, funding and partnerships.
This abridged RTDS outlines the key priorities and actions for tourism development in the Great Southern region, in alignment with the ASW TDMP.
It is important to note that many of the priorities identified in the document are aspirational and unfunded. Their inclusion will provide industry and government with the strategic direction to seek resourcing, if required, to deliver initiatives within their areas of responsibility.
PART 1: RTDS VISION, GOALS & PRIORITIES
10-YEAR VISION
The ASW region is a globally renowned tourism destination of ancient Aboriginal culture, natural beauty, exceptional produce, creative communities and iconic adventures, where:
Visitors Visitors can easily access and navigate the region and customise their stay with high quality, cohesive information. Immersed in unrivalled experiences, they understand the region’s diversity, beauty and fragility, and have vested interest in its ongoing care, choosing to respect and tread lightly on Noongar country. They stay longer, experience more and leave with a plan to return.
Industry Tourism is highly valued, capable and enabled for sustainable growth and management practices. Product development, partnerships, education and workforce development are supported and sustainably resourced. The industry is valued by community and government for its contribution to the economic, social, environmental and cultural fabric of the region. Respect for place is embedded throughout the tourism offering.
Government Government is enabling industry, and investing sustainably in tourism infrastructure, product development, management and marketing. Coordinated decision making and investment frameworks are well established and responsive to economic conditions and deliver market certainty.
Communities Local communities are engaged in and understand the value of local visitor economies. They have opportunities to provide input and see their values for sustainable practice reflected in the tourism industry. Communities work together with government and industry to support caring for Country and transitioning industries, sharing the tangible benefits that tourism brings.
10-YEAR TOURISM GOALS & PRIORITIES
1. Rejuvenate existing and develop new tourism products and attractions.
• Activate trails infrastructure throughout the region through the development of visitor facilities and services — with a focus on Fitzgerald River, Walpole-Nornalup, Porongurup, Stirling Range and Torndirrup National Parks, and Kojonup/Katanning (including hire facilities, bookable commercial tour product, accommodation).
• Grow supporting cruise products and experiences to maximise visitor yield from cruise arrivals.
• Rejuvenate demand driving visitor attractions within the region by supporting the development of commercial tourism opportunities with a focus on Valley of the Giants Tree Top Walk and National Anzac Centre.
• Diversify the product offer across the region through the development of agritourism, dark sky, wellness, adventure and food, wine and produce experiences.
• Support the region to deliver cohesive, mature and authentic wine and produce experiences (including bookable product that enhances the visitor experience and product packaging).
2. Develop and showcase Aboriginal tourism.
• Expand interpretive signage, dual naming and Acknowledgment of Country as a foundation for visitor education and awareness raising throughout the region.
• Facilitate the inclusion of Aboriginal tourism experiences in mainstream tourism offerings, to drive demand and awareness for local product.
• Support the development of new Aboriginal tourism product in the region.
• Implement priority actions from the Jina: WA Aboriginal Tourism Action Plan 2021–2025 (or future editions) related to Great Southern, including the Custodians Program.
3. Strengthen access to and within the region.
• Expand aviation networks, services and land-side infrastructure at Albany Airport.
• Advocate for the construction of a pedestrian/cycle bridge on the South Coast Highway at Nornalup to enable safe access to the Valley of the Giants trails.
• Expand berthing and landside infrastructure to support cruise shipping and superyachts in Albany.
• Improve wayfinding and entry and departure signing to facilitate navigation signage to improve visitor awareness, dispersal and understanding.
• Investigate and advocate for ground transportation services in the region.
4. Grow and diversify the accommodation offer by addressing specific regional gaps and priorities.
• Grow the inventory and range of commercial short stay accommodation throughout the region, focusing on:
– in and around national parks or trail networks.
– self-contained, camping, niche and experiential, five-star and luxury hotel/resorts.
• Facilitate the development of tourism worker accommodation throughout the region.
5. Strengthen the regional brand and assets to support strategic marketing.
• Participate in collaborative marketing to strengthen regional awareness and positioning, and achieve brand alignment with Tourism Western Australia (Tourism WA) and ASW Regional Tourism Organisation (RTO).
• Position the South West Edge as an iconic drive for the state.
6. Build and leverage events to promote cross-regional visitation.
• Leverage the Albany Bicentenary in 2026, including opportunities to promote Aboriginal tourism through truth and storytelling.
• Establish a signature event for the region.
• Strengthen the current events across the Great Southern, focusing on those with cross-regional growth potential.
7. Strengthen industry capacity and capability to support sustainability of tourism across the region.
• Support and facilitate training and development opportunities across the region to increase the pool of tourism workers.
• Improve industry capacity and grow the sustainability (environmental, social, and economic) and accessibility credentials of the region.
PART 2: UNDERSTANDING THE REGION
SALMON HOLES, ALBANY
GREAT SOUTHERN REGIONAL OVERVIEW
The Great Southern region spans from the Fitzgerald River National Park in the east to Nornalup in the west, and north to the Shires of Woodanilling and Kent. Its ancient geography includes the highest ranges in southern Western Australia, deep forests, productive farmland and sweeping coastal scenery.
The Great Southern is recognised for its natural environment, distinctive landscapes, diversified economy and a growing reputation as a creative hub and cultural heritage destination. It is home to five wine subregions spanning the upper and lower Great Southern producing nearly 30 per cent of the state’s wine. It is known for producing some of Australia’s best Riesling and Shiraz.
Spanning a vast 40,000 square kilometres, the region is home to 11 Local Government Authorities (LGAs) with a total population of approximately 60,000. The City of Albany is where 62 per cent of the regional population lives and is the centre for medical, education and commercial services. Other towns in the region such as Denmark, Katanning, Mount Barker, Kojonup, and smaller agricultural and coastal communities like Broomehill, Tambellup, Cranbrook, Bremer Bay, and Gnowangerup, each have a unique way of life and rich heritage.
The region is the state’s second-largest agricultural producer comprising 60 per cent of the regional economy. Primary production is the economic focus with other activities including forestry, tourism, fresh produce, beverages and premium spirits.
Priorities and opportunities for tourism product development includes improving the accessibility of the region’s food, wine and local produce to visitors and trade markets, noting its geographic location and relative distance from Perth and other subregions in the ASW region.
A holistic approach is needed across Aboriginal tourism, food and wine tourism, arts, culture and heritage, nature and adventure tourism, and strengthening and sustaining special events and festivals. Noting the variance in destination maturity between the upper and lower region, a bespoke, place-based approach is needed to address tourism gaps and opportunities across supply, demand and capability.
Brand positioning and messaging is currently fragmented, and a clear, unified and sustainable destination marketing approach is needed. There should be an overarching brand to the tertiary destination brands that is strategically positioned to highlight unique attributes. From a capability perspective, demonstrating the value of tourism to local communities and economies, and consolidating visitor servicing levels in key destinations, are essential to respond to visitor expectations and ensure consistency of experience.
The Great Southern Tourism and Trade Partnership, established in 2022, is an important vehicle to build the profile of the region and its strengths in agri-foods and tourism, taking local businesses to global markets and meeting export demand for high-quality, safe and traceable premium products.
PERTH
LEGEND
GREAT SOUTHERN DEVELOPMENT COMMISSION REGION
BUNBURY GEOGRAPHE
MARGARET RIVER REGION
LGA MARKER
SOUTHERN FORESTS & VALLEYS
GREAT SOUTHERN
WOODANILLING KATANNING KENT
KOJONUP
GNOWANGERUP
JERRAMUNGUP BROOMEHILL TAMBELLUP
CRANBROOK
PLANTAGENET
DENMARK ALBANY
WILLIAM
PART 3: STRATEGY & IMPLEMENTATION
GREAT SOUTHERN ACTION PLAN
The Great Southern RTDS has been informed by the subregional priorities developed through industry collaboration. These actions outline the actions, projects, and the partner agencies/stakeholders responsible. All actions are to be executed in alignment with the South West Native Title Settlement Framework.
KEY AGENCIES & PARTNERS FOUND WITHIN THE ACTION PLAN
These agencies/organisations have been identified as having a role to play in leading and/or coordinating the implementation of the project within the confines of their remit but may not be solely responsible for delivery. The recommendations are aligned with the core functions of the individual agencies. The expectation is that these agencies will work together to ensure the recommendations are implemented and pursued to a measurable conclusion.
ACs – Aboriginal Corporations
ASW – Australia’s South West Regional Tourism Organisation
BEP – Business Events Perth
Cruise – Cruise Operators
DBCA – Department of Biodiversity, Conservation and Attractions
DLGSC – Department of Local Government, Sport and Cultural Industries
DPIRD – Department of Primary Industries and Regional Development
DPLH – Department of Planning, Lands and Heritage
DoT – Department of Transport
DTWD – Department of Training and Workforce Development
GSDC – Great Southern Development Commission
LGAs – all Local Government Authorities
LTOs – Local Tourism Organisations
MRWA – Main Roads WA
RSC – Road Safety Commission
SPA - Southern Ports Authority
TA – Tourism Australia
TCWA – Tourism Council Western Australia
TOs – Traditional Owners
TWA – Tourism Western Australia
WAITOC – Western Australian Indigenous Tourism Operators Council
1. REJUVENATE EXISTING AND DEVELOP NEW DEMAND-DRIVEN PRODUCTS AND ATTRACTIONS
INITIATIVE PARTNERS ACTION
ADDRESSING SUPPLY ISSUES
Revitalise the Tree Top Walk at Valley of the Giants.
DBCA, TWA, GSDC
Support the revitalisation of the Tree Top Walk and its interpretative experience as a key visitor dispersal driver for Great Southern.
Support the creation of additional bookable products that incorporate national park experiences.
Grow supporting cruise products and experiences to maximise visitor yield from cruise arrivals. ASW, TWA, Industry
Support the Tourism and Trade initiative to reimagine the wine and produce experience.
Develop additional shore-based tour products and unique experiences in Albany and its surrounds that appeal to cruise passengers.
GSDC, ASW, TWA, Industry Facilitate commercial product development that will connect different food and beverage providers to enhance the regional visitor experience.
Diversify the product offer aligned with subregional product development focus. TWA, GSDC, ASW, WAITOC, LGAs Identify specific product development opportunities unique to the upper and lower Great Southern, aligned with target markets.
Product development should support visitor dispersal across the subregion through thematic alignment and packaging, for example:
• Upper Great Southern — Katanning, Kojonup: Arts and culture, Aboriginal cultural tourism.
• Lower Great Southern — Denmark, Mount Barker: Arts and culture, agritourism, wellness, adventure tourism and trail experiences.
• Lower Great Southern — Albany: Arts and culture, history and heritage, wellness, adventure.
• Lower Great Southern — Bremer Bay: Nature and adventure tourism.
Attract government and private sector investment in catalyst projects throughout the region.
INITIATIVE PARTNERS ACTION
Diversify the product offer aligned with subregional product development focus.
Facilitate private sector investment in tourism products and programs.
TWA, DBCA
TWA, GSDC
Activate trails infrastructure. GSDC, DBCA, DLGSC, LGAs, TWA, DoT
Create signature and unique experiences in and around national parks including (but not limited to) the Porongurup, Stirling Range, Torndirrup, and Walpole-Nornalup national parks to enhance the visitor experience.
Address identified gaps in products and experiences, including:
• Trail tour operators — including full-service mountain biking, walking and bridle tours;
• Aboriginal cultural tours;
• Wine, food and produce experiences;
• Facilities and amenities — including pop-up/seasonal activities; and
• Recreation and leisure activities/experiences.
Continue implementation of the Great Southern Regional Trails Masterplan and activate critical visitor trails infrastructure, focusing on product development; resourcing for operational management and maintenance; and marketing and promotion of trail experiences.
Facilitate the realignment of the Munda Biddi Trail.
Prioritise delivery of ‘wrap around’ trails infrastructure and services:
• Connecting trails to towns — an extension of relevant dual-use pathways, dedicated paths and access ways.
• Visitor facilities and amenities, conveniences, rest stops, seating, and shelter.
• Accommodation located on or close to major trails.
• Sealing of access roads to trails.
Implement the Mounts Masterplan, including National Anzac Centre, to maximise and refresh the visitor experience.
Ensure town centre and community asset improvements are visitor focused.
Formalise the region’s key target markets and segments in line with ASW product pillars.
TWA, DBCA, GSDC, LGA, MRWA
LGAs
ASW, TWA
Establish a William Bay Trail Masterplan.
Ensure town centre improvements and community facilities (such as sports, culture and recreation) are planned and delivered as multifunctional assets and incorporate visitor amenities.
ADDRESSING DEMAND ISSUES
Develop an insight-driven marketing approach for the region that involves:
• Implementing Tourism WA’s Domestic Segmentation Model for intra and interstate markets.
• Working with Tourism Australia define the Great Southern region’s high yield traveller and source markets across experience segments, including adventure, arts, culture, and heritage, and target marketing activities towards these areas.
INITIATIVE PARTNERS ACTION
Invest in product marketing and content development.
Develop cross-regional product packaging aligned with product pillars.
ASW
ASW, TWA
Strengthen tourism and trade initiatives targeted at international markets.
GSDC, ASW, TWA
Strengthen in-region tourism product development resourcing. TWA, GSDC
Strengthen recognition, resourcing and recurrent funding for tourism functions within national parks.
DBCA
In line with identified signature products and experiences, differentiate the region’s strategic brand positioning and USPs by strengthening the promotion of wine, food and produce, adventure, culture and heritage, nature and diversity.
Define, package and promote four to six iconic, ‘must-do’ regional products and experiences that align with the recommended product development focus and support visitor dispersal across upper and lower Great Southern:
• Adventure tourism and trails experience.
• Arts and culture.
• Aboriginal cultural tourism.
• Agritourism, including food and wine events.
Build the region’s profile and strengths in agri-foods and tourism, in alignment with the Great Southern Tourism and Trade Partnership.
Create an expansive campaign aimed at connoisseurs of good food and wine, both domestically and internationally, to establish the region as a world-class food and wine destination.
ADDRESSING CAPABILITY ISSUES
Progress targeted capacity building of tourism operators aligned with regional priorities and mapped to key markets.
Prioritise resourcing, operational funding and ‘on-ground’ management in national parks with significant visitor demand.
Continue to invest in visitor facilities and amenities responding to visitor demand: access, ablutions, camping and day-use facilities, interpretive signage, trails and pathways.
Establish recurrent operational funding to support national park management and rehabilitation relative to tourism impact and demand.
Establish private sector partnerships. TWA, DBCA, GSDC, LGAs Explore partnership models with private sector operators to enable the delivery of appropriate tourism facilities, assets and services.
Identify and de-risk locations supporting tourism product development, such as tours and accommodation.
2. DEVELOP AND SHOWCASE ABORIGINAL TOURISM
INITIATIVE PARTNERS ACTION
ADDRESSING SUPPLY ISSUES
Deliver Aboriginal owned/operated tourism infrastructure, facilities, assets and attractions.
GSDC, DPLH, ACs, DLGSC, LGAs
Support the development of new cultural infrastructure and facilities that drive tourism demand, including at Kodja Place, Kojonup.
Support arts, culture and heritage product development and programs, including partnerships with the Aboriginal Child Artists of Carrolup Collection.
Develop commercially sustainable Aboriginal tourism products.
Raise the profile and awareness of Aboriginalowned tourism operations and products.
Significantly elevate the representation of Aboriginal cultural heritage marketing and brand activity.
GSDC, DPLH, ACs, DLGSC, LGAs
TWA, WAITOC, GSDC, LGAs
WAITOC, ASW
Strengthen partnerships with mainstream tourism operators and Aboriginal tourism operators.
WAITOC, ASW
Support capital and restoration plans for the Marribank/Carrolup Mission and the Gnowangerup Mission, including developing culturally appropriate visitor experiences.
Support the growth and commercial sustainability of Aboriginal tourism products throughout the region.
ADDRESSING DEMAND ISSUES
Focus marketing content on supporting existing/established tourism operators to drive awareness and demand for local products.
TWA, WAITOC
Ensure representation is consistent, culturally appropriate and unique to the region, including:
• Regional brand identity development;
• Proactive promotion of Noongar six seasons; and
• Acknowledgement of Country in Noongar language on wayfinding and interpretive signage.
ADDRESSING CAPABILITY ISSUES
Develop a targeted mentorship program with established mainstream tourism operators to strengthen the capacity, sustainability and awareness of existing Aboriginal tourism operators.
Support Traditional Owners to educate the tourism sector how to understand and better respect country and culture to strive for more culturally sensitive products in the ASW tourism industry.
INITIATIVE PARTNERS ACTION
Strengthen representation of Aboriginal-owned tourism businesses in special events. TWA, GSDC, LGAs, ACs Formalise a process for inclusion and representation of local Aboriginal-owned tourism businesses in special events planning and programming.
Co-design an on-Country tourism employment pathways and mentoring program.
Support existing and new Aboriginal-owned tourism businesses.
WAITOC, TWA, DPIRD
WAITOC
Develop a tourism/hospitality training program aimed at supporting young Aboriginal people living in the region and collaborate with key stakeholders to understand specific opportunities, for example:
• Place-based mobile coffee van to train young people as baristas/hospitality workers.
• Traineeships and apprenticeships that enable shadowing/mentoring of management positions.
• Capability building to transition into the tourism sector.
Strengthen sustainability, capacity and growth of existing Aboriginal-owned tourism businesses.
Responding to market demand, support the establishment of new Aboriginal-owned tourism businesses. Resource on-Country Aboriginal tourism business support, that focuses on:
• Training/mentoring.
• Professional development.
• Strategic marketing assistance.
• Business operations systems enhancement.
• Special projects assistance.
• Domestic/international consumer targeting.
3. STRENGTHEN ACCESS TO AND WITHIN THE SUBREGION
INITIATIVE PARTNERS ACTION
ADDRESSING SUPPLY ISSUES
Deliver road transportation infrastructure to improve connectivity of key visitor services and attractions.
Drive sustainable growth in cruise tourism in the Great Southern.
DoT, MRWA
Expand aviation networks, services and air/landside infrastructure at Albany Airport.
Address gaps in basic communications infrastructure.
TWA, GSDC
Improve wayfinding and signage to improve visitor awareness and dispersal.
SPA, DoT, TWA, GSDC, City of Albany
Advocate for the development of a pedestrian/cycling bridge on the South Coast Highway at Nornalup to provide safe visitor access to Valley of the Giants trail network from Nornalup town.
Continue to investigate and advocate for road transportation services for the region to address the ongoing shortage of taxis, four-wheel drive and camper van hire, ride-share services and tourism focused public transport (i.e. hop on hop off at key attractions).
• Short-term focus on Albany and Lower Great Southern.
• Medium to long-term focus on Upper Great Southern.
Improve the landside experience including the arrival experience and supporting infrastructure, itinerary development for shore excursions, ease of ground transport access and transfers.
Focus product development opportunities to support the growth of the cruise sector.
Enhance berthing infrastructure at Albany Port.
Expand landside infrastructure to support cruise shipping and superyachts.
Expand Bremer Bay Jetty facilities in line with market demand.
DoT, GSDC, Private sector, City of Albany
Progress implementation of the Albany Airport Master Plan as a demand driver for regional connectivity and interstate and short-haul international passenger and freight routes.
Expand four-wheel drive and camper van hire depots as part of the Albany Airport Master Plan.
GSDC, LGAs, DPIRD
MRWA, DoT, LGAs, DBCA, GSDC
Continue to advocate for State Government and utility providers to address critical infrastructure needs and limitations in WIFI and network blackspots, road connectivity, power, sewer and water.
ADDRESSING DEMAND ISSUES
Prioritise signage and wayfinding for Katanning, Albany, Denmark and Mount Barker.
Progress development of signage improvement guidelines for the region.
Develop and expand interpretive signage and dual naming across the region as a foundation for visitor education and awareness.
ASW, RSC, LGAs
Participate in information campaigns and awareness raising activities in conjunction with state and local government.
Customise information regarding:
• Regional itineraries.
• How to access the region and stay safe on the roads.
• How to travel around the region.
• Business opening hours, location and distance.
• Information on wildlife, road works and road condition.
4. GROW AND DIVERSIFY THE ACCOMMODATION OFFER BY ADDRESSING SPECIFIC REGIONAL GAPS AND PRIORITIES
INITIATIVE PARTNERS ACTION
ADDRESSING SUPPLY ISSUES
Address regional gaps and priorities to diversify the accommodation offer.
TWA, GSDC, ASW, DBCA, LGAs
Develop a regional accommodation plan that responds to the following gaps:
• Self-contained accommodation.
• Camping.
• Niche/experiential accommodation.
• Five-star and luxury hotels/resorts.
• Accommodation that supports business events and niche product development in addition to the above.
Capitalise on the success of the Premier Mill (Katanning), to support the development of similar accommodation and product investment that responds to identified gaps in region.
Explore opportunities to develop unique accommodation for the region in/around the Stirling Range, Porongurup and Valley of the Giants/Walpole-Nornalup national parks, and the Lower Great Southern.
Catalyse private sector investment in tourism infrastructure.
Grow the inventory of tourism worker accommodation.
TWA, DBCA, Private sector, GSDC
Seek the development of unique accommodation offerings and experiences in and around national parks.
TWA, GSDC, LGAs, LTOs
Explore partnership opportunities to target private investors with development opportunities.
Work closely with stakeholders to align priorities in the delivery of new accommodation products.
Promote greater consideration of tourism in formal planning processes.
GSDC, TWA, TOs, ASW
GSDC, TWA, ASW
TWA, LGAs WAPC, DPLH
Support the development of tourism worker accommodation throughout the region and encourage new tourism accommodation development to incorporate staff accommodation.
ADDRESSING DEMAND ISSUES
Undertake business-to-business campaigns targeting new accommodation operators to consider investing in regional development opportunities, including developments by Traditional Owner groups.
ADDRESSING CAPABILITY ISSUES
Establish an ongoing cross-regional working group of key stakeholders to identify and prioritise initiatives for increased activity, awareness, communication and knowledge sharing.
Advocate for tourism land use planning through existing strategic planning processes, to promote greater consideration of tourism in local and regional planning strategies.
5. STRENGTHEN THE REGIONAL BRAND AND ASSETS TO SUPPORT STRATEGIC MARKETING
INITIATIVE PARTNERS ACTION
ADDRESSING DEMAND ISSUES
Align marketing and communications with Tourism WA and ASW brand frameworks and product development focus.
ASW, TWA, GSDC
Support the development of a brand identity for ASW, that focuses on unifying the upper and lower areas of the Great Southern.
Formalise the Great Southern brand proposition and positioning to:
• Strengthen: Wine, food and produce, Adventure, Culture and Heritage.
• Sustain: Nature and biodiversity.
Implement a content strategy that represents the depth and diversity of the region and aligns with recommended product development focus — adventure tourism and trails, arts and culture, Aboriginal tourism and agritourism, including food and wine events.
Strengthen destination marketing of Albany as an emerging, nationally significant destination.
Develop a collaborative marketing plan to focus activity on identified target audiences.
ASW
ASW, TWA, City of Albany, TA
ASW, LTOs, LGAs
Deliver marketing initiatives to further establish the South West Edge as a cross-regional product marketed to position the route as an iconic drive for the state.
Develop a destination marketing plan for Albany that builds destination awareness and demand.
Develop a strategic plan with Tourism Australia and Tourism WA to elevate Albany’s positioning as a destination for international markets.
ADDRESSING CAPABILITY ISSUES
Improve knowledge sharing through cross-regional marketing activities and tourism industry familiarisation programs.
Facilitate visitor dispersal across the region, and encourage greater ‘shoulder’ season visitation.
6. BUILD AND LEVERAGE EVENTS TO PROMOTE CROSS-REGIONAL VISITATION
INITIATIVE PARTNERS ACTION
ADDRESSING
SUPPLY ISSUES
Align development and growth of regional events with product pillars.
TWA, GSDC, ASW
Identify gaps in existing events based on the below hierarchy:
• Major events.
• Medium to large events.
• Small events.
Align event development with regional product development priorities:
• Adventure tourism and trails experiences.
• Arts and culture.
• Aboriginal tourism.
• Agritourism, including food and wine events.
TWA, BEP
LGA, GSDC
TWA, GSDC, ASW, Industry, LGAs
TWA, GSDC, LGAs, ASW
Identify opportunities to engage with the region including familiarisations, satellite meetings and pre/post delegate touring opportunities.
Leverage the Albany Bicentenary in 2026, including opportunities to promote Aboriginal culture tourism through truth and storytelling.
Explore the opportunity to develop a signature event for the Great Southern region.
Leverage and grow existing events with a regional reach and expand programming and funding to sustain future growth.
Program new events in winter and shoulder seasons to drive cross-region and cross-season demand.
ADDRESSING DEMAND ISSUES
Strengthen and grow the region’s events offer as a demand driver.
TWA, LGAs, GSDC, City of Albany Work with Tourism WA to determine recommended approaches for events marketing support.
Improve positioning of the Bloom Festival as a signature regional event.
Identify, develop and implement suitable product packaging models.
Position Albany Entertainment Centre as a hub and catalyst for regional events programs and touring.
TWA, LGAs, GSDC, City of Albany
Create a calendar of events that expand visitation in shoulder seasons.
INITIATIVE PARTNERS ACTION
Assess event marketing communications to maximise awareness and visitation. TWA, Industry
Identify the scale of opportunity and capability to target and deliver increased MICE and business-related activities.
ASW, TWA, BEP, GSDC, LGAs
Develop industry capability to maximise event opportunities. ASW, TWA, GSDC, LGAs
Optimise event branding to align with Tourism WA initiatives, whenever feasible.
Identify suitable host locations with infrastructure to support business event requirements.
Work with Business Events Perth on possible spin-off activities for Perth-based events or pre and post-event famil visits to the Great Southern.
Work with LGAs to organise regular business event-focused famil programs.
ADDRESSING CAPABILITY ISSUES
Work with event holders and industry operators to develop event-based packages that include accommodation and attractions opportunities.
Establish cross-regional networking for event organisers active in the ASW region to enable sharing of information, resources and learnings.
7. STRENGTHEN INDUSTRY CAPACITY AND CAPABILITY TO SUPPORT SUSTAINABILITY OF TOURISM ACROSS THE REGION
INITIATIVE PARTNERS ACTION
ADDRESSING DEMAND ISSUES
Raise the visibility and understanding of the value and impact of tourism.
Maximise awareness of tourism and hospitality as employment options.
TWA, GSDC, ASW
TWA, ASW, LGAs, LTOs, GSDC, Industry
Implement Tourism WA workforce development strategies.
TWA, DTWD
Investigate and deliver operator training programs to increase the capability and capacity of the industry.
TCWA, TWA, ASW, GSDC, LTOs
Develop a campaign to raise the visibility and understanding of tourism’s value and impact on the region’s economy.
Raise awareness of WA jobs website.
ADDRESSING CAPABILITY ISSUES
Support and facilitate training and development opportunities across the region to increase the pool of tourism workers:
• Seek a closer connection to the regional workforce through tourism and hospitality job portals, programs, incentives and campaigns;
• Support industry involvement in raising the profile of career opportunities in tourism;
• Develop recognised pathways to support career opportunities in tourism; and
• Position tourism as a significant employment avenue for Aboriginal people.
Broaden access and availability of training and skills programs, including online formats, responding to identified gaps:
• Sustainable tourism practice and accreditation.
• Accessible and inclusive tourism.
• Digital innovation and capability.
• Marketing, business administration and HR.
• Product and audience development.
OCEAN BEACH, DENMARK