Destination Action Plan - Central Coast

CENTRAL COAST Destination Action Plan 2017–2020 February 2017

Acknowledgments The development of the Central Coast Destination Action Plan has been facilitated by the Cradle Coast Authority in partnership with the Department of State Growth.

The process brought together representatives from all stakeholder groups that benefit from the visitor economy; local government, state government agencies, industry and the community to develop a plan. This Plan seeks to identify the challenges and opportunities facing the Central Coast destination and to establish achievable affordable priorities that if delivered would increase the Central Coast competitiveness.

Specifically we would like to thank the people who participated in the plan development process: Facilitator Wayne Kayler–Thomson Central Coast Destination Action Plan Working Group Terry Burton

Susanne Clear

Phil Champasaak

Kathleen Downie

Marcelo Cardona

Chris Fletcher

Geoff Deer

Craig Morris

Robert Tucker

Sue Smith

Gena Cantwell

Flemming Aaburg

Brittany Trubody

Ben Kearney

Mike Blake

Sandra Ayton

Tony O’Neil

Heidi Willard.

Images used within this document are courtesy of Tourism Tasmania, Eye in the Sky Productions, Rick Eaves Photography, Robert Coward (Central Coast Council), Mount Gnomon Farm, Kelly Slater, Adrian Cook, Rob Burnett.

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Visitor Industry & Community Local Tourism Organisations/ Local Government Regional Tourism Organisations State & Federal Governments

Introduction The Cradle Coast Authority in partnership with the Department of State Growth is completing a series of Destination Action Plans for all Tasmanian destinations including Tasmania’s Central Coast.

The Destination Action Plans are an implementation initiative of the Tasmanian Visitor Economy strategy 2015-2020 (T21) Priority 4: ‘Building Capability, Capacity and Community’.

A core strategy is to recognise that visitors to the Cradle Coast Region are primarily attracted to destinations and experiences. Therefore the development, marketing and management of the regions destinations, i.e. Central Coast, are pivotal to the success of the whole region.

This Destination Action Plan for Central Coast identifies priority strategies and actions which if implemented over three years will enhance the competitiveness of Central Coast as a primary visitor destination of the region.

The Plan has been prepared by a facilitated workshop process involving business and community representatives who considered and reached consensus on tourism development, marketing and management opportunities and challenges. The group then identified and agreed on the key priorities and actions that would make a positive difference to the growth and sustainability of the Central Coast visitor economy and experience.

A key principle of Destination Action Planning is to give primary consideration to the fact that visitors are attracted to destinations and experiences, which are delivered by the community and industry. The delivery of the visitor experience is collaboratively supported and facilitated by community, business and government organisations.

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The visitor economy Central Coast – the municipality area Tasmania’s Central Coast spans an area of 932 square kilometres in the heart of the North West Coast. This landscape is not only attractive aesthetically; it is becoming increasingly attractive to investors, innovators, and entrepreneurs alike.

The Central Coast Council includes a number of towns, both coastal and within the hinterland, the major towns being Ulverstone and Penguin.

From a tourism perspective, the Central Coast Council is recognised for its geographical position within the North West Coast, considered as its name implies to be central within the North West Coast and an ideal location for visitors to base themselves to enjoy all that the North West has to offer. This also applies to the hinterland of the Central Coast which is acknowledged as a strength of the local tourism industry based on the natural products of the hinterland.

The Central Coast is home to many niche/gourmet products and producers, represented heavily by the Cradle to Coast Tasting Trail, and has a number of local markets that create both variety and diversity for visitors.

Ulverstone has been a holiday destination for the Tasmanian market for generations, the beaches, cafés and recreational opportunities appealing to families of all ages. Local caravan and holiday parks are booked out year by year and the Central Coast has developed a positive reputation within the growing RV market.

Charming Penguin enjoys a choice spot on the Bass Strait coastline. Offering visitors top-class coffee, food and wine ensures both locals and visitors are happy and the village really comes to life every Sunday when vendors set up stalls in the undercover Penguin Market.

Objectives

Sport and recreation is of paramount importance within the Central Coast community, and the sporting facilities are becoming increasingly important as the Central Coast seeks to secure state and national championships specific to these facilities, and this is proving a very positive approach to growing the local tourism market.

1. To increase visitor satisfaction

The Central Coast is well serviced by the local Council, Local Tourism Association and the Chamber of Commerce, and collectively these groups are ensuring a sustainable economic future for the Central Coast municipality and economy.

2. To increase visitor expenditure

Strategic plans to be taken into consideration with this action plan include:

The common objectives for tourism are:

§§ Central Coast Strategic Plan (2014-2024)

3. To increase visitor dispersal (geographically and seasonally)

§§ Tasmanian Visitor Economy strategy 2015-2020 (T21)

4. To increase visitor length of stay

§§ North West Coastal Pathway Master Plan (2010)

5. To increase visitor numbers.

§§ Dial Range Strategic Plan (CCMTB Club) §§ Central Coast Council Dial Sports Complex Master Plan (2013).

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Our collective strengths §§ Beautiful scenery

§§ Largest war memorial collective in the country

§§ Access to ports (Spirit and Airport)

§§ Central/close – scale and accessibility – hub

§§ Leven Canyon

§§ European style to planning – villages and cities

§§ Remote but homely

§§ Cycling

§§ Mild weather

§§ Variety of natural areas

§§ Waterfalls

§§ Wildlife

§§ Food – produce of paddock to plate

§§ Kayaking

§§ Variety/diversity

§§ Clean and safe

§§ Mountain biking

§§ Arts community

§§ Adventure tourism opportunities

§§ Caves and wildlife park

§§ Slow pace in a fast world but the opportunity to speed up

§§ Proximity

§§ Fishing – inland and coastal

§§ Unspoiled – visually beautiful.

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10 years from now, in 2026 we have had the opportunity to develop, manage and market our destination however we want. What will our destination look and be like in 10 years time? What will we offer the visitor?

Our vision §§ Increase accommodation – boutique and range §§ Niche demand §§ Expand visitor experiences

§§ Leverage off Brand Tasmania – premier nature based soft adventure experiences: cycling (coastal pathway and mountain biking), independent retail capital, food touring

§§ Cycling access §§ Welcoming community – aware, educated and active §§ Open for business

§§ More festivals and events

§§ Trail – Penguin to Cradle trail (upgraded for walkers and mountain bikers) and Leven Canyon

§§ Revitalisation of the destination and maintained

§§ Gondola access into the dial/ forest – all the way to Cradle Huts

§§ Unique and differentiated experiences

§§ Extreme sports centre

§§ Coastal Pathway

§§ Special interest experiences and packages

§§ Value adding producers

§§ Best practice – service, accommodation, tours

§§ Hospitality college – training and skilling

§§ Transportation options

§§ Reputation as the foodie place to be §§ Upgrade and update infrastructure

§§ Improving the quality of the offerings – accommodation, tours, hospitality, services

§§ Small town/ski village experience

§§ Retain the quaint nature of villages/towns

§§ Passenger train running along the coast

§§ More hinterland experiences

§§ Marketing and interaction – social media

§§ Authentic experiences around interactions with locals

§§ Recognition and leveraging off the iconic attractions

§§ Open, safe and friendly communities

§§ Strategic and coordinated marketing (LTA/RTA/state).

§§ Calendar of events

§§ Vibrant but laid back

§§ Holistic business approach – recognition that retail, hospitality, support services (e.g. hairdressers) are all part of the visitor experience

§§ Improved seasonality – leverage the snow §§ Open access to community facilities by long term visitors

§§ Increased and high visitor satisfaction and service excellence §§ Thriving and well connected §§ The 'Recharge and recovery' destination of Tasmania §§ The Dial Range developed into a major MTB cycling and walking trail experience §§ Develop major attraction incorporates culture/history

in

Ulverstone

which

§§ Mobile and network access for the whole area

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Our challenges §§ Opening hours

§§ Training and skilling the workforce

§§ Development of integrated packages

§§ Resourcing

§§ Brand and positioning identity – not a recognisable identity

§§ $ for promotion and industry development

§§ Quality of service and experience §§ Liability challenges, insurance and cover

§§ Land use and building planning – (green and red tape)

§§ Apathy – local community §§ Local council support (uneven across the North West) §§ Poor maps

§§ Attract investment for infrastructure and product investment and new ideas

§§ Interlinked cycle paths

§§ Innovation

§§ Increased product offerings

§§ Range of accommodation

§§ Lack of developer interest

§§ Leadership – somebody to communicate value of tourism

§§ Access to cheaper flights and International access to our ports §§ Over-regulation

§§ No iconic attraction

§§ Collaboration in promoting together

§§ Need for a consistent regional narrative – linking the disparate elements

§§ Naysayers §§ Improving first impressions

§§ No dedicated marketing coordinator to oversee the brand

§§ Disincentives and hoops to jump through with petty compliance being a barrier to investment.

§§ Creating and developing aligned strategic plans (RTA/LTA) §§ Increase Chamber of Commerce role in Tourism development

§§ Lack of hinterland attraction

§§ Mobile and network coverage

§§ Information and research

§§ Access and loops to Hinterland §§ Small town mentality

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Our opportunities §§ Dial Range Sports Complex – multi-adventure and soft experiences §§ Tassie Devil Experience §§ Science Centre Hub in Ulverstone – federal funding §§ Shared Coastal Pathway – physical pathway and the marketing of the product

§§ Identify/engage/employ tourism ambassador

§§ Calendar of events

§§ Communicate value of tourism to community

§§ New accommodation styles – e.g. glamping, tree hammocks, nature based.

§§ Place marketing §§ Penguin tours §§ Accommodation diversification §§ Passenger train along North West

§§ Sculpture by the sea – outdoor art gallery – along the NWCP

§§ Sports hall of fame

§§ Penguin to Cradle Trail – cycling and walking – Leven Canyon

§§ Advocate for communication services development

§§ Foster industry engagement with Community – Chamber of Commerce role

§§ Leverage off other products and experiences in surrounding areas

§§ Mentoring and education – schools, colleges, short courses

§§ Winter events in the North West

§§ Attract new residents/contributors §§ Encouraging leadership (local community and business) to drive tourism development §§ Develop linked experience cluster – adventure activities and services, canyon to coast §§ Build and strengthen local tourism groups.

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DIAGNOSTIC RATING Industry research has established that the following factors are present in successful destinations that are achieving the above objectives. The workshop participants considered these factors relative to Central Coast in reaching consensus on the priority strategies and actions. A focus on continuous improvement of all these factors will contribute to the competitive growth and sustainability of the visitor economy of the Central Coast.

Success factors Characteristics

Rating*

Comments

1.

Strong local organisations focused on their core role of visitor servicing.

5.6

Continue to strengthen with a focus on visitor servicing.

2.

Strong regional organisations focused on their core role of regional marketing and development.

6.4

Continue to engage in cooperative marketing and development.

3.

Local Government support.

6.2

Continue to develop collaboration and support.

4.

Strong, consistent and effective leadership by individuals or organisations.

3.6

Needs attention.

5.

Strategic planning for the region with economic, social, environmental and cultural objectives supported by local destination plans.

6.

Consistent visitor service excellence.

4.8

Needs attention.

7.

Research driven cooperative marketing.

4.7

Engage with Cradle Coast Tourism.

8.

A breadth and depth of tourism infrastructure, experiences and events matched to market demand.

5.9

Needs development.

9.

Risk management plans in place.

10.

Supportive communities which understand the value of tourism.

*Majority did not know

5

5 4.7

In progress.

Serious gap to be addressed.* Needs leadership attention.

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Action Plan implementation The following Action Plan outlines priorities and actions as a guide for Stakeholders to collaboratively and cooperatively implement the Plan. To facilitate this, an Implementation Leadership Group of representatives will be formed. While the Plan identifies primary organisational responsibilities and in many cases joint responsibility, it is reasonable to expect that the Implementation Leadership Group will consider and review this progressively. One key consideration will be the availability and securing of resources to progress the implementation of the Plan in a timely manner. It may also be appropriate and necessary to involve other organisations and to seek funding for specific projects.

The Plan does not commit any organisation to the actions proposed but is a guide to pursuing priorities and actions which will make a positive difference to the achievement of the tourism objectives noted above.

The priority actions have been assigned a KPI priority rating as a guide. These ratings are: HIGH

within the first year

MEDIUM within one to two years LOW

within three years

Progress of implementation of the Plan will be reviewed annually by the Cradle Coast Authority in consultation with the Implementation Leadership Group. This may result in a revision and updating of the Plan. Regardless, a new plan will be prepared in three years.

The following organisations will be invited to consider and progressively work together to implement the priority actions.

This will include nominating representatives to form the core of an Implementation Steering Group. Interested individual industry and community representatives will be encouraged to also participate in the Implementation Leadership Group or for specific projects. §§ Central Coast Council (CCC) §§ Caves to Canyon Association (LTA)

Tourism

§§ Central Coast Chamber of Commerce and Industry (CCCCI) §§ Cradle Coast Authority (CCA) Government and §§ Tasmanian Departments (engaged as required) §§ Commonwealth Government (engaged as required) §§ Parks and Wildlife Services (PWS) §§ Department of State Growth (DSG) §§ Land Management Agencies

§§ Government Business Agencies

§§ Cradle to Coast Tasting Trail

§§ Younger community members – maybe launch at school – high school students could be included in this – leadership group membership

§§ Bicycle Network Tasmania

§§ Tourism Industry Tasmania (TICT)

§§ University of Tasmania (UTAS)

Council

of

§§ Tasmanian Hospitality Association (THA) §§ Tourism Tasmania §§ Cradle Coast innovation (CCI) §§ Local schools

§§ North West Walking Club §§ Cradle Coast Mountain Bike Club §§ TasTafe §§ Individual businesses §§ Neighbouring councils §§ TT Line/Spirit of Tasmania §§ TasPorts.

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PRIORITY 1 Improve the quality of visitor servicing and experience Actions

Potential lead organisations and project partners

Priorities

1.

Consider the outcomes of the state wide visitor engagement project and adopt appropriate recommendations and /or participate in resulting initiatives.

DAP Leadership Group

High

2.

Consider the establishment of a 'Visitor Experience Centre' as integrated visitor information, interpretation, soft adventure tour services, arts centre/gallery, and local produce/retail 'Hub' attraction.

LTA

High

3.

Implement a visitor service training, education and mentoring program featuring case studies, guest speakers, webinars and business networking functions: §§ Consider THA, TICT and Skills Tasmania program participation and support §§ Consider Victoria’s Tourism Excellence modules and business development tips

THA Skills Tasmania

High

4.

Undertake an audit and ongoing program to access on line visitor review sites (e.g. Trip Advisor, Review Pro) and social media to determine what visitors say about the destination and its accommodation, attractions and service: §§ Publish results regularly via a 'Service Dashboard' §§ Educate operators on how to use and respond to on line/social media reviews §§ Benchmark and set targets for continuous improvement.

LTA, CCCCI, CCA

High

5.

Establish a '5 Best Things' this month in the Central Coast information program: §§ Encourage all visitor 'touch points' to consistently promote to visitors §§ Refresh each month §§ Promote to local residents and organisations §§ Establish creative displays at high visibility key locations.

LTA

High

6.

Consider the establishment of a visitor/customer service awards program to recognise business, employees and volunteers who deliver consistent visitor service excellence.

CCCCI

High

Actions priority guide: High

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PRIORITY 2 Leadership and implementation Actions

Potential lead organisations and project partners

Priorities

1.

Establish an Implementation Leadership Group or Steering Committee to implement this Destination Action Plan (DAP). Consider leadership by the Caves to Canyon Tourism Association or a group with representatives of Central Coast Council, Caves to Canyon Tourism Association, Chamber of Commerce, community organisations and interested individuals.

DAP Leadership Group

High

2.

Consider an appropriate launch of the DAP to engage the industry and community

DAP Leadership Group

High

3.

Identify 2-3 actions for immediate action, prepare sound project management process, engage with key stakeholders and communicate progress regularly.

DAP Leadership Group

High

4.

Review the progress of the DAP annually and refresh as required.

DAP Leadership Group

High

5.

Consider the establishment of a leadership development program to engage the next generation of industry/community leaders.

DAP Leadership Group

Medium-Low

6.

Engage with schools and encourage participation of students in the DAP implementation projects and leadership development program.

DAP Leadership Group

High

7.

Establish a coordinated communications program to raise awareness and understanding in the community of the value of the visitor economy.

DAP Leadership Group

High

8.

Consider the appointment of Destination Ambassadors to promote the visitor economy and visitor services.

DAP Leadership Group

High

9.

Develop a disaster risk management; mitigation and recovery plan for the visitor economy aligned with the Council emergency management plan.

CCC, DAP Leadership Group LTA

High

10.

Consult with education institutions regarding leadership, engagement and education training opportunities. Especially regarding mentoring, marketing and hospitality.

local schools DAP Leadership Group LTA, THA

Medium

Actions priority guide: High-Low (ongoing)

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PRIORITY 3 Infrastructure, product and experience development Actions 1.

Undertake an audit of visitor infrastructure (including accommodation), products, services and experiences to identify needs and opportunities for maintenance, renewal and development to meet market demand and deliver visitor satisfaction. Consider: §§ Maintenance of public visitor assets and amenities §§ Improvements to interpretation of key visitor sites and features of interest §§ Way finding §§ Tracks and trails

§§ Accommodation range and standard §§ Food and hospitality (including local produce) §§ History and heritage ‘Story telling’ §§ Environmental interpretation and nature based experiences

Potential lead organisations and project partners

Priorities

DAP Leadership Group

High

§§ Arts and cultural attractions §§ Retail services §§ Leisure activities including local organisations §§ Events.

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PRIORITY 3 cont.

Actions 2.

Identify experience gaps and opportunities for development of new or improved visitor infrastructure, products and services. Consider: §§ Trails §§ Shared Coastal Pathways trail §§ Penguin to Cradle trail §§ Geotrail §§ Arts trail §§ Sculpture trail §§ Mountain biking trails §§ Dial Range soft/hard adventure infrastructure §§ Coastal/hinterland ‘Village’ place making §§ Hinterland access and experiences §§ Leven Canyon experiences §§ Local produce experiences/food culture/signature dining §§ Ulverstone heritage/village

3.

4.

Priorities

DAP Leadership Group

Medium

LTA

Low

CCCCI, CCI, LTA, Dap Leadership Group

Low

§§ Unique 'Science Education Centre' §§ Events development (community, sport, adventure, signature, winter) §§ Niche accommodation (glamping, nature based, luxury, 4 star and above) §§ Adventure activities (cycling, walking, extreme sports).

Identify priority projects and prepare project development plans. Consider: §§ §§ §§ §§

Potential lead organisations and project partners

Alignment of priorities with Central Coast Council Business cases Possible funding sources (grants, public/private partnerships/crowd funding/philanthropy) An advocacy plan.

Establish or participate in a regional or state program of visits to other destinations to identify ideas for product and experience development, visitor services, pricing comparisons and destination presentation.

Actions priority guide: High (ongoing)

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PRIORITY 4 Marketing Actions 1.

Undertake a destination brand and positioning strategy to identify and refresh the unique market positioning for the destination in collaboration with Cradle Coast Tourism and Tourism Tasmania to ensure synergy with Tasmania’s brand and positioning.

Potential lead organisations and project partners

Priorities

CCA Tourism Tasmania

High

§§ Establish a brand style guide and narrative and encourage all business and organisations to use. §§ Refresh websites to reflect the positioning §§ Progressively reflect the positioning on entry point road signing and all promotional collateral.

2.

In collaboration with Cradle Coast Tourism and Tourism Tasmania, identify appropriate target markets and their desired experiences.

Promote to the industry and consider relevant to promotion, information provision and experience development (refer to Priority 3).

CCA Tourism Tasmania

High

3.

Review all online and social media sites and applications to ensure contemporary best practice (e.g. mobile enabled, content currency, brand consistency, navigation simplicity).

to be determined

Low

LTA

Medium

LTA, CCA

High

CCC, LTA DAP Leadership Group

Medium

Tourism Tasmania, CCA, LTA DAP Leadership Group

High

§§ Encourage business operators and community organisations to have strong and aligned online presence and capability §§ Provide digital competence training.

4.

Consider the establishment of packages including accommodation and experiences.

5.

Undertake cooperative marketing with Cradle Coast Tourism.

6.

Consider opportunities to employ or contract a marketing coordinator resource, possibly shared with Cradle Coast Tourism and Central Coast Council.

7.

Identify visitor economy and market.

Actions priority guide: High-Low (ongoing)

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