ANGLESEA - greatoceanroadtourism.org.au White Rachel Kane ... § Chocolaterie development outside Anglesea ... offer something for older kids i.e. flying fox,

Destination Action Plan 2015-2017December 2014

ANGLESEA

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AcknowledgmentsThe development of the Anglesea Destination Action Plan has been facilitated by Great Ocean Road

Regional Tourism Ltd. 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 that represented the challenges and opportunities facing the destination

and to establish achievable, affordable priorities that if delivered would increase the destinations

competitiveness.

Specifically we would like to thank the individuals that participated in the plan development process:

Facilitator

Matt Jones

Destination Action Plan Leadership Group

Raelene Fordham

Nathan Taylor

Simon Loone

Margot Smith

Libby Coker

Susan Reilly

Nathan Taylor

Donald Kenny

Vicki Chrzanowski

Gary Robinson

Judy Nancarrow

Chris Ord

Sandi Chambers

Maree White

Rachel Kane

Justin Morris

Liz Price

Carole Reid

Images used within this document are supplied courtesy of Visions of Victoria and Surf Coast Shire. Cover page image by Matt Jones. All other photographer credits refer individual images.

PO Box 1467 Warrnambool Victoria 3280 t 03 5561 7894 e [email protected] www.greatoceanroadtourism.org.au

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IntroductionGreat Ocean Road Regional Tourism Ltd is undertaking the preparation of a Tourism Strategic Master

Plan for the Great Ocean Road region which extends from Torquay in the east to the South Australian

border in the west.

A core strategy is to recognise that visitors to the region are primarily attracted to destinations and

experiences. Therefore the development, marketing and management of the regions destinations is

pivotal to the success of the whole region.

This Destination Action Plan for Anglesea identifies priority strategies and actions that if implemented

over three years will enhance the competitiveness of Anglesea as a primary visitor destination of the

region. These strategies will also be reflected in the Tourism Strategic Master Plan for the region to

facilitate regional collaboration and cooperation.

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 Anglesea

visitor economy and experience.

The facilitated workshop process initially aimed to develop a combined Anglesea and Aireys Inlet

Destination Action Plan. However, due to a limited engagement from Aireys Inlet representatives, it

was agreed that this Plan would be an Anglesea Destination Action Plan and that an Aireys Inlet Plan

would be developed in 2015/16.

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Visitors to Anglesea are major contributors to the strength of the local economy. The visitors may be leisure tourists (domestic and international), visitors to friends

and relatives, holiday residents, business visitors, students or day-trippers.

Their expenditure is ‘new money’ injected into the local economy which supports jobs, real estate value and the provision of services, facilities and activities in the

community.

The Surf Coast Shire attracted 750,000 domestic visitors (2,319,000 nights), representing 44.4 % of visitors and 43.4% of nights to the region. Domestic overnight

visitors spent on average $130 per night in the region (Total $301 million). International overnight travel to the Surf Coast was approximately 26,000–34,000 per

annum. Statistics for Torquay are not available. The five year visitation trends for the region and Surf Coast are relatively flat. SOURCE: National Visitor Survey YE Dec 2013 Tourism Research Australia.

The total tourism contribution to the Great Ocean Road region is $1,832 million, 20,000 jobs, 11.1% of Gross Regional Product (GRP) and 11.6% employment share.

SOURCE: Victorian Regional Satellite Accounts 2011-12 produced by Deloitte Access Economics.

The visitor economy

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Direct and indirect GRP

§ Total of $417 million estimated total of the direct and indirect GRP for the Surf Coast Shire

§ 2,687 jobs in the Surf Coast Shire due to direct impact of tourist spending (21.5% of the region)

SOURCE: Decisive Consulting October 2014 report on FY 2011-12 to Great Ocean Road Regional Tourism Board.

Lorne/Anglesea attracted

§ Domestic overnight visitors – 457,000 (increase by over 23% since 2010)

§ Day visitors – 494,000 (contributing $51 million in 2013)

§ International visitors 38,387 in 2013 – average length of stay 2.5 nights

§ International purpose of visit 94% holiday/pleasure, 6% visiting friends and relatives, business, education, employment and other: approximately 26,000–34,000 per annum

The five year visitation trends for the region and Surf Coast Shire are relatively flat.SOURCE: National Visitor Survey YE Dec 2013 & International Visitor Survey Tourism Research Australia.

In 2013, Surf Coast Shire attracted a total of 1,677,833 visitors spending $410,631,653

§ 902,000 domestic day visitors spending $92,906,000

§ 750,000 domestic overnight visitors spending $303,750,000

§ 25,833 international visitors spending $13,975,653

SOURCE: National Visitor Survey, YE Dec 2013, Tourism Research Australia and REMPLAN analysis.

Direct GRP

§ $26 million domestic day trip visitors

§ $19 million domestic overnight visitors

§ $11 million international overnight visitors

§ Total of $178 million visitor direct segment spending of the Western region (37% of the total Western region GRP)

The visitor economy cont.

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ObjectivesThe common objectives for tourism are:

1. To increase visitor numbers

2. To increase visitor length of stay

3. To increase visitor expenditure

4. To increase visitor dispersal (geographically and seasonally)

5. To increase visitor satisfaction.

All of these objectives are important for Anglesea

with particular challenges in maximising visitor

expenditure, seasonal dispersal and satisfaction.

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

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

3. Local government support

4. Strong, consistent and effective leadership by individuals and/or organisations

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

6. Consistent visitor service excellence

7. Research driven cooperative marketing

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

9. Risk management plans

10. Supportive communities which understand and value tourism.

Success factorsIndustry 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 Anglesea 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 Anglesea.

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Our valuesOur people

§ Strong community pride

§ Action oriented

§ Respectful

The ‘personality’ of Anglesea

§ Natural

§ Creative

§ Active

§ Culturally aware

Our environment

§ Natural beauty

§ Awareness

§ Outdoor active

§ Sustainable

Our collective strengths§ Our stunning natural setting and wildlife

§ A breadth and depth of diverse experiences – something for everyone

§ Casual dining options and cafes – good variety of options during the day

§ Our people have great pride in Anglesea

§ Diverse quality sporting and cultural events

§ A family friendly destination

§ Great for couples

§ Great for groups

§ Outdoor active experiences

§ A great variety of accommodation

§ Strong numbers during peak periods

§ Surf Coast Walk

§ Not overly developed – authentic

What we do well§ Natural experiences

§ Diversity of events

§ Outdoor active activities – i.e. golfing, surfing, mountain biking and walking/hiking

§ Capacity to accommodate with volume and variety

§ Capacity to manage high visitation particularly in peak periods

§ Quality sporting and cultural events – Surf Coast Trail Marathon, Surf Coast Arts Trail, Anglesea Wildflower Festival, Anglesea Music Festival, etc.

§ Groups and camps

§ Golf course

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§ Profitless volume from tour companies

§ Keeping the town and its facilities clean

§ Training of bus companies to know the product/area

§ Education of business owners and staff

§ The different audiences and getting the message right for each audience at the right part of their travel plans

§ Skilled staff shortages and training/development of existing staff

§ Lack of trained/skilled staff within the town

§ Lack of accommodation for staff during peak periods (e.g. Summer)

§ Collaboration between operators

§ Signage

§ Statutory planning policies and legislation

§ Conservation vs recreation – maintaining a balance

§ Being clear about outdoor active vs adventure tourism in our offering

§ Perception of distance from Melbourne

§ Acknowledgement of business and community needs by State Government agencies (VicRoads, Parks Victoria, etc.)

§ Maximising existing opportunities e.g. building other activities around existing key events

§ Size and non-accreditation of Visitor Information Centre in Anglesea

§ Increasing the number of people travelling the Great Ocean Road to stay overnight in Anglesea.

Our challenges

§ Lack of funding dollars for having skills based resources (and execution) for marketing Anglesea as a destination and the festivals and events

§ Seasonality – busy Summer, quiet Winters

§ Lack of a co-ordinated digital presence

§ Traffic flow during peak periods

§ Local information dissemination – better maps identifying where activity can be undertaken

§ Lack of multi-lingual information to cater for the international non-English speaking visitors

§ Developing and maintaining a strong service culture

§ Funding of new infrastructure/maintenance of existing infrastructure

§ Communication – greater integrations and coordination

§ Inconsistent existing brand for Anglesea

§ Developing the narrative – agreed, marketed and communicated by all consistently

§ Businesses remaining open and operating hours during winter periods

§ Customer needs and expectations

§ Growing competition and innovation (more quickly) by other destinations

§ State of the Anglesea River and ongoing maintenance

§ Having a safe pedestrian crossing in town

§ Maintaining beachside vegetation to provide a view of the ocean while driving in Anglesea

§ Bus parking

§ Deterioration of natural assets and management of these

Image: Matt Jones

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§ Improved collaboration between operators and with other destinations, e.g. disseminating the Anglesea message by utilising the bookends and explain along the Great Ocean Road journey. Start with the experience at Surfworld…if you want to do the Great Ocean Road and do it well, take the journey and give them the story.

§ Highlighting in marketing collateral the close proximity from Melbourne

§ Move people away from the ‘do it in a day’ mentality to make it a weekend using three day itinerary examples – give them a story

§ Visiting Friends & Relatives Strategy – educate local community, utilise assets, familiarise with experiences on offer

§ Product handling

§ Anglesea Golf Course – development of a Kangaroo viewing platform

§ Extending the Surf Coast Walk to Lorne

§ Chocolaterie development outside Anglesea

§ Adventure Park/Activities centre – Gundrys Road

§ Interpretation and information – An opportunity to focus on the indigenous culture of the local area and the variety of walks available

§ Expanding night dining options

§ Integrated approach towards Visitor Information Centre requirements in a higher profile location in Anglesea and possibly as an accredited centre. This includes a thorough assessment all available options available.

§ Farmers Place in Freshwater Creek

§ Thermal hot springs opportunities for Anglesea

§ Repurposing of the Alcoa site if it becomes available

§ The group camps/camping market

Develop Anglesea as a destination of all seasons:

§ Highlighting the spectacular natural environment that exists – point of difference

§ Develop an integrated and coordinated approach to funding

§ Growing business in shoulder and off peak periods e.g. Mountain Biking, motor bikes, trail running, walking

§ A co-ordinated approach to upmarketing

§ Become known as Victoria’s coastal natural adventure hub

§ Health and wellbeing opportunities – Anglesea Heath and Otway National Park

§ Experience development and enhancement in line with sustainable tourism practices to attract visitors and to increase their length of stay and fulfilment

§ Improved product development of existing experiences and events

§ Better understand who our current audience is and what they are looking for – research

§ Connecting people to the experience – arriving in Anglesea – improved sense of arrival

§ Grow the surrounding experiences e.g. food and wine available in the surrounding areas – ‘Meet the producers’

§ Create a reason for tour operators/Great Ocean Road traffic to explore the Otways National Park

§ Improved infrastructure and amenities – playground to be extended to also offer something for older kids i.e. flying fox, etc.

§ Public transport including local shuttle buses and improved partnership with V/Line

Opportunities Image: James Lauritz

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Continue to build the ‘Anglesea’ brand through:

§ Development of a strong and consistent brand for Anglesea that is used by all businesses

§ Improved marketing including social media and digital (e.g. app development)

§ Fun and Adventure by the Sea tagline

§ Encouraging people to slowdown and breathe – take it all in, a place to unwind and rejuvenate

§ Greater penetration into the Melbourne, Geelong, Ballarat and Bendigo market

§ Deliver the promise – strive for service excellence

§ Develop a strong service culture:

§ Educate business operators and develop clear communication to educate their staff

Opportunities cont.

§ Events

§ Cultural and adventure events:

§ Create a fully integrated balanced events calendar

§ Ensure professional coordination and management of events

§ Creating an iconic event e.g. a kids adventure festival

§ Manage and protect the natural environment including interpretive signage

§ Short term affordable accommodation to attract staff during peak times e.g. couch surfing/billeting of staff by locals

§ Government collaboration and understanding – synergy of vision and proactive responses

§ Anglesea to be a trend setter – out of the box lateral thinking – do it differently

§ Embed the plan direction into a succession plan.

Images: Robert Blackburn

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Characteristics Rating Comments

1. Strong local organisations focused on their core role of visitor servicing 5.3 More information flow is required

2. Strong regional organisations focused on their core role of regional marketing and development 5 Jury is out, need to demonstrate results

3. Local government support 5.3 Visitor Information Centre service relatively strong, marketing very poor – inconsistent

4. Strong, consistent and effective leadership by individuals or organisations 4.5 Left to a minority of people to carry the load, needs to be shared and succession planning

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

4.3 Currently being developed – has been inconsistent in the past

6. Consistent visitor service excellence 4.3 Some doing this very well, others poor, needs more consistency with service and trading hours

7. Research driven cooperative marketing 5.5 Inconsistent, looking to Great Ocean Road Regional Tourism Ltd for leadership with this

8. A breadth and depth of tourism infrastructure, experiences and events matched to market demand 6.5 Need more winter experiences and events – refinement of existing experiences and events

9. Risk management plans in place 5 Plans in place but low awareness across industry

10. Supportive communities which understand the value of tourism. 4.25 Need better understanding of the importance of tourism by locals.

Diagnostic rating

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Action Plan implementation The following Action Plan outlines priorities and actions as a guide for Great Ocean Road Regional

Tourism Ltd, Business & Tourism Anglesea and the Surf Coast Shire 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 undertaken annually by Great Ocean Road Regional

Tourism Ltd 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 Destination Action Plan will provide input to the preparation of a Strategic Master Plan for the

Great Ocean Road region.

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Actions Responsibilities Priorities

1. Bring to life the brand position of fun and adventure by the sea Great Ocean Road Regional Tourism Ltd, Business &

Tourism Anglesea

High

2. Develop an integrated and co-ordinated approach to funding for marketing, industry development and visitor servicing

Great Ocean Road Regional Tourism Ltd, Business &

Tourism Anglesea

High

3. Review and refresh a new strong brand and style guide for Anglesea that can be used by all businesses

§ Anglesea to become known as Victoria’s coastal natural adventure hub

§ Development of the agreed narrative for Anglesea that is marketed and communicated consistently by all businesses

Great Ocean Road Regional Tourism Ltd, Local Traders,

Business & Tourism Anglesea

High

4. Development of an improved digital presence for Anglesea by:

§ Development of an individual destination website for Anglesea

§ Develop a co-ordinated approach to social media/digital marketing for Anglesea

§ Great Ocean Road Regional Tourism Ltd to provide a copy of the social media strategy for Business & Tourism Anglesea Association.

Great Ocean Road Regional Tourism Ltd, Local Traders,


High

‘PRIORITY 1

Develop and consistently promote the unique market positioning and brand identity of ‘Fun and Adventure by the sea’ for Anglesea based on:§ Ensuring each village as a natural asset remains true to the essence of the region

§ Anglesea is an integral part of the Great Ocean Road region that offers a diversity of nature, outdoor active and cultural experiences and events for our visitors.

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1. Develop Anglesea product in off-peak and shoulder seasons to attract visitors year round and increase their length of stay. Experiences to be further investigated and developed include:

Great Ocean Road Regional Tourism Ltd, Business & Tourism

Anglesea, Surf Coast Shire

High

2. Undertake a current product and asset audit and prioritise Business & Tourism Anglesea

High – This is the highest priority project in the

Destination Action Plan and will inform

where to focus

3. Enhance existing experiences through:

§ Better communications and integration between operators

§ Improved maps that highlight experiences e.g. trails in Anglesea and trails out of town

§ Kangaroo experience at the Anglesea Golf Club

Business & Tourism Anglesea, Surf Coast Tourism, Great Ocean

Road Coast Committee

High

PRIORITY 2

Develop the Anglesea product.

§ Agreement with Parks Victoria to formalise Mountain Bike tracks in the National Park and improve signage

§ Investigate making the existing Surf Coast Walk 100% dual use by providing clear navigation for cyclists around beach sections of the walk

§ Indigenous experiences developed/refined/marketed

§ Outdoor active opportunities

§ Packaging of ‘journey experiences’ that jigsaw multiple themed activities and tell the local stories

§ Increased collaborative approach by local businesses to achieve these

§ Investigate the feasibility of hot springs to be available in Anglesea

§ Discuss potential for a mini golf course at the Anglesea Golf Course

§ Development of a café and improved service at Point Roadknight Yacht Club

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4. Development of a Visiting Friends & Relatives Strategy

§ Familiarise residents and local businesses on existing experiences utilising local assets

§ Familiarisation program


Low

5. Continue to improve infrastructure and amenity through the following processes:

§ Extending the playground at Cameron Reserve to offer something for older kids e.g. Flying Fox.

§ Completion of the skate park

§ Signage

§ Maps

Business & Tourism Anglesea, Surf Coast Shire, Great Ocean Road Coast

Committee, Anglesea Lions

High

6. Establish strategic partnerships with other Great Ocean Road destinations and experiences for mutual cooperation to encourage visitor dispersal.

§ Strategic partnerships with attractions en-route e.g. Chocolate Factory, Farmers Place, etc.

§ Develop familiarisations for Visitor Information Centre staff and local businesses in other destinations to better understand local Anglesea product and experiences e.g. Torquay, Lorne, etc.

Business & Tourism Anglesea, Local traders

Medium

7. Produce and communicate a seasonal report card on the performance of the visitor economy by:

§ Business satisfaction survey

§ Business audit/mystery shopper program.

Business & Tourism Anglesea, Local traders

Low

PRIORITY 2 cont.

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1. Implement a ‘visitor service excellence’ training program for businesses.

§ Business audit/mystery shopper program

§ Training program for businesses e.g. retail, customer service, familiarisation program, how to employ staff


Tourism Anglesea, Surf Coast Shire

Medium

2. Promote the value of the ‘visitor economy’ (tourism) to the broader community.

§ Prepare and regularly communicate, via multiple mediums, the economic, social/community


Tourism Anglesea, Surf Coast Shire, Local traders

Low

3. Development of a signage strategy to improve local signage

§ Interpretation signage

§ Business/directional signage


Tourism Anglesea, Surf Coast Shire, VicRoads

High

4. Develop a co-ordinated approach to improve multi-lingual information to cater for the influx of international non-English speaking visitors


Tourism Anglesea, Surf Coast Shire

Low

5. Develop improved local information dissemination including maps identifying where key activities can be undertaken

Business & Tourism Anglesea, Great Ocean Road Regional

Tourism Ltd – advocacy Surf Coast Shire

High

6. Explore opportunities to relocate the Visitor Information Centre into a more prominent location closer to the shopping precinct.

Surf Coast Shire, Business & Tourism Anglesea

Medium

PRIORITY 3

Develop a seamless visitor service excellence culture, capacity and capability.

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1. Create a strategic events plan for Anglesea that addresses capacity and opportunities for new events particularly in the off peak (May to mid-December) and ensuring the professional management of events



Medium

2. Create a balanced and co-ordinated events calendar Great Ocean Road Regional Tourism Ltd, Business & Tourism


Medium

3. Enable increased opportunities for integration between events and businesses. Towns and businesses to leverage more effectively from events (co-ordinated approach).



Medium – High

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PRIORITY 4

Develop an integrated events calendar for Anglesea.

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1. Investigate the provision of adequate parking and visitor amenities at key visitor nodes and precincts to cope with peak periods and implement where appropriate and feasible e.g. beaches, villages, picnic areas and foreshore areas including:

§ Improved parking opportunities at Cameron Reserve and bowling club

§ Improved pedestrian access crossing from Cameron Reserve to Anglesea shopping precinct

§ Advocacy for the new roundabout and improved traffic flow at Anglesea

§ Improved and expanded beach car parks and better understanding of capacity for these car parks

§ Improved use of the carnival site in Anglesea during summer (e.g. no carnival)

§ Create a business plan for the completion of the Anglesea Streetscape Plan


Anglesea, Surf Coast Shire, Great Ocean Road

Coast Committee

Medium – High

2. Implement the Anglesea Streetscape Plan Business & Tourism Anglesea Association,

Surf Coast Shire

Medium

3. Improved strategic tourism partnerships

§ Completion of the Destination Action Plan for Anglesea and undertake actions

§ Parks Victoria – park management, recreation opportunities

§ VicRoads – traffic management

§ Great Ocean Road Coast Committee – visitor management

§ Surf Coast Shire – visitor amenities and tourism


Anglesea

Medium

PRIORITY 5

Manage for longer-term visitor growth to provide for a sustainable destination.

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4. Establish a collaborative and strategic tourism leadership model to develop a consistent leadership approach for Anglesea

§ Improved community collaboration and appreciation of tourism

§ Funding for a paid person to facilitate leadership e.g. Committee for Lorne

Great Ocean Road Regional Tourism Ltd,

Business & Tourism Anglesea, Surf Coast

Shire, Great Ocean Road Coast Committee

Medium

5. Establish a strategic approach to research

§ Web traffic monitoring of new destination websites

§ Traffic monitoring and better understanding

§ Visitor feedback

§ A co-ordinated approach to improving business professionalism e.g. mystery shopping, focus groups, customer feedback gathering, etc.


Shire

Medium

6. Implement a risk management plan for Anglesea and ensure this is integrated into local businesses through the following initiatives:

§ Review of existing risk management plan by tourism businesses

§ Provide a communication process to better educate local businesses on the risk management plan

§ Anglesea River.


Shire, Anglesea Country Fire Authority, Local

traders

Medium

PRIORITY 5 cont.

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Documents

ANGLESEA - greatoceanroadtourism.org.au White Rachel Kane ... § Chocolaterie development outside Anglesea ... offer something for older kids i.e. flying fox,