Destination Management Plan 2013/14 · 2019-10-23 · Destination Management Plans (DMPs) are one of the tools used to identify the product and infrastructure needed to support and

Destination Management Plan Page 1 © Destination Wollongong 2013

Destination Management Plan 2013/14

Prepared for Destination New South Wales

28 June 2013


CONTENTS

1. Introduction 1.1. Purpose 1.2. What is the Visitor Economy? 1.3. What is Destination Management? 1.4. Principles/Approach

1.4.1. Consultation

2. Destination Analysis

2.1 Wollongong 2.2 South Coast Region 2.3 Key Stakeholders

2.3.1 Destination Wollongong 2.3.2 Partnering Tourism Bodies 2.3.3 Local Government 2.3.4 Industry 2.3.5 Local Community

2.4 Data 2.4.1 Links to Visitor Economy Action Plan 2.4.2 Links to SCRTO DMP 2.4.3 Links to Wollongong Community Strategy 2.4.4 Destination NSW China Tourism Strategy 2012-2020 2.4.5 Linkages/information from other sources

2.5 Assets 2.5.1 Key Assets 2.5.2 Visitor Economy Infrastructure 2.5.3 Visitor Profile 2.5.4 Visitor Origin and Market Characteristics

3. Destination Direction

3.1. DMP Focus Vision for Wollongong 3.2. Goals and Objectives 3.3. Destination Priorities 2013/14 3.4. Alignment with Visitor Economy Action Plan 3.5. Future Destination Management Considerations


4. Destination Requirements 4.1. Human Resources 4.2. Financial Resources 4.3. Key Risks

5. Appendices A. Selected Extracts from South Coast DMP B. List of Wollongong Tourism Assets C. Tourist Accommodation Profile D. Travel to Wollongong Local Government Year Ended December 2011. E. Travel to Illawarra Sub Region Year Ended March 2013 F. Destination Wollongong Corporate Profile

Abbreviations:

DMP: Destination Management Plan

DNSW: Destination NSW

DW: Destination Wollongong

GPD: Grand Pacific Drive

LGA Local Government Area

SCRTO: South Coast Regional Tourism Organisation

VEAP: Visitor Economy Action Plan

VETFR: Visitor Economy Task Force Report

WCC: Wollongong City Council


1. Introduction

The NSW Government’s Visitor Economy Action Plan (VEAP) has placed Destination Management Plans (DMP) at the centre of the reform that is taking place in regional destinations in NSW. Key regional destinations like Wollongong are required to play a role in the change of mindset that will drive the achievement of growth in visitor expenditure and address a decline in visitation in regional areas identified in the Visitor Economy Task Force Report. For the first time the state policy acknowledges that visitor’s don’t recognise borders and that a new approach to growing visitation beyond Sydney for the benefit of the NSW and local economies is required. The visitor economy is a fundamental component of a thriving, diversified and vibrant Wollongong. Over 3 million visitors to the Wollongong Local Government Area contribute an estimated $539 million plus in output each year. This activity supports over 3,400 jobs. (Source: Economic Profile, Wollongong City Council, 2010-11, Australian Bureau of Statistics (ABS), Tourism Satellite Account.)

1.1 Purpose

As the lead organisation for destination management in Wollongong, Destination Wollongong has sought to align activities, programs and existing strategies within the new destination management planning framework. In doing so Destination Wollongong had recognised the broad definition and inclusive nature of the visitor economy and the benefits it can bring to Wollongong. It also recognises the role it can play in contributing to the achievement of the doubling of visitor expenditure in NSW by 2020. This Destination Management Plan has been prepared to serve the period 2013/14 and sets out the organisations strategic focus to ensure it aligns with the objectives set out by the NSW State Government Industry Action Plan and does its bit to contribute to achieving $36.6 billion in overnight visitor expenditure per annum by 2020. The Wollongong DMP also seeks to acknowledge and work in concert with the array of other plans that apply to the City of Wollongong and the boarder South Coast region. The Destination Management plan is a living document. It is envisaged that the scope will broaden in future years as stakeholders continue to be engaged in the process of destination management. There is no doubt that this plan will play an important role in communicating Wollongong’s plans as a destination and the practical approach to delivering benefits to the local community, the broader region and for NSW.


1.2 What is the Visitor Economy? For consistency Wollongong has adopted the definition of Visitor Economy contained in the South Coast Destination Management Plan.

“Destination NSW defines the ‘Visitor Economy’ as encompassing the direct and indirect (via the supply chain) contributions to the economy resulting from a person travelling outside of their usual environment combined with the impact of capital investment and collective Government expenditure relating to the provision of goods and services used by visitors. The Visitor Economy is a wider and more inclusive concept than tourism, embracing the total visitor experience. It is more than just the individual experiences and businesses (such as accommodation and attractions) that cater primarily to visitors. It also includes the broad business environment (direct and indirect service providers), the culture, heritage and lifestyle of the area, and the physical environment. It is also concerned with creating and maintaining a sense of place, delivering good customer service and communicating clear messages about the destination. The Visitor Economy is one of the most important economic activities in the South Coast Region. Not only does it have a significant economic impact, it also has a strong influence on the lifestyle and quality of life, access to and viability of community and professional services, and the protection and preservation of the Region’s environmental, heritage and cultural assets.”

1.3 What is Destination Management? For consistency Wollongong has adopted the definition of destination management contained in the South Coast Destination Management Plan.

“Destination management introduces a ‘holistic’ approach to the development, management and marketing of tourist destinations. The approach requires that all tiers of Government, the tourism industry and business and community leaders work together to develop and manage destinations to ensure that tourism adds value to the economy and social fabric of the area, is sustainable into the future, is resilient to external shocks and is responsive to changes in both the marketplace and competitive environment. It involves formulating a strong vision for the future of the destination and putting in place the framework and resources to ‘deliver’ this vision. Destination Management Plans (DMPs) are one of the tools used to identify the product and infrastructure needed to support and facilitate growth in visitation and to set the directions and priorities for growth. Destination Management Planning is an iterative process which integrates


both demand (the visitor / consumer needs) and supply (the products and experiences). Destination Management Plans help to: • Coordinate the activities of the Government Agencies, Councils, private sector businesses and

community groups that are involved in delivering the diverse range of attractions, facilities, services and infrastructure that form part of and/or support the Visitor Economy.

• Monitor and manage the impacts (both positive and negative) of visitation. • Priorities and allocate resources to achieve sustainable growth in the Visitor Economy. • Access funds and resources – encouraging investment from both the public and private

sectors into destination development and management, market development and marketing and promotion.”

1.4 Principles/Approach As was noted in the introduction the Visitor Economy Action Plan has placed Destination Management Plans at the centre of renewing and revitalising regional destinations in NSW. In the broad sense this is a major shift in policy. As the lead organisation for Destination Management in Wollongong, Destination Wollongong has sought to align activities, programs and existing strategies within the new planning framework. This is seen as a three year transition to complete alignment and reflect the steps required to engage stakeholders in the destination management approach. This plan has broadly adopted the structure recommended by Destination NSW. Wollongong has been effective in shifting along the destination appeal curve. An ambitious program of reform continues and this will be further reflected in future DMPs. In the immediate term, a focused manageable program of initiatives will be maintained. Typically destination plans provide an all-encompassing collation of every possible iteration, option and vested interest in one place. Of course, the effect of this is that very little is actually completed to any great satisfaction and resources are spread too thinly to have any lasting benefit. This is where the Destination Management Plan for Wollongong is clearly different.

The DMP for Wollongong is squarely focused on achieving the Visitor Economy goals and concentrating resources on developing clear linkages to the Visitor Economy Action Plan.

This will be achieved by:

• Evidence based growth in key markets • Driving dispersal from Sydney to the destination • Revitalising the destination brand • Encouraging private sector investment • Clear linkages to the NSW Visitor Economy Action Plan and the South Coast Destination

Management Plan. • Quality Information for decision making (evaluation and data)


Rather than bite off too much in the short term the Wollongong Destination Management Plan seeks to priorities activities, campaigns and projects that begin to deliver from the outset. At the same time, foundations will be established for future stakeholder collaboration and cohesion and a focus on the supply side of the destination. The scope will broaden in subsequent plans.

In the short term the priority is market penetration and market development.

The key roles that industry and the private sector play in the visitor economy are also recognised.

Wollongong is fortunate in that Wollongong City Council has committed significant funding to destination management. Leveraging this investment is fundamental and engaging this key stakeholder in destination management across all its functions is vital. Being pragmatic is the key to the effectiveness of this Plan. In this context being pragmatic acknowledges:

• Capacity to encourage spending and maximise yield • Meaningful activities of scale and effect • Stimulus to the private sector/investment facilitation • Realism, particularly in terms of resources and scope • Being more than just a wish list of options • The competition is the competition, time for the destination to be itself and play to its

strengths. • The economic realities of government – local, state and federal budgets are under ongoing

financial pressure and their capacity to fund all the activities of the destinations is diminishing.

Finally, it is important to note that development of this destination management plan was not linear in nature. As market intelligence was gathered and insights realised, the process of back validation was undertaken to ensure that the directions established are well founded.

1.4.1 Consultation and Collaboration

In the initial stages, the planning process leveraged outcomes of other consultative events including the Wollongong 2022 Community Strategy & South Coast DMP to ensure consistency in the chosen strategic approach Wollongong.

The focus for the period covered by this plan and beyond will be genuine engagement.

Destination Wollongong membership includes 204 organisations across a wide variety of local business- accommodation, activity, travel, touring, dining, retail, business services.

DW management interacts with membership on a monthly basis, soliciting feedback and creating organisation positions based on this feedback. Quarterly educational and social functions are also held.

The DW management team then presents a consolidated position to the Destination Wollongong board for their endorsement, coordinating the feedback of the membership


The Destination Wollongong board is made up of six elected members and five Wollongong City Council appointed directors, in accordance with the charter of governance.

An endorsed position is then presented to our key stakeholders and membership for further feedback and input.

Stakeholders include:

• Wollongong City Council (WCC) • Destination NSW • South Coast Regional Tourism Organisation • Illawarra Business Chamber • Regional Development Illawarra • Illawarra Property Council • University of Wollongong • TAFE Illawarra • Visitor Economy Industry

In addition to the collaboration with SCRTO LGAs, DW also works directly with Southern Highlands Tourism and Sutherland Shire Tourism.

Collaboration with WCC occurs across several divisions including economic development, town planning, heritage, city centre revitalisation and cultural services.


2. Destination Analysis

2.1 Wollongong Wollongong is the 3rd largest City in NSW and only 1 hour south of the Sydney CBD and Kingsford Smith International Airport. It’s also only 3 hours drive north east of the nation’s capital Canberra. Located in a narrow coastal strip, Wollongong is home to over 250,000 residents, beautiful landscapes and one of Australia's finest universities - The University of Wollongong.

See Figure 1 for a map of Wollongong.

The total road distance to Wollongong from the following cities is as follows.

• Sydney 84.5 km • Canberra 242.6 km

• Melbourne 835.5 km

• Nowra 77.6 km

• Bateman's Bay 195.6 km

• Mittagong 70.9 km

From Sydney

An easy 1 hour and 20 minutes drive to Wollongong via the Princes Highway (F6 Freeway) from Sydney CBD or 60 minutes from Macarthur in Sydney's west via the Westlink M7

From the Southern Highlands

About 45 minutes drive time via either Mount Ousley Road/Picton Road and the Hume Highway (F5 Freeway) or Macquarie Pass/Illawarra Highway.

From Canberra

About 2.5 hours drive time along the Hume Highway to the Picton interchange and the Picton Road/Mt Ousley Road, or to Moss Vale and the Illawarra Highway.


Figure 1 – Map of the Wollongong


2.2 South Coast Region The South Coast Region covers that part of the South Coast of New South Wales made up of the six Local Government areas of Wollongong City, Shellharbour City, Kiama Municipality, Shoalhaven City, Eurobodalla Shire and Bega Valley Shire. (See Figure 2)

Figure 2 – Map of the South Coast of NSW


2.3 Key Stakeholders

2.3.1 Destination Wollongong

Destination Wollongong represents tourism product predominantly located in the Local Government Area of Wollongong in New South Wales, Australia. Bordering the southern suburbs of Sydney and stretching south along the coast, the city is showcased to the east by the Pacific Ocean, with the Illawarra Escarpment as a picturesque backdrop.

Destination Wollongong operates a Level 1 accredited Visitor Information Centre at the Southern Gateway Centre located at Bulli Tops. In addition, there are currently ten Level 3 Visitor Information Centres throughout the Illawarra region.

As well as destination industry development, Destination Wollongong is responsible for a number of promotional publications including the Wollongong Directory; a consumer guide (covering accommodation, eating out and recreation), the Grand Pacific Drive brochure and industry product manuals.

Destination Wollongong is a member based organisation and offers members a range of services and benefits. It played a central role in the establishment of The Grand Pacific Drive and has developed a reputation for being innovative and effective with its available resources. It is a member of the South Coast Region as defined by Destination NSW.

2.3.2 Partnering Tourism Bodies

Destination NSW

Destination NSW is the statutory authority established by the New South Wales (NSW) Government to support growth in the state’s tourism and events sectors.

The functions of four organisations: Tourism NSW, Events NSW, the Homebush Motor Racing Authority and the Greater Sydney Partnership were encompassed into the new state body.

Destination NSW describes its role as follows:

DNSW is responsible for devising and implementing strategies to grow the visitor

economy, with particular focus on driving tourism and acquiring and developing major

sporting and cultural events for Sydney and regional NSW. In addition, DNSW is the major

investor in Business Events Sydney with the aim to secure more international conventions,

incentive travel reward programs, corporate events and exhibitions for Sydney and

regional NSW.

Destination NSW makes a significant financial investment in regional NSW and has established the Visitor Economy Regional Fund as the primary vehicle to support and fund regional destinations.


The Region

The South Coast Regional Tourism Organisation Inc is an incorporated association established to work cooperatively with members and other agencies, notably Destination New South Wales, to promote tourism in the greater region.

Tourism is about business performance and the South Coast Regional Tourism Organisation Inc recognises that its role is to foster the success of tourism businesses throughout the region. It will encourage cooperation through packaging of complementary product and mutually supportive marketing, as well as facilitating participation in relevant product manuals, regional brochures and web-based databases.

Shellharbour

Tourism Shellharbour is a member based organisation serving the needs of tourism operators

in the Shellharbour Local Government Area. According to visitshellharbour.com.au

“Shellharbour is located 100 km south of Sydney on the south coast of New South Wales,

Australia. Nestled in the heart of the Illawarra holiday playground between the bustling city of

Wollongong in the north and picturesque Kiama to the south.”

Given that it is widely acknowledged that visitors don’t discern boundaries, the Wollongong and Shellharbour assets can be seen to have strong strategic alliance. Shellharbour is also a partner in the Grand Pacific Drive committee and a member of SCRTO.

Kiama

Kiama Tourism is a not-for-profit organisation, established in 1986 through a combined

initiative of Kiama Municipal Council and local businesses with a desire to promote and

develop tourism in the Kiama region.

Kiama Tourism is the body responsible for the promotion of Tourism in the Kiama Local

Government Area. Kiama is also blessed with abundant natural beauty and is part of the

extended Wollongong offer.

Kiama is also a partner in the Grand Pacific Drive committee and a member of SCRTO.

Southern Highlands

Tourism Southern Highlands (TSH) is the destination body responsible for the Wingecarribee Shire and adjoins Wollongong to the west. TSH is a business unit of Wingecarribee Shire Council and promotes a range of marketing memberships. Southern Highlands is also a partner in the Grand Pacific Drive committee but part of the Inland RTO.

Southern Highlands and Wollongong partner together where appropriate for particular market opportunities.


2.3.3 Local Government

Wollongong City Council has always been a key stakeholder in the operations of Destination Wollongong and the marketing and promotion of the destination. The demonstrated effectiveness of this relationship has been valued and expressed by Wollongong City Council through the largest financial investment in a destination organisation in regional NSW. The needs of the community are expressed through Council’s own Plan (Wollongong 2022) and all relevant strategies have been considered in the development of the Wollongong destination management plan.

2.3.4 Industry

• Destination Wollongong Members – operators in the tourism sector or those businesses or organisations that have a tourism or Wollongong marketing interest invest in a membership fee for a range of destination promotion and membership services. During the course of this Business Plan, Destination Wollongong will consider the most appropriate approach to membership moving forward. A working group of the Board will consider membership fee levels, membership expectations and the membership value equation as part of the overall review.

• Wollongong City Centre businesses – Destination Wollongong’s expanded marketing and promotional role means that retail and businesses operating in the Wollongong City Centre are also key stakeholders. Destination Wollongong is in the process of educating this stakeholder group as to the role of Destination Wollongong and the tourism industry in general.

2.3.5 Local Community

Local residents – Wollongong City residents benefit economically and socially from the visitor economy and tourism infrastructure in the city - from public amenities through to restaurants and function venues. Destination Wollongong has a proactive PR & engagement strategy to ensure the local community is an informed community ands aware of the many benefits that the tourism industry brings to the region. DW recognises that local pride is an important ingredient in marketing and attracting visitors to the area with a sizable 53.1% of all domestic overnight travel during YE March 2013 a result of the visiting Friends and relatives market (Source: National Visitor Survey, YE March 2013, Tourism Research Australia).


2.4 Data A range of plans, documents and strategies relevant to the development of this Destination Management Plan have been reviewed and utilised in its preparation. The purpose of this review is to integrate available destination and market directions and relevant information into an evidence based approach. Linkages with key documents, such as the Visitor Economy Action Plan and the South Coast DMP are critical to structuring an integrated and focused plan. 2.4.1 Links to Visitor Economy Action Plan As the primary aim of this DMP is to contribute to the achievement of visitor economy goals for NSW, concurrently with growth in the local visitor economy, it is clear that the Visitor Economy Action Plan (VEAP) will be a key influence. This section highlights the key linkages to the VEAP strategic imperatives and identifies the key recommendations that relate to Wollongong.

Strategic Imperative 1: Increase Visitation

• Recommendation 2: Long term brand strategy and marketing with industry. o Brand positioning framework for NSW destinations. o Link branding with DMPs. o Integrate events into brand strategy. o Themed approach to regional destination promotion.

• Recommendation 3: Focus on priority target markets. o Match destination appeals to target markets. o Maximise the spend potential of interstate VFR and business visitation o Implement China Strategy

• Recommendation 4: Make greater use of digital marketing for all promotional activity o Build digital marketing capability

Strategic Imperative 2: Grow Physical Capacity

– Infrastructure – Accommodation Capacity – Integrated Transport Planning – Arts/Cultural Precincts

Strategic Imperative 3: Renew and Revitalise Destinations

• Recommendation 8: Implement a Destination Management Planning system in NSW. • Recommendation 20: Enable Local Councils to source revenue for visitor economy

growth.


Strategic Imperative 4: Improve the Visitor Experience

– Sydney and regional visitor servicing. • Recommendation 22: Incorporate way finding and signage into policy.

– Experience Development - Aboriginal, arts and culture, events and festivals, nature and heritage, ongoing experience development.

• Recommendation 28: Expand statewide events and festivals strategy. • Recommendation 30: Develop new products and experiences.

Strategic Imperative 5: Increase Visitor Spend

– Visitor Yield – Retail Shopping – International students and education market

• Recommendation 33: Implement international education market strategies.

Strategic Imperative 6: Making NSW more competitive

• Recommendation 36: Implement whole-of-government approach to attraction and hosting business events…across relevant regions. o Develop and implement NSW regional business events strategy. o NSW Government conferences and events in Regional NSW. o Encourage Sydney businesses to hold their conferences in Regional NSW.

Strategic Imperative 7: Change of Mindset

• Recommendation 47: Reform operations structures and funding framework in Regional NSW. o Regional destinations dealing directly with Destination NSW. o Leverage Government resources and investment in Regional NSW.

• Recommendation 48: A complete new approach to Regional NSW. o Open future DNSW funding to competitive bidding.


2.4.2 Links to SCRTO DMP

It has been noted that the Wollongong sits within the South Coast tourism region. It is in this context that the priorities of other destinations within the region, and South Coast as a destination, are both a key influence and are influenced by this DMP.

One of the key differences is that the South Coast DMP covers the period of 2013 – 2020, whereas the Wollongong DMP has a near term focus of 2013/14.

Outlined below are the Priority Markets for the South Coast as described in the South Coast DMP. Refer to Appendix A for all other relevant extracts South Coast Destination Management Plan.

South Coast Priority Markets The marketing and promotion being undertaken by the South Coast Regional Tourism Organisation is focused on the domestic market targeting the following sectors:

• Baby Boomers – provide a new motivation to visit the South Coast now that they are cashed up and ready to travel.

• Generation X – the focus is on family groups and delivering the South Coast message in a new and exciting format.

• Generation Y – the focus is on experiences that can be shared in social media and purchased immediately.

Secondary markets

• Business event organisers

• Sporting event organisers • Special interest groups and individuals • Weddings and functions • Visiting Friends & Relatives (VFR)

Within the Baby Boomer, Generation X and Y sectors, the DINKS (double income, no kids) and Experience Seeker markets are key targets for the Region.

The target areas are Sydney, Southern and Central Regional NSW, the ACT and Victoria. The RTO’s marketing activity is aimed at moving consumers along the decision making process from awareness to interest through to action (i.e. converting awareness to sales). The messages being conveyed to the key markets are:

• Baby Boomers. Return to coastal village life. Un-crowded, relaxed, available • Generation X. Family values, family experiences, family fun, reconnect with the most

important people in your life. • Generation Y. Share your experiences (adventure/ soft adventure) with your friends

(real and on-line), in villages, in nature, in life.


South Coast Visitor Economy Stakeholders

The stakeholders that have been involved in the development of the South Coast DMP are consistent with the stakeholders for Wollongong. The South Coast DMP describes the members of the South Coast visitor economy comprehensively and this is shown below in Figure 3.

Figure32 –Stakeholder Diagram (South Coast Destination Management Plan)

ATTRACTIONS, ACTIVITIES, EXPERIENCES

Councils Government Agencies National Parks & Wildlife Service Forestry Corporation of NSW Crown Lands Dept of Defence Parks Australia Marine Parks Authority Roads & Maritime Services Waterways Authority Fisheries

Touring Route Committees Tourism Operators Attractions Tour & Charter Pubs & Clubs Restaurants & Cafes Retail businesses Wineries / Agricultural Producers Equipment Hire Not for Profit Groups Reserve & Other Trusts Boards Museums Council Committees Business Groups Aboriginal Organisations Community Groups Town & Village Committees Landcare / Environmental

EVENTS - business, sporting, general

Organisers Councils Event Boards / Committees Community Groups Industry / Business Groups Attraction Operators Arts Boards / Groups Sporting Clubs & Associations Commercial Promoters Service Clubs Venues / Localities Conference / Function Centres Performing Arts / Entertainment Licensed Clubs Sporting Grounds & Venues Showgrounds / Reserve Trusts Town & Village centres Attraction Venues State Govt Land & Water Management Agencies Regulatory Authorities Councils Roads & Maritime Services Police State Govt Land & Water Management Agencies

ACCOMMODATION

Councils Caravan Parks / Camping Areas Showgrounds Holiday Cabins Government Agencies National Parks & Wildlife Service Forestry Corporation of NSW Crown Lands Dept of Defence Parks Australia Sydney Water Commercial Operators Owners & Managers of: Motels, Hotels, Caravan Parks, Serviced Apartments, Holiday Rental Houses and Apartments, B&Bs, Guesthouses, Retreats, Cabins, Farm Stays etc Individuals Holiday Homes Holiday Rental Properties

ACCESS & INFRASTRUCTURE

Access & Transport Infrastructure Councils RMS Rail Corp Air Services National Parks & Wildlife Service Forestry Corporation of NSW Transport Operators Coach Companies City Rail Airlines Tour / Charter Operators Taxis Courtesy Coaches (Clubs) Marine Infrastructure Councils RMS / Ports Authority Waterways Authority Sydney Water Marine Parks Authority Commercial Operators Visitor Facilities Councils National Parks & Wildlife Service Forestry Corporation of NSW Crown Lands Dept of Defence Parks Australia RMS Reserve Trusts Service Clubs (eg Apex)

INFORMATION SERVICES

Councils Tourism Associations South Coast RTO Destination NSW National Parks & Wildlife Service Forestry Corporation of NSW Marine Parks Authority Crown Lands Parks Australia RMS / Waterways Level 3 Outlets Town & Village Community Groups Private Operators

MARKETING & PROMOTION

Councils Tourist Associations South Coast RTO Destination NSW Tourism Australia Tourism & Business Operators & Organisations Town / village communities Touring Route Committees National Parks & Wildlife Service Forestry Corporation of NSW Marine Parks Authority Crown Lands


2.4.3 Linkages to the Wollongong Community Strategy

An extensive piece of community planning was undertaken for the Wollongong 2022 community strategy. This plan provides a key insight into the direction Wollongong is heading, and presents the framework in which community acceptance of the visitor economy exists. The major linkages to the Wollongong Strategy are shown below. Most notably, the contribution of the visitor economy to Wollongong is embedded in the social, economic, cultural and public amenity elements of the strategy. Environmental Protection This includes effective management of visitor impact on the destination’s natural resources such as the coastline, Lake Illawarra and the escarpment. Maintaining an innovative and Sustainable Economy Wollongong is “changing direction from a manufacturing heartland to an innovative, dynamic education and technology destination” (DNSW Insights, 21 Feb 2013). This rapidly evolving destination renders it a worthwhile business and investment attraction, as well as a preferred conference and event destination. The renewed vitality in the area, along with proactive lobbying for additional infrastructure to support tourism and investment, needs to be coordinated in order to increase and attract new businesses to the area. Affordable, Sustainable and Accessible Public Transport The Wollongong destination is in need of increased public transport throughout the area. The pre-existing rail services, bus services, cycle & walk ways and free Gong Shuttle Bus initiatives need to be expanded upon in order to be more accessible, convenient and attractive to visitors. Revitalising these and expanding upon community transport options (including to other areas of South Coast) would make the Wollongong destination friendlier for visitors and those in the community who are elderly, transport disadvantaged or have disabilities. As Wollongong’s evening economy grows the availability of late night transport options also need to be improved.


Promotion of the Arts and Creative Sectors Wollongong is a city with a rich cultural heritage and a myriad of public spaces. This needs to be further promoted in order to raise the destination’s image as a cultural hot spot. In addition to the cities galleries, museums Conservatorium of Music and the Illawarra Performing Arts Centre (IPAC), The University of Wollongong has a strong creative arts program. To promote and raise the cultural awareness of the destination, it’s imperative to host major events and festivals throughout the city, as well as enhance the Arts Precinct itself.

Healthy Community Wollongong has the advantage of being a city with the soul of a small town community. Exposure to the beautiful scenery promotes a sense of health, relaxation and connection with one another that is both beneficial to the residents as well as attractive to visitors. It is important to note that the community strategy reflects the desires of the community. 65 submissions were received for the strategy and 1,300 people were engaged during the exhibition of the draft documentation.

2.4.4 Destination NSW China Tourism Strategy 2012-2020

The primary aim of this strategy is to market NSW to Chinese visitors. As a stakeholder in this particular market, Wollongong and surrounds has a great deal to benefit from the strategic directions that are outlined in NSW’s China Tourism Strategy. It has been noted that the following are required in order to successfully market NSW as a desirable destination for Chinese visitors:

• Product development to ensure that Regional NSW is better equipped to meet the needs of Chinese visitors.

• Improved quality and range of the Chinese visitor experience • Providing enhanced Chinese language information, resources and signage • Increased trade services and distribution • Aims to build awareness and aspiration to visit the destination through digital

channels, FIT segments and online distribution sources that are supported by extensive publicity programs.

• Expand Commercial and Government partnerships • Support route development • Increased resources to facilitate growth


2.4.5 Linkages/information from other sources

A range of tourism market reports and forecasts have been considered as part of the development of this DMP. Among the documents that have informed the plan, the following has had an influence on the directions and priority actions:

• Destination Visitor Survey

Strategic Regional Research - NSW

Visitor dispersal from Sydney to regional NSW

Tourism Research of Australia - January 2013

• Short Breaks to Regional NSW

Destination NSW - November 2013

• International Market Segments

ATE 13 Special Series – China (from primary cities)

Holiday market

Destination NSW - April 2013

• Snapshots 2012

China – first and return visitation

Tourism Research Australia - December 2012

• Destination Wollongong - 2013/2014 Business Plan

The Destination Wollongong Business Plan 2013/14 is a companion document to this Destination Management Plan. During the transition to the destination management planning framework the two planning documents will work in parallel and over time will work toward convergence.


2.5 Assets

Wollongong, like many parts of NSW, is blessed with an array of assets that have appeal to an equally diverse range of market segments and special interest groups. It is a temptation for destinations to consider themselves as ‘unique’ and seeks to create awareness about their whole menu of assets. It has been a deliberate approach of this DMP to identify key assets in terms of their appeal to significant market segments, their ability to contribute to increasing visitor spend and their overall contribution to destination appeal. That is not to say that other assets are of lesser value, but their utilisation and consumption in the destination context will differ. Indeed niche strategies or sub appeals may support the key priorities contained in this DMP.

A comprehensive list of the assets in the Wollongong destination footprint is shown in Appendix B.

2.5.1 Key Appeals

The following section considers experiences, attractions and activities that have the capacity to act as lead visitation drivers.

Table (Figure 4) nominates a number of the major assets and identifies their primary appeal.

Major Experiences & Attractions

Appeal/Market

Grand Pacific Drive/Seacliff Bridge Touring – VFR, Domestic Day, Domestic

Blue Mile/Wollongong Harbour Recreation

Stanwell Park/Bald Hill Natural

Nan Tien Temple Cultural

Symbio Wildlife Park Nature

Jamberoo Action Park Recreation/Adventure

Skydive the Beach Adventure

Figure 4 – Major attractions and experiences


Natural Attractions

Wollongong has an extensive range of ways to enjoy the destination’s natural attractions. Among those options are:

– Beaches & Rock Pools – Royal National Park – Walking and cycling trails – – Scenic Coastal Tours – luxury cars, Harley Davidson Cruisers, Biplanes

Major Events

Destination Wollongong recognises that events deliver considerable benefits beyond the direct impact of additional visitation; they can drive demand and are key to building awareness and appeal of a destination. Wollongong, with its wonderful natural assets, public infrastructure and proximity to Sydney and Canberra is well placed to benefit from the economic impact and regional exposure that Major Events provide. Destination Wollongong is working hard to make Wollongong the premier “event hub” in regional NSW. In fact one of Destination Wollongong’s business priorities is to position Wollongong as a diversified coastal destination appealing to the major event (and conference) market. Destination Wollongong’s 2012/13 Summer program of 18 events delivered through the joint campaign “It’s On” with destination NSW directly injected $22 million of economic value into the region. Destination will build on the success of this campaign again in 2013/14 (Refer to Appendix F).

2.5.2 Visitor Economy Infrastructure 1. Accommodation The summary of the Tourist Accommodation Profile for the Wollongong Local Government is shown in Appendix C. Following a period of growth between 2000 and 2005, available room stock numbers has remained steady, with new entrants offsetting the loss of some rooms that have been repurposed, such as the Ibis and Rydges. There continues to be a need to add quality room stock, particularly for the inbound market and during periods of peak demand. 2. Visitor Services The establishment of the Southern Gateway Centre at Bulli Tops, and the recent refurbishment of the Level 1 Information Centre in central Wollongong, means that the destination is ahead of many regional centers in regards to physical visitor information needs.


The mobile information provided by the My Gong initiative was also a first for a regional destination and its value is continually monitored.

With respect to digital information provision, Wollongong was an early adopter of new technology and mediums such as websites and social media, and has developed a real capability in this space. This crossover with capabilities in other areas of the economy (knowledge services, ICT & education) will continue to assist Wollongong to develop an image and profile in the digital age. A focus on way finding technology and multilingual digital communication solutions are increasingly important for Wollongong. This includes the future provision of Smartphone and android applications (Apps) and mobile friendly websites.

3. Retail The CBD of Wollongong is a central aspect of the overall destination. With significant investment in new shopping developments and the refurbishment of the CBD, corridor retail will become a more prominent focus for the destination in the next 24 months. In the meantime, there is a diversity of retail experiences broadly expected of a regional city that will appeal to some segments. Niche and ribbon shopping opportunities along the major driving routes are clearly benefiting from the drive market.

2.5.3 Visitor Profile Travel to the Wollongong Local Government area is shown below.

A copy can be found in Appendix D. The key features of the period four year average to September 2011 are:

Domestic Overnight • 522,000 domestic overnight visitors staying for 1,326,000 nights and spending $163

million

• Visiting friends and relatives is the primary purpose of visits for domestic overnight visitors (45.3%) and accounts for 46.6% of domestic visitor nights. Both proportions are considerably higher than the NSW results.

• Some 28.2% of visitors were parties travelling with children and 26.4% were adult couples with no children

• Private or company vehicle was the mode of transport for 83.2% of visitors

Domestic Day • Wollongong received 2, 145,000 domestic daytrip visitors spending an estimated

$1189 million.

• Holiday ranked as the main purpose of visit 53.7% with 46.8% of visitors eating out at restaurants ad 23.3% undertaking general sightseeing.


International Overnight

• There were 45,000 international overnight visitors spending 1,510,000 nights in Wollongong with a total spend of $120 million.

• The average length of stay in Wollongong is 50% greater than for NSW (33.9 days: 22.5 days). Notably, 17.1% of visitors were for the purpose of education; 28.8% for holiday and 33% visiting friends and relatives.

• The top five overnight markets for visitors were: United Kingdom (14.9%), NZ (11.7%), USA (10.3%), Mainland China (10.2%) and Germany (5.1%).

• A total of 59.4% of visitors travel by private or company car and rental cars.

Summary

Visitors Visitor Nights

Spend

Domestic Overnight

522,000 1,326,000 $163 million

Domestic Day 2,145,000 - $109 million

International Overnight

45,000 1,510,000 $120 million

Source: Travel to Wollongong LGA Four year average annual to September 2011 Destination NSW

Figure 5 –Summary of visitor results for the Wollongong Local Government Area

While the most recently published Travel to Wollongong data is to the period ended December 2011 the Travel to South Coast Region NSW and Travel to the Illawarra Sub Region (Appendix E) figures are for the year ended March 2013. These figures indicate generally that:

• Domestic Overnight visitor numbers and visitor nights to the region were marginally up against the same period in 2012.

• International Overnight travel to the region in both visitor numbers and visitor nights has declined in the order of 5% and 3% respectively against the previous year.

• Domestic Day Trip travel to the region has increased by 1.6% against the year ended March 2012 (increased by 10% for the Illawarra Sub Region).

2.5.4 Visitation Origin & Market Characteristics

Flowing from the visitor profile analysis, an extensive volume of material and data was considered, reviewed and analysed in the preparation of this DMP. A selection of key tables containing data relevant to and in support of the focal areas of this plan is shown in this section. The tables consider the origin of domestic overnight visitors, activities carried out by domestic day trips and overnight visitors and the modes of transport used by targeted Asian inbound markets.


Furthermore data in support of the value of events in driving purpose of visit and activities by domestic visitors is also shown.

The Wollongong local government area visitor origin shown below in Table 6 and 7 indicates the expected results for both visitor numbers and visitor nights.

WG LGA VISITOR ORIGIN ANALYSIS

DOMESTIC OVERNIGHT VISITORSNotes:

STATE REGION OF ORIGIN1998-2000

2001-2003

2004-2006

2007-2009

2010-2012 TOTAL

% OF TOTAL Cum' %

NSW Sydney 784 1,023 804 764 797 4,172 49% 49%

NSW South Coast 114 109 114 123 171 631 7% 56%

NSW Hunter 88 105 119 74 106 492 6% 62%

ACT Canberra 98 104 72 53 113 440 5% 67%

NSW Central NSW 57 65 67 61 63 313 4% 70%

VIC Melbourne 64 40 53 55 79 291 3% 74%

NSW Capital Country 73 75 31 58 49 286 3% 77%

NSW Central Coast 61 55 65 49 56 286 3% 80%

NSW Riverina 45 49 47 22 45 208 2% 83%

NSW Blue Mountains 39 33 32 64 32 200 2% 85%

NSW North Coast NSW 32 41 50 42 31 196 2% 87%

QLD Brisbane 34 14 40 44 8 140 2% 89%

NSW Northern Rivers 13 23 22 19 24 101 1% 90%

NSW New England North West 9 14 29 11 14 77 0.9% 91%

QLD Sunshine Coast 11 6 16 15 24 72 0.8% 92%

NSW Snowy Mountains 21 4 10 15 13 63 0.7% 93%

QLD Gold Coast 23 10 21 54 0.6% 93%

NSW The Murray 4 3 8 18 18 51 0.6% 94%

SA Adelaide 4 18 10 7 11 50 0.6% 94%

WA Experience Perth 8 1 12 14 13 48 0.6% 95%

QLD Sunshine Coast 4 6 28 2 40 0.5% 95%

VIC Peninsula 6 5 11 11 6 39 0.5% 96%

QLD Darling Downs 8 18 5 5 36 0.4% 96%

VIC Geelong 6 2 9 11 2 30 0.3% 97%

Total 1,650 1,847 1,702 1,635 1,767 8,601 100%

6. A 'cut-off' of 0.3% contribution has been applied. This level and above accounts for over 97%.7. Colour coding has been used to help visual interpretation. The colder the colour the less the significance; the warmer the greater the significance

VISITORS (000)

5. Data has been extracted for WG from Tourism Research Australia's National Visitor Survey & is subject to sample survey error.

1. Data refers to domestic overnight visitors to the WG LGA2. Three year periods have been used to increase the accuracy of the estimates 3. Region of Origin refers to Tourism Regions4. Data has been sorted by the Total over the period 1998-2012

Figure 6 –Origin of Domestic Overnight Visitors for Wollongong


The adjoining areas of Sydney and the South Coast represent 6% of all domestic overnight visitors. Sydney dominates both measures. Canberra and Melbourne are the two largest sources of interstate visitors and visitor nights. Canberra provides 5% of visitors and 4% of visitor nights while Melbourne is responsible for 3% of visitors and 2% of visitor nights.

WG LGA VISITOR ORIGIN ANALYSIS

DOMESTIC OVERNIGHT VISITORS (NIGHTS)Notes:

STATE REGION OF ORIGIN1998-2000

2001-2003

2004-2006

2007-2009

2010-2012 TOTAL

% OF TOTAL Cum' %

NSW Sydney 7,918 8,428 6,962 6,593 6,968 36,869 58% 58%

NSW South Coast 1,918 1,371 1,381 1,189 1,364 7,223 11% 69%

ACT Canberra 739 795 744 877 728 3,883 6% 76%

NSW Capital Country 358 382 397 344 300 1,781 3% 78%

NSW Blue Mountains 297 466 263 268 356 1,650 2.6% 81%

VIC Melbourne 382 238 238 163 241 1,262 2.0% 83%

NSW Central Coast 281 236 287 247 122 1,173 1.8% 85%

NSW Central NSW 262 175 218 26 277 958 1.5% 86%

NSW Riverina 148 22 198 297 276 941 1.5% 88%

NSW Hunter 219 41 31 228 225 744 1.2% 89%

QLD Brisbane 41 259 113 56 122 591 0.9% 90%

NSW North Coast NSW 69 91 118 175 124 577 0.9% 91%

NSW Northern Rivers 53 8 144 58 187 450 0.7% 91%

QLD Gold Coast 121 88 91 15 85 400 0.6% 92%

NSW The Murray 33 83 196 9 46 367 0.6% 93%

NSW Snowy Mountains 82 43 26 44 77 272 0.4% 93%

VIC Gippsland 46 112 11 22 49 240 0.4% 93%

WA Experience Perth 32 15 82 33 53 215 0.3% 94%

VIC Peninsula 57 5 49 42 28 181 0.3% 94%

SA Adelaide 23 45 4 73 13 158 0.2% 94%

QLD Darling Downs 15 41 73 17 146 0.2% 95%

VIC Geelong 13 5 65 19 2 104 0.2% 95%

VIC Melbourne East 29 3 63 9 104 0.2% 95%

QLD Northern 88 14 2 104 0.2% 95%

QLD Bundaberg 4 4 19 74 101 0.2% 95%

Total 13,615 13,828 12,565 11,523 11,998 63,529 100%

4. Data has been sorted by the Total over the period 1998-2012

NIGHTS (000)

1. Data refers to domestic overnight visitors to the WG LGA

2. Three year periods have been used to increase the accuracy of the estimates

3. Region of Origin refers to Tourism Regions

5. Data has been extracted for WG from Tourism Research Australia's National Visitor Survey & is subject to sample survey error.

6. A 'cut-off' of 0.3% contribution has been applied. This level and above accounts for over 97%.

7. Colour coding has been used to help v isual interpretation. The colder the colour the less the significance; the warmer the greater the significance

Figure 7 – Origin of Domestic Overnight Nights for Wollongong


Table GDP1 shows activities undertaken as part of a domestic overnight trip for the period 2006 – 2012. This is particularly relevant with reference to the Grand Pacific Drive Touring route given that “general sightseeing” and “go on a day trip to another place” rank highly.

Table GPD1: Domestic Overnight Trip Activities (000)NB: scroll down to highlighted rows that can be considered GPD relevant

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

Go to the beach (including swimming) 17,742 18,786 16,940 15,951 14,991 15,875 16,900 117,185 16,741 5

Visit national parks or State parks 5,890 6,908 6,215 5,957 6,363 6,223 6,729 44,285 6,326 8

Visit botanical or other public gardens 2,338 3,013 2,513 2,416 2,139 2,108 2,723 17,250 2,464 19

Go whale or dolphin watching (in the ocean) 573 481 478 532 370 336 409 3,179 454 39

Visit farms 1,156 1,242 955 1,039 997 992 1,329 7,710 1,101 33

Bushwalking or rainforest walks (2000 onwards) 6,788 7,759 6,705 6,125 6,425 6,779 7,198 47,779 6,826 7

Visit the reef (2002 onwards) 227 280 231 222 160 211 204 1,535 219 46

Go fishing 5,288 5,134 4,777 4,608 4,278 4,469 4,870 33,424 4,775 10

Play golf 2,254 2,039 1,671 1,659 1,561 1,578 1,576 12,338 1,763 26

Play other sports 3,675 3,693 3,338 3,389 3,202 3,017 2,872 23,186 3,312 14

Other outdoor activities 2,252 2,110 2,090 1,872 1,708 1,784 2,126 13,942 1,992 23

Exercise, gym or swimming at a local pool, river or creek 2,998 2,945 2,581 2,856 2,570 2,514 2,939 19,403 2,772 16

Scuba diving (2000 onwards) 186 219 123 149 152 153 96 1,078 154 47

Snorkelling (2003 onwards) 748 738 552 651 521 526 455 4,191 599 38

Snow skiing (2003 onwards) 349 333 393 430 376 388 440 2,709 387 41

Attend theatre concerts or other performing arts 2,083 2,284 2,319 2,220 2,433 2,345 2,276 15,960 2,280 21

Visit museums or art galleries 4,252 4,720 4,268 4,063 4,717 5,022 5,223 32,265 4,609 11

Visit art or craft workshops or studios 862 849 635 575 481 410 416 4,228 604 37

Attend festivals or fairs or cultural events 1,688 1,906 1,629 1,867 1,876 2,059 2,274 13,299 1,900 25

Experience aboriginal art or craft and cultural displays 543 513 330 265 236 196 214 2,297 328 43

Visit an aboriginal site or community 316 336 220 174 147 213 198 1,604 229 45

Visit history, heritage buildings sites or monuments 3,084 3,569 2,922 2,694 3,035 3,100 3,328 21,732 3,105 15

Visit amusements or theme parks 1,775 1,935 1,742 1,808 1,737 1,626 1,710 12,333 1,762 27

Visit wildlife parks, zoos or aquariums 2,045 2,382 2,062 2,176 2,128 1,973 2,049 14,815 2,116 22

Go on guided tours or excursions 1,427 1,213 1,032 974 784 788 914 7,132 1,019 35

Tourist trains 435 442 451 477 403 324 428 2,960 423 40

Visit industrial tourism attractions (eg breweries mines) 1,419 1,282 1,141 1,139 1,066 1,023 1,114 8,184 1,169 32

Visit wineries 2,585 2,804 2,343 2,293 2,115 2,255 2,441 16,836 2,405 20

Charter boat, cruise or ferry ride 1,806 1,918 1,760 1,546 1,619 1,764 1,561 11,974 1,711 28

Going to markets (street, weekend or art craft) (2000 onwards) 4,839 6,201 5,513 4,922 4,996 5,525 6,456 38,452 5,493 9

Visit a health spa or well-being centre (2003 onwards) 222 237 227 221 230 239 239 1,615 231 44

Visit or stay on an island (2003 onwards) 476 497 326 315 308 297 418 2,637 377 42

Visit friends and relatives 33,159 34,667 32,489 31,561 32,795 34,943 35,492 235,106 33,587 2

Eat out at restaurants 37,556 40,920 40,164 39,607 39,680 41,106 42,714 281,747 40,250 1

Movies or v ideos 3,656 1,668 942 791 754 601 674 9,086 1,298 30

Pubs clubs etc 17,166 19,404 16,132 14,699 12,717 13,703 14,986 108,807 15,544 6

Visit casinos 1,922 1,751 1,567 1,357 1,112 882 1,058 9,649 1,378 29

Attend an organised sporting event 2,991 3,001 2,763 2,289 2,552 2,666 2,897 19,159 2,737 17

Go shopping (pleasure) 20,609 20,086 19,776 20,009 20,024 20,214 19,749 140,467 20,067 3

General sight seeing 20,469 21,181 18,353 19,240 19,503 19,632 18,485 136,863 19,552 4

Go on a daytrip to another place* 4,187 5,233 4,345 4,155 3,586 3,522 3,951 28,979 4,140 13

Picnics or BBQs 5,671 5,130 3,735 4,255 3,913 3,908 5,078 31,690 4,527 12

Surfing (2004 onwards) 1,664 1,562 1,365 1,160 918 1,175 1,122 8,966 1,281 31

Water activities or sports (2004 onwards) 2,775 2,744 2,335 2,579 2,330 2,248 2,738 17,749 2,536 18

Go cycling (from 2006 onwards) 892 931 985 948 1,045 1,227 1,218 7,246 1,035 34

Attend movies or cinema (2007 onwards) 2,020 2,014 2,043 1,857 1,755 1,945 11,634 1,939 24

Other 693 912 242 194 659 1142 1165 5,007 715 36

Total 73,564 74,464 72,009 67,670 69,297 71,895 74,472 503,371 71,910

* relevant for visitors to any destination where GPD could form part of the route for day tripNote: Sum of activ ities adds to more than Total as multiple trips can obviously involve more than one activity

Figure 8 – Domestic Overnight Trip Activit ies (Table GPD1)


When Table GPD2 is considered in the context of Domestic overnight Trip Activities (GPD1) it is clear that the dominance of car based travel continues for the domestic market.

Table GPD2: Domestic Overnight Trips - Transport Mode (000)

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

Air transport 15,840 16,751 17,073 15,982 16,984 17,193 17,256 117,079 16,726 2

Private or company vehicle 52,654 52,748 50,356 47,474 47,861 50,058 52,077 353,228 50,461 1

Passenger lines and ferries 235 213 149 144 167 136 141 1,185 169 9

Other water way 197 215 191 221 170 170 152 1,316 188 8

Railway 2,099 1,842 1,829 1,747 1,915 1,941 1,924 13,297 1,900 3

Bus or coach 1,504 1,546 1,440 1,235 1,298 1,319 1,385 9,727 1,390 4

Rented or hire vehicle 335 368 274 280 213 263 243 1,976 282 6

Other land transport 58 21 36 20 36 51 44 266 38 12

Combination of air and long road 158 245 212 136 189 293 771 2,004 286 5

Combination of sea and long road (2000 onwards) 145 230 209 174 128 103 133 1,122 160 10

Camper van or motor home 234 257 216 185 269 262 203 1,626 232 7

Other transport 105 30 23 72 66 107 143 546 78 11

Total 73,564 74,464 72,009 67,670 69,297 71,895 74,472 503,371 71,910

Percentage Private or Company Vehicle 72% 71% 70% 70% 69% 70% 70% 70%

Point: Despite low cost airfares the dominance of car-based clearly continues. Also, combine this w ith importance of relevant activ ities.

Figure 9 – Domestic Overnight Trips Transport Mode (Table GPD2)

Table GPD3 shows that there is a substantial market for overnight trips in private vehicle originating in Sydney for the purpose of holiday/leisure/UFR. Over the period 2006 – 2012 an average of 56% of all trips meet this description. This represents an average 3,909 trips per annum within reach of Wollongong.

Table GPD3: Domestic Overnight Trip Length -Note the following filters to the data: Transport = Private Vehicle; Purpose = Holiday/Leisure/VFR; Origin=Sydney

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

1 night 1,902 1,819 1,750 1,637 1,840 1,855 1,950 12,753 1,822 2

2 nights 2,148 2,147 2,363 2,029 2,035 1,967 1,917 14,606 2,087 1

3 nights 1,010 1,104 1,211 1,108 1,016 970 1,059 7,478 1,068 4

4 to 7 nights 1,455 1,596 1,478 1,489 1,498 1,486 1,417 10,419 1,488 3

8 to 14 nights 447 459 507 413 420 423 395 3,064 438 5

15 to 21 nights 78 86 85 81 87 61 52 530 76 6

22 or more nights 51 52 45 52 30 42 30 302 43 7

Total 7,092 7,262 7,440 6,809 6,927 6,804 6,820 49,154 7,022

Above as percentages

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

1 night 27% 25% 24% 24% 27% 27% 29% 26% 26% 2

2 nights 30% 30% 32% 30% 29% 29% 28% 30% 30% 1

3 nights 14% 15% 16% 16% 15% 14% 16% 15% 15% 4

4 to 7 nights 21% 22% 20% 22% 22% 22% 21% 21% 21% 3

8 to 14 nights 6% 6% 7% 6% 6% 6% 6% 6% 6% 5

15 to 21 nights 1% 1% 1% 1% 1% 1% 1% 1% 1% 6

22 or more nights 1% 1% 1% 1% 0% 1% 0% 1% 1% 7

Total 100% 100% 100% 100% 100% 100% 100% 100% 100%

Figure 10 – Domestic Overnight Trip Length (Table GPD3)


Table (and chart) GDP4 demonstrates that Domestic Day Trips continue to be a significant growth opportunity. With proximity to the largest domestic population, Wollongong is ideally placed to capture a solid share of the growth in the market.

Table (and chart) GPD4: Domestic Day Trips (000)

2006 2007 2008 2009 2010 2011 2012

134,464 149,516 138,745 148,176 155,942 161,232 173,905

Point: compare against domestic overnight which is flat. 2012 domestic overnight basically the same as it was 5 or six years ago with a dip in between

100,000

120,000

140,000

160,000

180,000

200,000

220,000

2006 2007 2008 2009 2010 2011 2012

Da

y Tr

ips (

000)

Straight line projection based on 2006-2012

Figure 11 – Domestic Day Trip Volumes (Table GPD4)


With regard to Domestic Day Trip Activities, table GDP5 (below) indicates that General Sightseeing ranks 4th in terms of activities undertaken when on a day trip. The first and second ranked activities are ‘eat out at restaurants’ and ‘visit friends and relatives’ respectively. Each of these activities fit the current profile of domestic daytrip travel to the Wollongong LGA.

Table GPD5: Domestic Day Trip Activities (000)NB: scroll down to highlighted rows that can be considered GPD relevant

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank





Visit farms 1,073 1,126 911 1,204 1,031 1,011 1,474 7,830 1,119 30


Visit the reef (2002 onwards) 68 48 46 88 54 26 19 349 50 47

Go fishing 3,433 3,484 3,024 3,053 3,494 3,268 3,979 23,735 3,391 15

Play golf 1,576 1,583 1,135 1,418 1,093 1,037 1,106 8,948 1,278 29


Other outdoor activ it ies 1,944 2,177 1,784 1,803 1,474 1,478 2,245 12,905 1,844 22

Exercise gym or swimming at a local pool river or creek 1,454 1,551 1,469 1,761 1,456 1,630 1,905 11,226 1,604 25

Scuba div ing (2000 onwards) 113 114 55 95 80 52 87 596 85 45



Go cycling (from 2006 onwards) 509 671 538 836 622 829 901 4,906 701 35

Surfing (2004 onwards) 1,585 1,851 1,413 1,282 1,109 996 1,352 9,588 1,370 26

Water activ ities or sports (2004 onwards) 2,080 1,878 1,524 1,727 1,566 1,510 1,812 12,097 1,728 24



Visit art or craft workshops or studios 1,137 927 708 491 600 483 593 4,939 706 34



Visit an aboriginal site or community 155 123 43 97 29 24 6 477 68 46

Visit history heritage buildings sites or monuments 2,504 3,115 2,046 2,406 2,227 2,427 2,408 17,133 2,448 17


Visit wildlife parks zoos or aquariums 1,470 2,135 1,641 1,852 1,712 1,717 1,759 12,286 1,755 23

Go on guided tours or excursions 848 615 484 494 255 280 438 3,414 488 37

Tourist trains 297 294 320 387 374 438 316 2,426 347 38

Visit industrial tourism attractions (eg breweries mines) 799 722 808 863 780 766 996 5,734 819 32

Visit wineries 2,340 2,476 2,164 1,919 1,985 1,865 1,813 14,562 2,080 21

Charter boat cruise or ferry ride 807 855 796 660 776 814 703 5,411 773 33

Going to markets (street weekend or art craft) (2000 onwards) 3,222 4,196 3,769 3,397 3,300 3,615 4,205 25,704 3,672 13





Movies or v ideos 2,735 1,178 654 575 533 295 276 6,246 892 31

Pubs clubs discos etc 10,049 12,448 10,148 8,959 8,023 9,320 10,251 69,198 9,885 7

Visit casinos 646 785 492 554 632 534 548 4,191 599 36




Picnics or BBQs 8,765 8,490 6,561 6,526 6,790 6,805 8,525 52,462 7,495 8

Attend Movies/ Cinema 22 1,228 1,325 1,761 1,673 1,453 2,069 9,531 1,362 27

Other 3,041 3,390 2,104 1,591 1,722 1,587 2,010 15,445 2,206 19

None of these 14,735 17,581 17,282 18,177 21,461 23,620 25,730 138,586 19,798 5

Total 134,464 149,516 138,745 148,176 155,942 161,232 173,905 1,061,980 151,711

Note: Sum of activ it ies adds to more than Total as multiple trips can obviously involve more than one activ ity

Figure 12 – Domestic Day Trip Activit ies (Table GPD5)


GPD 7, 8 and 13 are tables that show the transport mode used by international visitors from Singapore, Malaysia and China between stopovers. In each case car based travel ranks as the key modes of transport. When combined with information from TRA and Destination NSW, with particular reference to China, it can be seen that touring route and FIT from these markets represent an opportunity for Wollongong .

Table GPD7: Visitors from Singapore - Transport Mode between Stopovers

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

Private or company car 63,718 62,049 71,189 82,074 81,497 74,616 87,367 522,510 74,644 2

Rental car 35,790 38,125 33,268 39,705 40,426 43,467 47,108 277,889 39,698 4

Self-drive van, motor-home or campervan 137 908 766 654 966 466 262 4,159 594 14

Taxi or chauffeur driven hire car 74,638 79,650 79,874 80,863 79,589 90,806 88,685 574,105 82,015 1

Aircraft 34,658 34,565 38,901 42,054 55,015 53,660 58,907 317,760 45,394 3

Long distance train (non-suburban) 2,300 3,678 3,172 2,985 4,668 3,404 8,374 28,581 4,083 9

Long distance coach or bus 5,134 3,582 5,038 2,734 6,038 4,793 6,950 34,269 4,896 8

Ship, boat or ferry 2,215 3,895 2,914 3,814 5,602 6,384 2,934 27,758 3,965 10

Local public transport 11,984 13,324 14,331 15,813 31,765 30,107 39,945 157,269 22,467 5

Hotel or motel shuttle or courtesy bus 22,599 24,000 24,466 23,472 17,098 19,790 18,360 149,785 21,398 6

Charter or tour bus 11,925 14,570 12,181 11,429 14,856 17,140 11,162 93,263 13,323 7

Four-Wheel Drive 145 - - - 1,467 151 242 2,005 501 15

Walking (2002 onwards) 640 793 1,556 668 817 566 1,228 6,268 895 13

Cycling (2002 onwards) - 126 20 - 21 16 - 183 46 16

Other transport 3,837 1,559 347 790 2,155 3,030 623 12,341 1,763 12

In transit (did not have a stopover place) 2,181 2,839 2,845 2,908 3,901 3,843 4,459 22,976 3,282 11

Total 220,365 229,378 234,401 249,756 269,907 278,851 302,101 1,784,759 254,966

Figure 13 – International Visitors (Singapore) Transport Modes (Table GPD7)

Table GPD8: Visitors from Malaysia - Transport Mode between Stopovers2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

Private or company car 56,654 58,033 56,472 75,833 77,324 83,015 87,563 494,894 70,699 1

Rental car 10,573 14,991 13,441 20,053 25,908 26,515 28,851 140,332 20,047 5

Self-drive van, motor-home or campervan 72 481 88 200 577 512 210 2,140 306 14


Aircraft 26,625 28,330 35,154 36,291 40,742 41,002 47,294 255,438 36,491 3



Ship, boat or ferry 1,235 552 1,233 781 1,524 1,694 1,333 8,352 1,193 12




Four-Wheel Drive 18 - 186 - - 156 - 360 120 15

Walking (2002 onwards) 5 953 1,559 1,351 1,871 543 1,281 7,563 1,080 13

Cycling (2002 onwards) 6 - - - - - 184 190 95 16

Other transport 2,398 4,018 357 57 556 391 911 8,688 1,241 11


Total 135,338 143,334 153,790 192,366 212,972 218,275 236,923 1,292,998 184,714

Figure 14 – International Visitors (Malaysia) Transport Modes (Table GPD8)

Table GPD13: Visitors from China - Transport Mode between Stopovers

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

Private or company car 128,733 125,631 111,640 138,013 168,008 189,137 207,601 1,068,763 152,680 2

Rental car 18,862 19,859 34,411 13,361 11,847 18,963 16,237 133,540 19,077 7

Self-drive van, motor-home or campervan 521 598 349 1,493 344 1,183 551 5,039 720 13


Aircraft 142,475 183,088 154,492 151,957 207,536 225,164 286,536 1,351,248 193,035 1



Ship, boat or ferry 535 3,105 33 1,942 2,069 4,033 2,624 14,341 2,049 12




Four-Wheel Drive 17 - - - - 184 94 295 98 15

Walking (2002 onwards) 542 398 - 550 110 1,424 856 3,880 647 14

Cycling (2002 onwards) - 8 - - - - 56 64 32 16

Other transport 5,096 6,624 1,849 1,283 1,376 1,782 1,807 19,817 2,831 11


Total 295,419 340,004 338,423 350,807 431,369 512,632 592,169 2,860,823 408,689

Figure 15 – International Visitors (China) Transport Modes (Table GPD13)


Wollongong continues to build clusters of events and Table EVENTS 1 supports the focus on these markets with ‘entertainment or attending special event’, ‘sports-participation’, ‘sport-spectating’, and ‘conferences, exhibitions, conventions or trade fairs’ all ranking in the top 10 ‘main purpose of visit for the domestic overnight trips.’

Table EVENTS1: Domestic Overnight Trip - Main Purpose (000)NB: Scroll down to highlighted rows that are events related.

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank

Visit ing friends (including weddings etc involv ing friends) 7,950 7,417 6,805 6,154 5,847 6,401 7,036 47,610 6,801 4

Visit ing relatives (including family weddings etc) 17,448 17,519 16,856 16,037 16,572 17,615 18,674 120,721 17,246 2

Holidays, leisure, relaxation or getting away 26,132 26,651 27,029 25,043 25,243 25,177 25,714 180,989 25,856 1

Entertainment or attending special event - eg. festival, performance 1,648 1,720 1,893 1,704 2,013 2,005 2,140 13,123 1,875 5

Sport - participation 2,081 2,075 1,631 1,783 1,478 1,712 1,723 12,483 1,783 6

Sport - spectating 1,160 1,095 1,115 1,134 1,207 998 1,175 7,884 1,126 8

Shopping 623 498 470 556 556 481 437 3,621 517 13

Work (as driver or transport crew) 838 623 572 795 769 545 571 4,713 673 11

Business or other work 11,252 12,376 11,957 10,546 10,929 11,900 12,212 81,172 11,596 3

Conferences, exhibit ions, conventions or tradefairs 1,126 1,049 701 703 857 1,037 899 6,372 910 9

Training and research (employed - not students) 216 219 200 161 328 348 283 1,755 251 15

Education (mostly students) 678 649 651 707 742 723 801 4,951 707 10

Employment or leisure (e.g. working holiday) 166 200 129 168 260 127 72 1,122 160 17

Personal appointment/business (excluding health) 439 509 414 508 795 881 616 4,162 595 12

Health-related 920 1,096 1,093 1,082 1,140 1,330 1,479 8,140 1,163 7

Providing transport 279 325 318 366 380 450 476 2,594 371 14

Incentive reward provided by business employer 10 8 26 22 14 80 16 19

Accompanying someone who attended a Convention/ conference/ seminar/ trade fair/ exhibit ions 47 81 63 57 82 330 66 18

Other 607 445 117 133 91 87 68 1,548 221 16

Total 73,564 74,464 72,009 67,670 69,297 71,895 74,472 503,371 71,910

Note: Reminder this is the main purpose of trip and would not include those who attended an events whilst on trip with another main purpose (therefore somewhat conservative)

Figure 16 – Domestic Overnight Trips Main Purpose of Visit (Table EVENTS1)


Of the activities undertaken during Domestic Day Trips, Table Events3 Attending an organised sporting event ranks 12th and attending festivals, fairs or cultural events ranks 20th. Clearly, there are travel decisions being made to participate in these activities. Once again, proximity to Sydney affects visitation growth potential.

Table EVENTS3: Domestic Day Trip Activities (000)NB: scroll down to highlighted rows that can be considered Events relevant

2006 2007 2008 2009 2010 2011 2012 Total Avg Rank





Visit farms 1,073 1,126 911 1,204 1,031 1,011 1,474 7,830 1,119 30


Visit the reef (2002 onwards) 68 48 46 88 54 26 19 349 50 47

Go fishing 3,433 3,484 3,024 3,053 3,494 3,268 3,979 23,735 3,391 15

Play golf 1,576 1,583 1,135 1,418 1,093 1,037 1,106 8,948 1,278 29


Other outdoor activities 1,944 2,177 1,784 1,803 1,474 1,478 2,245 12,905 1,844 22

Exercise gym or swimming at a local pool river or creek 1,454 1,551 1,469 1,761 1,456 1,630 1,905 11,226 1,604 25

Scuba diving (2000 onwards) 113 114 55 95 80 52 87 596 85 45



Go cycling (from 2006 onwards) 509 671 538 836 622 829 901 4,906 701 35

Surfing (2004 onwards) 1,585 1,851 1,413 1,282 1,109 996 1,352 9,588 1,370 26

Water activities or sports (2004 onwards) 2,080 1,878 1,524 1,727 1,566 1,510 1,812 12,097 1,728 24



Visit art or craft workshops or studios 1,137 927 708 491 600 483 593 4,939 706 34



Visit an aboriginal site or community 155 123 43 97 29 24 6 477 68 46

Visit history heritage buildings sites or monuments 2,504 3,115 2,046 2,406 2,227 2,427 2,408 17,133 2,448 17


Visit wildlife parks zoos or aquariums 1,470 2,135 1,641 1,852 1,712 1,717 1,759 12,286 1,755 23

Go on guided tours or excursions 848 615 484 494 255 280 438 3,414 488 37

Tourist trains 297 294 320 387 374 438 316 2,426 347 38

Visit industrial tourism attractions (eg breweries mines) 799 722 808 863 780 766 996 5,734 819 32

Visit wineries 2,340 2,476 2,164 1,919 1,985 1,865 1,813 14,562 2,080 21

Charter boat cruise or ferry ride 807 855 796 660 776 814 703 5,411 773 33

Going to markets (street weekend or art craft) (2000 onwards) 3,222 4,196 3,769 3,397 3,300 3,615 4,205 25,704 3,672 13





Movies or videos 2,735 1,178 654 575 533 295 276 6,246 892 31

Pubs clubs etc 10,049 12,448 10,148 8,959 8,023 9,320 10,251 69,198 9,885 7

Visit casinos 646 785 492 554 632 534 548 4,191 599 36




Picnics or BBQs 8,765 8,490 6,561 6,526 6,790 6,805 8,525 52,462 7,495 8

Attend Movies/ Cinema 22 1,228 1,325 1,761 1,673 1,453 2,069 9,531 1,362 27

Other 3,041 3,390 2,104 1,591 1,722 1,587 2,010 15,445 2,206 19

None of these 14,735 17,581 17,282 18,177 21,461 23,620 25,730 138,586 19,798 5

Total 134,464 149,516 138,745 148,176 155,942 161,232 173,905 1,061,980 151,711

Note: Sum of activities adds to more than Total as multiple trips can obviously involve more than one activ ity

Figure 17 – Domestic Day Trips Activit ies (Table EVENTS3)


3. Destination Direction

In taking a pragmatic approach to the development of this DMP, it is clear that the capacity to pursue particular directions is a function of available resources and the vision for the destination. This relationship is shown in Figure 18.

Figure 18 – Wollongong’s DMP balancing vision, market and resources.

This section contains the major directions for the destination of Wollongong for the period 2013/14. Strategic priorities have been selected on the basis of best return on investment against ability to deliver on the objective to double overnight expenditure. Availability DW recourses to successfully plan, implement and manage on an ongoing basis was also central to the strategic planning process.

The key components of this section are:

• Strategic Principles • DMP Focus • Vision for Wollongong • Goals & Objectives • Strategic Priorities.


The strategic principles that underpin this destination plan and have been expressed below in Figure 19.

Figure 19 –Summary of Strategic Principles


3.1 DMP Focus

The focus for the 2013/14 DMP is primarily demand based. Growth will be delivered through market penetration and development in significant target markets. This will build on the investments made over the last 5 – 10 years. Growth in visitation and visitor spending will have a ‘pull-through’ benefit for investment. The principle is that where strong demand exists, investment in infrastructure and tourism products can be justified. It also strengthens the existing businesses that service the visitor economy.

Figure 20 – Key phases of destination management over the next three years .

As the new destination planning framework is established in Wollongong it is envisaged that three primary key phases will be developed over that time frame. Year 1 will see a clear focus on visitation growth, Year 2 on destination renewal and revitalisation, and Year 3 will add a clear supply side focus.

3.2 Vision for Wollongong The vision for Wollongong as contained in the Destination Wollongong Business Plan for 2013/14.

“To become The Destination to Live, Work and Play”


This is supported by the following positioning statement:

“Position Wollongong as a highly desirable destination to visit by leveraging Wollongong’s appealing, authentic & high quality experiences, attractions and events to increase visitation

and spend from Intrastate, Interstate and International markets.”

3.3 Goals & Objectives The primary goal of the Wollongong Destination Management Plan is to increase overnight visitor expenditure in the Wollongong destination by 7.1% per annum.

Objectives are as follows:

Figure 21 – Wollongong DMP Objectives 2013/14


3.4 Destination Priorities 2013/14

The figure below (Figure 22) provides a summary of the six destination management priorities for Wollongong in 2013/14. The priorities are discussed in further detail in the following pages.

Figure 22 – Wollongong DMP Priorities 2013/14

Priority 1: Grow Asian inbound visitation to Wollongong – particularly China

Priority 2: Focused marketing of the Grand Pacific Drive in key markets

Priority 4: Target grown in high yield business event markets

Priority 3: Expand scope of Visitor Information Services to increase length of stay across the South Coast region.

Priority 5: Drive visitation through a vibrant event program

Priority 7: Indentify key infrastructure and investment required for destination enhancement.

Priority 6: Establish the foundations for a destination relaunch


Priority 1: Grow Asian inbound visitation – primarily China. Objective: Make Wollongong one of the leading regional destinations for Asian inbound visitation in Australia. Goals:

• Feature prominently in Destination NSW promotions in China including sales missions and in-market promotions.

• Focus on dispersal of visitors from Sydney to Wollongong • Capitalise on the significant Asian student population at the University of Wollongong and

universities in Sydney • Build VFR visitation through the student population • Assist operators to work with wholesalers and inbound tour operators. • Establish a multilingual platform for promotion and information servicing particularly using

digital/online mediums. • Utilise the Grand Pacific Drive for FIT Chinese source* markets. Secondary markets including

Singapore and Malaysia will also be targeted. • Encourage the private sector to invest in the development of China ready product and

experiences for packaging opportunities. • Encourage reciprocal visitation promotion within local community to broaden engagement

with Chinese culture • Establish a strategic partner with GN Concierge “owning” the Visitor Information Desk at the

Sydney International Airport (see below for further information). • Encourage investment in new product along GPD (see below for more details).

*Source Markets as identified in DNSW China Tourism Strategy 2012-20 (page 15).

More on “Establish a strategic partnership with GN Concierge at Sydney International Airport”

There is the potential to partner with GN Concierge at Sydney International Airport in regard to branding the store for a twelve month period.

GN Concierge is the new privately operated travel agent/ visitor information service located at Kingsford Smith International Airport. They are the largest reseller of transfer tickets for international travellers.

They are looking for a sponsor to theme the shop and are looking at a twelve month contract, in both static and digital marketing.


The static marketing is seen as a branding opportunity, the digital marketing will be available for tactical travel deals from operators throughout the year.

GN Concierge also has an online and agent booking engine which will have the capacity to sell product throughout the region. Development work is underway with GN Concierge to tidy up the booking engine component to make it more relevant and easy to search for the South Coast.

The exposure that the drive brand would receive from international visitors waiting for shuttle bus would be a massive opportunity for brand equity.

More on “Encourage investment in new product along the GPD”

• Develop a commercial itinerary for Grand Pacific Drive (GPD) to be wholesaled to Asian agents during the 2013 contracting period (August/ September). This will incorporate an overnight stay in Wollongong, along with a variety of paid attractions and meals, along with sight seeing, throughout the South Coast and Southern Highlands

• A secondary product will be developed with Illawarra Golf Association to manage a golf package which has also been requested by Asian agents. A separate website will be developed, Grand Pacific Golf, which will also be managed through Website Travel to ensure maximised commercial opportunities. Grand Pacific Golf will include commissionable package golf tours, south coast visitor information and golf specific information.

• Encourage the private sector to expand/grow dining options along the Blue Mile and around areas of high visitor appeal such as the iconic Wollongong Harbour to capitalize on the domestic overnight and domestic day trip market’s major spending activity.

Key Players: Destination Wollongong will be the lead agency for the development of this strategic priority.

Other important stakeholders:

• Tourism Industry • Wollongong City Council • Destination NSW • Adjoining destinations of Shellharbour, Kiama, Southern Highlands, Shoalhaven • South Coast Regional Tourism Organisation • Regional Development Illawarra • NSW Department of Trade and Investment • Other Government agencies


Priority 2: Focused marketing of the Grand Pacific Drive in key markets. Objective: To transform Grand Pacific Drive (GPD) into an intra & inter-state product with greater commercial viability, giving self drive travellers a viable and more attractive alternative than the north coast.

Goals: To establish sound online, interactive and commercial platforms to promote the many activates and attractions along the GPD route.

Previously, the GPD marketing program has focused on promoting a scenic coastal drive with directional and reassurance signs.

The focus of GPD in 2013/14 is to commercialise the touring route and undertake a range of initiatives to increase awareness of and intent to travel.

Specific goals include;

1. Rebuild GPD Website – more informative, more useful, and more reasons to come. 2. Implement ‘Website Travel’ booking engine to make the website a 3. Launch GPD “App” – an interactive on the move tool which will integrate with the website

and online booking engine. 4. Deliver an Integrated Marketing Campaign aimed at increasing destination awareness

and intent to travel.

More on “Website Travel Booking Engine”

The Website travel booking engine will allow DW to sell day trips and overnight accommodation through the website and visitor information centers.

Website Travel is Australia, New Zealand and Fiji's largest online wholesale travel network for the backpacker, student and adventure market. Website Travel was created to simplify the entire operation of a travel agency.

The travel desk management system streamlines the basic booking process for Agents, provides access to thousands of products with ease and offers all the key selling tools to manage and run a profitable agency.

By offering one platform to the Industry, Agents and Operators can easily access each other like never before. The back end system allows Agents to eliminate the costly process of invoicing and accounts payable; and Operators can rest in the security of knowing they receive their money on time every time direct to their bank account.

Source: www.websitetravel.com

http://www.websitetravel.com


All sales will attract commission payments, but unlike a traditional travel agent, there will be no responsibility for contracting

All of the “travel agent administration” is undertaken by Website Travel and the commission component is forwarded direct to each “agent” at the end of each month.

As well as the opportunity to earn commission from sales, being contracted to Website Travel allows operators to be sold by the existing network of website travel agents around Australia, currently totaling 150.

Individual operators have the option of signing up to be a website travel agent, creating an additional revenue stream for their business.

Key Players: Destination Wollongong will continue to be the managing entity of GPD, with a committee made up of neighboring Local Government Areas:

• Shellharbour • Kiama • Shoalhaven • Eurobodalla • Southern Highlands • Sapphire Coast • Sutherland


• Tourism Industry • Wollongong City Council • Destination NSW • South Coast Regional Tourism Organisation • Regional Development Illawarra • Other Government agencies


Priority 3: Expand scope of Visitor Information Services to increase length of stay across the South Coast region. Objective: Provide greater access to Visitor Information Services through digital kiosks and mobile technology to broaden communication with day trip visitors, who have already engaged with the region, with a view to increasing their length of stay. Goals:

• Responsive build website, including activity and accommodation booking engine and integrated events calendar.

• Website to be translated in Chinese to support growth in Chinese inbound market • Roll out of digital visitor information services across key tourist visitation points through out

the city. These sites have been chosen as they support the tourism infrastructure investment of Wollongong City Council.

• The first stage of the roll out will include kiosks at o University of Wollongong o Novotel Northbeach o Chifley Hotel o Wollongong City Central Shopping Centre (GPT) o Wollongong City Council o Bald Hill Lookout o Flagstaff Hill (Blue Mile)



• Tourism Industry/Business in the Visitor Economy • Wollongong City Council • Destination NSW • Grand Pacific Drive partners- Shellharbour, Kiama, Southern Highlands, Shoalhaven,

Eurobodalla, Sapphire Coast • South Coast Regional Tourism Organisation • NSW Department of Trade and Investment • Other Government agencies


Priority 4: Target growth in the high yield business events market. The success of Wollongong’s major events strategy has established a best practice model that will be applied to the business events market. This represents one of the highest yielding sectors in Australia’s visitor economy. It is worth $16 billion per annum to the Australian economy and in excess of $10 million to the Wollongong economy. The acquisition of Business Meetings, Incentives, Conferences and Events (MICE) is a key strategic priority for Destination Wollongong. Through tailored packages and a range of strategic initiatives, Destination Wollongong is working to position Wollongong as the regional destination of choice for business events & conferences. Objective: To grow the number of business events and conferences hosted in Wollongong and secure repeat business for future years to benefit our members and the region.

Goals: • Implement a targeted sales program that adapts the tiered approach to event attraction

established in the major events strategy. • Capitalise on the NSW Government’s commitments in the VEAP to host events in regional

areas • Capitalise on the NSW Government’s commitment to encourage Sydney businesses to host

their business events in regional NSW. • Work closely with the University of Wollongong to explore opportunities to attract events • Support the development of key meetings infrastructure within the destination.



• Tourism Industry/Business in the Visitor Economy • Wollongong City Council • Destination NSW • Adjoining destinations of Shellharbour, Kiama, Southern Highlands, Shoalhaven • South Coast Regional Tourism Organisation • NSW Department of Trade and Investment • Other Government agencies


Priority 5: Drive visitation through a vibrant event program

In 2012-13 Destination Wollongong partnered with Destination NSW to leverage ‘It’s On!’ for Wollongong’s exciting summer events calendar.

The ‘It’s On! in Wollongong campaign promoted18 events from December 2012 to March 2013 and was targeted at residents in Wollongong and surrounds and out-of-region visitors. The campaign was strategically separated into three separate clusters to attract the most significant out-of-region interest. The campaign was promoted through a variety of different media channels, including; print, radio, online and social media.

Objective: Destination Wollongong is looking to re-create and ultimately improve on its “hero event clusters” for summer 2013-14. Pending on-going negotiations and confirmation of scheduling, we will once again cluster and market events with the aim of attracting out-of-region visitors and increasing overnight visitation.

Destination Wollongong has secured 16 events of regional significance from December 2013 to March 2014. Together, these events conservatively contribute $20 million in direct economic impact and provide invaluable regional exposure. We have invested $202,000 in securing the events and have assigned $74,000 in cash and in-kind marketing support, as part of a specific summer campaign.

Goals: 1) To build on the 2012-13 campaign and promote a summer calendar of events that attracts visitors

from nearby areas of Sydney, Canberra and regional NSW

2) Drive overnight visitation to Wollongong and surrounds

Campaign Period: 1st December 2013 – 31st March 2014

Campaign Theme: “It’s On! Wollongong’s Summer of Fun

Target Audience:

- Overnight visitors and day trippers – Sydney (south and west), Canberra and surrounding regional areas

- Special interest groups (local and external) across select event sectors (i.e. Gran Fondo will target cyclists)

- Residents in Wollongong and surrounds


Destination Wollongong seeks the support of Destination NSW on three fronts:

• Permission to again leverage the ‘It’s On!’ tagline for a summer campaign • A campaign of $50,000 by Destination NSW to promote “It’s On in Wollongong”, with

the primary purpose of driving out-of-region visitation • Additional support of $20,000 to deliver a targeted digital campaign with Wotif to

further drive overnight visitation and introduce robust success measures, in line with the current South Coast Campaign model.



• Tourism Industry/Business in the Visitor Economy • Wollongong City Council • Wollongong Community • Destination NSW • South Coast Regional Tourism Organisation • NSW Department of Trade and Investment • Other Government agencies

Priority 6: Establish the foundations for a destination relaunch Like many NSW destinations, Wollongong is not perceived as unique or appealing to the domestic visitor. To achieve the required annual growth rate (7.1% ) DW recognise that an aggressive marketing campaign is imperative. This strategic journey begins with a Destination Relaunch.

Objective: Reposition Wollongong as an appealing and highly desirable destination to Live, Work and Play and no-longer a manufacturing heartland.

Goals: In order to achieve a successful re-launch, the following three-year plan has been developed.


Year 1 Destination Wollongong will embark on a Destination Re-branding process that will:

• Indentify a Brand & Unique selling proposition for Wollongong • Create a ‘personality’ for the destination & identify key source markets. • Identify current barriers to visitation & solutions to overcome these. • Include multiple stakeholder workshops in consultation with key stakeholders is crucial

throughout the entire process.

Year 2

Marketing Campaign Phase 1. This will involve a Destination Re-launch, the objectives of which are

to:

• Remove fragmented/negative market perceptions. • Communicate a new ‘Wollongong’ that repositions the destination in the hearts and

minds of the domestic market. • Remind existing brand advocates to re-visit the destination. • Drive visitation of new visitors.

Year 3

Marketing Campaign Phase 2. This will involve the evolution of the brand, the objectives of which are to:

• Build on brand awareness & positive brand association that will be mapped against the last year’s campaign results.

• Tactical component to drive repeat visitation. • Drive visitation from new markets.



• Tourism Industry/Members of the Visitor Economy • Wollongong City Council • Destination NSW • Wollongong Community


Priority 7: Identify key infrastructure & investment requirements for destination enhancement Utilising the transition to the destination management planning framework, in 2013/14, as a foundation to establish future supply side priorities means that key destination stakeholders can be engaged in this complex discussion. A considerable number of agencies, the government and the business sector have their own plans and priorities that should be considered. A number of large scale projects are already near or in construction and they have the ability to change the physical offer of Wollongong (particularly in the CBD) in the short term. Objective: To identify gaps in the destination’s visitor economy assets to facilitate private sector and public sector investment to enhance the overall visitor appeal and increase visitor expenditure. Goals:

• Assist Wollongong’s economic development agencies to identify and promote demand for the destination and therefore investment opportunities in the visitor economy

• Audit the destination’s physical signage and priority upgrades/updates • Engage agencies responsible for public infrastructure maintenance and investment in the

value and benefit of the visitor economy • Encourage private sector investment in product and destination development for the

priority markets. • In particular, encourage major assets which add to the appeal of the destination, to employ

new technologies in improving their visitor experience.



• Major attractions/tourism assets • Tourism Industry/Business in the Visitor Economy • Wollongong City Council • South Coast Regional Tourism Organisation • NSW Department of Trade and Investment • Other Government agencies


3.5 Alignment with Visitor Economy Action Plan The alignment between the Wollongong DMP and the Visitor Economy Action Plan is shown below in Figure 23. Of the 48 priority actions contained in the VEAP the Wollongong DMP links to a significant number of them. A range of the key linkages is shown in the Figure.

The figure also highlights the capacity of the Wollongong Destination Priorities 2013/14 to contribute to the achievement of the Visitor Economy Action Plan.

Visitor Economy Action Plan

Priority 1 - Asian Inbound

Priority 2 - Grand Pacific Drive

Priority 3 - Destination Relaunch

Priority 4 - Events Program

Priority 5 - Business Events

Priority 6 - Infrastructure Needs

Framew

ork - DMPlanning

2 Long term branding strategy and marketing with industry n n n n n n

3 Focus on priority target markets

n n n n n n n

4 Make greater use of digital marketing for all promotional activity

n n n n n n n

18 Implement a destination management planning system in NSW

n

20 Enable Local Councils to source additional rates revenue for visitor economy growth

n n

22 Incorporate wayfinding and signage into policy

n n n n n

28 Expand statewide events and festivals strategy

n n

30 Develop new products and experiences

n n n n n n

33 implement international educational market strategies n n n

36 Whole-of-government approach to business events n n

47 Reform operational structures and funding framework for regional NSW

n

48 A complete new approach to regional NSW

n

Figure 23 – Linkages between the Wollongong DMP priorities and the Visitor Economy Action Plan.


3.6 Future Destination Management Considerations

In determining the priorities for the 2013/14 period a number of other considerations were noted for future review. This is not an exhaustive list but acknowledges areas to be examined in the process of developing the next destination management plan. Some of those considerations could include:

• Development of adventure based products and packages • Leveraging new retail infrastructure and CBD refurbishment • Industry education • Commercialisation of Grand Pacific Drive • Signage audits • Investment attraction strategy • Environmental priorities • Art, culture and heritage product development • Innovative technology applications • Review visitor information servicing needs and service provision.

4. Destination Requirements

The lead organisation in the implementation of the DMP for Wollongong is Destination Wollongong (DW). DW is fortunate to have the valued support of Wollongong City Council and over 200 members. This support has traditionally provided the direction and resources for destination development.

4.1. Human Resources As the stakeholder engagement activities begin to develop during this first stage of the transformation to a destination management planning framework, the human resources playing a direct role in Destination Management will continue to reside under the Destination Wollongong Structure.

In addition to harnessing the skills, experience and energy of a professional team of destination professionals, Destination Wollongong is supported by an active Board of key industry players and appointed representatives making it consistent with a “special entity” approach.

The key functions inside the Destination Wollongong Team are:

o Strategic destination development o Destination marketing o Event attraction and development o Business event attraction o Visitor servicing


Many of the public amenity, infrastructure and community services essential to an appealing destination are under the control of Wollongong City Council – the other key organisation in the destination.

4.2 Financial Resources Destination Wollongong is a not-for-profit company limited by guarantee. Consequently, the Board is committed to managing the affairs of the organisation to deliver a breakeven to small surplus (to allow for contingency) result each year and budgets accordingly. The activities of the organisation are scaled up (or down) to meet the available funding base (see Sources of Income below).

Destination Wollongong is fully compliant with the reporting requirements of regulatory bodies (such as ASIC) and conducts an external independent audit annually.

The breakdown of Tourism Wollongong’s sources of funding is shown below in Figure 24. The primary source of funds for Destination Wollongong is a grant provided by Wollongong City Council. The grant is in return for a range of contracted services.

Figure 24 – Proportionate sources of budgeted income for 2013/2014

The second source of funds is membership fees.

The third source of funds relates to cooperative marketing. This is a means of offsetting marketing costs and engaging members in joint marketing and promotion activities. Expenditure is tied to the amount of funds raised and projects are managed accordingly.

Destination Wollongong also applies for government grants and has had considerable success in the last five years. Given government grants are either merit based or competitively based these are funds for which there is no certainty. These funds are used for project purposes and if funds are not raised the projects are not undertaken.


Destination Wollongong will actively seek additional sources of funding to support the implementation of the priority actions by identifying funding programs that align with this plan. As an example, the Resources for Regions program have been identified as having a potential alignment with Strategic Priority 4 - Events.

4.3 Key Risks The risks contained in Figure 25 represent risks relating to the ability to implement the destination management plan. The judgments relating to “probability” reflects knowledge of the destination management sector and takes into account the shift in and focus in the NSW Government’s approach destination management planning in regional NSW.

RISK PROBABILITY IMPACT MITIGATION

Loss/decline of WCC financial support for the lead destination organisation

Medium Catastrophic • Continue to deliver against contractual obligations.

• Effective communication

• Genuine engagement

Unrealistic stakeholder expectations

High Moderate • Effective consultation and communications

• Genuine engagement

• Pragmatic planning • Grow resource

base

Fragmented industry/stakeholders

High Moderate • Genuine engagement


Lack of buy in/stakeholder engagement

Medium Moderate • Development of opportunities for participation

• Genuine commitment to engagement


Figure 25 – Key Risks relating to the implementation of the Destination Management Plan for Wollongong 2013/14


APPENDICIES


APPENDIX A

SELECTED EXTRACTS RELEVANT TO THE WOLLONGONG DMP FROM SOUTH COAST DESTINATION MANAGEMENT PLAN 2013 - 2020 Vision The South Coast Region will be the premier tourism destination in NSW, known for its stunning scenery, pristine waterways and forests, diversity of quality experiences and relaxed lifestyle. The Visitor Economy will be strong and sustainable, making a significant contribution to both the social fabric and economic base of the Region and NSW. Goals & Objectives The primary goal of the South Coast Region DMP is to increase visitor expenditure within the South Coast Region. The Objectives are to: • Encourage and facilitate development that will take the Visitor Economy forward, be sustainable

and deliver quality year-round visitor products and experiences. • Ensure that the infrastructure and services needed to meet the needs and expectation of visitors

and facilitate and support the growth of the Visitor Economy are in place. • Provide a diversity of quality attractions, activities and visitor experiences.

• Protect and preserve the natural, historic, cultural and lifestyle assets of the South Region which

form the basis for visitation (i.e. the appeal of the destination) and influence with how visitors react to and bond with the area.

• Provide directions for market development and diversification. • Build effective partnerships between all levels of government, the tourism sector, regional

businesses and the South Coast community. Accordingly, the key links to the South Coast DMP have been highlighted in the section with particular consideration given to relevant regional priorities.


Key Directions, Strategies & Actions The directions, strategies, actions and projects identified in the LGA-based Destination Management Plans are endorsed by the South Coast DMP and form part of the South Coast DMP documentation. These directions are summarised below.

Directions & Priorities LGA Market Development Product & Infrastructure Development

Wollongong • Development of business events • Development of volume overnight markets –

e.g. sporting events • Drive tourism – international and domestic –

Grand Pacific Drive focussed • Domestic & international – walking and cycling

markets – Grand Pacific Way

• Grand Pacific Drive – extension & commercialisation • Grand Pacific Way – shared walking and cycling

route • Around the Lake walk / cycleway + King Street

Wharf Precinct development • Mount Kembla – Heritage Mine complex

development • Mount Keira – Green Mile Project

EVENTS Directions Forward Responsibility for events will continue to rest with the individual LGA’s. The South Coast RTO will provide coordinating (where relevant) and supporting roles, including: • Providing support to the LGAs in bidding for events. • Maintaining a web-based regional calendar of major events. • Incorporating events into tours and trails developed by the RTO. • Assisting organisers of key events to package and promote events (e.g. - to coach tour

companies, inbound groups, etc) • Assisting event organisers to access NSW Flagship Funding and other grant programs. • Providing PR and marketing support where appropriate. SOUTH COAST DMP Strategies

• Strategy 1: Build the strategic relationships and partnerships needed to take the Visitor Economy of the South Coast forward.

• Strategy 2: To protect and enhance the attributes and asset base of the South Coast Region. • Strategy 3: To increase visitation by strengthening and diversifying the market base of the

Region. • Strategy 4: Expand and enhance the attraction and activity base of the South Coast Region. • Strategy 5: Ensure that the infrastructure, facilities and services are in place to support and

sustain the growth of the Visitor Economy. • Strategy 6: Encourage business and skills development within the Region.


1. Continue to nurture and grow the Region’s traditional market base – expanding the marketing to target the new growth areas in Sydney and within the Region, as well as the areas in Central and Southern NSW and Melbourne and Regional Victoria that are being opened up as the regional road network is improved.

2. Continue to build the events sector, focusing on business events, sporting events, weddings and

functions.

3. Utilise regional assets to grow the special interest and activity based markets – nature, marine (including cruise ships), adventure, food and wine, arts and cultural.

4. To progressively build the international market focussing on:

• Ethnic communities in Sydney, Melbourne and Canberra and their friends and relatives visiting from overseas. • Overseas students at Universities in Sydney, Wollongong and the ACT and their friends and relatives visiting from overseas. • Self drive (touring) Experience Seekers – day-trippers out of Sydney, plus the Sydney to Melbourne and Sydney to Canberra touring markets.

Touring Routes & Trails – develop and promote a range of touring and themed routes that will encourage travellers to explore the South Coast

Address short-comings in how the GPD is currently packaged and presented, to improve the signage, accommodation booking engine, product listing, etc

Develop a strategy to clearly differentiate the ‘Grand Pacific Drive’ from the ‘Legendary Pacific Coast’ and to build recognition / link the GPD to the South Coast Region.

Increase the effectiveness of the Grand Pacific Drive (GPD) in delivering visitors and encouraging visitor expenditure within the Region.

Explore options for commercialising the route.

GPD Marketing Committee

Ensure that the infrastructure, facilities and services are in place to support and sustain the growth of the Visitor Economy. Infrastructure, facilities and services needed to support growth in visitation include: • Accommodation • Venues – conference, meeting, entertainment, sporting etc • Transport • Marine infrastructure • Signage • Information services


APPENDIX B - LIST OF TOURISM ASSETS IN THE WOLLONGONG DESTINATION

A.G.A Germania Club Ltd Eat

Aish's Seafood & Takeaway Eat

Amigos Mexican Restaurant Eat

Aqua Restaurant Eat

Austi Beach Café Eat

Bon Aroma Pizza Eat

Centro CBD Eat

Chickos Wollongong Eat

Crust Wollongong Gourmet Pizza Bar Eat

Crystal Thai Cuisine Eat

Culinarius By Monika Eat

Fishnets Cafe Eat

Flanagans Fish Cafe & Kiosk Eat

Flemings Cakes Eat

Foodworld Gourmet Cafe Eat

Ghedia's Indian Restaurant Eat

Ha Long Bay Vietnamese Restaurant Eat

Jasmine Rice Thai Restaurant Eat

JJ's Indian Restaurant Eat

La Marina Eat

Lorenzo's Diner Eat

Murphy's Bar & Grill Eat

Mylan Restaurant Eat

NAM Vietnamese Restaurant Eat

Outback Steakhouse Eat

Pai Tong Thai Restaurant Eat

Corrimal Hotel Eat


Ryans Hotel Eat

Samaras Lebanese & Mediterranean Restaurant Eat

Samuel's Restaurant & Bar Eat

Santana Coffee Eat

Seacliff Function and Dining Eat

Thai Basil Cafe Eat

The Shellharbour Club Eat

The Sugar Cube Coffee & Treats Eat

Top Choice Chinese & Cambodian Restaurant Eat

Trang Saigon Noodle Bar Eatery Eat

Zac's at City Diggers EAT

Bombora Seafood Eat

Chedo's Café / Restaurant Eat

City Beach Function Centre Eat

City Diggers Wollongong Eat

Collegians Rugby League Football Club Eat

Diggies Café Eat

Fraternity Bowling & Recreation Club Eat

Harbourfront Restaurant Eat

Lagoon Seafood Restaurant Eat

The Illawarra Brewing Company Eat

Wests Illawarra Eat

Altitude 1148 Eat

LEVENDI Wollongong Harbour Eat

Towradgi Beach Hotel Eat

Boost Juice Eat

Kafe Eat

Hogs Breath Café Eat

The Fine Line Function Centre Eat

Imagine Fine Food and Pizza Restaurant Eat


Longboard Beer Brewing Company Eat

Au Lac Royal Vegetarian Cusine Eat

Adventure Plus Paragliding Play

Coledale Rainforest Retreat Play

Coolangatta Estate Play

Gala Cinema Play

Illawarra Folk Club Play

Illawarra Vendors Association Play

Keira Tours Play

L'amour Day Spa & Wellness Centre Play

Little Stompers Play

Mt Kembla Mining Heritage Inc Play

Pd Art Gallery Roy Jewellery Play

Surf Camp Australia Play

Sydney Microlight Centre Play

Wollongong Conservatorium of Music Play

Wollongong NRE Hawks Play

Wollongong Town Hall Play

Wollongong Traditional Arts Society Inc Play

Zoom Fun Centre Play

Articles Fine Arts Gallery Play

Australia's Industry World Play

Boomerang Golf Course Play

Bulli Greyhound Racing Club Play

Calderwood Valley Golf Course Play

Canoe and Kayak Adventures Play

Crooked River Wines Play

Dapto Greyhound Racing Club Play

Dapto Mall Play

Darkes Forest Ranch Australia Play


Dee Kramer Photography Play

Dolphin Watch Cruises Play

Dolphin Wild Cruises Play

Futureworld Eco-Technology Centre Play

Greater Union Wollongong and Shellharbour Play

Hangdog Climbing Gym Play

Hangglideoz Play

Illawarra Fly Treetop Walk Play

Illawarra Performing Arts Centre Play

Venues NSW ( WIN Sports & Entertainment Centre ) Play

Just Cruisin' Motorcycle Tours / Topstay Accommodation Play

Kembla Grange Racecourse Play

Leisure Coast Limousine Service Play

Mobile Bike Rental Play

Nan Tien Temple Play

NSW Air Pty Ltd Play

Otford Farm Trail Rides Play

Pines Surfing Academy Play

Sydney Coast Walks Play

Science Centre & Planetarium Play

Skydive the Beach Play

Southern Biplane Adventures Play

Stockland Corrimal Play

Sydney Hang Gliding Centre Play

Symbio Wildlife Park Play

The Australian Motorlife Museum Play

The Currency Exchange Play

The International Cricket Hall of Fame Play

Touchdown Helicopters Play

Trainworks LTD Play


Warren Windsports Play

Westfield Warrawong Play

Wollongong Central Shopping Centre - GPT Centre Play

Wollongong City Gallery Play

Wollongong City Raceway Play

Illawarra Museum Play

SOSSA Play

Jamberoo Action Park Play

Australia Cycling Holidays Play

Canon Shuttles and Sydney Day Tours Play

Warren Keelan Photography Play

Gamarada Tours Play

Wellness Centre Wollongong Play

I Express Transfers and Tours Play

Harris Tourist Car Service Play

Souts Australia - South Coast Region Play

Appin Homestay B&B Stay

Austinmer Gardens B&B Stay

Bevans Thirroul Stay

Cabbage Tree Motel Stay

Downtown Motel Stay

Glastonbury B&B Stay

Hilltop Lodge Bed and Breakfast Stay

Park Meadows Bed & Breakfast Stay

Southview Stay

Stanwell Park Beach Cottage Stay

The Berkeley Hotel Stay

UOW Accommodation Services Stay

Wagon Wheels Country Retreat Stay

Watergum Grove At Stanwell Park Stay


YHA Wollongong Stay

Above Wollongong at Pleasant Heights B&B Stay

Beach Park Motor Inn Stay

Belmore All Suite Hotel Stay

Best Western City Sands Stay

Best Western Wollongong Stay

Boat Harbour Motel Stay

Bulli Beach Tourist Park Stay

Comfort Inn Fairways Resort Stay

Corrimal Beach Tourist Park Stay

Big 4 Easts Beach Holiday Park Stay

Flinders Motel Stay

Keiraleagh Backpacker & Student Accommodation Stay

Keiraview Accommodation Stay

Kendalls Beach Holiday Park Stay

Kiama Harbour Cabins Stay

Adina Apartment Hotel Wollongong Stay

Mercure Gerringong Resort Stay

Normandie Motel Stay

Oasis Resort Stay

Quality Suites Pioneer Sands Stay

Quest Wollongong Stay

Seven Mile Beach Holiday Park Stay

Sky Accommodation Stay

Sovereign Inn Stay

Surf Beach Holiday Park Stay

Surfrider Caravan Park Stay

Terralong Terrace Apartments Stay

The Sebel Harbourside Kiama Stay

The Tops Conference Centre Stay


Warilla Bowls and Recreation Club Stay

Werri Beach Holiday Park Stay

Windang Beach Tourist Park Stay

Wollongong Serviced Apartments Stay

Chifley Wollongong Stay

Novotel Wollongong Northbeach Stay

Wollongong Surf Leisure Resort Stay

Accommodation Services - Marketview Stay

Lyndon Haven Stay

Siere Stay

Coledale Beach Camping Reserve Stay


APPENDIX C – TOURIST ACCOMMODATION PROFILE


APPENDIX D – TRAVEL TO WOLLONGONG LGA



APPENDIX E – TRAVEL TO ILLAWARRA SUB REGION



APPENDIX F – DESTINATION WOLLONGONG CORPORATE PROFILE


Corporate Profile

© Destination Wollongong 2013

Business Objectives:

1. Support visitor economy growth in Wollongong and surrounds.

2. Position Wollongong as a diversified coastal destination appealing to the major event and conference markets.

3. Revitalise and activate Wollongong’s City Centre to create a vibrant retail and entertainment precinct.

4. Service the needs of key stakeholders and members

5.

2. Visitor Information Services - Wollongong

& surrounds receives over 4.5 million visitors

annually. Our Visitor Information Service

provides up-to-date information across multiple

platforms to create positive experiences for our

visitors. An interactive digital hub helps drive

destination awareness & visitor engagement.

3. Business Events & Conferences – This

represents one of the highest yielding sectors in

Australia’s visitor economy. It is worth $16

billion per annum to the Australian economy

and in excess of $10 million to the Wollongong

economy. The acquisition of Business Meetings,

Incentives, Conferences and Events (MICE) is a

key strategic priority for Destination

Wollongong. Through tailored packages and a

range of strategic initiatives, Destination

Wollongong is working to position Wollongong

as the regional destination of choice for

business events & conferences.

Destination Wollongong operates under the

following 5 strategic pillars:

1. Destination Marketing – Tourism is a

national industry worth over $94 billion and

contributes $704 million to Wollongong's

economy each year. Aligning Tourism

Australia, Destination New South Wales and key

industry operators, Destination Wollongong will

strive to make Wollongong a highly desirable

destination for visitors from priority target

markets and market segments: business,

business events, education, employment and

"visiting friends and relatives". In 2013/14

Destination Wollongong will work with partners

to implement aggressive marketing and sales

initiatives with the aim of increasing

international, interstate and intrastate visitor

numbers and total expenditure. The best of

Wollongong will be showcased through

appealing, authentic & high quality visitor

experiences.

4. Major Event Acquisition – Wollongong,

with its wonderful natural assets, public

infrastructure and proximity to Sydney and

Canberra is well placed to benefit from the

economic impact and regional exposure that

Major Events provide. Destination Wollongong

is working hard to make Wollongong the

premier “event hub” in regional NSW.

Destination Wollongong’s 2012/13 Summer

program of 18 events directly injected $22

million of economic value into the region.

5. Wollongong City Centre – This strategic

pillar came under Destination Wollongong’s

charter in 2011. Destination Wollongong

undertakes a range of marketing & promotional

activity to position the City Centre as a vibrant

retail & entertainment precinct to complement

exciting & extensive building works over the

next 2 years.

Corporate Values:

Resourceful - our highly adaptable ‘can do’

attitude taps into current trends.

Enthusiastic - we love what we do!

Innovative - we challenge our traditional thinking

and look beyond the obvious.

Collaborative - we achieve through teamwork

and engage stakeholders to strengthen the

region’s brand appeal.

Integrity - we represent the appealing and

authentic experiences of our Destination with

honesty and originality.

Reason to be: Destination Wollongong (DW), enabled by the strategic long-term support of

Wollongong City Council, is charged with delivering visitor economy growth by positioning

Wollongong & surrounds as a premier regional tourism, events & conference destination.

Mission: The Destination to Live Work & Play

Documents

Destination Management Plan 2013/14 · 2019-10-23 · Destination Management Plans (DMPs) are one of the tools used to identify the product and infrastructure needed to support and