www.ipswich.qld.gov.au

TOURISM STRATEGY2012 - 2016

CORPORATE PLAN - STRATEGIC PROJECT

TABLE OF

CONTENTS

1

2 MAYOR AND CHAIRPERSON’S MESSAGES

3 EXECUTIVE SUMMARY

5 1.0 THE DESTINATION 2.0 TOURISM’S CONTRIBUTION

6 3.0 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS TOURISM IN IPSWICH

7 4.0 CURRENT TRENDS 5.0 THE VISION

8 6.0 FRAMEWORK FOR SUCCESS

9 7.0 TARGET MARKETS

12 8.0 KEY STRATEGIES 8.1 Marketing and Promotion13 8.2 Product and Infrastructure Development 8.3 Industry Engagement and Professional Development 8.4 Visitor Services

14 9.0 IMPLEMENTATION AND REVIEW 9.1 Tourism Action Plan 9.2 Industry Commitment

15 Appendix 1 – Glossary

Riverheart Parklands

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Located only 40 minutes west of Brisbane and surrounded by the Scenic Rim, Somerset, Lockyer Valley, Brisbane and Logan, Ipswich is the prefect mix of city and country.

Our rich heritage and country lifestyle combined with the activity of being the hub of Queensland’s booming south east, has seen Ipswich’s tourism industry flourish.

In recent years we have been rediscovering our tourism destination product and are now telling others to Discover Ipswich.

The City of Ipswich Tourism Strategy 2012-2016 is about guiding our city into the future and developing the tourism industry so it can reach its full potential.

The tourism strategy focuses on not only our region’s diverse attractions but also the community spirit of our people.

Ipswich is a wonderful, friendly community and we all have a role to play in making visitors feel welcome, whether they are visiting local stores, restaurants and cafés or attractions.

Council is committed to boosting tourism opportunities across the region to not only provide opportunities for the future, but give our national and international visitors a lasting impression that will leave them wanting more.

Cr David PahlkeTourism and Libraries Committee Chairperson

MAYOR’S

MESSAGEThrough regional collaboration and partnerships with our tourism operators, the City of Ipswich is on its way to becoming one of the must-visit destinations for travellers exploring South East Queensland.

Ipswich is a major regional centre for the Western Corridor and our domestic and international visitors are injecting millions of dollars into the city’s economy each year by spending money on accommodation, attractions, tours, dining and other businesses.

While our region’s tourism potential has been recognised, it is important to continue building on that to plan for the future and the City of Ipswich Tourism Strategy 2012-2016 provides the framework for the continued growth of our destination.

The Tourism Strategy has been developed off the back of the Ipswich Destination Management Plan 2009-2012 and involved consultation and input from industry partners and stakeholders and articulates the strategic priorities for tourism planning, marketing and the development of the tourism industry in Ipswich over the next four years.

We all know Ipswich is a fantastic place to live and work, and now people from around the world are discovering why.

Increasing tourism opportunities is an investment in our city’s future and as a council we are committed to fostering a collaborative, professional and growing tourism industry.

Mayor Paul PisasaleCity of Ipswich

CHAIRPERSON’S

MESSAGE

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EXECUTIVE

SUMMARYCovering an area of approximately 1,090 sq kms the City of Ipswich (Ipswich) straddles the line between city and country, incorporating the rural areas of Marburg, Walloon and Rosewood and the new master-planned areas of Springfield and Ripley Valley.

Located 40 minutes west of Brisbane and an hour from the Gold Coast, Ipswich combines rich heritage with the energy of being the hub of today’s growth region in South East Queensland (SEQ). Ipswich’s current population base of 175,000 is forecast to grow to 462,000 residents by 2031.

This rapidly growing population base and proximity to the major population base of Brisbane, provide an excellent opportunity for continued growth in our Prime Market segmentation – Connectors Experience Seekers.

In March 2012, industry partners and stakeholders were invited to a workshop to review the Ipswich Destination Management Plan 2009-2012 and provide input into the development of the City of Ipswich Tourism Strategy 2012-2016 (ITS). The review and workshop was facilitated by Albert Stafford from The Stafford Group.

The critical points covered within the review workshop included:

• Where Ipswich is now as a tourism destination;• Where Ipswich wishes to be in the future; • The critical success factors which need to be focused on to achieve the aspiration; and• The steps needed to get there.

Smaller working groups were established amongst the workshop participants to conduct an analysis of:

• What’s working well • What’s not working as well as it could • Opportunities for the future • Threats

Areas of consensus from each of the working groups were highlighted as key actions to inform the development of the ITS.

The Ipswich Tourism Strategy 2012-2016 aligns with following themes that express the Community’s Vision in the Ipswich Community Plan 2031:

• Strong diverse economy• Community Spirit and Well Being

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Vision

The vision for Tourism is that it achieves its full potential as a strategic growth industry in Ipswich, by offering a distinctive blend of leisure experiences that the community values for the contribution these experiences make to the liveability and visitor appeal of the City. Visitor experiences will be delivered by a collaborative tourism industry to the highest level of customer service, sustainability and continual improvement.

This vision for Ipswich in 2016 will be achieved through:

• A coordinated approach to destination Marketing and Promotion • An increase in tourism opportunities, investment and employment for new and existing businesses

through innovative Product and Infrastructure Development• A cohesive and collaborative tourism sector committed to the highest level of customer service and

continual improvement• Council’s Tourism Branch supporting the industry to maximize opportunities to leverage sporting,

business and cultural events

Implementing the Tourism Strategy

The ITS will be used as a basis to engage tourism stakeholders in destination marketing and promotion; product development; and in fostering a collaborative, cohesive and professional tourism industry.

An annual Tourism Action Plan (TAP) will be developed in consultation with industry partners to prioritise the marketing and tourism development goals identified in the ITS 2012-2016.

The successful implementation of the ITS relies on the collaborative commitment of internal and external tourism stakeholders.

Conclusion

The City of Ipswich Tourism Strategy 2012-2016 provides the framework for tourism planning, marketing and development of the tourism industry in Ipswich over the next four years.

For industry stakeholders committed to the coordinated development of sustainable tourism in the region, this Tourism Strategy will provide the context for their action plans.

Robelle Domain

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1.0 THE

DESTINATIONThe City of Ipswich (Ipswich), with its rapid population growth, continued strength in business development, robust program of infrastructure development and proximity to the major population base of Brisbane, has a confident outlook for continued tourism development. Ipswich is a blend of heritage charm, urban confidence, rural townships and expansive green spaces.

2.0 TOURISM’S

CONTRIBUTIONTourism is part of the broader economic structure in Ipswich and contributes to the sustainable development and diversification of the economy and community.

In the 2011 calendar year, Ipswich welcomed:

• 16,000 international visitors ∞• 241,000 domestic overnight visitors ∞• 847,000 day trip visitors ∞

In 2011, this visitation generated $136 million in tourism spend* to the local economy.

∞ Source - Tourism Research Australia (TRA)*Tourism spend is the overall economic impact including both tourism businesses and the broader business community – service stations, supermarkets, retail, newsagents etc.

Nerima Gardens

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3.0 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT)

TOURISM IN IPSWICHThe SWOT analysis provides an important context for some of the major issues facing the City of Ipswich as it seeks to further advance tourism across the region.

STRENGTHS WEAKNESSES• The Ipswich Tourism Operators Network (ITON)• The Visitor and Information Services provided by the

Ipswich Visitor Information Centre• Nationally recognised local attractions• Quality businesses establishing in the Top of the Town

precinct• An emerging restaurant/café culture• Local events and festivals • Over 500 parks and reserves offering strong recreational

and aesthetic appeal• Proximity to major population base (Brisbane and Gold

Coast)• Ongoing growth in the Day Visitor market• Strong Visiting Friends & Relatives market underpinned by

ongoing rapid population growth • Strong local government recognition of the importance of

tourism

• Lack of directional and interpretive signage• Limited capacity for financial contribution from industry

for co-operative destination marketing• Lack of awareness of Ipswich as a tourism destination• Only one accredited Visitor Information Centre• Lack of product depth within our tourism experience

categories• Small number of Business Events• Lack of public transport providing connectivity between

tourism attractions and experiences• Limited seven day dining options especially in the CBD• The lack of after-business hours trading by food and

beverage operators• Negative perceptions of Ipswich as a destination

OPPORTUNITIES THREATS• The CBD redevelopment as an ongoing project (including

River Heart Stage 2) • Converting domestic day visitors to overnight visitors

through packaging of tourism experiences• Leveraging off the Commonwealth Games by offering

training venues to various countries attending;• Building on the success of ITON to encourage a more

engaged and collaborative tourism industry • Developing a digital marketing strategy and actively

encouraging growth in social media to entice stronger visitor numbers

• Establishing Visitor Information Centre in the CBD to raise awareness of tourism experiences

• Developing value-add night experience to existing product• Build on the longevity of “Discover Ipswich” through the

development of formal brand creative • Develop collateral campaigns to leverage event’s market

• The Global Financial Crisis and its ongoing implications• Lack of cooperation between stakeholders• Lack of coordination between local, regional and State

industry stakeholders for ◊ consultation during planning process ◊ cooperative destination marketing ◊ branding and identification of Ipswich & surrounding

regions• Local operators failing to keep abreast of industry trends

and acquiring the skills to meet changing customer expectations

• Negative media coverage

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4.0 CURRENT

TRENDS• A strong exchange rate and access to

low cost air travel is making it easier for Australians to travel overseas.

• People are striving to achieve an emotional or personal achievement from their holidays so it is important to provide experiences that fulfill this desire.

• Australia is an expensive holiday destination relative to many of its key competitors and, therefore, needs to focus on competing by offering quality experiences and service and not on price.

• There is a trend for shorter holidays with shorter booking lead times.

5.0 THE

VISIONIn 2016 the City of Ipswich will be:

A destination with a distinctive blend of leisure experiences that the community values for the contribution these experiences make to the liveability and visitor appeal of the City. Visitor experiences will be delivered by a collaborative tourism industry to the highest level of customer service, sustainability and continual improvement.

Woodlands of Marburg

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6.0 FRAMEWORK FOR

SUCESSThe City of Ipswich Tourism Strategy 2012-2016 (ITS) provides the framework to guide tourism industry development in the Ipswich region by coordinating stakeholders in a common direction to maximise the tourism potential of the destination to achieve a balance of economic, social and environmental outcomes.

For Ipswich to achieve its vision for 2016 it is critical that there is:

• A coordinated approach to destination Marketing and Promotion in partnership with the Regional Tourism Organisation (RTO) and tourism industry stakeholders• An increase in tourism opportunities, investment and employment for new and existing businesses

through innovative Product and Infrastructure Development• A cohesive and collaborative tourism sector committed to the highest level of customer service and

continual improvement• Opportunities to leverage sporting, business and cultural events are maximized by the industry with

the support of Council’s Tourism Branch

It is acknowledged by the tourism industry that, if all stakeholders work collaboratively to achieve these goals, an increase in annual visitor expenditure from $136 million (2011) to $163 million can be achieved by 2016.

Swich Gallery

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7.0 TARGET

MARKETSExperiences are the drivers and motivators of our target market. Tourism development and promotional activity is based on consumer needs – their motivation for visiting a destination – and our destination’s capacity to deliver the experiences that complement the motivation.

“Experience Seekers” segmentation, developed by Tourism Australia (TA) in 2006 and adopted by Tourism Queensland (TQ) in 2008, recognises that experiences are key drivers and motivators for leisure travel.

Valuable insights into the consumers’ emotional connection to what they want and what they expect from a holiday have been gained for this approach to market segmentation – insights which allow Council’s Tourism Branch and operators to focus our tourism development and promotional activity on the segments that represent their place in our industry and the destination’s capacity to meet visitors’ expectations.

Research by TQ has identified the percentage (and number of people) that each segment represents of the total domestic market in Queensland.

Social Fun-Seekers: (25% - 3.75 million)• Look for lots of activity and plenty of people

to share the fun with• Always seeking new destinations and will

often look overseas

Connectors: (32% - 4.8 million)• The largest segment• Holidays are about bonding with family and

friends• Most likely to holiday in their home state and

drive to their destination• Like to get “under the skin” of the destination• A commitment to environmental protection

is valued

Unwinders: (15% - 2.25 million)• Seek relaxation and release, focusing on an

escape from their busy lives• Holidays are about catching their breath,

feeling calm and peaceful, and gaining perspective• Don’t like to travel too far

Active Explorers: (11% - 1.65 million)• Want to be challenged by a holiday• Holidays are about pushing their own personal

boundaries and feeling alive

Stylish Travellers: (5% - 750,000)• Seek out unique and exotic experiences and

products, making them feel discerning, stylish and successful• Holidays are a chance to demonstrate their

achievements both to themselves and others

Self Discovers: (12% - 1.8 million)• Holidays are about discovery, nourishment

and enrichment of the self (physically and intellectually)• Wanting to gain insight or a sense of well-

being

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Ipswich is strongly positioned as a Domestic Day Visitor destination representing 77% of the total visitation to Ipswich.

An opportunity for developing increased economic impact from tourism is to convert Domestic Day Visitors to Domestic Overnight.

Accounting for 44% of the total visitation to Ipswich across all visitor markets, Visiting Friends and Relatives (VFR) - made up primarily of Connectors Experience Seekers – is the key driver for visitation.

A rapidly growing population base (currently 175,000 residents forecast to grow to 462,000 by 2031), provides an excellent opportunity for tourism growth in our Prime Market.

Ipswich City Council (ICC) commissions annual visitor statistics from Tourism Research Australia (TRA) for the Ipswich Local Government Area.

In the 2011 calendar year the visitor statistics for Ipswich are represented in the graphs below.

International

Domestic Overnight

Domestic Day

Visitation to Ipswich 2011

847000

241000

16000

Primary Purpose of Visit 2011

Leisure

VFR

Other

472000

439000159000

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The following target markets for Ipswich include the current targets and those identified for development in order to achieve the region’s long term potential.

Prime Market◊ Connectors in Brisbane, Regional Queensland and Northern New South Wales (400km radius of Ipswich). ◊ Motivation for “Connectors” Connectors see holidays as a chance to connect with the people they care most about – family

and friends. They will often subordinate their own preferences in terms of activities to ensure everyone has a good time.

◊ In a destination Connectors look for somewhere they can:Go on a daytrip, rest and relax, go to the markets, visit a natural attraction, explore the countryside, go whale/dolphin watching, shop for pleasure, go to night markets, sightsee, experience casual dining, go to cafés and visit waterfalls, gorges or secluded water holes. Somewhere they can also explore the countryside, watch wildlife in its natural habitat, relax by spending time in a local café/plaza and shop for Australian items or local brands.

New and Developing Market• Event Tourism – sporting, cultural and business –

◊ The driver for this market is the event itself which can attract visitors from each of the six Domestic Consumer Experience Segmentation Models adopted by Tourism Queensland (TQ). As well as providing opportunities to increase direct visitor expenditure at a destination, events can also contribute substantially to a destination’s range of tourist attractions, facilitate media coverage for the destination and promote awareness of the destination for future visitation.

The business events sector (meetings, conferences, trade expos etc.) in particular, is recognised as a high-yield component of the Event Tourism industry.

Queensland Raceways

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8.0 KEY

STRATEGIES

8.1 Marketing and PromotionThe key Marketing and Promotion strategies to enable sustainable growth to 2016 include:

• Develop and maintain a suite of brand tools and resources, digital platforms and industry networks for use in the collaborative promotion of Ipswich’s visitor/leisure experiences under the Discover Ipswich brand.

• Expand the reach of digital media platforms and engage these networks to encourage repeat visitation from prime markets.

• Raise awareness and appeal of the Ipswich region as a leisure and event destination through collaborative promotion of the experiences, services and facilities available to visitors.

• Capitalise on the opportunity of Ipswich’s fast growing population base and strong Visiting Friends and Relatives (VFR) market through collaborative promotion of the City’s tourism experiences to local residents.

• Capitalise on the opportunity of Ipswich’s established and growing event-based tourism through collaborative promotion of the City’s tourism experiences to visitors attending events.

Key strategies to enable sustainable destination growth to 2016 include:

Ipswich Visitor Information Centre

• Promote Ipswich as a conference, meeting and events destination.

• In partnership with neighbouring Local Councils (Lockyer Valley and Somerset Regional Councils) develop a regional tourism brand to leverage domestic visitors to the region. Implementation of this regional brand through partnership with Brisbane Marketing (BM) and the Scenic Rim Regional Council.

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8.2 Product and Infrastructure Development

The key Product and Infrastructure strategies to enable sustainable growth to 2016 include:

• Expand the destination appeal and deliver on the destination vision through the development of tourism projects/products including the Catalyst Project identified in the Brisbane City and Hinterland Regional Tourism Investment and Infrastructure Plan (2008-2018) – The North Ipswich Rail Yards Precinct development.

• In collaboration with existing tourism product, facilitate the development and distribution of packages designed to support Marketing and Promotion activities and increase length of stay in the region.

• Improve ground transport options especially with regard to connectivity between attractions/tourism experiences.

• Develop and implement an Ipswich Event Strategy to articulate ICC’s vision for the City’s event sector (community, cultural, business and special events) and ICC’s roles and responsibilities, key principles and criteria, objectives and actions.

8.3 Industry Engagement and Professional Development

The key Industry Engagement and Professional Development strategies to enable sustainable growth to 2016 include:

• Encourage whole of industry engagement, collaboration and information exchange via the Ipswich Tourism Operators Network (ITON).

• Continued engagement with neighbouring Council and tourism bodies on a local, regional (Brisbane Marketing) and state (Tourism Queensland) level to ensure that promotional and development opportunities for tourism industry in Ipswich are championed.

• Build the reputation of the destination for delivering quality product and service excellence through industry development programs such as better business practice, service delivery, digital ready and crisis management.

8.4 Visitor Services

The key Visitor Services strategies to enable sustainable growth to 2016 include:

• Continue to fund and manage the Ipswich Visitor Information Centre (VIC) as a fully-accredited Visitor Information Centre.

• Develop and implement Council’s tourism signage policy.

• Promote the services of the VIC to the local community.

• Explore new ways of expanding visitor services throughout Ipswich.

• Establish a second Visitor Information Centre in the CBD to create a stronger tourism presence and leverage the opportunity presented by the revitalization of the city centre.

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9.0 IMPLEMENTATION AND

REVIEWThe ITS documents the strategic direction for the destination and has been developed through stakeholder consultation. It will be used as a basis to engage tourism stakeholders on destination marketing and promotion; product development and in fostering a collaborative, cohesive and professional tourism industry.

This document also provides a reference point for promoting the value of tourism and economic benefits to encourage community support for sustainable tourism growth.

9.1 Tourism Action Plan

To enable the achievement of the 2016 vision for the destination and to prioritise the marketing and development goals identified in the ITS, an annual Tourism Action Plan (TAP) will be developed in consultation with key industry partners.

Actions and specific activities will be articulated in the TAP. The TAP will be reviewed and updated for each financial year in line with Ipswich City Council’s (ICC) budgetary process.

9.2 Industry Commitment

To achieve the 2016 Vision for Ipswich articulated in this document, all operators and industry stakeholders participating in the Ipswich Tourism Operators Network (ITON) acknowledge that they, individually and collectively, must:

• Support the Discover Ipswich brand

• Develop and maintain strategic partnerships for the mutual benefit of their business and the destination

• Take the opportunity to cross promote the range of visitor experiences offered in the region

• Develop a professional and respectful approach in all interactions with their industry partners

• Supply and maintain accurate information and content to the Visitor Information Centre to enable enhanced destination promotion and visitor referral

• Demonstrate a commitment to providing the highest level of customer service to ensure a positive visitor experience for their operation and the destination

• Take advantage of the opportunities provided for professional development across all levels of their operation

• Add value to industry engagement by actively participating through the contribution and consideration of information, expertise and experience

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APPENDIX 1

GLOSSARYBM Brisbane Marketing (Regional Tourism Organisation)

ICC Ipswich City Council

Ipswich City of Ipswich

ITON Ipswich Tourism Operators Network

ITS City of Ipswich Tourism Strategy 2012-2016

RTO Regional Tourism Organisation

SEQ South East Queensland

TA Tourism Australia (National Tourism Organisation)

TAP Tourism Action Plan

TQ Tourism Queensland (State Tourism Organisation)

TRA Tourism Research Australia

VFR Visiting Friends and Relatives

VIC Visitor Information Centre

www.ipswich.qld.gov.au

Ipswich City Council Tourism Branch

Phone (07) 3810 6058Fax (07) 3281 0199Email info@discoveripswich.com.au

PO Box 19145 Roderick StreetIpswich QLD 4305Australia