Embed Size (px)
Citation preview
Lockyer Valley Tourism Destination Plan 2018 – 2023
July 2018
Prepared For Lockyer Valley Regional Council | July 2018
EXECUTIVE SUMMARY ............................................................................................... 1
1.1. Introduction ........................................................................................................................................................... 1 1.2. Visitor Economy Analysis ................................................................................................................................... 1 1.3. Barriers to Address to Activate the Visitor Economy ................................................................................ 3 1.4. The Destination Vision ....................................................................................................................................... 4 1.5. Opportunities to Activate the Visitor Economy .......................................................................................... 5 1.6. Target Markets to Focus On ............................................................................................................................. 6 1.7. Summary................................................................................................................................................................ 7
SITUATION ANALYSIS ............................................................................................... 9
2.1. Methodology ........................................................................................................................................................ 9 2.2. The Lockyer Valley ............................................................................................................................................. 9 2.3. SWOT Analysis.................................................................................................................................................... 15
VISITOR ECONOMY SNAPSHOT ............................................................................. 17
3.1. Total Visitation .................................................................................................................................................... 17 3.2. Visitor Nights ....................................................................................................................................................... 18 3.3. Average Length of Stay ....................................................................................................................................19 3.4. Visitor Spend .......................................................................................................................................................19 3.5. Purpose of Visit................................................................................................................................................. 20
PRODUCT AUDIT ....................................................................................................... 22
4.1. Accommodation ................................................................................................................................................ 22 4.2. Attractions .......................................................................................................................................................... 23 4.3. Markets ................................................................................................................................................................ 24 4.4. Food and Beverage .......................................................................................................................................... 24 4.5. Events & Festivals ............................................................................................................................................. 25
BARRIERS TO ADDRESS .......................................................................................... 27
5.1. Product and Supporting Infrastructure ........................................................................................................ 27 5.2. Marketing and Destination Awareness ........................................................................................................ 30 5.3. Tourism Governance......................................................................................................................................... 32
ACTIVATING THE VISITOR ECONOMY .................................................................. 35
6.1. The Destination Vision ..................................................................................................................................... 35 6.2. The opportunities for activation .................................................................................................................... 36 6.3. Target Markets .................................................................................................................................................... 51
ACTION PLAN ........................................................................................................... 59
7.1. Overview ............................................................................................................................................................. 59 7.2. Activation Areas and Associated Actions .................................................................................................. 60
SUPPORTING DOCUMENTATION ...........................................................................67
Figure 1: The Lockyer Valley’s Visitor Economy ...................................................................................................................... 2
Figure 2: Barriers to address to activate the visitor economy .......................................................................................... 3
Figure 3: The destination vision ...................................................................................................................................................... 4
Figure 4: Activation opportunities ................................................................................................................................................ 5
Figure 5: Lockyer Valley visitor target markets ....................................................................................................................... 6
Figure 6: Map of the Lockyer Valley ........................................................................................................................................... 10
Figure 7: Lockyer Valley Population Growth (2007-2016) ................................................................................................. 11
Figure 8: Lockyer Valley Population Forecasts to 2036 ..................................................................................................... 12
Figure 9: Change in Age Structure, Lockyer Valley Population (2011 to 2016)......................................................... 13
Figure 10: Visitation to Lockyer Valley (based on 3-year averages from 2009-2017) .......................................... 17
Figure 11: Visitor Nights in Lockyer Valley (based on 3-year averages from 2009-2017) .................................... 18
Figure 12: Average Length of Stay in Lockyer Valley (based on 3-year averages from 2009-2017) .............. 19
Figure 13: Purpose of Visit to Lockyer Valley, by Visitor Type (based on 3-year average to 2017) .............. 20
Figure 14: Share of Accommodation Type ............................................................................................................................... 23
Figure 15: Share of Attractions Product Type ........................................................................................................................ 23
Figure 16: Share of Food and Beverage Type ........................................................................................................................ 24
Figure 17: Visitation to Gatton VIC .............................................................................................................................................. 32
Figure 18: The destination vision and activation areas ....................................................................................................... 35
Figure 19: Traditional caravan park examples ........................................................................................................................ 37
Figure 20: Destination holiday park examples ....................................................................................................................... 38
Figure 21: Positioning Strategies, Key Towns in the Lockyer Valley .............................................................................. 41
Figure 22: Potential Tourism Precinct (Plainland and Laidley) ....................................................................................... 43
Figure 23: Market readiness stages ............................................................................................................................................ 49
Figure 24: Lockyer Valley visitor target markets ................................................................................................................... 51
Table 1: Population of Major Towns within the Lockyer Valley ......................................................................................... 11
Table 2: Median Age of Lockyer Valley (2006 to 2016) ...................................................................................................... 13
Table 3: Lockyer Valley SWOT Analysis .................................................................................................................................... 15
Table 4: Visitor Spend in the Lockyer Valley ........................................................................................................................... 19
Table 5: Accommodation Audit Summary ............................................................................................................................... 23
Table 6: Attractions Audit Summary .......................................................................................................................................... 23
Table 7: Lockyer Valley Markets Audit ...................................................................................................................................... 24
Table 8: Food and Beverage Audit Summary......................................................................................................................... 24
Table 9: Events and Festivals Audit Summary ....................................................................................................................... 25
Table 10: Lockyer Valley 2018 Events & Festivals Calendar ............................................................................................. 25
Table 11: Actions to strengthen tourism governance .......................................................................................................... 49
Table 12: Activation Area 1: Accommodation, Experiences and Infrastructure Development ......................... 60
Table 13: Activation Area 2: Destination Awareness, Branding and Visitor Services ............................................ 62
Table 14: Activation Area 3: Events Diversification and Development ....................................................................... 64
Table 15: Activation Area 4: Governance, Collaboration and Support ........................................................................ 65
Table 16: Previous actions listed in the 2013 Tourism Destination Plan ...................................................................... 68
Table 17: Lockyer Valley Accommodation Audit ................................................................................................................... 72
Table 18: Lockyer Valley Markets Audit ..................................................................................................................................... 73
Table 19: Lockyer Valley Attractions Audit .............................................................................................................................. 74
Table 20: Lockyer Valley Food & Beverage Audit ................................................................................................................ 75
Table 21: Illustrative List of Government and Non-Government Assistance Resources....................................... 76
1
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Executive Summary
1.1. Introduction
Stafford Strategy1 (Stafford) was commissioned by Lockyer Valley Regional Council (Council) to complete a
Tourism Destination Plan (the Plan) for the Lockyer Valley, covering the period 2018-2023. The purpose of the Plan
is to:
▪ recognise the key outcomes from the earlier 2013 Tourism Destination Plan, including the development and
investment opportunities that have been realised (and those that are ongoing or yet to be achieved);
▪ review and update the suggested strategies and opportunities, at the 5-year mark of the 2013 Plan;
▪ update the understanding of the Lockyer Valley visitor economy;
▪ determine the priority areas for tourism growth;
▪ define the differentiated destination experience or proposition to appeal to target markets; and
▪ provide high-level, updated, recommendations/actions with regards to the positioning of Lockyer Valley
Tourism and opportunities for growth.
This is part of a suite of strategies and plans being developed and updated from the 2013 versions, including the
Economic Development Plan, inclusive of a Regional Food Sector Strategy. As such, there is some deliberate and
strategic overlap, although effort has been made to avoid duplication.
This report also aligns to Councils Corporate Plan 2017-2022 which sets out Councils vision for the region. This Plan
also aligns with Councils corporate goals of:
▪ Lockyer Business – our business community is a thriving and inclusive network where it is easy to do business.
We create opportunities and encourage innovation that inspires business confidence and collaborative
partnerships.
▪ Lockyer Farming – as custodians we manage our water and land assets to ensure our farming future. We pride
ourselves on our innovation and clean, green reputation. We work together to support our farmers of current
and future generations.
▪ Lockyer Livelihood – we are a community where lifelong learning opportunities exist. Our quality education
facilities are highly regarded and provide diverse career pathways. We look to develop skills and generate job
opportunities for all.
1.2. Visitor Economy Analysis
Figure 1 on the following page provides a graphical summary of the Lockyer Valley’s visitor economy. Importantly,
it demonstrates that while visitation to the LGA has been growing, a large proportion of the visitor market (69%)
are domestic day trippers. While the domestic day tripper market is an important sector, visitor spend data
demonstrates that the domestic and international overnight visitor markets are far higher yielding. By way of
1 Formerly The Stafford Group prior to December 2017
2
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
example, while domestic overnight visitors represented only 26% of the total visitor market in terms of visitation,
this market generated 61% of total visitor spend.
This Plan, therefore, deliberately focuses on initiatives to increase overnight visitation to the Lockyer Valley and to
grow the average length of stay as these will deliver far higher economic benefits including local jobs and
investment.
Figure 1: The Lockyer Valley’s Visitor Economy2
2 International Visitor Survey and National Visitor Survey, Tourism Research Australia, 2017
3
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
1.3. Barriers to Address to Activate the Visitor Economy
The following categorises the key elements of the Lockyer Valley visitor economy, identifying areas of improvement
and potential to stimulate industry growth.
Figure 2: Barriers to address to activate the visitor economy
Accommodation quality - Actively encouraging existing accommodation providers to enhance and refresh
facilities to meet an increasingly discerning market and to encourage longer length of visitor stay.
Accommodation supply – Diversification of the accommodation mix, including a new destination holiday
park opportunity.
Coordination of events - A more coordinated tourism events strategy is necessary to avoid congestion and
conflicting events and ensure each event can maximise economic and social benefit for the region, including
residents and visitors.
Commissionable product to leverage regional strengths - Investigate creating additional commissionable
tourism product through leveraging off its USPs (agricultural production, farm gates, natural environment
etc.) to increase the marketability of the area and to grow average length of visitor stay.
Experiences for the working holiday market – The Lockyer’s working holiday visitors often travel out of the
LGA for recreational experiences. There is a need to introduce product which is packaged for this market
to encourage them to recreate in the Lockyer Valley.
Family-friendly product – While the Lockyer has a range of natural recreational experiences, these are not
always suitable for the family market with children under 10 years of age. There is a need to investigate the
introduction of experiences for younger children – for locals and visitors alike.
Interpretation and directional signage – The potential exists to introduce directional and interpretive
signage to: showcase the Lockyer’s attractions (natural and built); encourage dispersal throughout the LGA;
and to explain the Lockyer Valley’s history.
Majority of operators are small businesses – While this brings a boutique nature and a personalised
experience, a balance is required as larger operators often bring with them larger marketing budgets which
not only markets their product but also the region.
Town centre activation - The various town centres throughout the Lockyer Valley play an important role
in encouraging longer length of visitor stay and higher spend. Every effort should be made to enhance
streetscapes and town attractiveness to generate greater visitor appeal.
Brand awareness - The Lockyer Valley tourism brand (Luvya Lockyer) could be further developed to help
position the region as an attractive visitor destination. Successful messaging and branding would help
generate awareness of the unique selling points of the region (i.e. contribution to agricultural production).
Digital savviness of operators - While there are some operators in the Lockyer Valley who have an up-to-
date digital presence, there are some who lack the tools for developing this. There is a need to ensure that
all tourism operators in the Lockyer Valley are listed on the Australian Tourism Data Warehouse.
Product packaging - As additional new, marketable product is introduced, there is a need to develop
packages which visitors can book, rather than providing suggested itineraries. Packages could include
accommodation, transport, guided walks/cycling, food and beverage etc.
Visitor information services – The nature of visitor information services is changing; the challenge is how
to best utilise visitor services so that they best meet the needs of a changing visitor market and attract
more overnight visitors to the Lockyer Valley. There is a need to investigate additional ways of providing
visitor information, including more digitally accessible information.
Strengthening the LTO - With improvements to its tourism structure, as well as clearly defined roles and
responsibilities, the local tourism association can improve its operations and better support the Lockyer
Valley visitor economy. The local tourism association could also improve its effectiveness through
increasing collaborations and formal partnerships with Brisbane Marketing as well as neighbouring tourism
organisations. There is a need to encourage members to collect and provide data on visitor profiles to
better inform tourism statistics.
PRODUCT & SUPPORTING INFRASTRUCTURE
MARKETING & DESTINATION AWARENESS
TOURISM GOVERNANCE
4
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
1.4. The Destination Vision
To guide the development of the Lockyer Valley as a destination, and to strengthen the visitor economy, it is
essential that a destination vision is created which industry buys into and supports. The destination vision proposed
is outlined in Figure 3 below, along with four activation areas to achieve the vision. The opportunities summarised
in section 1.5 are categorised under these activation areas.
Figure 3: The destination vision
5
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
1.5. Opportunities to Activate the Visitor Economy
To further activate the Lockyer Valley’s visitor economy, a number of opportunities have been identified (see Figure
4). These have been developed through input and ideas received from numerous stakeholders during the
consultation for this Plan, as well as building on opportunities that were identified as part of the 2013 Tourism Plan.
This Plan deliberately adopts a “low hanging fruit” approach by focusing on visitor markets which the Lockyer
Valley is already attracting (e.g. the VFR market and the drive market) but which it is not yet fully leveraging the
potential of.
Figure 4: Activation opportunities
6
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
1.6. Target Markets to Focus On
Figure 5 outlines six target markets which the Lockyer Valley should focus on to sustainably grow its visitor
economy. The target markets have been identified because they either: align with the Lockyer’s existing key assets
and strengths; align with the opportunities identified in this Plan; or reflect the markets already being captured by
Lockyer. Over time, and as the Lockyer Valley continues to develop as a destination, the opportunity may exist to
refine these target markets into primary and secondary markets to achieve greater focus.
Figure 5: Lockyer Valley visitor target markets3
3 These visitor segments are based on visitor activity categories provided by Tourism Research Australia, as well as Queensland’s Exper ience Framework provided by Tourism and Events Queensland. Each of the visitor segments are based on areas of interest, demographics and purpose of trip.
7
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
1.7. Summary
The Lockyer Valley is a relatively youthful tourism destination, advantageously situated within close proximity to a
number of destinations with large visitor markets. The opportunities identified in this Plan focus in on selective
product areas – such as agri-tourism, sports-based tourism activity and nature-based recreational tourism, rather
than replicating what is available in surrounding areas.
Activating many of the opportunities identified, and, shifting the Lockyer Valley’s position from being a day trip
destination (currently 69% of visitors are day trippers) to an overnight one, hinges on the development of new
visitor attractions and experiences as well as accommodation. Importantly, it is considered that the development
of such product will not ‘cannibalise’ market share from existing operators, but rather, will “grow the pie” by
enabling the Lockyer Valley to attract a more diverse visitor and higher yielding visitor market.
Achieving the goals of this Plan will require the active participation of a range of stakeholders, including Council,
industry and State Government. There is a need for greater stakeholder collaboration and participation if the visitor
economy is going to be further activated in the Lockyer Valley.
The number of opportunities identified in this Plan has deliberately been kept focused, rather than creating a “wish
list”; a sustainable level of activity is seen as the key, rather than trying to attempt too much with too few (current)
industry players and limited resourcing. Often the temptation is to try and take on too much, too quickly and as a
result, resources are often spread far too thinly to achieve desired results.
In summary, the visitor economy for the Lockyer Valley has the potential to grow significantly in the short to
medium term, especially if a number of major economic development projects get activated. Having the facilities
and products to better meet current and future visitor markets needs is the imperative.
8
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
9
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Situation Analysis
This section provides a summary of the methodology to complete the project, as well as a comprehensive overview
of the Lockyer Valley, including historic and projected population, as well as the demographic profile of the region.
This helps set the context for the Plan and, when combined with an examination of the visitor market, ensures the
development of recommendations are tailored to the specific needs of the community.4
2.1. Methodology
The methodology adopted for this Plan has included the following:
▪ consultation with key personnel, including Councillors, Council staff and industry stakeholders (including local
businesses, growers and developers);
▪ a site visit to the Lockyer Valley, including key towns and landmarks;
▪ a thorough assessment of the 2013 Tourism Destination Plan developed by Stafford;
▪ a review of relevant strategies and policies to build the context for the updated Plan;
▪ a review of demographic and visitor data;
▪ examination of visitor segmentation, target markets and forecasting visitor growth;
▪ identification of key strengths, opportunities and priorities for tourism growth;
▪ development of an Action Plan and recommendations, including an update to the 2013 Plan;
▪ preparation of the draft Plan and presenting interim recommendations and findings to Council; and
▪ finalisation of the Tourism Destination Plan.
2.2. The Lockyer Valley
The Lockyer Valley Local Government Area (LGA) is located in South East Queensland (SEQ), around one hour’s
drive – or 70km – to the west of Brisbane (along the Western Growth Corridor) and borders Toowoomba to the
east. It is easily accessible by car, via the Warrego Highway, which runs in an east-west direction through the LGA
and provides vehicle access from Toowoomba to the coast.
The LGA covers approximately 2,200km2. It is primarily an agricultural region and recognised as one of the “top
ten most fertile farming areas in the world”5. Most of the land is rich agricultural farmland, which is heavily cultivated
to produce “the most diverse commercial range of vegetables and fruit of any area in Australia”. As such, the region
is often referred to as “Australia’s salad bowl” and comprises 12-14% of the Queensland agricultural economy.6
There are several main towns and hubs across the LGA, most of which border the Warrego Highway (the A2). While
the largest town is Gatton, located in the centre of the Region, other centres include Laidley, Withcott, Plainland,
Hatton Vale, Helidon, Forest Hill, Grantham and Murphys Creek. Figure 6 illustrates these towns and proximity to
the highway.
4 Please note a more detailed economic profile is included in the update to the Lockyer Valley Economic Development Plan. 5 http://lockyervalleygrowers.com.au/ 6 Ibid
10
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Figure 6: Map of the Lockyer Valley
11
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
2.2.1. Population
2.2.1.1. Historic Population Growth
As demonstrated in Figure 7, the population of the Lockyer Valley was 39.5k in 2016. Over the last ten years, the
Lockyer’s population has increased by 23% (7.4k residents), which exceeds the total state average growth of 21%,
as well as the Brisbane growth rate of 20%.
The population of SEQ has also experienced significant growth over the past decade which is important to note
given the potential for the Lockyer Valley to leverage off a growing domestic visitor market of over 3 million people
situated within 1 to 1.5 hours’ drive of Lockyer Valley.
Figure 7: Lockyer Valley Population Growth (2007-2016)7
Table 1 shows the concentration spread of residents across the LGA’s major town centres. The largest concentration
of residents is in Gatton (18%), which serves as the Lockyer Valley’s ‘hub’, followed by Laidley (10%). The remainder
of the population is reasonably dispersed, due to the spread of farms across the LGA; while the remaining Lockyer
Valley residents reside in smaller townships across the LGA.
Table 1: Population of Major Towns within the Lockyer Valley8
Town Population (2016) Percentage of Lockyer
Valley Population
Gatton 7,101 18%
Laidley 3,808 10%
Withcott 1,844 5%
Plainland 1,596 4%
Hatton Vale 1,521 4%
Helidon 1,059 3%
Forest Hill 968 2%
Grantham 634 2%
Murphys Creek 629 2%
Total 19,160 50%
7 http://profile.id.com.au/lockyer-valley/population-estimate 8 Australian Bureau of Statistics Census Data 2016
32.1k33.0k
34.3k35.1k
35.9k36.5k
37.7k38.4k 38.9k
39.5k
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
23% (7.4k residents)
12
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
2.2.1.2. Population Forecasts
Figure 8 shows the Queensland Government’s projected population growth of the region to 2036, which provides
the following results:
▪ using a ‘low series’ growth scenario, at an average annual growth rate (AAGR) of 1.6%, the population could
grow to 53k (a 33% increase) by 2036.
▪ using a ‘medium series’ growth scenario, at an AAGR of 2.1%, the population could grow to 57k (a 45% increase)
by 2036.
▪ using a ‘high series’ growth scenario, at an AAGR of 2.7%, the population could grow to 62k (a 57% increase)
by 2036.
With population growth, there will be a commensurate increase in demand for services, jobs and supporting
infrastructure along with a variety of leisure and entertainment amenities.
Figure 8: Lockyer Valley Population Forecasts to 20369
9 Queensland Government population projections, 2015 edition; Australian Bureau of Statistics, Regional population growth, Australia, 2013-14
39k
43k
46k
49k
53k
39k
44k
48k
53k
57k
39k
45k
50k
56k
62k
2016 2021 2026 2031 2036
Low Series Medium Series High Series
13
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
2.2.2. Age
As demonstrated in Table 2, the median age of Lockyer Valley residents is 39, while the Queensland average is 37.
Between 2006 and 2016, the median age of the Lockyer Valley increased at a faster rate than the Queensland
average, growing by 1.4 years compared to 1 year.
Table 2: Median Age of Lockyer Valley (2006 to 2016)10
Area 2006 2011 2016
Lockyer Valley 37.6 37.4 39.0
Queensland 36.0 36.6 37.0
Figure 9 demonstrates that the Lockyer Valley, like most other regional areas, has an ageing population; between
2011 and 2016, the number of residents under the age of 17 remained relatively constant, while the number of
residents aged over 50 increased by more than 20%.
This is an important factor for the growth of the visitor economy, as younger people (i.e. those under 35) often
make up a high percentage of the tourism workforce (being in pubs and clubs, hotels and motels, cafes and
restaurants, tour operating and guiding etc.). With the Lockyer Valley’s desire to grow its visitor economy, there is
a need to ensure a ready workforce is available to fill job vacancies. To encourage young people to live (or stay) in
the Lockyer necessitates not only providing jobs but also improving the range of recreational and leisure-based
activities, food and beverage offer and other experiences.
Figure 9: Change in Age Structure, Lockyer Valley Population (2011 to 2016)11
10 Australian Bureau of Statistics, Population by Age and Sex, Regions of Australia 2016 11 http://profile.id.com.au/lockyer-valley/service-age-groups
2.4k
3.6k
3.3k
3.2k
3.9k
7.1k
4.6k
3.9k
2.5k
0.5k
2.3k
3.6k
3.2k
3.7k
4.7k
7.3k
5.2k
4.6k
3.4k
0.6k
Babies and pre-schoolers (0 to 4)
Primary schoolers (5 to 11)
Secondary schoolers (12 to 17)
Tertiary education and independence (18 to 24)
Young workforce (25 to 34)
Parents and homebuilders (35 to 49)
Older workers and pre-retirees (50 to 59)
Empty nesters and retirees (60 to 69)
Seniors (70 to 84)
Elderly aged (85 and over)
2011 2016 (and % change from 2011 - 2016)
(+28%)
(+35%)
(+17%)
(+14%)
(+2%)
(+20%)
(+15%)
(-1%)
(+0.4%)
(-4%)
14
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
2.2.3. Community Expectations
Continuing the trend in the 2013 Plan, with a growing and aging population, there will be increasing pressure on
public resources, as well as a need to engage young people and young families to keep them within the region.
Strategies recommended in this updated Plan are made with these needs and community expectations in mind.
2.2.4. Stakeholder Consultation
Consultation with key community stakeholders, including Council, local chambers of commerce, local businesses,
developers and the agricultural industry, revealed the following information relating to tourism strengths,
opportunities and priorities.
▪ The region should use its strength in the agricultural sector by focusing on agri-tourism opportunities to
increase visitation, particularly overnight stays.
▪ A greater range of tourism products and services are required, particularly consumer-focused food related
experiences that leverage off the agricultural industry (e.g. food trails, farm gates, cooking schools etc.).
▪ There should be more opportunities for local businesses to partner with, and support, festivals and events, in
order to maximise opportunities for growth.
▪ The main towns in the area should be better positioned and marketed, each with a clear focus on how it can
support visitors and contribute to the visitor economy. This could include theming/branding local towns to
enhance the look and feel of the towns.
▪ There is strength in clustering various tourism products (attractions and experiences) which could be
incorporated in one of the main town centres, such as Gatton, Plainland or Laidley, to create a hub or precinct.
▪ Retail trading hours should ideally expand into the evening/night-time, as well as over weekends. However,
there are challenges in achieving this due to perceived limited consumer demand and often higher operating
costs associated with weekend wage rates etc.
▪ Council, the Chambers of Commerce and the LTO should proactively work together in establishing and
promoting tourism activities.
▪ Additional recreational activities and experiences should be developed, particularly outdoor and water-based
activities, utilising the natural assets of the region.
15
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
2.3. SWOT Analysis
Table 3 synthesises the visitor market analysis and provides a SWOT analysis for the Lockyer’s visitor economy.
Table 3: Lockyer Valley SWOT Analysis12
▪ Proximity to major population centres across SEQ,
including Brisbane, Gold Coast, Toowoomba and Ipswich
▪ Accessibility to surrounding areas via the Warrego Highway
▪ The farming and agricultural sector (“Australia’s salad bowl”)
▪ The prevalence of national parks and outdoor recreation activities (bird watching, bushwalking, horse riding)
▪ Produce market offering locally made and locally sourced food
▪ Providence of food story ▪ The ability to attract short-term international farm
workers
▪ Improvements and upgrades needed to accommodation facilities
▪ Night time economy activation ▪ Improvements needed to activate key towns and
improve their vibrancy ▪ Community ambivalance of the visitor economy ▪ Limited commissionable product to complement
outdoor recreation activities ▪ Strong community events program but limited
destination/signature events ▪ Other industry sectors need to grow in order to
compete with agriculture
▪ Develop agri-tourism opportunities to leverage off and complement the dominant agricultural sector including high-quality food experiences, including food trails, cooking schools and paddock to plate experiences
▪ The tourism destination brand (Luvya Lockyer) can be broadened and further developed
▪ Develop a signature destination event with a broad regional focus
▪ Foster partnerships between local cafés/restaurants and farms to promote locally made/branded produce
▪ Leverage off support from neighbouring RTOs and tourism associations
▪ Development of high-quality holiday destination park to capture the family market
▪ Package product, including accommodation, F&B and experiences to target the short break market
▪ The Toowoomba Second Range Crossing, which bypasses central Toowoomba, could draw additional road traffic (and day visitors) to Lockyer Valley
▪ Leverage off the Lockyer’s waterways to stimulate growth in water sport activity
▪ Continue to promote the Lockyer as a ‘foodie’ destination
▪ Run a visitor economy awareness campaign to increase the support and pride in local tourism
▪ Run business support programs to increase the skill base of tourism operators (including in the digital/web space as well as marketing)
▪ Continue to grow the wedding and conferences market leveraging off the Lockyer Valley Conference and Function Centre
▪ Unforeseen environmental/weather-related disasters that impact the agricultural sector
▪ Greater investment in existing and new accommodation stock is needed to stimulate overnight visitation
▪ Inability to invest in, or activate, the town centres could drive residents and visitors away from the Lockyer Valley towards neighbouring population centres (Toowoomba, Ipswich, etc.)
▪ Delays in any of the major regional State Government projects could stagnate economic growth and negatively impact the tourism industry
▪ Farmers and local businesses fail to understand the importance of contributing to the visitor economy
▪ More product needs to be developed to support growth
12 Some of this information also builds on the SWOT analysis undertaken in the 2013 Plan.
OPPORTUNITIES THREATS
STRENGTHS WEAKNESSES
16
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
17
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Visitor Economy Snapshot
This section provides a comprehensive examination of the visitor economy, including historic trends, the current
state of play and future projections. The analysis covers both market demand and supply to:
▪ identify the target visitor markets for the region;
▪ assess the gaps (and opportunities) in tourism-related product and infrastructure; and
▪ determine the priority areas for tourism growth.
3.1. Total Visitation
Visitor data for the Lockyer Valley has been based on the International Visitor Survey (IVS) and National Visitor
Survey (NVS) which are undertaken by Tourism Research Australia (TRA)13. Because of sample size challenges
when assessing visitor data at a local government area level, three-year averages have been utilised14.
Figure 10 demonstrates that the Lockyer Valley received 347k visitors per annum in 201715. While this is up 37%
from 254k visitors in 201116, it is lower than the average visitation per annum achieved over the period 2012-2014
(445k visitors). This may be due to various natural events such as floods etc. which has taken the Lockyer time to
recover and change market perceptions that the area was not fully open for business and visitation.
The vast majority of visitors to the Lockyer Valley are domestic day trippers (which typically includes visitors from
within a two-hour drive of the area from Toowoomba, Ipswich, Brisbane and other parts of Southern Queensland),
comprising 72% of visitation (from 2015-2017), followed by domestic overnight visitors (26% of total visitation). The
international market to the Lockyer Valley currently represents a fairly small share (2%) of visitation.
Figure 10: Visitation to Lockyer Valley (based on 3-year averages from 2009-2017)17
13 Lockyer Valley visitor data was calculated by amalgamating the ‘Statistical Area (SA) Level 2’ ABS geographic data that falls within the LGA boundaries. This includes the following SA2 areas: Gatton, Lockyer Valley – West and Lockyer Valley – East 14 This is consistent with the methodology applied by TEQ, as well as other state tourism agencies nationally, for local government area visitor data. 15 Based on average visitation over a three-year period from 2015-2017 16 Based on average visitation over a three-year period from 2009-2011 17 International Visitor Survey and National Visitor Survey, Tourism Research Australia, 2017
153k
344k
250k
96k 96k 90k
5.1k 5.3k 7.1k
254k
445k
347k
2009-2011 2012-2014 2015-2017
Domestic Day Domestic Overnight International Total visitation
18
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
While the domestic day tripper market is an important visitor market, it tends to be lower yielding than overnight
markets. By way of example (and as demonstrated in more detail in section 3.4), domestic overnight visitors to the
Lockyer Valley contribute over six times the spend, per visit, when compared with domestic day trippers. This
supports the Lockyer Valley’s desire to focus on growing the overnight visitor market. To achieve this, however,
necessitates the investigation of: additional accommodation options to meet the needs of these markets; additional
experiences/attractions; and targeted product packaging (accommodation, transport, experiences, food and
beverage etc.).
3.2. Visitor Nights
Figure 11 provides a summary of visitor nights to the Lockyer Valley. It demonstrates that:
▪ although international visitors make up a small share of the Lockyer Valley’s total visitation (2%), in terms of
visitor nights spent in the LGA, they represent 66% of visitor nights18;
▪ total visitor nights in the Lockyer Valley increased over the period assessed, growing from 450k to 757k nights
(a total growth of 68% or 307k nights); and
▪ while both domestic visitor nights increased marginally over the period assessed, the majority of growth
stemmed from the international market, increasing by 262k nights (109% growth).
The primary reason for the skew towards the international market (in terms of visitor nights) is the number of
international agricultural workers arriving on short-term/seasonal contracts, along with international students
staying at the University of Queensland (Gatton Campus).
Figure 11: Visitor Nights in Lockyer Valley (based on 3-year averages from 2009-2017)19
18 Based on three-year average from 2015-2017. 19 International Visitor Survey and National Visitor Survey, Tourism Research Australia, 2017
209k
263k 254k
241k
347k
503k
450k
610k
757k
2009-2011 2012-2014 2015-2017
Domestic Overnight International Total visitor nights
19
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
3.3. Average Length of Stay
Figure 12 provides a summary of the average length of stay (ALOS) of visitors to the Lockyer Valley. It demonstrates
that while the international market has a far higher ALOS than the domestic market (72 days for international
visitors in 2017 compared with 2.9 days for domestic visitors), this is reflective of the large numbers of international
workers (who stay in the Lockyer and pick fruit and vegetables to extend their visas) as well as students studying
in the LGA. Based on discussions with industry, the international leisure visitor market to the Lockyer Valley is more
likely to have an ALOS of approximately 2 nights.
Figure 12: Average Length of Stay in Lockyer Valley (based on 3-year averages from 2009-2017)20
3.4. Visitor Spend
While there is currently no visitor spend data for the Lockyer Valley, an estimation of visitor spend has been derived
using average visitor spend data for the Brisbane Region (which the Lockyer Valley is part of) and applying this to
Lockyer Valley visitation data. Table 4 demonstrates the following.
▪ Estimated spend by visitors to the Lockyer Valley totalled just under $94m – the majority of which ($56.8m)
was spent by the domestic overnight visitor market.
▪ While the domestic day trip market comprised 72% of visitation to the Lockyer Valley, the market only
represented 26% in terms of spend. On the other hand, the domestic overnight visitor market represented 26%
of visitation, but contributed to 61% of total spend. Similarly, the international market which represented 2% of
visitation, contributed to 13% of total visitor spend. This demonstrates the far higher yielding nature of overnight
visitors to the Lockyer Valley.
Table 4: Visitor Spend in the Lockyer Valley
Visitor Expenditure: Brisbane Region21 Visitation 2017 spend Spend
p/visitor
Domestic Daytrips 14.0m $1.36b $97
Domestic Overnight 6.5m $4.11b $633
International Overnight 1.3m $2.24b $1,762
Visitor Expenditure: Lockyer Visitors22 Spend
p/visitor 2017 spend ALOS23 Spend/p night
Domestic Daytrips 250k $97 $24.2m - -
Domestic Overnight 90k $633 $56.8m 2.9 $221.71
International Overnight 7.1k $1,762 $12.5m 61.6 $28.61
Total $93.5m
20 International Visitor Survey and National Visitor Survey, Tourism Research Australia, 2017 21 Based on Brisbane Regional Snapshot YE September 2017, Tourism Events Queensland (https://cdn1-teq.queensland.com/~/media/0d4920fbfbb24658839ff0038b991513.ashx?vs=1&d=20180130T100044 22 Based on average visitation over the period 2015-2017 23 Based on average from 2009-2017
2.3 2.9 2.9
46.6
6672
2009-2011 2012-2014 2015-2017
Domestic Overnight Visitors International Visitors
20
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
3.5. Purpose of Visit
Over the past four years, visitation to the region has been driven primarily by a leisure market – including for the
purpose of holidaying and to visit friends and relatives (VFR).
Figure 13 shows the purpose of visit, by visitor type, to the Lockyer Valley, and demonstrates the following.
▪ Domestic day trippers are primarily VFR visitors (39%), closely followed by holiday (38%). To convert a
proportion of these day trippers into overnight visitors, there is a need to introduce more accommodation as
well as experiences to undertake.
▪ Domestic overnight visitors are primarily VFR visitors (57%), more so than holiday/leisure (21%). The VFR
market tends to be motivated to undertake experiences by those friends and relatives they are visiting. It is,
therefore, important that residents are advocates for the Lockyer Valley and understand what is available in
their own “backyard” so they are able to encourage visiting friends and relatives to undertake these
experiences.
▪ While, based on the data, international overnight visitors are primarily visiting for a holiday (68%), we suspect
that the number coming for work, in particular, is underrepresented, considering the extent (based on
discussions with industry and Council) of working holiday makers in the Lockyer Valley. We suspect there is an
element of sampling confusion with international working holiday makers registering as holiday visitors rather
than those actually working within an area. Often, the working holiday market travels out to major city areas to
undertake tourism-based experiences. There is a need to introduce a variety of experiences catering for this
market (including passive adventure experiences and potentially leveraging off the Lockyer Valley’s
waterways) to encourage this market to spend their free time within the Lockyer Valley rather than travelling
out on their time off.
Figure 13: Purpose of Visit to Lockyer Valley, by Visitor Type (based on 3-year average to 2017)24
24 Three-year average from 2015-2017. Note: ‘other’ includes education and in-transit purposes
38%
21%
68%
39%
57%
16%
11% 10%
2% 3%
10%12% 12%
Domestic Day Domestic Overnight International
Holiday VFR Business Employment Education Other
21
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
22
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Product Audit
This section provides an audit of Lockyer Valley accommodation, tourism-based experiences, and the food and
beverage offering. It is important to note the following.
▪ This is a top line audit completed via a desktop research exercise, it, therefore, may exclude those products
which are not currently listed on major accommodation and destination websites.
▪ A qualitative assessment (i.e. the quality/star rating) of product has not been undertaken. As such, the audit
does not reflect its marketability or viability. This is an important consideration because, often, the quality of
accommodation stock is highly variable, and at times, not easily marketed.
▪ The complete set of findings is detailed in Section 2 - 5 of the Supporting Documentation.
4.1. Accommodation
Table 5 provides a summary of the accommodation audit, while Figure 14 illustrates the share of accommodation
type. It demonstrates that:
▪ the majority of accommodation facilities are camping grounds (11), followed by hotels (7) and B&Bs (6);
▪ the largest built accommodation facility – Rooms Motel (Gatton) – includes 33 rooms (with an additional 6
rooms to be added in 201825);
▪ the outdoor accommodation options primarily comprise a mixture of free and paid camping and caravan/RV
sites), including the recent development of a recreational vehicle (RV) park in Gatton, which has certified the
town as ‘RV Friendly’; and
▪ the Lockyer Valley has an estimated 382 bookable rooms (in hotels, motels, B&Bs etc.) and an estimated 646
bookable beds26 in hostels.
▪ And there are 26 rooms at Porters Plainland Hotel currently under construction.
In general, the current accommodation stock lacks diversity and is of a relatively small scale, unable to
accommodate large volumes of visitors or large-scale conferences/events. While we understand that the Lockyer
Valley has had significant investment in backpacker-style accommodation, there is a need to diversify the
accommodation offering, including investigating developing a branded destination holiday park (which offers
chalets/cabins, powered and unpowered RV/caravan sites etc. along with family-friendly facilities such as water
parks etc.), eco-lodges and guest houses.
25 Note these additional rooms were not included in the audit. 26 This includes the backpacker development in Grantham, currently under construction, which will provide tremendous value to the visitor economy by offering larger scale farm-worker accommodation. It is projected that stage 1, including 236 beds, will be completed in early 2018 (the full project includes 600 beds), attracting larger volumes of international workers to the region.
23
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Table 5: Accommodation Audit Summary
Type # of Properties Approximate # of
Rooms/Beds
Camping 11 170 beds
Number of sites n/a
Hotel 7 71 rooms
Bed & Breakfast
6 18 rooms
Motel 5 96 rooms
Caravan Park 5 n/a
Farm Stay 2 27 rooms
Hostel 2 646 beds
Total 33 1,014
4.2. Attractions
Table 6 and Figure 15 summarises the findings of the attractions/experiences audit and demonstrates that the
majority of product that is available falls into the ‘outdoor/nature’ category, comprising 37% of all product
identified. This is primarily passive product involving lookouts, waterways, national parks and walks. To leverage
off these natural assets, there is a need to investigate complementary (and environmentally friendly) nature-based
passive and more active recreational product.
While the Lockyer has a desire to continue to push the region as a ‘foodie’ destination and has rolled out a number
of successful initiatives to promote this, there is a need for the agri-tourism and related foodie experiences to be
diversified.
Table 6: Attractions Audit Summary
Type #
Outdoor/Nature 12
Museum/Gallery 8
Farmgate/food/wine 5
Arts/Culture 5
Tourist Drive 2
Activity Operator 1
Total 33
Figure 14: Share of Accommodation Type
Camping28%
Hotel18%
B&B15% Motel
13%
Caravan Park13%
Farm Stay8%
Hostel5%
Figure 15: Share of Attractions Product Type
Outdoor/Nature35%
Museum/Gallery23%
Farmgate/food/wine15%
Arts/Culture15%
Tourist Drive9%
Activity Operator3%
24
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
4.3. Markets
Table 7 summarises the various different markets that operate throughout the region, ranging from farmer/produce
markets to arts & crafts.
Table 7: Lockyer Valley Markets Audit27
Name Location Product Type
Laidley Village Markets Laidley Markets
Mulgowie Farmers Market Mulgowie Markets
Ma Ma Creek Markets Ma Ma Creek Markets
Plainland Country Markets Plainland Markets
Murphys Creek Markets Murphy's Creek Markets
Twilight Markets Hatton Vale Markets
Ferrari Park Markets Laidley Markets
The Handmade Expo and Vintage Markets Forest Hill Markets
4.4. Food and Beverage
There are approximately 46 food and beverage28 offerings throughout the Lockyer Valley (see Table 8), including:
▪ café/restaurant facilities (48%), some of which offer a complementary retail element (an additional 4%);
▪ pubs (28%); and
▪ farmgate/produce centres (18%), where locally made and locally sourced food can be purchased directly from
a farm.
Feedback from stakeholders indicated a desire to grow the Lockyer’s food and beverage offer, including offering
a wider range and more higher quality dining experiences as well as more farm gate experiences to showcase the
quality of the Lockyer Valley’s locally grown and made produce.
Table 8: Food and Beverage Audit Summary
Type #
Café/Restaurant 22
Pub 14
Farmgate/Produce 8
Café/Restaurant and Retail 2
Total 46
27 Based on: http://www.luvyalockyer.com.au/whats-on/markets and Council input 28 Note this excludes fast food outlets
Figure 16: Share of Food and Beverage Type
Café/Restaurant48%
Pub31%
Farmgate/Produce17%
Café/Restaurant and Retail
4%
25
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
4.5. Events & Festivals
The following table provides a summary of the major events held in the Lockyer Valley (provided by Council).29 It
demonstrates that the majority of events held are categorised as ‘cultural events’, comprising 39% of events. This
is followed by truck/car-related events (17%).
Table 9: Events and Festivals Audit Summary
Type # %
Cultural event 9 39%
Truck/Car-related event 4 17%
Horse-related event 2 9%
A&I Show 2 9%
Cycling 1 4%
Community Awards 1 4%
Food event 1 4%
Music event 1 4%
Rodeo 1 4%
Fun Run 1 4%
Total 23 100%
In addition, Table 10 illustrates the events & festivals calendar and demonstrates that the months of February and
December do not currently have any major events scheduled, while, the months of March, September and October,
in particular, have a higher concentration of events scheduled.
Furthermore, while the events audit includes major events (as identified by Council), these primarily would still
draw a local rather than broader regional crowd. There is a need to investigate the potential to introduce a major
destination event for the Lockyer Valley which would encourage visitation to the Lockyer from a far wider
catchment.
Table 10: Lockyer Valley 2018 Events & Festivals Calendar30
Month Event
January ▪ Australia Day Awards & Community Event
February ▪ -
March ▪ Gatton Motorfest
▪ Laidley Country Music Festival
▪ Ride the Range
April ▪ Laidley Heritage Weekend
May ▪ Clydesdale and Heavy Horse Field Days
▪ Lockyer Multi-Cultural Festival
June ▪ Chrome and Clutter Retro Festival
July ▪ Gatton A&I Show
▪ Laidley A&I Show
August ▪ Helidon Heritage Fair
▪ LAMA (Lockyer Antique Motor Assoc) Tractor Trek
September
▪ Fossil Downs Bush Rodeo
▪ Gatton Dance Eisteddfod
▪ HCVAQ Historic Truck and Machinery Show
▪ Laidley Spring Festival
29 Note this list of events was provided by Council and excludes smaller local civic-based events. 30 Ibid
Month Event
October
▪ Country Challenge on Campus
▪ Lights on the Hill Memorial Convoy
▪ Murphys Creek Chilli Festival
▪ Laidley Motorcycle Swap Meet
November ▪ Celtic Festival of Queensland
▪ Christmas in the Country Art & Craft Show
December ▪ -
Throughout the year
▪ Lockyer Valley Speedway
▪ Lockyer Valley Turf Club Race Days
26
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
27
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Barriers to Address
The following section outlines the barriers which should be addressed to continue to activate the Lockyer Valley’s
visitor economy. They have been listed alphabetically and segmented according to the following categories.
▪ Product and supporting infrastructure
▪ Marketing and destination awareness
▪ Tourism governance
Section 6 of this Plan highlights opportunities which provide further detail on how many of these barriers can be
mitigated and positive outcomes achieved.
5.1. Product and Supporting Infrastructure
5.1.1. Accommodation Quality
As identified in the 2013 Plan, aside from some better-quality B&Bs in the area, the quality of the existing
accommodation stock is mixed. There is a need to establish a strong B&B network targeting market sectors.
There is a need to improve the quality and maintenance of some accommodation facilities, to ensure they are not
tired and can continue to attract higher yielding overnight visitors and offer a standard capable of competing in
the broader tourism market.
Overall, improvement to the supply and quality of accommodation will generate the following improvements to
the visitor economy:
▪ increases the volume of higher-yielding overnight visitors staying in the region;
▪ enhances the perception of the Lockyer Valley as a visitor destination in its own right (rather than a ‘drive-
through’ region);
▪ it enables the region to host larger-scale events, festivals, conferences, etc, which could attract a number of
new, niche visitor markets; and
▪ it increases the level of visitor spend in the area.
5.1.2. Accommodation Supply
Recent investment in accommodation facilities has increased the supply of accommodation and stock of available
beds. The product audit (Section 4.1) combined with a recent Accommodation Study completed in 2016
(commissioned by Council) identified a number of improvements, including:
▪ New accommodation in Gatton, with the development of the 4-star Rooms Motel (33 beds)
▪ Development of a, soon to be completed, large backpacker/farm worker accommodation facility, which will
include over 600 beds. This will alleviate some of the lack of farm/seasonal worker accommodation and is
expected to grow this visitor market in the short and long-term. As such, it should drive growth in the Lockyer
Valley visitor economy.
It is important to note that the new backpacker facility has the potential to attract increasing visitors from the
international backpacker market seeking seasonal farm work. In addition, if complementary retail and entertainment
28
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
product is included alongside the facility, the potential exists to create the Lockyer as an international backpacker
‘hub’ that allows for an increased length of stay and also enables greater volumes of visitor spend in the Lockyer
Valley.
However, the supply of accommodation could be improved with the development of a higher quality branded
destination holiday park in the region. As mentioned in the 2013 Plan, these facilities offer a full holiday experience,
including swimming pools and water features, outdoor and indoor recreation, retail, etc. As such, they could attract
the high-yielding family and help promote the region as a family-friendly destination.
5.1.3. Coordination of Events
Stakeholders also indicated that the current community events calendar is at capacity and needs better
coordination. The region’s event calendar is busy, with events often occurring at the same time and within the same
community (this is particularly the case for farmer’s markets). This creates conflict and reduces the ability for events
to grow and become successful. In addition, not all events and festivals are adequately marketed to the visitors to
the region.
There is a need to consider:
▪ developing a better coordinated, consolidated events strategy, that is heavily promoted;
▪ clearly articulate the difference between community events (i.e. those which predominantly draw a local
market) and tourism/destination events (i.e. those which attract external visitors to the region); and
▪ developing a separate destination events calendar (in addition to a community events calendar) which focuses
only on those major tourism events to showcase to visitor markets the various major events in the region.
5.1.4. Commissionable product to leverage regional strengths
As demonstrated in the audit, the Lockyer Valley possesses a number of strengths that make it attractive to visitors,
including the agricultural industry and prevalence of outdoor, nature-based, recreational product. To fully expand
these strengths and grow the visitor economy, it is critical that the region provides more commissionable product
that complements these experiences, in order to maximise the duration of visitor stays and increase visitor yield. In
addition, this will also increase interest from the wider tourism industry such as wholesalers and tour operators who
are eager for new, unique commissionable product.
5.1.5. Growing agri-tourism product
The region has the potential to maximise the range of agri-tourism experiences. Provision of unique farmgate
product, farm tours or food-related experiences will enable the region to attract more visitors and meet the needs
of the increasingly mature food tourism visitor market segment. In doing so, visitors will find it easier to fully
appreciate one of the Lockyer Valley’s unique selling point, being one of the primary food producers in Australia
(and one of the most fertile regions in the world).
To achieve this will require careful coordination from Council, industry operators and producers/farmers. In turn,
this may lead to new farm gate experiences, farmers markets and an annual signature food-based festival.
29
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
5.1.6. Introducing outdoor recreational experiences
Key findings from the product audit and stakeholder consultation with respect to outdoor recreational activities
can be synthesised as follows.
▪ While there are a number of nature-based recreational areas, as well as outdoor self-driving trails, there is a
need to increase the provision of built infrastructure and supporting services to attract additional visitors, both
day trippers and overnight. By providing more commissionable product (e.g. equipment hires, tours, retail, food
& beverage, etc) as well as high quality roads and signage, the region’s ability to generate income from these
activities would increase.
▪ For example, the Bicentennial National Trail, which passes through the Lockyer Valley, needs more supporting
product/infrastructure as most of it passes through private property. Therefore, the opportunity exists to
create a strategy that better utilises the trail to attract greater usage and associated visitor spend in the area.
▪ Lake Dyer, Lake Clarendon and Lake Apex are underutilised in terms of tourist product, particularly water-sport
opportunities including bird watching and eco-friendly nature based activities at Lake Apex especially.
▪ There is an identified need for more adventure-based commissionable product, particularly those that can
leverage off the region’s natural environment and landscape (e.g. mountain biking trails, treetop walking,
ziplines, etc.). Examples include: Glen Rock National Park, for camping, bushwalking, horse riding, along with
Emu Gully and Edmund Park.
5.1.7. Experiences for the working holiday market
The Lockyer has a significant working holiday backpacker market. And while these visitors tend to stay in the area
for several months, and often have 1-2 days off per week, there are limited experiences that they can undertake.
Many backpackers, therefore, travel to surrounding areas to undertake recreation-based experiences. There is a
need to investigate the potential to introduce experiences in the Lockyer which would appeal to this market such
as 4wd tours, fishing tours and/or boat hire, quad biking tours along with investigating Indigenous cultural tourism
opportunities etc. These should be packaged in with transport to/from the experience as often backpackers do not
have their own vehicles.
5.1.8. Family-friendly experiences
While the Lockyer Valley has a range of natural recreational experiences, these are not always suitable for the
family market with children under 10 years of age. There is a need to investigate the introduction of experiences
for younger children – for locals and visitors alike. This could include development/marketing of family-friendly
walking and cycling trails or other commercial initiatives, such as high ropes and aerial courses, outdoor mazes and
indoor fun parks etc. An indoor family product would also be of benefit to local families.
5.1.9. Interpretation and directional signage
There is a lack of signage – including directional and interpretive – throughout the Lockyer Valley. Directional
signage, particularly within a CBD, is crucial to encourage visitation to places of interest, outline walks that can be
completed through the CBD to attractions (such as heritage and cultural walks).
The improved signposting of the Lockyer’s natural and built attractions which could potentially encourage visitors
and the community to make better use of these facilities for walking, cycling and exploring.
There is also a lack of interpretative signage when entering the Lockyer Valley and at attractions. What should be
considered are attractive gateway signs on major access roads into the Lockyer, highlighting the key experiences
30
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
and branding of the LGA. As the area is steeped in agricultural history, the potential exists to use sign boards,
markers and mobile apps to bring alive the heritage significance of the LGA.
Signage that could potentially be implemented includes attractive static displays (for both directional and
interpretive means) as well as high-tech, innovative electronic information displays and touch screens which could
be in town centre main streets.
5.1.10. Majority of tourism operators are small businesses
The Lockyer Valley has limited commissionable (i.e. pay for) tourism product and the majority of operators in the
sector are smaller-scale. While the boutique nature of operators in the Lockyer is considered an advantage as it
can offer a more personalised experience for visitors, there is a balance required as larger-scale operators tend to
bring with them larger marketing budgets which not only markets their product but also the region.
5.1.11. Town Centre Activation
The towns and villages throughout the region have the potential to offer more in terms of important gateway
destinations and urban hubs to offer tourism product and experiences. This includes the need to offer quality
streetscapes, in order to increase attractiveness and visitor appeal. In addition, there is a need to help activate town
centres (not just Gatton and Laidley) and to help revitalise communities so that they provide the services and
infrastructure to meet the needs of the visitor markets. This is explored in greater detail in the separate Economic
Development Plan.
5.2. Marketing and Destination Awareness
5.2.1. Brand awareness
Although there is a clear tourism brand for the region (Luvya Lockyer), there is benefit in further developing this
to help position the region as an attractive visitor destination and to continue to stimulate the visitor economy. It
requires further investment to the brand and a fulfillment strategy to ensure users of the brand are keeping to
brand principles, presentation requirements etc.
Some of the issues relating to this are summarised below:
▪ While the Lockyer Valley is well known, within the agricultural industry, for its strength in agriculture, it is less
well known for this strength outside the industry to the average consumer. In part, this is due to restrictive
requirements of major supermarkets that do not promote the region’s produce from where it is sourced.
▪ Improvements are needed in directional and interpretive signage, particularly a welcome portal/sign for
incoming visitors and better way finding around the region and gateway signage on the new bypass.
▪ The positioning of the local towns and villages needs improvement, so as to more effectively highlight their
unique features (e.g. heritage buildings, farming industry) and points of difference to visitors. In addition to an
activation strategy (which is already being considered for Gatton and other towns), there is a need for a
positioning strategy to generate tourism.
In addition, the Lockyer Valley brand could be enhanced to better promote the region and its strengths. By way of
example, The Granite Belt is also known as ‘Queensland’s Salad Bowl’; while an online search for ‘Australia’s food
bowl’ leads to Shepparton in Victoria and a search of the term ‘luvya food’ leads to New Zealand apples31.
31 http://www.luvyafruit.co.nz/
31
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Successful branding is a difficult exercise but will be worth it if it can be used to promote the region for business
and tourism and if it can be something the community rallies behind. Cities and states that have reinvented
themselves successfully through branding include Orange; Tamworth and Tweed Valley, as just a few examples.
Once a clear brand is adopted, it can be used to position and promote the region via clothing; seals of approval for
attractions, accommodation facilities; activities, infrastructure and on produce. It can also be the lynch pin for a buy
local campaign etc.
5.2.2. Digital-savvy operators
While there are some operators in the Lockyer Valley who have an up-to-date digital presence, there are some who
lack the tools for developing this.
There is a need to ensure that all tourism operators in the Lockyer Valley are listed on the Australian Tourism Data
Warehouse (ATDW) which is used as a product database by Tourism Australia, TEQ as well as Brisbane Marketing
(as the Lockyer Valley’s RTO).
5.2.3. Product Packaging
There is limited product packaging available on destination-based websites for the Lockyer Valley and existing
operators comment that finding suitable product to package is challenging. As additional new, marketable product
is introduced, there is a need to develop packages which visitors can book, rather than providing suggested
itineraries. Packages could include accommodation, transport, guided walks/cycling, food and beverage etc.
There is also a need for industry training and up-skilling to identify opportunities for packaging product of a similar
quality.
5.2.4. Visitor Information Services
The rapid growth of digital technology has caused a fundamental shift in the way visitor information services are
delivered. While traditionally visitors have relied on VICs and brochures to discover information about a destination
(primarily while in a destination), the emergence of online booking facilities, search engines and destination
websites has meant that visitors can find out significantly and even book their entire trip in advance prior to visiting
a destination. A recent piece of research completed by Tourism Events Queensland found that only 3.6% of visitors
to Queensland went into a VIC – lower than the national average of 4.4%.32 The vexed question, therefore, is how
the remaining 96.4% of visitors to Queensland are being serviced?
Since the development of the 2013 Tourism Strategy for the Lockyer, the decision was made to close the Plainland
VIC, primarily because of declining visitation33 and increasing operational costs. Gatton VIC continues to operate
and visitation to the VIC is demonstrated in Figure 17.
32 Queensland Visitor Information Centres Snapshot of the year ending September 2017, Tourism and Events Queensland 33 Visitation to the Plainland VIC fell between 2010 and 2012 by 15% and visitation to the Gatton VIC had fallen in the same period by 13%.
32
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Figure 17: Visitation to Gatton VIC34
With Gatton VIC recording an ongoing drop in visitation, Council should consider the following.
▪ The importance of having a single VIC facility in Gatton or establishing possible smaller ‘satellite’ centres across
the region, ranging from kiosks, to a mobile VIC in similar fashion to the mobile VIC which Mackay operates in
Northern Queensland, to volunteer ambassadors which Tourism Noosa successfully manages, by way of
examples. There are a variety of models (including volunteer and non-volunteer models) which should be
considered.
▪ The potential to relocate the Gatton VIC to a higher-profile location, such as at a highway location.
▪ The role that the VIC plays in promoting tourism, particularly the level of information promoted online, via social
media platforms, via smartphone apps, etc.
▪ How to promote VICs to meet changes in visitor demand and preferences.
▪ How the VIC can help generate income for Council, possibly through offering booking services to patrons,
partnering with tourism operators and/or providing secondary income sources (e.g. retail, food & beverage,
etc).
5.3. Tourism Governance
5.3.1. Enhancing the LTO
The Lockyer Valley tourism industry is represented by a local tourism association, which consists of approximately
30 members. Its role is to work with Council, to liaise with Brisbane Marketing and to service members. Arguably,
it is also to ensure that there is local community buy in and support for developing tourism to the region. However,
it faces a number of challenges that were identified through stakeholder feedback. These include:
▪ The need to strengthen its communication and promotion. All efforts within the association are voluntary, and
which at times allows both members and non-members to get involved in its activities and direction.
▪ Although it is looking to expand, especially via digital platforms, there are only a small number of members
who effectively drive the organisation. Partnerships with other local operators are crucial to help drive core
business and to create the critical mass of members which are needed to garner greater support.
34 Data provided by the Lockyer Valley Regional Council. Please note Gatton VIC is located in a multi-use facility (the Lockyer Valley Cultural Centre) where a museum, café, library and meeting rooms are located. The Group understands that the counter for the Gatton VIC is located at the entry to the café, museum and VIC and therefore visitation to only the VIC (rather than these other facilities) is difficult to ascertain.
16.6k
14.4k
11.9k
2010 2012 2017
33
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
▪ The opportunity to strengthen its current working relationship with Brisbane Marketing (the RTO who covers
the Lockyer Valley), as well as collaborating with bordering tourism organisations, such as Southern
Queensland Country (the neighbouring RTO based out of Toowoomba).
With improvements to its structure, broadening its membership base, engaging members, actively promoting
the association, as well as ensuring there are clearly defined roles and responsibilities, the local tourism
association can strengthen its operations and better support the Lockyer Valley visitor economy.
34
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
35
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Activating the Visitor Economy
6.1. The Destination Vision
To guide the development of the Lockyer Valley as a destination and to strengthen the visitor economy, it is
essential that a destination vision is created which industry buys into and supports. The destination vision proposed
is outlined in Figure 18 below, along with four activation areas to achieve the vision (which the opportunities in
section 6 are categorised under).
Figure 18: The destination vision and activation areas
36
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
6.2. The opportunities for activation
The following opportunities (in alphabetical order) are identified to support the growth of sustainable tourism
activity within the Lockyer Valley. Many of these opportunities are the result of recent positive and successful
investment within the Lockyer Valley’s visitor economy. They have been segmented according to the following
activation areas.
▪ Accommodation, Experiences and Infrastructure Development
▪ Destination Awareness, Branding and Visitor Services
▪ Events Diversification and Development
▪ Governance, Collaboration and Support
Opportunities within this Strategy are suggestions only, as many are subject to feasibility studies to test their
viability. They will also be subject to further investigation and ultimately Council planning approvals. What they do
offer however, are ways of sustainably growing the Lockyer’s visitor economy.
While some of these opportunities are refined from the 2013 Tourism Destination Plan, other exciting new
opportunities have been identified from the analysis of the visitor economy as well as stakeholder consultation.
6.2.1. Activation Area 1: Accommodation, Experiences and Infrastructure Development
6.2.1.1. Agri-Tourism Product Development
There is an opportunity for product development and enhancement in this space, including the introduction of new
product and consolidation/improvement of existing product.
We understand that tourism operators have the opportunity to get involved with regional food trails across South
East Queensland. Most food experiences in the region are based on interactions with growers and farmers’ markets
rather than farmgate experiences. By leveraging off regional produce and experiences, the Lockyer Valley can build
its food trail product and attract visitors by offering:
▪ farm stays and guided tours (although there is a biosecurity issue which needs to be considered);
▪ the opportunity to view farm operations, particularly how the produce is grown, could appeal to school, tertiary
education and specific interest groups (this could be packaged with the education camp at Edmund Park and
Emu Gully as an extra-curricular activity for schools as well as team building);
▪ enhancing existing food trails to promote local produce. The region already has a number of roadside stalls (at
Gatton, Upper Tenthill; Grantham and Forest Hill) that can be incorporated in the trails;
▪ the chance to purchase food directly from the farm (farmgate produce);
▪ cooking schools, to showcase the region’s product (‘paddock to plate’); and
▪ pop up in Brisbane of high attendance events regionally.
These products will also help promote and enhance the current SEQ Food Trail experience for the Lockyer Valley.
In addition, a ‘slow’ food trail that provides a comprehensive experience of the region (which could generate longer
stays and greater levels of visitor spend) could be developed. It could include visits to multiple farms and a range
of experiences, including tours, meals, cooking classes etc. It could be packaged with accommodation options and
other attractions to provide a rounded experience and support longer visitor stays.
37
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
There is also the opportunity to link many of these experiences with industry, such as growers and agricultural
operators, as well as education (University of Queensland). This would strengthen the agri-tourism product and
broaden its visitor base to students, farmers, etc.
6.2.1.2. Bicentennial National Trail
The Bicentennial National Trail passes through the Lockyer Valley and should ideally be utilised as a tourist product
to attract nature-based and recreational visitor markets to the region. Although some of the BNT passes through
private property, which, at times, presents challenges to improve and promote the experience, the following
opportunities could be considered.
▪ Increased accessibility to the trail, including the provision of entry/exit points and better signage to promote
the trail.
▪ Partnerships with surrounding regions that also provide the BNT, such as Toowoomba, Scenic Rim and
Somerset, could be formalised to maximise the tourist and economic potential of the product. This could
include cross-promotion of the experience and other tourist products across the region.
▪ Improved signage, interpretation and wayfinding to improve the visibility of the product.
▪ Development of facilities (such as rest areas, toilets, parking, water, solar power charge points and on and off
points with basic facilities) to help attract the target market.
▪ Packaging supporting product/experiences alongside the BNT, including food & beverage, food trails,
accommodation, etc. This need not be permanent as seasonal pop up food and beverage facilities may be more
viable.
6.2.1.3. Destination Holiday Park
While the Lockyer Valley does have several caravan parks, these are traditional transit style35 caravan parks (see
Figure 19 for examples of traditional caravan parks) which appear to have a permanent resident focus along with a
visitor focus. Often transit-style caravan parks have basic facilities and are used as transit parks by travellers (i.e.
overnight accommodation when travelling between two destinations, rather than as a destination in their own
right).
Figure 19: Traditional caravan park examples
Goomaling Caravan Park, WA St Leonards Caravan Park, VIC
35 i.e. often having basic facilities and are used primarily as a place to stop when travelling between two destinations, rather than a destination in their own right.
38
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Figure 20 shows pictures of destination holiday parks. These parks tend to be operated by major operators
(including BIG4, Discovery Parks, NRMA and Ingenia) and they offer a mix of facilities to guests such as: swimming
pools, aquatic parks, kids clubs, camp kitchens, mini-golf, group entertainment and shops etc. These parks often
attract a family market who use the parks as a base for day excursions to surrounding regions.
Figure 20: Destination holiday park examples
Cairns Coconut Resort, QLD North Star BIG4 Holiday Park, NSW
Deniliquin Holiday Park, NSW Port Fairy Holiday Park, VIC
Based on discussions with major destination holiday park operators, the potential may exist to introduce a
destination holiday park into the Lockyer Valley’s accommodation mix which focuses on leisure-based visitors
(rather than a permanent or backpacker market).
Over the past 15 years, the domestic caravan, motorhome and camping industry has been fast growing. Caravan
and RV registrations have increased by more than 250%36. The industry is worth $19 billion nationally and generates
11m overnight trips.37 Savvy operators are responding to consumer demand for better standards and facilities by
transforming traditional transit parks into holiday/destination parks.
From discussions with major operators, the following provides a basic list of criteria for destination holiday parks:
▪ land area of 8 ha. or greater (able to be leased ideally for a minimum of 40 years + or purchased);
▪ capacity for 60+ powered sites, 60+ non-powered sites and 15-30 cabins/chalets;
▪ a focus on visitors rather than permanent residents;
▪ a family friendly focus to attract the family market and to convert day trips into overnight stays;
▪ best practice design of facilities;
▪ amenities such as a heated pool, spa, BBQ facilities, camp kitchen, tennis court, bike hire/loan, kids’ playground,
daily children’s activities, a café and a convenience store; and
36 http://www.caravanningnews.com/penrth.htm 37 http://www.smh.com.au/small-business/growing/australias-caravan-industry-worth-19-billion-and-growing-20160722-gqbgp5.html
39
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
▪ easy access to major roads and highways.
It is suggested that the holiday park is developed and managed by a major operator within the sector to ensure
that appropriate infrastructure is introduced, especially in areas not easily linked to town supply facilities.
Additionally, this reduces the burden on ratepayers and Council through a commercial user pays model.
In addition to developing a destination holiday park, the potential exists to investigate introducing an RV and
caravan service centre and storage facility as part of a cluster. This could include:
▪ a mechanical servicing facility for RVs and caravans;
▪ a rental centre for those looking to hire an RV or caravan; and
▪ a storage facility providing RV and caravan owners with a safe place to store their RVs/caravans and have
them serviced as required.
A feasibility and site assessment exercise should be undertaken to determine the most appropriate sites for a
destination holiday park and potential service centre within the Lockyer.
6.2.1.4. Food Ambassadors
The 2013 Regional Food Strategy introduced the opportunity to create Lockyer Valley Local Food Ambassadors.
In 2014, TV chef, Alastair McLeod, was appointed as an Ambassador, and has represented the Lockyer at the
Brisbane Good Food and Wine Show, Regional Flavours, Brisbane Ekka and at the Martin Place media launch in
Sydney. At these events, Alastair conducted cooking demonstrations using produce directly from the Lockyer
Valley.
There is benefit in continuing on this relationship with Alastair McLeod, but also investigating further relationships
which could be established with other well-known ‘foodie’ personalities (chefs, bloggers, foodie Instagram
personalities and high profile providores who search out the best quality Lockyer Valley produce and on-sell to
leading restaurants and catering businesses etc.) – those who can be strong advocates for the Lockyer Valley and
its produce, helping to position the Lockyer Valley as a ‘foodie’ destination.
6.2.1.5. National Food and Innovation Centre
The 2013 Regional Food Strategy indicated there was potential to create a new facility and visitor experience
focused on the agricultural sector but including displays, potentially a cooking school and an incubator to allow
food processing to occur. This would be an all-weather facility that showcases the region’s produce, could generate
additional investment and attract visitor markets (UQ students, families, farmers, etc.) year-round, including night-
time.
There is still the opportunity to consider a variety of sites for this experience and finding a site with easier access
to/from the main highway should be a preference.
6.2.1.6. Outdoor Recreational Tourism Activities
The Lockyer Valley is not yet fully realising the potential of its unique natural environment and its ability to offer
outdoor, nature-based and recreational product. Providing and promoting commissionable product in this space
may assist in attracting target markets, including nature-based tourism, the short break market and the caravan &
camping market.
While most of the experiences associated with the natural environment – such as tourist drives, national parks and
waterways – have free access, Council and tourism operators could provide supporting infrastructure and services
40
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
to attract higher visitor numbers and promote increases in visitor spend. This could include retail services, such as
equipment hire, retail kiosks, etc. and additional opportunities to generate revenue, such as food & beverage
facilities.
The opportunity exists to introduce more regionally significant adventure product(s) within the Lockyer Valley,
including the following.
▪ Potentially utilise parts of the escarpment for a range of recreational product, including mountain biking trails,
BMX trails, and even a 4WD circuit. This could complement the zipline to potentially create a cluster of
adventure-based tourism product.
▪ A treetops/aerial adventure course which could include a mix of zip lines, aerial experiences, large rope swings
etc.
▪ Walking trails with associated exercise stations.
▪ A luge experience.
Feasibility studies would need to be undertaken to firstly determine the viability of any of the abovementioned
product.
6.2.1.7. Signage strategy
The lack of signage (interpretive and directional) was noted by many as a challenge for the Lockyer. This includes:
gateway entry signage to create a sense of entrance into the LGA; to encourage visitors from the Warrego Highway
(and the Toowoomba Second Range Crossing); and to guide visitors to points of interest throughout the Lockyer.
There is a need for a signage strategy to be developed to ensure a consistent approach to signage is applied
throughout the LGA and which can, in turn, support drive circuits and other trails (such as food, heritage etc.)
across the LGA.
6.2.1.8. Recreation/adventure product for backpackers
While the Lockyer has a large number of working holiday makers/backpackers, there is limited tourism product
which these visitors can undertake and to encourage them to spend their disposable income locally. Despite the
common assumption that these visitors are on limited budgets and, therefore, do not spend, feedback indicates
that they are spending on tourism experiences, however, they are undertaking these outside of the Lockyer Valley
because the product does not currently exist within the region.
The opportunity exists to investigate the introduction of recreation and adventure-based tours which specifically
targets this market. This could potentially include:
▪ mountain biking tours;
▪ guided food tours/cooking experiences;
▪ fishing tours or boat hire when there is adequate water in the dams;
▪ 4wd driver training programs; and
▪ kayaking.
Whatever is created would need to include transport to/from the experience as often these visitors do not have
their own form of transport.
41
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
6.2.1.9. Town Centre Activation
In 2013, it was suggested that each of the main Lockyer Valley towns have a focus that would work synergistically
to make the whole-of-Valley a destination to visit. In summary:
▪ Gatton was recognised as the main service centre, and central business point, for the region;
▪ Plainland as the Eastern Gateway to the region (with appropriate gateway demarcation or signage) and
commercial hub;
▪ Laidley was to become a heritage town;
▪ Withcott as the Western Gateway to the region (with appropriate gateway demarcation or signage); and
▪ Forest Hill as a quaint tourism town, leveraging off the drive market.
Since publishing the 2013 Plan, a number of developments have taken place, impacting the position of each town
and the ways in which it could contribute to the visitor economy. Based on these developments, as well as additional
feedback from industry stakeholders, the following figure illustrates the potential revised focus for the key towns
of Gatton, Plainland, Forest Hill, Laidley and Withcott, and how they can link together to provide collective support
to the visitor economy.
Figure 21: Positioning Strategies, Key Towns in the Lockyer Valley
Importantly, surrounding townships and villages need to be able to leverage off these positioning strategies to
attract visitors across the entire region and link visitors from town to town with unique experiences.
Gatton
As the main service centre for the Lockyer Valley, the opportunity exists for Gatton to become more of a tourist
and services ‘hub’ of the region. With accommodation facilities and some attractions, as well as visitor services and
amenities (e.g. retail, food & beverage, etc), Gatton offers the greatest scope to meet the demands of the visitor
market. It could also use this position to be able to inform and direct visitors to the range of tourist product and
experiences in surrounding towns and other areas.
To support this position, Council has actively pursued town centre revitalisation and activation to increase the
appeal of Gatton. In 2015, it initiated the Gatton Revitalisation Project to improve the economic and social vitality
of the Gatton CBD by cleaning and upgrading footways; refurbishing street seating, bollards and gardens;
investigating the replacement of ornamental street lighting and improving roundabout, and CBD landscaping. There
is also benefit in linking Gatton to the UQ Gatton Campus through walkways and cycleways.
Withcott:
Western Gateway
Gatton:
Tourism/
Services Hub
Plainland:
Business/
Commercial
Hub
Laidley:
Heritage Town
Forest Hill:
Unique Town
42
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
In addition, the Gatton West Industrial Zone, which includes the development of 80 hectares of industrial land, is
designed to attract new businesses and investment to the region. As such, the expectation is that commensurate
increases in economic activity could stimulate domestic and international visitation into the region while
highlighting and raising the awareness and understanding of the importance of the Lockyer Valley. This may be
related to business and conference activity as much as holiday and leisure visitation.
Plainland
Since 2013, there has been the development of Plainland Crossing, a quality residential community, located in
Plainland Town Centre and on the Warrego Highway, acting as the eastern gateway into the Lockyer. On the back
of the Plainland Crossing development (and the construction of the Plainland overpass), some existing retailers are
planning to create a retail centre offering space for small businesses. Council has recognised that the town is
“flourishing and fast becoming its own community.” And close by, there has been the development of The Fairways
at Hatton Vale.
Subsequently, Plainland is the fastest growing town in the Lockyer Valley, undergoing rapid growth in commercial
as well as residential development. The opportunity exists, therefore, to utilise this growth to provide unique
infrastructure and product that supports businesses whilst also attracting visitors (e.g. National Food Innovation
and Training Centre) as well as other forms of tourism development.
By focusing on growth in Plainland, through increases in commercial and residential development, the following
benefits could be realised:
▪ with a growing resident population, there is scope to increase the penetration of the VFR market and grow the
local visitor economy on the back of increased residential population;
▪ as the town is located on the eastern gateway to the region, it could also support the marketing and promotion
of the Lockyer Valley by providing improved signage and wayfinding to distinguish the region to visitors as
separate and distinct from Greater Brisbane and Ipswich etc.; and
▪ development should, therefore, be located on both sides of the Warrego Highway to improve accessibility to
those coming into the region from Brisbane and South East Queensland and attract day visitors from
surrounding metropolitan centres, including Ipswich.
Importantly, due to its proximity to Laidley (an important heritage town), increases in business and economic
activity in Plainland are likely to offer a ‘spill-over effect’ into Laidley and help generate additional economic growth.
With a distance of less than 8km separating the two towns (connected via the Laidley Plainland Road), residents,
businesses and visitors from Plainland may be able to be enticed to visit Laidley for leisure and recreational
activities, such as dining out, sightseeing, specialist retailing and exploring any of the attractions/events.
The potential also exists to link Plainland with Laidley and Forest Hill via a designated tourist drive and active
promotion of this.
In summary, the economic growth of Plainland offers important potential benefits for the Lockyer and the visitor
economy. Council and industry need to capitalise on this natural economic development and leverage new tourism
projects and visitor demand. This includes finding ways to support surrounding towns such as Laidley, which could
benefit from a strong link to Plainland and Forest Hill for increased visitation and related spend.
43
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Laidley
Laidley is recognised as a culturally rich destination, containing important and attractive heritage buildings. By
promoting this position, Laidley could attract a niche visitor market seeking a more culturally diverse experience.
In 2014 Council introduced the Laidley Futures Plan, designed to both stimulate growth and beautify the town of
Laidley. This included a “Paint the Town” initiative, as well as improvements to the Library, the Laidley Mall, William
street parking and public seating. However, Laidley requires additional regeneration and activity in the town centre.
As mentioned above, revitalising Laidley as a visitor destination could be realised by focusing on growth in Plainland
to generate indirect benefits by offering a stronger connection between the three towns. Rather than expand the
commercial development of Laidley, its viability could potentially be achieved by improving the operation and
appearance of existing shops, including longer trading hours, etc. As such, it could draw visitors from Plainland to
help stimulate the visitor economy, which in turn could generate additional development organically.
Therefore, the potential exists to transform Laidley into a better-defined heritage tourism precinct (Figure 22).
Figure 22: Potential Tourism Precinct (Plainland and Laidley)
Withcott
The plan to create a western gateway to the region at Withcott is still supported from the 2013 Tourism Plan,
particularly since it could leverage off the ‘Queensland’s Friendliest Town’ award it earned in 2016. This includes
innovative toilets at the rest point stop adjacent to the bus interchange, which will begin to encourage travellers to
stop, rest and take advantage of the shops within the Withcott CBD.
In addition, the Toowoomba Second Range Crossing (to be completed in late 2019) is expected to take heavy
freight off the Warrego Highway in the Western part of the region, from Helidon Spa and past Withcott (note: this
is explored in greater detail in the Economic Development Plan). Without heavy haulage passing through Withcott,
there is likely to be increases in general road traffic to the town. Therefore, Withcott needs to reinvent itself as
more than a stop-off point and encourage the traffic (and potential day visitors) to spend more time and money in
Withcott. This could be achieved by offering more than rest stop amenities as an incentive to come off the highway,
including an iconic photo-point, restaurant facilities, etc.
44
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
In addition, as the western gateway to the Lockyer Valley, the town should consider developing appropriate
gateway demarcation or signage that provides a sense of arrival into the Lockyer Valley from off the range.
6.2.1.10. Water-based Activities
One of the strengths of the area is the waterways, particularly Lake Apex (Gatton), Lake Dyer (Laidley) and Lake
Clarendon, which are currently underutilised in terms of tourist product. The opportunity exists to activate one or
more of these areas into a tourism precinct by activating the following but this is totally dependent on securing
water for recreational purposes.
▪ The need to advocate for water for recreational as well as agricultural purposes, as care is needed in managing
the market expectation over the provision of adequate water levels and associated water-based activities
possible.
▪ Promote increased watersport activity, both individually and through organised events and races. We
understand boat racing used to occur on Lake Dyer, but this was discontinued due to low lake levels. However,
the opportunity to continue such events needs to be further explored. There is also a need to advocate for a
new fuel supply.
▪ Promote its unique point of difference, through various activities such as birdwatching over the Lake and
potentially introducing image booths at key areas to take photographs.
▪ Lake Clarendon has opportunities for bird watching, canoeing and camping etc. as well.
▪ Ensure sufficient amenities are available to meet community and visitor needs, including retail, food and
beverage, etc.
▪ Establish a water-based event carnival that appeals to residents of the Lockyer Valley, yet has enough reach
to pull in day trippers and overnight visitors. We understand a carnival on the Lake used to exist, therefore,
consideration of a water-based event/festival could be included in a future events strategy when water levels
are sufficient and there is ongoing sustainability of water supply
45
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
6.2.2. Activation Area 2: Destination Awareness, Branding and Visitor Services
6.2.2.1. Broadening the Tourism Brand
There is an opportunity to broaden and enhance the Luvya Lockyer tourism brand to include the full spectrum of
tourist products in the area. By covering specific visitor elements, it will increase the promotion of the Lockyer
Valley product and provide more opportunities to attract a range of different target markets.
For example, the development of the tourism brand could be expanded to specifically include:
▪ agri-tourism (Luvya Food);
▪ tourism events (Luvya Events); and
▪ nature-based product (Luvya Nature).
6.2.2.2. Packaging of product
There are several visitor experiences, attractions and accommodation etc. available throughout the Lockyer Valley,
however, currently there is generally very limited synergy between these operators/providers. There is a need for
a composite package experience to be offered to the visitor, helping to extend visitor stay as well as greater
regional dispersal.
Packages could include activities such as biking tours, farmgate experiences etc. connecting to accommodation
offers and also food and beverage experiences. This will help strengthen the product offering, allow for cross
product selling, increase pre-bookings and help with improved transport and related planning.
This could first begin as 1-2 suggested itineraries with operators who are keen to link with each other, and, once
this is established, could be enhanced to bookable packages via the Lockyer Valley destination website (or similar).
6.2.2.3. Visitor economy awareness campaign
There is insufficient understanding about the important role the visitor economy plays in the Lockyer Valley and
why it needs strong support. There is also a lack of awareness of how the tourism dollar spreads throughout the
economy.
The Lockyer Valley’s visitor economy38:
▪ is valued at $56.1m and accounts for 2.2% of total output39, with total direct visitor spend estimated at
$109.5m40; and
▪ accounts for 445 jobs, comprising 3.6% of all employment in the LGA41.
Whilst these current percentage figures are very modest, they do reflect that the Lockyer is at an embryonic stage
in the development of its visitor economy.
The issue and opportunity are: what can be done with minimal resourcing to generate sustainable growth in the
visitor economy? To help generate better understanding on the importance and value of the visitor economy,
Council should consider developing and implementing a community tourism awareness campaign to show:
▪ how the tourism dollar disperses through the local economy (the direct and indirect impact of visitor spend);
38 Note this incorporates both tourism and hospitality 39 https://economy.id.com.au/lockyer-valley/tourism-value 40 See section 3.4 for how this figure was derived. 41 https://economy.id.com.au/lockyer-valley/tourism-value
46
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
▪ what businesses benefit from tourism including cafés, retailers, service stations, bars and transport providers
etc;
▪ how extended trading hours (even seasonally) can benefit the community;
▪ what the estimated value of tourism is via direct, indirect and induced spending impacts (this could be
demonstrated in terms such as how many loaves of bread, cups of coffee and litres of fuel etc. are purchased
by visitors on any given day: a large figure such as $52.8m does not provide the information needed to illustrate
its impact on local businesses and their suppliers); and
▪ why Council/ratepayer funding is required to maximise returns to the Lockyer Valley community via economic,
social and infrastructure benefits.
6.2.2.4. Wider regional packaging opportunities
Look to work with the operators of the recently developed Spirits of the Red Sand Indigenous experience in Logan
to offer food-related tours to the Lockyer. The Spirits of the Red Sand is an Indigenous cultural show which is
aiming to attract a mix of cruise ship visitors, and general international visitors to Brisbane and the Gold Coast,
wanting an authentic cultural experience.
With an expected additional interest in food experiences, the visitors to the Spirits of the Red Sand experience may
also see benefit in tagging on a tour to farm gate experiences, food events and experiences able to be undertaken
in the Lockyer. This is likely to appeal more to non-cruise ship visitors who are not as pressed for time. Significant
growth in the China market and a desire by them to experience quality produce provides potential for packaging
tours with the Spirits of the Red Sand and other product as part of day tours.
6.2.3. Activation Area 3: Events Diversification and Development
6.2.3.1. Destination Events Strategy
The Lockyer currently has a small yet vibrant calendar of events, though the clear majority of these are community-
based events rather than destination events that attract visitors from out of the Lockyer Valley.
The potential exists to introduce an events strategy which has a strong destination focus, that is, it focuses on those
events which draw a visitor market, rather than primarily being for the local community. The events strategy should:
▪ identify current major/key events to evaluate actual running costs including costs incurred by various Council
departments not directly involved, community vs visitor patronage, economic and social impacts of these
events etc.;
▪ assess current gaps within the existing events calendar and to determine existing key events that could be used
to enhance visitation to the Lockyer Valley;
▪ offer learning/workshop experiences associated with events and festivals to offer broader community benefits
where ever possible;
▪ investigate the potential to develop a signature destination event for the Lockyer Valley to attract greater fee-
paying visitors especially, as well as an overnight visitor market;
▪ prioritise existing community events and festivals and determining those which offer the best social and related
benefits;
▪ identify potential sites for holding larger scale events;
▪ determine those events and festivals which can operate on a cost neutral basis or better for Council specifically;
and
▪ investigate how to build capacity for event organisers, including identifying skill gaps and recommendations
for targeted training on topics such as traffic management plans etc.
47
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
A destination event strategy for the Lockyer Valley would provide a strategic framework for identified signature or
key events, ensuring that these events further boost the economic, cultural and social fabric of the Lockyer Valley.
6.2.3.2. Event toolkit
To grow the events sector in the Lockyer Valley requires actively seeking out events and promoting to event
organisers that the Lockyer Valley is “open” for events. The opportunity exists for Council to develop an Event
Toolkit which can be provided to event organisers which:
▪ demonstrates that Council has a number of pre-approved event locations ready to go so that red tape for event
organisers is minimal;
▪ has an overview of the pre-approved locations including their capacities, types of events they can support, the
hours of operation permitted etc.;
▪ includes a simple summary of the events approval process as well as an overview of insurance required;
▪ has information on waste management required (based on the size of the event) as well as toilets;
▪ has a summary of applicable fees and how these are to be paid; and
▪ includes contact details for event management personnel at Council.
An example of a high-quality, Council-developed events toolkit is the Wollongong City Council Events Toolkit42
which takes a proactive approach and clearly articulates that Wollongong is “open” for events.
6.2.3.3. Food-Based Events & Festivals
The Mayor, with the support of Council, is keen to develop and promote a signature food event. There are already
many existing in the region and nearby, including:
▪ the Regional Flavours Festival (Brisbane) which Lockyer Valley invest into;
▪ the Good Food and Wine Show (Brisbane);
▪ the Winter Harvest Festival (Aratula, Scenic Rim);
▪ the Scenic Rim Eat Local Week;
▪ the Felton Food Festival (Felton); and
▪ the Hampton Food Festival (Hampton).
It is important that any food event in the region possesses a unique point of difference. As such, it may be preferable
to look to leverage off one of the existing festivals to gain a higher profile for the region and to offer a more cost
effective and faster activation. This could include linking in with the Grower’s Group and leveraging off their existing
farm expo and conference.
6.2.3.4. Sports Tourism Events
The Lockyer Valley has significant participation in sport (netball, swimming, cricket, football and soccer), as well as
dancing. The potential exists to leverage off this strength and position the LGA as a destination for major regional
sporting and dancing events, to attract the family market from surrounding regions, which could also encourage
overnight stays. And the potential exists to promote equestrian events such as camp drafts, show jumping and
horse racing.
42 http://www.wollongong.nsw.gov.au/city/events/toolkit/Documents/Events%20Toolkit.PDF
48
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
6.2.3.5. Wedding and Conferences Market
There is potential to grow the conference and wedding market in the Lockyer Valley. We note Council’s desire to
grow the Lockyer Valley Conference and Function Centre to enable it to cater for up to 500 for a sit-down
conference, wedding or summer event.
6.2.4. Activation Area 4: Governance, Collaboration and Support
6.2.4.1. Business support programs
The vast majority of operators in the tourism sector in the Lockyer Valley generally are micro to small operators.
To grow its visitor economy and to achieve many of the recommendations outlined in this Plan, there is a need to
offer upskilling and business development programs for these micro to small operators.
The types of support required is likely to include (but is not limited to):
▪ programs focused on social media and how to correctly utilise the various social media tools available
(including what tool is best for specific types of marketing);
▪ assistance in storytelling and experience development;
▪ help in clustering and bundling experiences to make itineraries interesting and appealing;
▪ visibility and assistance in helping to stand out;
▪ networking with other businesses to understand what is in the area;
▪ help in participating in additional programs to develop product offering;
▪ understanding how to value add to existing product;
▪ providing the opportunity to network along the value chain to develop relationships with other suppliers.
▪ training on getting listed on the Australian Tourism Data Warehouse (ATDW) to ensure their product is listed
on the appropriate RTO and state government tourism websites;
▪ customer service upskilling; and
▪ programs on understanding the difference between start-up, market ready, accredited and export ready
tourism product (Figure 23).
The Tourism and Events Queensland’s Best of Queensland Experiences Program provides a set of criteria to identify
those Queensland experiences which “will foster trust in the Queensland brand and ensure that Queensland is at
the forefront of consumer expectations”43. The business development programs for the Lockyer Valley should also
focus on assisting businesses to align with the criteria and expectations identified to be listed in this program.
43 https://teq.queensland.com/experiences/best-of-queensland-experiences
49
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Figure 23: Market readiness stages
6.2.4.2. Improvements to Tourism Governance/Structure
The local tourism association has a key role to play in working with Council to further activate the Lockyer Valley’s
visitor economy. Table 11 details some of the best practice actions that could be implemented to help strengthen
its governance and operating systems, as well as gain the support of key agencies within government as well as
regional partners.
Table 11: Actions to strengthen tourism governance
Action Description
Introduction of a charter/mission statement
▪ The introduction of a charter to clarify the role of the local tourism association and to succinctly outline its core purpose, values and the actions it needs to focus on.
Future Part Time Executive Officer
▪ There is benefit in engaging an executive officer as a possible part-time paid position. Ideally the association should not continue to rely on a group of well-intended volunteers to try and undertake this on their own.
Succession Planning ▪ There is a need to look at succession planning to encourage more members to be actively involved with the association.
▪ A deliberate process of creating a series of working groups will hopefully also be beneficial in encouraging more people to consider stepping up to the executive committee in due course.
Annual Action Plan ▪ There is a need to create an annual action plan with defined actions, strategies and key performance indicators to achieve.
▪ This should include clear lines of responsibility and demonstrate the processes and procedures to follow.
▪ The success of the association needs to focus on achieving outcomes, but with clear and simple processes.
Showing Benefits to Local & State Government
▪ The importance of tourism and the visitor economy to the Lockyer Valley needs to be emphasised.
▪ The association should establish lines of communication to Local and State Government, to better inform them of any changes to the visitor economy and how it impacts the overall community through additional spend, economic output and employment.
▪ As a result, there may be more opportunities for Government to support tourism programs and strategies within the Lockyer Valley.
50
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Action Description
Partnering with neighbouring local tourism associations
▪ We note that the association already has a working, informal relationship with Brisbane Marketing (the Regional Tourism Organisation), but the opportunity exists for it to also collaborate with neighbouring local tourism associations, such as Somerset and Scenic Rim.
▪ Leveraging off these organisations and creating new partnerships will strengthen the local association and enhance its reach. In addition, it should also connect and collaborate with other local businesses and local tourism operators to help grow the visitor economy.
Accessing the ARTN ▪ The local tourism association has access to Australian Regional Tourism Network (ARTN) for ideas generation, knowledge sharing, networking and more. Illustratively, ARTN is promoting agritourism in partnership with Austrade; the National Farm Federation; the Australian Local Government Association; the Regional Australia Institute and an Agritourism Reference Group.
▪ The aim of the ARTN’s agritourism project is, for instance, to “reinvigorate regional and rural communities through the sustainable and holistic development of agritourism product and experiences that encourage greater visitor dispersal”.
Accessing other resources and projects
▪ The association also has access to the Visit My Farm project that “aims to introduce city dwellers and consumers to farmers, through an easy to use web platform.”
▪ The platform requires farmer and farm profiles to be registered with details of the kind of activities they can offer guests who might want to visit for an hour, a day or half a day.
▪ The association has access to the resources provided online by Regional Australia Institute that helps small regional towns identify the ways in which they can take control of their future through development strategies that work.
▪ It also has access to Regional Development Australia and its tourism research work with the University of Queensland. Researchers are investigating how tourism and events can help to revitalise rural economies and communities.
▪ The association also has access to government departments and non-government organisations for assistance with and funding of programs. A list of available resources is detailed in Section 5 of the Supporting Documentation. There is also a grants gateway operated by the Queensland Tourism Industry Council, which provides information on relevant funding programs and grants for the tourism industry. A Grants Guide is available for tourism businesses and associations on accessing and applying for grants.
51
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
6.3. Target Markets
Table 10 provides a summary of the various target markets which could be focused on for the Lockyer Valley, linked
with relevant opportunities identified in this Plan. The target markets identified align with the Lockyer Valley’s
existing (and potential) strengths, and consider the following trends: the rise of the ‘experiential’ visitor, whereby
visitors are increasingly chasing a new, unique experience; a growing reliance on online/digital bookings and the
way social media is used to experience a destination; a move to more short breaks as domestic visitors find
themselves time poor; and a growing desire to purchase a package of elements ideally online and which may include
food/dining or event experiences, accommodation, and other value adds such as cooking classes etc.
Figure 24: Lockyer Valley visitor target markets44
44 These visitor segments are based on visitor activity categories provided by TRA, as well as Queensland’s Experience Framework provided by TEQ. Each of the visitor segments are based on areas of interest, demographics and purpose of trip.
52
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
The following subsections provide a more detailed analysis of the various target markets identified.
6.3.1. Nature-based tourism
6.3.1.1. Overview
Nature-based tourism forms a significant component of Australia's visitor economy; our biggest
strength is our world-class nature. Nature-based tourism is leisure travel undertaken largely or solely
for the purpose of enjoying natural attractions and engaging in a variety of nature-based activities.
In the context of the Lockyer Valley, nature-based tourism includes most recreation, outdoor and sports-related
experiences, including freshwater fishing, bird watching, walking experiences, cycling through natural areas, farm
visits, golf and even adrenaline-related activities such as hot air ballooning.
While nature-based tourism is not a term that is commonly used by visitors (as it is not seen to be a type of holiday
in its own right), it is a term of value to industry in the context of describing visitor desires, experiences and
activities. Nature-based experiences are intimately linked to all other aspects of the visitor’s total experience of a
destination, such as food, culture, relaxation, health, escape, family needs, accommodation, transport, etc. All serve
to complement each other and together form the basis of a visitor’s overall satisfaction with their holiday.
The nature-based visitor market presents an opportunity for the Lockyer Valley’s visitor economy, as it closely
aligns with its natural surroundings and recreational facilities.
6.3.1.2. What the market is looking for?
The research shows that visitors do not want the same nature-based holiday wherever they go. They want to
experience something different, something out of the ordinary, and something which prompts an emotional
reaction. They want to experience something special which will turn their short-break away into a lifelong memory.
These experiences include the following.
▪ Standout walking journeys across the landscape – and short walks to build tourism experiences on foot.
▪ Native wildlife experiences – bush close to the city, interactive tree-top animal viewing experiences.
▪ Water-based wildlife and natural experiences, including watersport activities, fishing, etc.
▪ Connecting food and nature by developing exclusive opportunities to utilise spectacular natural settings for
innovative accommodation, dining or events.
▪ Creating infrastructure such as zip lines or cantilevered viewing platforms which enable visitors to experience
nature from the treetops, mountaintops, underground or underwater.
▪ Investing in emerging niche markets, including geo-tourism, bird watching, mountain biking, etc.
6.3.1.3. Positioning strategies
The Lockyer Valley has the potential to attract the domestic nature-based tourism market, as an alternative to the
coastal areas across SEQ, particularly through its numerous parklands, lakes and access to farms and fresh produce.
It has the opportunity to promote itself as an affordable and easily accessible destination for adventure seekers
and nature-enthusiasts, seeking an authentic experience, including (but not limited to):
▪ national park experiences (trekking, mountain biking, horseback riding, water sports);
▪ bird watching experiences;
▪ farm tours;
▪ adrenaline-related activities (such as hot-air ballooning); and
▪ race days.
53
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
The nature-based tourism market also has synergies with the ‘foodie’ visitor market so the Lockyer Valley could
look to package these nature-based experiences with food experiences (fresh farm produce, paddock to plate
experiences, cooking schools etc.), accommodation and/or transport to offer a packaged experience.
6.3.2. Food Tourism
6.3.2.1. Overview
Food tourism has been the major sectoral focus of the World Tourism Organisation for the last 15 years:
it has become “one of the most dynamic and creative segments of tourism …[with] more and more
tourists … looking for concrete learning experiences, and in this endeavour, the gastronomic experience, in highly
diverse ways, is playing an increasingly prominent part”45.
Food tourism is often defined as including visits to primary and secondary producers of food, gastronomic festivals,
food fairs, paddock to plate experiences, events, farmers’ markets, cooking shows and demonstrations, tastings of
quality food products or any food-related tourism activity.
This market is primarily couple-dominated, with a strong interstate presence, particularly Melbourne, Sydney and
Brisbane. The Lockyer Valley has a strong historical, cultural and economic connection to food, as one of the
nation’s food bowls, presenting a unique opportunity to capture this market.
6.3.2.2. What the market is looking for
The ‘foodie’ market is looking to:
▪ eat fresh, locally grown food for breakfast, lunch and dinner;
▪ buy local produce in its various forms;
▪ understand where food comes from and how it is processed and packaged;
▪ undertake food trails (such as the recently developed SEQ food trails46);
▪ sample new cuisine; and
▪ participate in food-related activities such as cooking schools and paddock to plate experiences.
The potential exists to grow the ‘foodie’ market to the Lockyer Valley leveraging off work to date in this sector,
coupled with activating the food-related opportunities identified in this Plan.
6.3.2.3. Positioning strategies
The Lockyer Valley could grow this ‘foodie’ market in a variety of ways. There is the potential to create several
themed food trails, each incorporating numerous activities including farm gate experiences, fruit and vegetable
picking, fresh produce purchasing and consuming, cooking schools and gastronomy events.
In addition, Council, in partnership with industry, could develop an annual signature food event or festival that
promotes local produce and local farms, and attracts predominantly intrastate visitors to purchase these products.
Finally, these experiences could potentially be packaged together, incorporating food trails with accommodation,
transport and food event/festival entry.
45 Global Report on Food Tourism, UN World Tourism Organisation, pages 5-6. 46 www.seqfoodtrails.com.au
54
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
6.3.3. Working Holiday Market
6.3.3.1. Overview
This market is unique for the Lockyer Valley, primarily due to the region’s heavy reliance on seasonal
farm workers that primarily come from overseas. The workers are generally young and many arrive as
backpackers seeking income to supplement their holiday.
The challenge for Council is to maximise the length of stay, visitor yield and ensure recreational activities are
undertaken in the region, particularly to avoid expenditure ‘leakages’ in other areas such as Brisbane, Gold Coast,
etc.
6.3.3.2. What the market is looking for
Based on consultation with Council and industry, the market is looking for:
▪ clean, comfortable and affordable accommodation (noting that a large-scale backpacker accommodation
facility is being developed in Grantham to better meet these needs);
▪ recreational activities to keep occupied during out-of-work hours (such as passive as well as more active
recreational experiences, evening experiences, indoor interactive experiences); and
▪ suitable, relatively inexpensive, food and beverage facilities.
6.3.3.3. Positioning strategies
The Lockyer Valley could attract international working holiday visitors, and generate greater visitor yield, through
the following positioning strategies:
▪ promoting the proximity of the location to Brisbane, Gold Coast and other urban centres across SEQ;
▪ marketing the backpacker accommodation as the ideal base for international workers and backpackers; and
▪ combining a range of offerings, including services (e.g. accommodation) and recreational activities (e.g. food
trails, adrenaline activities) as a unique package for international backpackers.
6.3.4. Short break market
6.3.4.1. Overview
Short breaks are an important part of Australia’s visitor economy. According to a recent study into
Australia’s travel market, “short breaks have become the new norm as Australians look to break free
from the frenetic pace of everyday life and find space to be themselves away from the pressures of home – domestic
holidays could offer a safety net to Australians with easy and affordable trips at home”. Domestic short breaks are
often a mix of planned and spontaneous trips, spread across the year to provide milestones to look forward to.
Fundamentally, the short break market is characterised by couple getaways of around 1-3 nights, usually for a
“weekend getaway” or “midweek break”. This is an important visitor segment for the Lockyer, as it appeals to
visitors from metropolitan centres – such as Brisbane, the Gold Coast, etc – seeking a break from ‘city life’.
6.3.4.2. What the market is looking for?
The short break market is looking for well-located and easily accessible destinations (1-2 hours’ travel time) which
could offer specific experiences, including:
▪ relaxation and replenishment;
▪ quality and indulgence;
55
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
▪ pampering and well-being;
▪ high-quality events;
▪ quality food and dining related experiences; and
▪ stylish accommodation, whether it be up-market or more niche/boutique.
6.3.4.3. Positioning strategies
The Lockyer Valley’s proximity to Brisbane, as well as its association with food, nature and agri-tourism provide the
core elements to be able to position itself to this market. It could focus on these strengths and promote itself as an
outdoor and ‘foodie’ destination, close to metropolitan centres within Queensland, that offers:
▪ the opportunity to “escape” city life by experiencing the region’s farms and natural attributes;
▪ unique food opportunities, including farmgate/fresh produce, cooking schools, etc.; and
▪ outdoor recreational activities, including bushwalking, fishing, hot air ballooning, etc.
Importantly, the Lockyer Valley could promote packaged experiences to this market, incorporating food trails/food
opportunities, cooking schools, accommodation and other recreational experiences. As this offering matures, there
could also be the opportunity to attract the large short break market from interstate capital cities, particularly
Sydney and Melbourne.
In addition, the Lockyer should investigate the potential for health and well-being centres including day spas etc.
Its location being so close to Brisbane and SEQ, offers an easy day or overnight location to provide “time out” and
pampering. It is noted that there are older style thermal pools in Helidon which may offer the opportunity to
redevelop the site.
6.3.5. Caravan and camping
6.3.5.1. Overview
The Australian caravan and camping industry is forecast to grow; the number of
campervan/motorhome registrations has increased, as well as the number of motorhomes manufactured. Tourism
Research Australia data for 2016 shows that this market has achieved the highest recorded annual growth in
overnight trips and visitor nights since data was first recorded in 1998. This unprecedented growth saw Australians
take a total of 11.7 million caravan and camping overnight trips (a 9% increase on 2015). The length of time spent
caravanning and camping has also grown, with 51.6 million domestic visitor nights recorded (up 16% on 2015) in
Australia.47
The caravan and camping market has also transitioned, with the “young family life segment (persons aged 30-39
years) [presenting] one of the most significant opportunities for the industry over the coming decade”.48 The boom
in demand for destination holiday parks nation-wide can be attributed to this demographic shift.
6.3.5.2. What the market is looking for?
In general, the caravan and camping market seek affordable, low cost accommodation and tend to embrace the
natural environment and outdoor-activities, which are prevalent throughout the Lockyer Valley. They are also
seeking social interaction, through mingling with other campers/caravaners.
47 http://www.caravanindustry.com.au/unprecedented-growth-in-aussie-caravan-and-camping-holidays 48 Impact of Demographic Change to the Caravanning & Holiday Parks Industry, Caravan Industry of Australia
56
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
In addition, a sub-category of more upscale camping – glamping – has been growing across the country and could
be included as part of the visitor market analysis. They are seeking more boutique, upscale products, to
complement the nature-based activities, particularly unique food/dining experiences.
6.3.5.3. Positioning strategies
While the Lockyer Valley can easily cater to the “traditional” caravan and camping market (by promoting its existing
camping grounds and caravan parks across the region), the potential exists to introduce a destination holiday park
into the accommodation mix which offers a mix of cabins/chalets (and in some places, glamping) and
powered/unpowered sites as well as family-friendly activities including water playgrounds, biking tracks etc.
With the Lockyer Valley’s proximity to Brisbane and other metropolitan centres across SEQ, it could position itself
as a central hub from which destination holiday park users could explore the wider region.
The major destination holiday park operators and investors are keen to find suitable sites (often 8-12 ha. in size)
which they are keen to lease for 40+ years. The Lockyer could potentially offer a cluster of sites and become a
potential hub for this accommodation sector, along with the supporting infrastructure they bring such as car and
caravan/RV maintenance and servicing etc.
6.3.6. Visiting friends and relatives
6.3.6.1. Overview
The VFR market is an important segment for the Lockyer Valley, comprising 37% of all visitors to
the area (domestic day, domestic overnight and international) and, more specifically, 57% of the
high-yielding domestic overnight visitor market.
The VFR market is particularly valuable because the opportunity exists to convert VFR into repeat holiday/leisure
visitors to increase overall visitation and visitor yield.
The VFR market is also a valuable catalyst in encouraging locals to get out and try product and experiences in their
own area which they may otherwise not do.
6.3.6.2. What the market is looking for?
The VFR market is looking for a mix of experiences and events which also enables them to catch up with friends
and relatives. These visitors are often keen to pursue nature and food-related experiences. Areas such as the
Lockyer Valley, which has the potential to offer outdoor recreation, as well as food-based experiences, are often
very appealing. The potential for dining out is also important, recognising that locals/hosts want to share exciting
dining options with visiting friends and relatives.
Locals/hosts are looking to showcase experiences to their visiting friends/relatives which: highlight the uniqueness
of the area; are an experience you can only do within that particular area; and/or which is a higher quality experience
than what is offered elsewhere.
6.3.6.3. Positioning strategies
As the driving factor behind VFR visitation is to see family and friends (i.e. residents of the Lockyer Valley), VFR
visitors are strongly influenced by their hosts. Therefore, positioning for this market relies on communicating with
local residents and promoting:
▪ a sense of pride for the area;
57
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
▪ the range of activities/experiences on offer;
▪ the key visitor economy supporting infrastructure (e.g. accommodation facilities, visitor information centres,
etc.); and
▪ the importance of tourism to the local economy and the benefits it could create for residents.
In addition to this, local businesses could provide a good avenue for promotion and referrals for visitors and,
therefore, could be informed about the tourism products across the region.
58
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
59
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Action Plan
7.1. Overview
Table 12 - Table 15 provide the various actions required to further activate the Lockyer Valley’s visitor economy.
These are aligned with the activation areas identified in section 6.1 of this Plan.
The following defines the timeframes and indicative budget for each action.
▪ Short-term: 1-2 years
▪ Medium-term: 3-5 Years
▪ Long-term: 5+ years
▪ Low: $0-$50k
▪ Medium: $51k-$250k
▪ High: $251k+
Please note, all information in the Action Plan is indicative only and subject to further research and analysis to
determine its feasibility.
For completeness, the previous actions that were included in the 2013 Tourism Destination Plan have been included
in Section 1 of the Supporting Documentation. The purpose of reviewing the 2013 Action Plan is to better
understand the work that has already been undertaken by Council and relevant stakeholders. The ongoing actions
listed in the table are still relevant and applicable. The new actions identified purposefully overlap with previous
actions in the 2013 report. However, this is done to strengthen and consolidate existing actions that are still relevant
to the Lockyer Valley, rather than trying to ‘reinvent the wheel’. Where overlap occurs, Stafford’s recommendation
is for new actions to supersede previous ones.
TIMEFRAME INDICATIVE BUDGET
60
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
7.2. Activation Areas and Associated Actions
Table 12: Activation Area 1: Accommodation, Experiences and Infrastructure Development
Strategies Corporate Plan Link Tasks Responsibility Timeframe Indicative Budget
KPIs
Food trails & food tours
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Work with industry and farms to develop a range of food trails and tours across the region. Leverage off regional product, such as the Southeast Queensland Food Trail
▪ Council
▪ Local Tourism Association
▪ Industry operators
Short to medium term
Low (marketing)
▪ Develop additional local trails/tours by early 2020
▪ Engage in partnerships with regional tours by late-2021
▪ Promote at significant regional events utilising the tourism trailer
Farmgate retail
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Development and promotion of higher-quality retail establishment that provides unique produce, promoted as ‘paddock to plate’ offerings
▪ Council
▪ Local Tourism Association
▪ Industry operators
Short term (coordinate and promote)
Medium (marketing)
▪ Increased promotion of retail on websites, social media, etc
▪ Additional facilities installed by 2020
Water-based activities
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Investigate potential to increase promotion of natural waterways, and develop more commissionable product (e.g. boat hire, etc.)
▪ Council
▪ Dept of National Parks, Sport and Racing
▪ Local Tourism Association
Short to medium term
Low ▪ Recreation analysis and feasibility of
▪ Improving waterways as a visitor attraction by late-2019
Tourism precinct activation
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Position paper to create a tourism precinct/hub at an appropriate location in the Lockyer Valley (e.g. in or around the Lockyer Conference centre, at or near Lakes, etc.)
▪ Council
▪ Local Tourism Association
▪ Industry operators
Short-medium term
Low ▪ Council position paper developed by mid-2019
▪ Identify additional new tourism product to cluster together by late 2019
▪ Investigate new operators – investors to attract by mid-2020
61
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Strategies Corporate Plan Link Tasks Responsibility Timeframe Indicative Budget
KPIs
Packaging of product
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Continue existing Council work into the packaging of tourist product, including experiences, dining, accommodation, etc.
▪ Council
▪ Local Tourism Association
▪ Industry operators
Short term Low (marketing)
▪ Additional promotion of region’s packages on websites, social media, etc. by late 2019
▪ 5 key product packages to be released by early-2020
Increase focus on nature-based product and experiences
2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Develop a promotional campaign to position the region as an attractive destination for nature-based tourism (and families, etc) including bush walking, hiking and climbs etc. This could be supplemented with a recreation analysis to increase commissionable product and supporting infrastructure
▪ Council
▪ Dept of National Parks, Sport and Racing
▪ Local Tourism Association
▪ Industry operators
Short term Medium ▪ Develop promotional campaign by mid-2019
▪ Market nature-based sites and products by mid-2020
Destination Holiday Park
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Develop a pre-feasibility study for a new branded holiday/tourist park in the region
▪ Council
▪ Local Tourism Association
▪ Industry operators
Short term Low (estimated at $15-$20k)
▪ Pre-feasibility study to be completed by late-2019
▪ If viable, confirm preferred location and potential
operators/developers by 2020
Bicentennial National Trail
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
promotional campaign to increase the attractiveness of the BNT and increase visitation.
▪ Council
▪ Local Tourism Association
▪ Industry operators
Short to medium term
Medium ▪ Promotional campaign by Sept 2019
▪ Increase visitation to the BNT by 2021 and ongoing
▪ Monitor success, ongoing
New tracks and circuits for
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes.
Conduct assessment to cost construction of these tracks and location,
▪ Council
▪ Developers
Short term and ongoing
Medium ▪ Undertake feasibility assessment by late 2019
62
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Strategies Corporate Plan Link Tasks Responsibility Timeframe Indicative Budget
KPIs
BMX, 4WD, etc.
2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
including a cost-benefit analysis
▪ Private land holders
▪ If a positive outcome, identify the preferred location and potential operators/developers by 2020
Table 13: Activation Area 2: Destination Awareness, Branding and Visitor Services
Strategies Corporate Plan Link Tasks Responsibility Timeframe Indicative Budget
KPIs
Improve positioning of key towns (Gatton, Plainland, Laidley)
1.2 Council optimises the use of its open spaces and facilities by improving access to and the quality of the facilities for individuals and groups for cultural, recreational and community activities. 1.3 Enhanced wellbeing and safety of the community. 1.4 Council seek to understand community needs, resulting in partnerships that realise long-term benefits for the community in a timely manner. 1.5 Events and activities that bring together and support greater connectivity in the community. 4.1 Growth and development in the region is sustainably managed through the adoption and implementation of the Lockyer Valley Planning Scheme. 4.2 Provision of fit-for-purpose infrastructure which meets the current and future needs of the region.
Develop a positioning strategy, building on the existing work undertaken by Council to revitalise and activate towns
▪ Council
▪ Industry operators
▪ Chamber of Commerce
Short term and ongoing
Medium-high ▪ Positioning strategy to be completed by late 2019
▪ Marketing campaign implemented by 2020
▪ Visitation to increase to these towns, and the Lockyer Valley, from 2021 onwards
63
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Strategies Corporate Plan Link Tasks Responsibility Timeframe Indicative Budget
KPIs
Enhance and broaden the Luvya Lockyer tourism brand
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Investigate the potential to broaden the brand to specific elements of the Lockyer Valley visitor economy, including agri-tourism, outdoor recreation and events
▪ Council
▪ Local Tourism Association
▪ Chamber of Commerce
Short term and ongoing
Low ▪ Develop strategy that investigates the options of broadening the brand and implications by late-2019
▪ Roll out wider brand campaign by 2021
Improvements in signage, wayfinding and interpretation
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Building on the 2013 Plan, complete audit and signage strategy that has been commenced by Council
▪ Council
▪ Chamber of Commerce
Medium term
Low ▪ Strategy to be completed by late-2019
▪ New signage to be approved and developed by late 2020
▪ Signage to be implemented from 2021 onwards
Promote the region with a focus on clean, green, health and wellness.
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Promote the unique selling point of the Lockyer Valley by focusing on the high-levels of agricultural production, making it ‘Australia’s Salad Bowl’ and one of the top 10 fertile regions worldwide.
▪ Council
▪ Industry operators
Short term Medium ▪ Increased promotion on websites, social media, etc by 2020
Lengthening average length of stay
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Develop a conversion strategy to encourage VFR and day trippers into short break and a longer overnight holiday market
▪ Council
▪ Local Tourism Association
▪ Brisbane Marketing
Short term Low ▪ Develop new product and events to grow overnight visitation, by 2020
▪ Increased average length of stay and a reduction in the proportion of day trippers to the region (through growth in overnight visitation) by 2021
64
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Table 14: Activation Area 3: Events Diversification and Development
Strategies Corporate Plan Link
Tasks Responsibility Timeframe Indicative Budget
KPIs
Destination events program
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Create a consolidated destination events program, focusing on major events only (with the greatest benefit) and ensuring there is no duplication or market saturation of events.
▪ Council
▪ Industry operators
▪ Local Tourism Association
▪ Event coordinators
Short term Low ▪ Develop program by late-2018
▪ Create a new, consolidated events calendar for Lockyer Valley by mid-2019
▪ Roll out full program commencing in 2020
Signature Food-based event or festival
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Position paper into the development of a single, signature food event for the Lockyer Valley
▪ Council
▪ Local Tourism Association
▪ Industry operators
▪ Growers/producers
Short term Low ▪ Position paper developed by late 2019
▪ Set aside resources for the signature event by late 2019
▪ Develop and implement the event in 2020-2021
Conference and wedding market
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
assessment into increasing the quantity and quality of conference/event venues, to attract the conference and wedding markets to the region
▪ Council
▪ Industry operators
▪ Event coordinators
▪ Developers
Medium term
Medium ▪ An assessment/audit conducted by late 2019
▪ Assess need for new or upgraded venues by 2020
▪ Improvement in the quantity and quality of venues, as well as the number of events/conferences/ weddings held in the region implemented by 2021
Sports-based market
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Promotion of the region as a destination for sports-based events (ranging from clubs to school sports)
▪ Council
▪ Local clubs
▪ Regional schools
Short term and ongoing
Low ▪ Increased marketing and promotion of the region on various websites, school directories, clubs, social media, etc by late 2019
▪ Increases in sports events from late 2020 onwards.
65
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Table 15: Activation Area 4: Governance, Collaboration and Support
Strategies Corporate Plan Link Tasks Responsibility Timeframe Indicative Budget
KPIs
Establish a formal charter
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy.
Draft a charter that clarifies the role of the local tourism association, outlining its core purpose, vision, objectives, etc
▪ Local Tourism Association
Short term ▪ Low ▪ Local tourism association to meet and discuss the formation of a charter by late 2018
▪ Draft charter to be completed by March 2019
Draft Annual Action Plan
2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy.
Draft and develop an annual action plan with defined actions, strategies and key performance indicators to achieve. The action plan should be endorsed and approved by the future executive committee
▪ Local Tourism Association (incl.. Executive Committee)
Short term ▪ Low ▪ Develop draft actions and strategies by mid-2019
▪ Following the formation of the executive committee, draft and finalise the first action plan by late 2019
Partnerships with bordering tourism organisations
4.4 Regional collaboration and targeted advocacy that drives external funding, for timely delivery of key infrastructure and enhanced community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.
Explore opportunities to establish partnerships with neighbouring tourism organisations, including Southern Queensland Country and Visit Darling Downs, amongst others
▪ Local Tourism Association
▪ Council
Medium-term
▪ Low ▪ Opportunities paper developed by May 2019
▪ If viable, initiate contact with interested organisations in 2019 and determine opportunities
▪ Establish formal/informal partnerships by end of 2020
Obtain community support for sustainable tourism growth
2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes. 2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy. 2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle
Build on the tourism awareness program identified in the 2013 Plan and garner support from supporting tourism agencies and operators
▪ Local Tourism Association
▪ Council
▪ Industry operators
Medium-term
▪ Low ▪ Explore opportunities to partner and collaborate with supporting bodies by late 2019
▪ Develop a tourism awareness campaign by early 2020
▪ Roll out campaign by late 2020
66
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
Supporting Documentation
- PREVIOUS ACTIONS LISTED IN THE 2013 TOURISM DESTINATION PLAN
– PRODUCT AUDIT (ACCOMMODATION)
- PRODUCT AUDIT (MARKETS)
– PRODUCT AUDIT (ATTRACTIONS/EXPERIENCES)
– PRODUCT AUDIT (F&B)
– GOVERNMENT & NON-GOVT. ASSISTANCE RESOURCES
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
68
- Previous Actions listed in the 2013 Tourism Destination Plan
Table 16 lists the previous actions that were included in the 2013 Tourism Destination Plan, including project progress, ongoing actions, as well as actions that are no
longer relevant. In terms of priorities of ongoing strategies, short term strategies are those intended to be completed within the next two years, medium term are
those within the following three to five years and long term includes those to be undertaken/completed after five or more years.
Table 16: Previous actions listed in the 2013 Tourism Destination Plan49
Strategies Tasks Progress to date Outstanding tasks Priority level
Key Result Area 1: Attract a Broader Range of Visitor Markets to the Lockyer Valley
Streetscaping northern end of Railway St in Gatton
Undertake feasibility for the cost of enhancements and pedestrianising (wider pathways to encourage outdoor dining, landscaping, etc.) Railway St in Gatton in order to encourage greater use. This should also look at the ability of Council to attain a grant in order to undertake the required changes.
▪ Some cosmetic upgrades have been completed - beautification project undertaken in the main street, including the planting of trees and sidewalks cleaned.
▪ Increase parking at the northern end of the street
Short term
Encourage broader retail mix in Gatton
Actively encourage chambers of commerce and shop owners to provide their space for shops which will improve the quality and increase the variety of retail mix which is currently offered in Gatton. This could be undertaken by providing rates relief to those shop owners who are prepared to offer discounted rent and/or update their premises.
▪ On-going project ▪ Seek ways to encourage future development opportunities in retail and work with business owners and chamber to keep tenancies full
Medium term
Greater use of the cultural centre
Promote the Cultural Centre more intensively as a venue for events, conferences and meetings by developing a promotional and events strategy. Once additional accommodation stock is developed in the region, consider packaging up accommodation with the venue for prospective event/conference holders.
▪ An advertising and events package has been distributed and marketed.
▪ Engagement of hospitality associates to help promote and increase use.
▪ Ongoing Short term
Paint your building competition
Develop and promote paint your building competition at Laidley and potentially including Gatton, Forest Hill and Withcott, particularly focusing on the town centre. Look to extend the competition to the other Lockyer Valley towns and create an inter-town competition.
▪ Paint your town competition undertaken and promoted. Very little uptake.
▪ Project complete Complete
Plainland and Withcott Gateway Signage
As part of the overall signage strategy, there needs to be a large attractive sign board on the western gateway (Withcott) as well as the eastern gateway (Plainland) into the Lockyer Valley which will help reinforce that visitors have just entered the Lockyer Valley.
▪ Welcome to signs have been installed. ▪ Project complete Complete
Motel and backpacker accommodation
If current motel and backpacker proposals are going ahead, continue to work with developers to ensure a successful outcome. If current proposals are no longer going ahead, undertake Council feasibilities to assess whether separate motel and backpacker accommodation facilities would be viable, what size they need to be and who could potentially operate the facilities.
▪ The new motel has been developed and opened in January 2017.
▪ New backpacker facility - stage 1 currently under construction
▪ Benchmark short term approval and to align with an incentive program
Long Term
Withcott public toilet facilities
Undertake feasibility to assess construction of public toilet facilities at Withcott. This should include the cost of development, style of development and preferred location of the facilities.
▪ Work in progress, currently under construction.
▪ Complete Complete
49 Information supplied by Lockyer Valley Regional Council
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
69
Strategies Tasks Progress to date Outstanding tasks Priority level
New caravan/destination park
Conduct feasibility assessment including a cost-benefit analysis for the development of a new destination park.
▪ RV Park developed in Gatton ▪ Seeking investors for commercial uptake of a holiday park
Short term
Pop-up restaurants/cafes Develop prospectus which outlines the procedure for and benefits of establishing pop-up restaurants/cafes in the Lockyer region. This will need to be provided to possibly restauranteurs/café owners throughout the region and broader SEQ region.
▪ Not undertaken ▪ Not undertaken Short term (align with Food Strategy)
Food trails Work with industry to develop and market a range of food trails throughout the region.
▪ SEQ Food Trails currently being populated with information so that visitors can use a suggested trail or create their own.
▪ On-going updates and maintenance. Live launch date March 2018 - further develop the market and engage
Short term
Cooking Schools Undertake marketing for the development of cooking schools which cater for both adults and children. This will involve looking at possible demand, the most optimal location, grants which could be applied for and possible operators for the schools.
▪ A partnership with local school has seen two cooking schools completed with great success.
▪ On-going initiative - a strategy to be developed to further expand.
Short term
Installation of bird watching facilities
To position the region as a top bird watching location, install bird hides and other facilities at top bird watching locations in the region (e.g. Seven Mile Lagoon, Atkinson Dam, Lake Dyer, Jesse Wickman Park, Jahnke's Lagoon, Lake Clarendon)
▪ Not yet developed ▪ Not undertaken Long Term
Position the Lockyer as a bird watching region
Develop a promotional strategy to position the region as a prime bird watching region. This would need to cover marketing opportunities through online mediums, print (magazines) and bird watching events (such as conventions).
▪ Friends of Lake Apex (FOLA) have developed a brochure and on-line guide.
▪ On-going, more work to be done Medium term
Model aircraft attraction/club
Undertake discussions with the National Model Aircraft Association regarding a suitable location for their future model aircraft club/base.
▪ Not undertaken ▪ Not undertaken No longer a priority
Packaging of product The packaging of experiences, dining, accommodation and transport. This will involve a wide range of stakeholders but Council will need to take leadership and play the facilitation role for this.
▪ Some initial work has been done ▪ On-going, more work required Short term
Encourage schools to undertake field trips to the Lockyer Valley
Integrate educational aids into the region's website that teachers can download to educate students.
▪ Not undertaken but has been delivered by private operators expanding into this market.
▪ Not undertaken No longer a priority
Greater promotion of national parks and reserve land
Undertake recreation analysis to investigate the potential to develop triathlons/biathlon events using national parks and reserve land as well as using reserve land for activities such as bushwalking, mountain biking etc.
▪ Not undertaken ▪ Opportunities to be investigated - in linkage to Toowoomba Range Crossing and better connections
Medium/ long term
Key Result Area 2: Maximise Visitor and Local Community Experiences of the Lockyer Valley
Collection of visitor data Commission consultant to develop a methodology for collation and analysis of visitor statistics to the Lockyer Valley - undertaken on an annual basis
▪ Completed ▪ Na Complete
Interpretative and Directional Signage Strategy
Development of a signage strategy which identifies ideal signage locations to promote the Lockyer Valley's attrations/experiences in a highly appealing way. Additionally, the signage strategy should assess the need and appropriate location for directional signage across the region.
▪ Bishopp billboard promotions ▪ Ongoing - Audit and signage strategy to be completed and implemented
Short term
Improve signage or natural attractors
Integrate into signage strategy, the need for improved signage to promote natural attractions in the region.
▪ Ongoing ▪ Ongoing - Audit and signage strategy to be completed and implemented
Short term
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
70
Strategies Tasks Progress to date Outstanding tasks Priority level
Encourage stronger connectivity with University
Engage in discussions to achieve greater connectivity between Gatton and UQ Gatton campus. This could be through seeing if the University will hold events in town, the University potentially setting up office in the town centre, holding regular University open days in Gatton or encouraging the University to locate a portion of student housing in Gatton town centre.
▪ Some discussions were undertaken ▪ Ongoing - continue discussions and connections
Short term
Bike lane linking UQ campus with Gatton town centre
In tandem with the University, determine the optimum route. Seek grant funding to assist with development.
▪ Unsuccessful application for grant funding.
▪ Ongoing Short term
Pedestrian Arts tunnel Undertake feasibility to assess the development of an arts tunnel under the Warrego Highway.
▪ Not undertaken ▪ Not undertaken No longer a priority
Tourism awareness program
Develop a community tourism awareness program which demonstrates the contribution of tourism to the Lockyer Valley economy.
▪ Some work has been done ▪ Ongoing Short term
Encourage retail operators to stay open for longer hours
Investigate the implementation of a rotational system and other possible options.
▪ Not undertaken ▪ Not undertaken No longer a priority
Establish roster between retail businesses to collaborate on opening times
Facilitate the development of an online roster available for retail operators which includes opening hours.
▪ Not undertaken ▪ Not undertaken No longer a priority
Stimulate tourism investment into the Lockyer Valley
Create investment memorandum to stimulate investment by developers into the Lockyer Valley for specific tourism facilities and which indicates the types of development in tourism which Council will actively support.
▪ Not undertaken ▪ Not undertaken Medium term
Key Result Area 3: Improve Events Management
Events success evaluation and consolidation of events list
Develop events success evaluation criteria in order to consolidate current events list to include only those with the greatest economic and social benefit.
▪ Currently being undertaken and developed.
▪ Ongoing Short term
Introduction of Sydney and Melbourne Metro Event
Undertake feasibility to assess costs and benefit of holding two metro events to promote the Lockyer Valley region to the Sydney and Melbourne visitor markets.
▪ Attended Sydney Royal Show - this was undertaken 2016
▪ Completed Complete
Key Result Area 4: Enhance Marketing and Branding of the Region
Position the Lockyer Valley as an equine industry centre (breeding, eventing and training of show horses)
Undertake feasibility and market demand analysis looking at the size of the equine industry as well as additional facilities required to cater for this market
▪ No action taken ▪ Ongoing Short-medium term
Social Media Strategy Development of a social media strategy for the Lockyer Valley which includes the integration of the website portal with Twitter, Facebook and Instagram.
▪ Development of a consistent Social media strategy
▪ The inclusion of Instagram.
▪ Ongoing improvement Short term
Tourism communications strategy
Develop a tourism communications strategy to pump out stories of the Lockyer Valley and leverage the work already completed by TEQ and Brisbane Marketing
▪ Ongoing project ▪ Ongoing Short-medium term
Branding of food/farmers markets
Develop a food theme across the farmer's markets held within the region. These should feature signature produce which showcases the best of the Lockyer Valley.
▪ Food brand developed ▪ Ongoing Short term
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
71
Strategies Tasks Progress to date Outstanding tasks Priority level
Boost national awareness of the Lockyer Valley
Develop a visiting journalist famil program ▪ Some work has been undertaken with Brisbane Marketing and bloggers included famils.
▪ Brand evaluation
▪ Luvya Lockyer Strategy to change or increase market presentation
Short-long term
Visitor services website Develop a website to provide visitor information on the region. This should include sub-portals for each of the towns.
▪ Luvya Lockyer website inclusive of town portals
▪ Ongoing maintenance and updates Medium term
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
72
– Product Audit (Accommodation)
Table 17: Lockyer Valley Accommodation Audit50
Name Category Location Rooms
Rooms Motel Motel Gatton 33
Gatton Motel Motel Gatton 20
Lockyer Motel Motel Helidon 17
Hatton Vale Motel Motel Hatton Vale 12
UQ Gatton Campus Motel Motel Gatton 14
Royal Hotel Gatton Hotel Gatton 11
Mulgowie Hotel Hotel Mulgowie 13
Gatton View Hotel Hotel Gatton 11
Porters Plainland Hotel Bed & Breakfast Plainland 5
Commercial Hotel Hotel Gatton 4
QN Hotel Hotel Laidley 4
Exchange Hotel Hotel Laidley 10
Branell Homestead Bed & Breakfast Laidley 3
Whispers of the Valley Bed & Breakfast Grantham 3
Stockton Rise Country Retreat Bed & Breakfast Forest Hill 2
Clewleys Country Haven Bed & Breakfast Withcott 2
Eco Ridge Hideaway Bed & Breakfast Preston 3
Emu Gulley Adventure Park Camping Helidon 170
Backpacker/Farm worker accommodation (in progress)
Hostel Grantham 604
Homestyle Lodge Hostel Laidley 42
Green Acres Retreat Farm Stay Laidley 3
Echoes in the Valley Farm Stay Ingoldsby 14
Fordsdale Farmstay, Camping & Horseback Adventures
Farm Stay Fordsdale 10
Murphy's Creek Escape Camping Murphy's Creek n/a
Six Mile Retreat Camping Postmans Ridge n/a
Centenary Park Camp Grounds Camping Thornton n/a
Fordsdale Horseback Adventures Camping Fordsdale n/a
Glen Rock Camping Junction View n/a
Lake Dyer Camping Laidley n/a
Mulgowie Hall Recreational Camping Camping Mulgowie n/a
Heifer Creek Rest Area Camping Murphy’s Creek n/a
Laidley Showgrounds Camping Laidley n/a
Narda Lagoon Rest Area Camping Laidley n/a
Laidley Caravan Park Caravan Park Laidley n/a
Hedges Park Caravan Park Helidon n/a
Tenthill Caravan Park Caravan Park Tenthill n/a
Gatton Caravan Park Caravan Park Gatton n/a
William Kemp RV Park Caravan Park Gatton n/a
50 Based on a combination of Council feedback, desktop research as well as the following source: Urban Economics, Lockyer Valley Accommodation Study, 2016; Note: the audit excludes Air BnB properties
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
73
- Product Audit (Markets)
Table 18: Lockyer Valley Markets Audit51
Name Location
Laidley Village Markets Laidley
Mulgowie Farmers Market Mulgowie
Ma Ma Creek Markets Ma Ma Creek
Plainland Country Markets Plainland
Murphys Creek Markets Murphys Creek
Twilight Markets Hatton Vale
Ferrari Park Markets Laidley
The Handmade Expo and Vintage Markets Forest Hill
51 Based on: http://www.luvyalockyer.com.au/whats-on/markets; and feedback from Council
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
74
– Product Audit (Attractions/Experiences)
Table 19: Lockyer Valley Attractions Audit52
Name Location Product Type
Lockyer Valley Cultural Centre Gatton Arts/Culture
Lake Apex Visitor Information Centre Gatton Visitor Services
Laidley Pioneer Village and Museum Laidley Museum/Gallery
Gatton & District Historical Village Gatton Arts/Culture
The Barn and Scotty's Garage Upper Flagstone Museum/Gallery
Queensland Transport Museum Gatton Museum/Gallery
UQ Gatton Museum Gatton Museum/Gallery
Das Neumann Haus Laidley Museum/Gallery
Lights on the Hill Trucking Memorial Gatton Landmark
Bauer's Organic Farm Mount Sylvia Outdoor/Nature
Emu Gully Adventure Education Group Helidon Activity Operator
Holmwood Produce Lavender Farm Thornton Outdoor/Nature
Jessie's Cottage Murphy's Creek Museum/Gallery
Murphys Creek Railway Museum Murphy's Creek Museum/Gallery
Pohlmans Nursery Gatton Outdoor/Nature
Spring Bluff Historic Railway Station Murphy's Creek Landmark
Lockyer Valley Art Gallery Gatton Museum/Gallery
Laidley Cultural Centre Laidley Arts/Culture
Edmund Park Laidley Outdoor/Nature
52 Based on: https://www.tripadvisor.com.au/Attractions-g8469553-Activities-Lockyer_Valley_Brisbane_Region_Queensland.html; http://www.luvyalockyer.com.au/things-to-do/museums; and feedback from Council
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
75
– Product Audit (F&B)
Table 20: Lockyer Valley Food & Beverage Audit53
Name Location Product Type
9Dorf Farms Lilydale Farmgate/Produce
Bauer's Organic Farm Mount Sylvia Farmgate/Produce
Brightview Tavern Brightview Pub
Café 33 Gatton Café/Restaurant
Café 4342/Forest Hill Post Office Forest Hill Café/Restaurant and Retail
Café Sorella Forest Hill Café/Restaurant
Cottones Café, Restaurant and Bar Gatton Café/Restaurant
Criterion Hotel Helidon Pub
DADZ Farm Mulgowie Farmgate/Produce
Dunlop Apiaries Laidley Farmgate/Produce
Eagle Rock Café Laidley Café/Restaurant
Earth'd Out Forest Hill Café/Restaurant and Retail
Emmos Fine Foods Thornton Farmgate/Produce
Exchange Hotel Laidley Pub
Forest Hill Hotel Forest Hill Pub
Freemans Corner Store Gatton Café/Restaurant
Gatton Indian Restaurant Gatton Café/Restaurant
Gatton RSL Gatton Pub
Gatton View Hotel Gatton Pub
Golden Harvest Bakery Laidley Café/Restaurant
Holmwood Produce Lavender Farm Thornton Farmgate/Produce
Jak & Mo Taste Co. Gatton Café/Restaurant
Laidley Florist & Rustique Rose Tea Room Laidley Café/Restaurant
Mulgowie Hotel Mulgowie Pub
Staging Post Café Gatton Café/Restaurant
Fairways Tavern Hatton Vale Pub
The Floating Café Gatton Café/Restaurant
Three Sons Café Laidley Café/Restaurant
Killing Time with Coffee Gatton Café/Restaurant
Spring Bluff Café Murphys Creek Café/Restaurant
The Coffee Club Plainland Café/Restaurant
RnB on North Gatton Café/Restaurant
Lockyer Hotel Forest Hill Pub
Annie's Café Laidley Café/Restaurant
Chun Lai Chinese Takeaway Laidley Café/Restaurant
Indian Galhey Restaurant Gatton Café/Restaurant
Maharaja Indian Restaurant Gatton Café/Restaurant
Creek Side Fresh Placid Hills Farmgate/Produce
Imperial Produce Gatton Farmgate/Produce
Porters Plainland Hotel Plainland Pub
Federal Hotel Gatton Pub
Queensland National Hotel Laidley Pub
Murphys Creek Tavern Murphys Creek Pub
Tenthill Hotel Tenthill Pub
53 Based on: http://www.luvyalockyer.com.au/food-and-dining/signature-dish-food-trail; http://www.luvyalockyer.com.au/food-and-dining; and feedback from Council
To
uri
sm
De
sti
na
tio
n P
lan
20
18-2
02
3
76
– Government & Non-Govt. Assistance Resources
Table 21: Illustrative List of Government and Non-Government Assistance Resources
Name of Resource
Australian Regional Tourism Limited
Tourism Australia
Tourism & Events Queensland
Association of Australian Convention Bureaux
Australian Tourism Data Warehouse
Caravan and Camping Industry of Australia
CQ University
Destination Network Country and Outback
My Travel Research.com
Queensland Information Centres Association
Roadtrippers Australasia GP Limited
School Holidays Pty Ltd
Regional Institute Australia
QU University
Southern Cross University
Tourism Accommodation Australia
Visit Queensland
Austrade
Australia Limited
Tourism and Transport Forum
National Farmers’ Federation
Caravan Industry Association of Australia
Business Queensland
Queensland Tourism Industry Council
Ian Potter Foundation
The Minderoo Foundation
Philanthropy Australia
NAB Sustainable Regional Grants
Foundation for Rural and Regional Renewal
The Regional Tourism Infrastructure Investment Attraction Strategy
AgriFutures Australia
