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Goondiwindi Tourism Strategy 1

GOONDIWINDI TOURISM STRATEGY May 2015


Executive Summary

The Goondiwindi Tourism Strategy sets the direction for tourism in the region towards 2020 and links directly to the broader vision, goals and strategies for the destination of Southern Queensland Country and the 20 Year Queensland Tourism Strategy. The Plan is aligned to the state and national goal of doubling annual overnight visitor expenditure to $30 billion by 2020. In taking on this challenge regionally, Southern Queensland Country (which includes Goondiwindi) is seeking to grow overnight tourism from its present value of $734 million of direct visitor spending in 2013, to a ‘stretch’ target of just over $1 billion by 2020. For Goondiwindi this equates to an increase of 27,575 visitors per annum spending an additional $4M per annum. The Strategy builds on the community’s aspirations to support the primary industry economy with a thriving service economy, of which tourism is one part. The Goondiwindi Region makes an important contribution to the destination accounting for 7.9% of Southern Queensland Country visitors and about 12% of visitor nights. The Goondiwindi Region received approximately 367,114 visitors in Year Ending June 2014, compromising of 61.7% domestic overnight visitors, 37% domestic day visitors, and just 1.3% international visitors. Visitors have steadily increased by about 0.7% per year over the past five years. This Strategy identifies both Catalyst Projects and Priority projects that have the greatest potential to grow the identified target markets of: 1) Touring drive market; 2) Nature-based visitors; 3) Cultural and Heritage visitors; and 4) Event visitors.

Realistically, however, growing these markets will require regional collaboration with an emphasis on raising the level of quality and the depth of the visitor experience across the region. As the destination grows its aim is to build awareness of its natural and cultural assets both within Southern Queensland Country and with its primary target markets of the long-haul drive market and Brisbane / South East Queensland. The vision for Goondiwindi region is:

By 2020 the tourism assets of the Goondiwindi Region will be recognised

as some of Southern Queensland Country’s premier heritage, events &

nature-based assets.

Strategic Priorities and Catalyst Projects

Aligned to the themes of the DTP for Southern Queensland Country, the Goondiwindi Tourism Strategy has five priority areas (and Catalyst projects):

Offering iconic experiences

• Strengthen nature-based tourism activities and develop iconic experiences associated with the region’s natural beauty.

Catalyst Project 1: Redevelop the historic Texas Rabbit Processing Factory as an iconic attraction

Preserve our nature and culture

• Build iconic event spaces that showcase the regions natural and cultural assets and create a reliable revenue stream to support the long-term sustainability of existing infrastructure.

Catalyst Project 2: Create a unique events space in Goondiwindi’s Customs House

Deliver quality, great service and innovation

• Develop an understanding of the clear link between the visitor experience and economic value throughout the industry.

Catalyst Project 3: Create a Water Park in Goondiwindi

Target a balanced portfolio of markets & strong partnerships • Identify emerging opportunities to target new

markets and develop innovative packages that will stimulate new demand.

Catalyst Project 4: Complete the development of the Stage 2 Lake Coolmunda Dam camping area

Grow investment and access

Support the development of core infrastructure

that will improve the visitor experience and

create a platform for further investment by

industry

Catalyst Project 5: Create a new Equestrian, Horse Sports & Events Centre


Pursuing these strategic priorities involves working with all levels of government, industry, Chambers of Commerce and Southern Queensland Country Tourism toward the common goals outlined in this plan. Achieving success will require an ongoing commitment to funding and human resources. The best way for the region to achieve its goals is to work one-on-one with business and groups to build their capacity and to raise the profile of the visitor economy within the region and use targeted marketing to reach our ideal travelers. Through this hands-on approach the region will see growth in the value of its tourism economy and increased profitability of individual businesses.

Aim

Maximise the benefit of tourism to the Goondiwindi Region through the development of a Tourism Strategic Plan and Economic Impact Assessment of the overall tourism industry, taking advantage of:

• tourist assets to deliver economic diversification;

• increased visitation;

• build on tourism drive opportunities and strengthen business; and

• industry partnerships, including a plan to deliver five catalyst projects.

Goals

• Increase the average length of stay (ALOS) of travellers passing through the region with new attractions and experiences.

• Attract new regional overnight visitors (400km radius) with cultural, natural attractions and events.

• Increase local and Visiting Friends and Relatives (VFR) visitation to attractions by making the experience more relevant to communities.

Next Steps

For the Goondiwindi region it is vital that the marketing efforts work hand-in-hand with new product development. While the region has some natural and cultural assets that can be marketed immediately (such as the events, Coolmunda Dam and some of its attractions) new attractions are needed.

The immediate actions needed are:

Secure the funding for and deliver the three priority infrastructure projects identified in this strategy (Texas Rabbit Factory), Lake Coolmunda Stage 2 Development, and Goondiwindi Customs House.

Link the new and existing attractions into simple packages that extend the length of stay, such as a Goondiwindi Town Walk, Regional Tours and Drive Routes, and Events that utilise multiple facilities to showcase the region; and

Targeted marketing with Southern Queensland Country and the touring routes to raise awareness of the region’s attractions and events.


Contents

Executive Summary ............................................................................................................................. 2

SETTING THE SCENE ..................................................................................................................... 5

The Destination ................................................................................................................................... 6 The Strategic Context .......................................................................................................................... 7 Building on Our Strength ..................................................................................................................... 9 Overview of Region’s Strengths and Areas of Concern ..................................................................... 11

MARKET PROFILE AND POTENTIAL ............................................................................................. 12

Regional Profiles ............................................................................................................................... 13

VISION AND DIRECTION ............................................................................................................. 17

Positioning the Region ...................................................................................................................... 18 Goondiwindi’s Current Market and Value......................................................................................... 19 The Goondiwindi Visitor Economy: 2020 Potential ........................................................................... 20 Markets for Growth .......................................................................................................................... 21

STRATEGIES FOR GROWTH ......................................................................................................... 25

Objectives and Goals ......................................................................................................................... 26 Strategies for Growth ........................................................................................................................ 26 1. Offering iconic experiences .......................................................................................................... 27 2. Preserve our nature and culture................................................................................................... 30 3. Deliver quality, great service and innovation ............................................................................... 33 4. A balanced portfolio of markets & strong partnerships ............................................................... 35 5. Grow investment and access ........................................................................................................ 38 Enabling Success ............................................................................................................................... 40

SUMMARY OF RECOMMENDATIONS .......................................................................................... 41

All visitor statistics are based on International Visitor Survey and National Visitor Survey Year Ending June 2014, provided by Tourism Research Australia. In 2012, the Australian Bureau of Statistics (ABS) changed the way it reports regional statistics. It moved from using political boundaries such as local government areas to a framework based on population densities. In response, Tourism Research Australia have back-casted the entire National and International Visitor Survey time series to account for these boundary changes. For the purposes of this report and due to small sample sizes, the Goondiwindi Regional Area has been classified as falling under the Statistical Areas of Balonne, Goondiwindi, Inglewood-Waggamba and Tara in accordance with the new ABS Australian Statistical Geographic Standard groupings.

DISCLAIMER

The information and recommendations provided in this Business Plan are made on the basis of information available at the time of preparation and the assumptions outlined throughout the document. While all care has been taken to check and validate material presented in this report, independent research should be undertaken before any action or decision is taken on the basis of material contained in this report. This report does not seek to provide any assurance of project viability and EarthCheck accept no liability for decisions made or the information provided in this report. The content of this report does not reflect the views of Goondiwindi Regional Council or other project partners. EarthCheck or other project partners shall not be liable, in any way, for any loss arising from use or reliance upon material in this publication by another person.


SETTING THE SCENE


The Destination The Goondiwindi Region stretches from Texas in the East to Weengallon in the West and covers an area of 19,294 square kms1. The three larger towns of Goondiwindi, Inglewood and Texas are the primary hubs for a number of diverse communities scattered throughout the region, while Yelarbon, Toobeah, Bungunya and Talwood also play an important roles in the social and economic lives of its rural residents. Figure 1: Regional Map of Goondiwindi Council

It is part of the broader destination of Southern Queensland Country, characterised by its rural heritage, regional towns and diverse landscapes. Goondiwindi is within a ‘comfortable’ driving radius of Queensland's capital, Brisbane, and is a regional service centre linked to other regional centres including Ipswich, Warwick, Stanthorpe, Toowoomba, Moree in the south and St.George in the west. In addition to the range of landscapes, the underlying culture and sense of history are key assets of the region. The pioneering stories that are prevalent throughout the region, the hands-on interactive experiences at museum and heritage attractions, the opportunities to engage in contemporary rural activities, and the unique opportunities to engage with locals

in country pubs and boutique accommodation facilities provide a distinctive array of options for visitors looking to ‘connect’ with the ‘personality’ of the destination. A large number of events and celebrations animate the region’s cultural heritage and attractions – with community festivals and attraction-based events accentuating distinctive attributes of country life in Goondiwindi and throughout Southern Queensland Country. Likewise, the growth in unique sporting events and the region’s success in attracting major state, national and international sporting tournaments all demonstrate the significance of sport as a key motivator for travel to the region. The ability of the destination to build on these assets is strengthened by its proximity to the Brisbane market and its location in relation to major touring routes, including the Adventure Way, the Great Inland Way, Australia’s Country Way, and the Leichhardt Highway. Other drives, such as the Rural Getaway, provide further opportunities to traverse the region. Creating awareness of the destination in the marketplace is critical to this ongoing growth of visitation and is led by Southern Queensland Country Tourism (SQCT) as the peak regional tourism organisation. The promotional efforts of local tourism organisations and the Regional Council, and the marketing activities of the Highway Committees complement the work of SQCT, and the combined marketing activities have succeeded in strengthening the profile of the region in its key markets. Identifying opportunities to build on this awareness and to move customers along the ‘path to purchase’ are vital in assisting the region reach its 2020 targets.

Sitting peacefully on the banks of the Macintyre River at the junction of five major highways,

Goondiwindi is a well-established border town. You'll find its a vibrant, contemporary place with excellent facilities and amenities and its river frontage provides a unique and tranquil setting for

one of Queensland's fastest growing communities. www.about-australia.com

http://www.about-australia.com/


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The Strategic Context

The role and economic contribution of tourism and events in Goondiwindi region are increasingly recognised and incorporated into a wide number of corporate strategies to direct planning, economic and social outcomes.

Local Strategic Context

The Goondiwindi Regional Council Corporate Plan 2014-2019 highlights a number of issues which tourism could provide a means of improving and addressing:

• Development of Art or Culture • Economic Development • Regional Cooperation • Environmental Management • Community Development and Services The Goondiwindi Regional Council Community Plan 2012-2022 recognises that tourism is a key contributor to the local economy during times of drought and that it needs to capture more passing traffic as it does not have attractions to make it a specific destination. In order to achieve these community aspirations there is a need to encourage:

• More people to live locally • More families to stay • More jobs that pay more • More business diversification • More training for new jobs • More people in the workforce The Plan identifies two priority projects for the region: 1) The River Promenade: a public pathway

linking Macintyre Square to the Tourism & Arts Hub.

2) A Regional Tourism and Art Centre providing a home for the museum of Gunsynd, links to the Customs House and other local history groups with a regional gallery, arts enterprise facilities and a visitor information centre (now to be located on the main street) as a place to promote and expand the unique local stories, artistic talents and indigenous culture of the region.

Regional Strategic Context

The SQC Tourism Destination Tourism Plan set a target of $1 billion in overnight visitor expenditure by 2020. Achieving this target will not only benefit the Goondiwindi region’s economy and the profitability of individual business operators, but it will also have a wider potential impact on local communities through:

• Stimulating economic diversification and growth in other sectors of the economy – research indicates that every dollar spent in tourism generates a further 91 cents in other sectors1.

• Providing a rationale for the protection of landscapes and greater appreciation and promotion of local cultural heritage.

• Enhancing the destination image and general liveability of communities.

• Offering a greater level of consistent return-on-investment vis-à-vis other key economic sectors.

Figure 2: 2020 Growth Projections for Southern Qld

1 Australian Government, Dept. of Resources, Energy &

Tourism / Tourism Australia, December 2011, Tourism 2020

2020

Growth

Projections Actual

Performance


The DTP set the vision for the Region:

“By 2020 Southern Queensland Country will be recognised as Queensland’s premier

country getaway destination known for its distinct seasons and regional flavours; where

you can breathe deep and enjoy a taste of life in the country.”

Key themes which underpin SQCT’s strategic direction and work with partners include;

• Understanding our tourism business

• Building and communicating a strong brand

• Creating and nurturing partnerships

• Advocating tourism

• Creating an enthusiastic and passionate team

• Running the business well.

SQCT strategic priorities for 2013/14 are;

• Undertaking campaign activity to increase awareness of Southern Queensland Country to increase leisure visitors

• Developing the marketing of specific events in Southern Queensland Country to increase the conversion to travel and length of stay

• Support and mentoring for Southern Queensland Country operators to enhance experience and service delivery, and industry capability

• Destination experience development to enhance the delivery of visitor experiences and related services, and to strengthen industry capacity.

Queensland Strategic Context

Queensland Drive Tourism Strategy 2013-2015 as part of the 20 Year Tourism Strategy aims to ensure a better understanding of linkages between tourism demand, infrastructure requirements and road user conflicts. Drive tourism is the lifeblood of the tourism industry in many regions. It is vital in facilitating regional dispersal and access to Queensland’s many and varied visitor experiences. Driving is also the only or main way to get to many Queensland destinations including those located in the Southern Queensland Country region.

The 20 Year Tourism Strategy and the outcomes of DestinationQ provide key strategic goals for the sector. They emphasise the roles of investment facilitation and attraction, nature-based tourism, the drive market (including the Queensland Drive Tourism Strategy 2013-2015), and the important role of events (2020 Strategic Marketing Plan). The Queensland Ecotourism Plan 2013-2020

provides a clear direction for facility investment

in parks and for Queensland to regain its

position as the number one ecotourism

destination through world-leading

interpretation and presentation.

QUEENSLAND VISION

Our diverse iconic experiences will be the

foundation of our destinations, and our

destinations will be the foundation of our

tourism success. Our destinations will showcase

the best of Queensland—our people and

lifestyle, our culture and heritage, our natural

wonders and climate, and our communities. The

tourism industry will be strong and prosperous,

fully engaged with governments and the

community, and universally recognised as

fundamental to Queensland’s economic,

environmental and social future.

Destination Success: The 20-Year Plan for Queensland

Tourism, December 2013


Building on Our Strength

Community Support for Tourism

Developing a strong tourism industry requires a supportive community. In this regard, research indicates that Southern Queensland Country enjoys a level of support for tourism that is above the average for Queensland as a whole2. When asked to rate the overall impact tourism has on their community, using a seven point scale ranging from very negatively (-3) to very positively (+3), 59% of SQC respondents indicated a score of +2 or +3, while only 49% responded with this level of support for the state overall. Only 1% of respondents thought tourism impacted negatively (rated the impact -2 or -3) on the community – the same as other Queenslanders. Figure 3: Perceived Impacts of Tourism on the Community

Similarly, residents from SQC are more likely to support tourism development growth (70% compared with 59% for Queensland), and show a higher level of support for attracting more visitors to the region. Key to this level of community support is a greater degree of appreciation for the overall benefits of tourism to the region, with SQC residents consistently rating the impact of tourism more positively than the average ratings for Queensland.

2 Tourism and Events Queensland, November 2013,

Southern Queensland Country Social Indicators 2013

While this research indicates a solid base of community support, the planning discussions highlighted that more effort is required in promoting an awareness of the significance of tourism to the regional economy. Improving the level of understanding among local businesses and within Regional Councils is identified as an area where further action is required if the region is to succeed in reaching its 2020 targets. While political support for tourism is evident within many communities, challenges remain in ensuring that local governments fully understand the significance of tourism as one of Queensland’s four pillars of the economy, and their potential role in stimulating growth.

Consumer Perceptions

Market awareness of a destination is a prerequisite of growth. Competing alongside regions such as the Gold Coast and the Sunshine Coast that enjoy strong regional, national and international recognition requires a strategic approach to branding and the development of clear positioning in the marketplace. The recent restructuring of SQCT as the peak regional tourism organisation, the consolidation of the brand under the core brand promise: Slow down, breathe deep and enjoy a taste of life in the country, and the work on developing the hero experience themes are beginning to deliver promising results. The recent inaugural brand health check on the SQC brand3 following the launch of the brand in 2013 indicated a score of 0.7 – a higher score than Toowoomba & Darling Downs, Southern Downs & Granite Belt, Western Downs and South Burnett ever received individually4. This suggests that the

3 TEQ, 2013, Southern Queensland Country Brand Health

Check 2013 (DRAFT presentation) 4 The Brand Equity Index is a measure of the

perceptions consumers hold in their head about a brand or destination. It calculates a score out of 10 for a destination based on how well consumers know the destination, what consumers know about the destination, how consumers feel and their loyalty to the destination. The higher the score, the more a brand means to consumers and the more likely they are to consider, visit or recommend the destination. Fifty percent of BEI scores are under 1.0; 13% are between 1.0 and 3.0 and 15% are over 3.0.

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2010

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Southern Queensland Country %

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Very Negatively -3

Very Positively +3 +1 +2

-1 -2 No Effect 0


destination brand is beginning to gain traction and has more meaning to consumers than the community focused brands, despite ongoing local efforts to promote sub-regions. The challenge for SQC now is to leverage this traction through coordinated and collaborative marketing activities with SQCT that will further enhance market awareness and will increase the likelihood of consumers considering the region for a holiday. Lower consideration scores likely reflect a more limited understanding of what is on offer in the region. The task of leveraging the brand equity is promising given the initial associations consumers have with the region. The Brand Equity Index research has indicated that Southern Queensland Country is best known for being a place where consumers can feel relaxed, reflect and recharge at their own pace, leave the cares of the world behind, and have the freedom to be who they want to be and feel like one of the locals. The core brand promise and the 2020 vision for the region is clearly resonating with consumers and, provided that there is a focused and collaborative approach to promoting this message, the region should begin to enjoy the benefits of a stronger market position.

By way of comparison, in 2012 the BEI for Toowoomba & Darling Downs was 0.6, Southern Downs & Granite Belt scored 0.5, South Burnett was 0.3 and Western Downs was 0.3.

Table 1: Southern Queensland Country – Market Awareness

2013

Residents

All Qld Brisbane Regional

Qld

Aware of the destination

73% 71% 74%

Would consider visiting

55% 56% 53%

Have visited a) Have been

there before

b) Visited in

the last 12 months

34%

8%

38%

10%

31%

7%


Overview of Region’s Strengths and Areas of Concern

The following table presents a summary of the region’s strengths and opportunities, and its weaknesses and underlying areas of concern. The themes all represent areas where action is needed in developing a more competitive destination.

Strengths & Opportunities Weaknesses & Areas of Concern

• Significant potential to build on the assets associated with the hero experience themes – growing market demand for experiential products and learning experiences

• Range of events – opportunity to use events to promote the hero experiences

• A foundation in place for building culinary tourism though the work of the Regional Food Network; increasing recognition for regional wines; potential to create niche-interest in ‘bush tucker’ in the Western Country

• Brisbane West Wellcamp Airport and the future development of the bypass – potential to build air travel and attract new markets

• Growing interest in niche sectors that fit with– adventure nature-based tourism (e.g. mountain biking), agri-tourism, night sky tourism)

• National Parks – considerable untapped potential – need to leverage the Queensland Ecotourism Strategy

• Proximity to the Brisbane market

• High level of interest in developing new historic rail product

• Drive tours/highway routes – the potential to develop engaging experiences for various lengths of stop-overs

• Potential for value add products for sporting and business event tourism

• Potential to make better use of available business tools (free and other) to add depth to understanding of operator business acumen.

• Roads / repair issues / safety / signage

• Poor digital connectivity

• No major ‘wow’ attraction

• Limited attractions for the international market

• Industry lacks maturity

• Industry linkages between and within the sub-regions is weak

• Events work in isolation – lack of communication between event organisers

• Range of commitment from local governments

• Linkages between trail systems

• Insufficient local awareness of attractions and the importance of tourism to the local economy

• Insufficient packaging – need for increased understanding on building experiences

• Regional initiatives such as ‘Hand-Made in Country’ not always embraced by the entire region;

• Inadequate level of industry intelligence on performance of the industry – particularly accommodation businesses with under 15 units and overnight camp stays

• Need to lift product standards – level of service often below international market standards. Need to improve operator understanding of global trends

• Limited uptake on industry development programmes

• Insufficient levels of quality 4/5 star accommodation – creates issues in developing new markets

• Untapped Indigenous potential – e.g. add-on culinary experiences; guided services


MARKET PROFILE AND

POTENTIAL


Regional Profiles

The Goondiwindi Region receives approximately 7.9% of visitors to the SQC Region, and just under 12% of its visitor nights. Due to the small sample size of the Goondiwindi Region, it is assumed that the distribution, patterns and trends in factors such as Age and Origin would follow those of the SQC region. Southern Queensland Country received approximately 4.6 million visitors in 20146. SQC receives approximately 8.4% of all visitors to Queensland, and about 1.8% of all visitors to Australia. The Region also received almost 7.5 million Visitor Nights2. Overall, Visitor Nights in the region have been increasing since 2006 (See Figure 4). The majority (36.6%) of all visitors to SQC were above 55 years old, with the second and third largest age group being between 40-44 years old and 50-54 years old respectively. Figure 4: Total Visitors and Visitor Nights to SQC

SQC’s main visitor market is Domestic, with International visitors only making up approximately 1% of the total visitors. While Domestic Day visitors were the largest market to SQC (See Figure 5), Domestic Overnight visitors contributed the highest expenditure for the region, totalling $643.8M in the past year (YE Jun 14) (See Figure 6).

Figure 5: % Share of SQC Visitors

Figure 6: Total Expenditure to SQC (YE Jun 14)

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previous year (YE Jun 13), with Visitor Nights plateauing.

International visitors comprise of only 1% of the Visitor Market, with

the Domestic Day making up

the majority of visitors.

On average, International Visitors stay in SQC for a longer length of time compared to

the State average. However, Domestic Visitors stay for a shorter length of time compared to the State average.

The majority of visitors to SQC are

over the age of 55 years.


The main purpose of visit for Domestic Overnight visitors was to Visit Friends and Relatives (36%); however Business contributed most to visitor nights (38%). The main Domestic Visitor origins were from the surrounding areas of Brisbane, Darling Downs, Gold Coast, Sunshine Coast and Central Queensland, with other visitors also visiting from areas down the East Coast of Australia. Figure 7: Main Purpose of Visit to SQC for Domestic Overnight Visitors

Figure 8: Average Length of Stay (ALOS) and Spend/Night of SQC and QLD Domestic Overnight Visitors

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SQC KEY FACTS

4.6M visitors down an

average 1% p.a. since 2010

7.5M nights with an

ALOS of 4.1 days

Most likely to travel for VFR, but stay longer for

business

12,700 visitors per day

Worth $1.2B (5.5% of

QLD)


Goondiwindi Visitor Market Profile

Due the small sample size of the Goondiwindi Region, the figures and trends presented should be treated with caution, and thus may present some variation in the actual and forecasted rates and figures. In the past year (YE June 2014), the Goondiwindi Region received approximately 367,114 visitors. Domestic visitors contribute to approximately 83% of all visitor nights received over the past five years. Tourism contributes an estimated $19.9 million of direct revenue to the Goondiwindi Regional economy, with the Domestic Overnight market contributing most to visitor numbers, nights and expenditure5. Figure 9: % Share of Visitors to Goondiwindi Region (YE Jun 2011-14)

Although most visitors are more likely to travel for a holiday, they stay longer for business. The ALOS for Domestic Overnight visitors is 3.2 days, while International visitors stay for an average of 35.8 days. This is likely skewed by intentional visitors who come for seasonal farm work.

5 Due to the limited available range of

accommodation, attractions and tour operators, it is estimated that only 25% of trip expenditure is spent in the Goondiwindi Region (with the majority spent in neighbouring regions) based on the benchmarks held by EarthCheck for the Outback and Western Downs regions from primary visitor research in 2009. Further, the ability of the Goondiwindi Regional economy to capture the direct expenditure is limited by its lack of support services (specifically transport, travel agencies / booking agencies and education and training providers) with an additional estimate of 50% of these services being provided outside of the region.

Figure 10: Main Purpose of Travel for Domestic Overnight Visitors to Goondiwindi

Int. 1%

Domestic Overnigh

t 62%

Domestic Day 37%

-

100,000

200,000

300,000

400,000

500,000

600,000

Holiday VFR Business Other


367,114 visitors up an

average 0.7% p.a. since 2009

890,746 nights with an

ALOS of 3.9 days

Most likely to travel for holiday, but stay

longer for business

1,000 visitors per day

Worth $107.6M of

visitor spend within Goondiwindi and neighbouring regions (9% of SQC)

GOOONDIWINDI KEY FACTS


Local Visitation Rates

The following table presents the visitor data by local area. Tourism and Events Queensland has analysed the data for the local areas shown below using average annual data from years ending December 2009 to December 20126 and presented this in a series of community profiles7. This data illustrates:

a) The significance of tourism as a key sector of local economies.

b) The importance of the ‘visiting friends and relatives’ segment and the corresponding key role that residents play in hosting visitors and introducing them to the sites and attractions within the region.

6 National Visitor Survey (NVS) and International Visitor

Survey (IVS) data is collected at the Statistical Area Level 2 (SA2) rather than Local Government Area (LGA). SA2’s are based on population and sometimes multiple SA2’s are aggregated in the dataset.

7 The data on international expenditure is an

approximation based on a calculation of total international expenditure for SQC over total international visitors times the number of international visitors to the local area.

c) The variations in key market segments by community, and the importance of identifying local tactics that will strengthen the economic return from each of these markets.

Achieving success in moving toward the 2020 targets will significantly increase the value of the tourism sector within each local area and highlights the importance of working in partnership to support the development of the industry and to implement this Destination Tourism Plan. Table 2: Visitation Rates and Expenditure by Local Area

South Burnett /

Cherbourg

Toowoomba Southern Downs

Goondiwindi Balonne Maranoa Western Downs

Domestic Overnight

195,000

822,000 286,000 114,000 62,000 178,000 143,000

% holiday 36% 27% 52% 34% 32% 35% 27%

% VFR 43% 45% 34% 30% 12% 21% 31%

% business 14% 19% 11% 23% 12% 36% 36%

% Brisbane 29% 33% 47% 24% 13% 17% 33%

% rest of QLD 59% 48% 35% 36% 60% 66% 56%

% interstate 13% 19% 18% 40% 28% 16% 12%

Total Spend $68m $265m $84m $33m $25m $61m $55m

Per visitor spend $349 $323 $294 $286 $398 $343 $387

International 3,000 25,000 9,000 3,000 2,000 7,000 4,000

Approx. intern. spend

$4m $34m $12m $4m $3m $9m $5m

Domestic day trip 313,000 2,155,000 511,000 82,000 n/a 128,000 165,000

Day trip spend $37m $256m $61m $10m n/a $15m $20m

Approx. total visitor spend

$109m $555m $157m $47m $28m $85m $80m


VISION AND

DIRECTION


Positioning the Region

Looking toward 2020 and the challenge of both building domestic demand and diversifying into new markets, including international markets, there is a need to review the wording of the vision statement.

Our Vision

The current positioning is at the core of the framework for the strategy. Sub-regions, event organisations and individual businesses that can leverage this positioning are well placed to grow demand and interest in the region’s product offerings

By 2020 the tourism assets of the Goondiwindi Region will be recognised as some of Southern Queensland Country’s premier heritage, events & nature-

based assets. The vision statement highlights the region’s focus on domestic markets and clearly positions Southern Queensland Country as the rural getaway – the destination where visitors can slow down, breathe deep and enjoy a taste of life in the country – a positioning that is particularly relevant to the Connectors (see illustration). Figure 11: 2020 Growth Projections

310,000

320,000

330,000

340,000

350,000

360,000

370,000

380,000

390,000

400,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

TFC Forecast

No Growth

Actual + $4M Direct Spend Goondiwindi Regional Economy + 28,867 Visitors


Accom. & Food Services

$11.5M

Supporting 188 FTEs

Transport

$748,900

Supporting 12 FTEs

Travel & Tour Operators

$514,313

Supporting 8 FTEs

Arts & Recreation

$543,164

Supporting 9 FTEs

Retail Trade

$2.2M

Supporting 35 FTEs

Education & Training

$825,437

Supporting 14 FTEs

Other Industries

$1.7M Supporting 45 FTEs

GOONDIWINDI Total Expenditure Impact: $18.9 Million/ Tourism FTEs 312

Goondiwindi’s Current Market and Value

Based on best estimates from the National and International Visitor Surveys, the visitor economy injects $107.9 million of direct visitor spend, with International, Domestic Overnight, and Domestic Day visitors spending on average $38, $121 and $105 per night respectively. However, due to the limited available range of accommodation, attractions and tour operators, it is estimated that only 25% of trip expenditure is pend within the Goondiwindi Region (with the majority spend in neighbouring regions)8. Furthermore, the ability for the Goondiwindi Regional economy to capture the direct expenditure is limited by its lack of support services (specifically transport, travel agencies and education and training providers) with an additional estimate of 50% of these services being provided outside of the region9.

8 Based on the benchmarks held by EC3 Global for

the Outback and Western Downs regions from primary visitor research in 2009. 9 This is an average of the amount of external

providers varying by sector, and is based on the REMPLAN estimates of similar regions nationally.

Therefore, the Goondiwindi Regional economy receives approximately $18.9M of local spend, 60% of which contributed to accommodation and food sectors, and 11% to the retail industry. In the Goondiwindi region, this direct local spend supports an estimated 312 jobs (based on June 2014 IVS and NVS data, and Deloitte Access Economics estimates in the Tourism Satellite Accounts 2010/11) and for every $60,863 of visitor spend in Queensland, one full time employee (FTE) is created or supported. This equates to 5.6% of direct regional employment (based on 2014 job estimates), which is below the State average of 5.9%. The direct local spend to the Goondiwindi Regional economy contributes to $4.4 million of tax generated10. An increase in visitation and subsequent visitor spend will have a direct positive impact on many sectors and their contribution to local and regional employment figures.

10

For every $1 of income, it generates $0.23 of tax as per the Tourism Satellite Account estimates.


GOONDIWINDI Total Expenditure Impact: $23.1 Million (increase of $4.2 million)

Tourism FTEs: 380 (increase of 68 jobs)

The Goondiwindi Visitor Economy: 2020 Potential

Having recognised tourism as one of the four pillars of the economy, the Queensland Government has likewise taken on this challenge of growing tourism and is committed to making Queensland the nation's number one tourism destination, with a target of doubling annual overnight visitor expenditure to $30 billion by 2020. Performance in the SQC Region’s visitor economy has been very encouraging in recent years, with actual performance tracking above these projected 2020 growth targets. Achieving the target 2020 growth represents a challenging objective, but with continued focus, partners are confident of working towards this goal.

Following Tourism Research Australia’s (TFC) forecasted growth rates per year, the Goondiwindi Region is predicted to reach about 394,688 visitors in 2020, creating an additional 27,574 visitors to the region, with approximately 14,865 of these being Domestic Overnight visitors. These Domestic Overnight visitors are likely to rise to about 760,906 nights in 2020, with International visitor nights rising to above 224,485. The additional visitors and visitor nights are likely to contribute $131.6 million of direct visitor spend11, with Goondiwindi Regional economy capturing about $23.1 million in 2020 an increase of $4.2M supporting 68 jobs. This direct local spend is estimated to support an estimated 380 jobs in 2020 (based on TFC growth rates, and Deloitte Access Economics estimates in the Tourism Satellite Accounts 2010/11) and for every $60,863 of visitor spend in Queensland, one full time employee (FTE) is created or supported. This equates to 6.0% of direct regional employment (based on 2014 job estimates), which is similar to the State average of 5.9%. The direct local spend to the Goondiwindi Regional economy is estimated to contribute $5.4 million in tax revenue by 202012.

11

Total spend incorporates TFC forecasted visitation rates as well as inflation rates. 12

For every $1 of income, it generates $0.23 of tax as per the Tourism Satellite Account estimates.

Transport

$913,081

Supporting 15 FTEs

Travel & Tour Operators

$627,060 Supporting 10 FTEs

Arts & Recreation

$662,236 Supporting 11 FTEs

Retail Trade


Education & Training

$1M Supporting 17 FTEs

Other Industries


Accom. & Food Services

$14M Supporting 230 FTEs


Markets for Growth

Based on forecasts for tourism in Australia by the Tourism Forecasting Committee, Goondiwindi, and surrounding regions, are estimated to receive an additional $23.7 million of direct visit spend in 2020, increasing direct spend to approximately $131.6 million in 2020.

Target Market Segments

It is estimated that three market segments will contribute 54% of the 2020 growth target for Goondiwindi; they are Nature-based tourism, Culture & Heritage tourism, and those travelling for Events. 1. In 2020, the Nature-based market is

predicted to contribute 37%, or $8.6 million, received in Goondiwindi and surrounds, totalling approximately $36 million in 2020.

1. The Culture & Heritage-based market is the second largest activity-based market for Goondiwindi, accounting for approximately 15% of the additional direct revenue in 2020 ($3.6 million) or a total of about $15.6 million in 2020

2. The Events-driven market is forecast to

account for approximately 2% ($579,000) of the additional direct revenue or a total of approximately $2.4 million in 2020.

Figure 12: Additional Direct Revenue by Visitor Segment (%)

These three segments sit across both the international experience seeker segments (see over) and the domestic market segmentation in which the Goondiwindi region attracts primarily ‘Connectors’ and ‘Social Fun Seekers’.

The Long-Haul Drive Market

Driving is often the only or main way to get to many Queensland destinations. Many of Queensland’s regional cities and towns rely on the drive market to support their economies. Business in rural and regional communities often partially rely on income from drive visitors who stop, as they often buy local tourism products and services, as well as supplies. Goondiwindi is a major transport nexus between Australia’s Southern States and Queensland. The Leichhardt, Cunningham, Newell, Gore and Barwon and Bruxner Highways all merge in Goondiwindi or nearby, making it a popular stopping point for interstate travellers, and a drawcard for the long-haul market travelling between States. The Long-Haul Drive market has been classified as those who have two or more stopovers and stay eight or more nights throughout their trip.

Assuming Goondiwindi’s percentage share of SQC Long-Haul Drive visitors remains constant at 19.6%, Goondiwindi is forecasted to receive approximately 7,135 Long-Haul Drive visitors and 51,000 visitor nights in 2020. Overall, this would increase Goondiwindi’s visitor revenue from Long-Haul Drive visitors to approximately $679,530 in 2020, of which an estimated $120,000 per annum will stay in region.

Nature 37%

Cultural 15% Events

2%

Other 46%

Visitors

Nights

Expenditure

2014 6,145 51,000 $3.3M

2020 7,135 56,580 $3.9M

Additional 990 5,680 $679,530


Key Market Segments

Nature-Based Visitors

Nature-based tourism forms a significant component of Australia's visitor economy, ranking among top travel motivators for international visitors to the country. No longer is a niche market, ecotourism is now one of Queensland’s greatest competitive advantages. Domestically, Australian outdoor visitors now expect much richer experiences in nature, seeking to reconnect with the environment on a personal level. Many are seeking more active and adventurous experiences – activities which are showing greater growth in Australia compared with the more traditional protected area activities of walking and nature experiences. Assuming Goondiwindi’s percentage share of SQC Nature-Based visitors remains constant at 9%, Goondiwindi region is forecasted to receive approximately 99,285 Nature-Based visitors and under 279,665 visitor nights in 2020. Overall, this would increase Goondiwindi’s visitor revenue from Nature-Based visitors to approximately $36 million in 2020.

This equates to an increase of $8.6M of which

around $1.5M is expected to stay in the local

community in 2020.

Note – On average, visitors surveyed through the

IVS & NVS participated in an estimated 3 activities

per trip so figures have been ‘adjusted’ by 1/3.

However, some overlap may still exists between

the markets.

Actuals are based on 3 year rolling averages due to

Goondiwindi’s small sample size

Visitors

Nights

Expenditure

2014 127,600 359,425 $40.9M

2014 Adjusted

85,490 240,815 $27.4M

2020 Adjusted

99,285 279,665 $36M

Additional 13,795 38,850 $8.6M


Cultural & Heritage Visitors

Cultural tourism is a broad term where the assets can include designed, built and natural heritage environments, public art, indigenous heritage, arts and cultural venues, as well as programs and events including festivals, exhibitions, performances, displays, screenings and shows. Positive trends at state and national levels indicate a strong and enduring interest in cultural tourism, where visitor spend per head and average length of stay is above average. Assuming Goondiwindi’s percentage share of SQC Cultural & Heritage-Based visitors remains constant at 9%, Goondiwindi is forecasted to receive approximately 61,140 Culture & Heritage-Based visitors and 130,095 visitor nights in 2020. Overall, this would increase Goondiwindi’s visitor revenue from Culture & Heritage-Based visitors to approximately $5.6 million in 2020, of which around $1M is likely to stay in the local economy.

Aboriginal Cultural Tourism Within the emerging niche of culture and heritage remains a market both domestically and internationally that has an interest in Aboriginal culture. While representing only 7% of the activities undertaken by domestic travellers, Aboriginal cultural experiences are sort by more than 35% of the international market. For 40,000 years, Australia’s Aboriginal people have been connected to Goondiwindi’s landscapes. The traditional custodians, the Bigambul people, continue their legacy of creation, custodianship, connectedness and

ancient stores, which are marked in the history and landscape. Nomadic hunters and gathers were connected to the Macintyre River, where there existed a chain of waterholes surrounded by hundreds of wild birds. The township name of Goondiwindi was derived from the Aboriginal word ‘Goonawinna’ meaning ‘The Resting Place of the Birds’. The Bigambul people today offer a shared existence of different cultures and being, and can offer an introduction to their culture and practices through Aboriginal Tourism. Visitors can learn about the wetlands, ancient stories, medicine plants, taste bush tucker, and meet traditional people who are descendants from this land. The Goondiwindi Region has no single point of reference or a collection to put on display to tell the story of the Bigambul people to both visitors and residents. This could emphasise that the Bigambul people remain connected to their country and still practice their traditional customs and rituals. Art is often a first step in cultural understanding,

so sculptures built around the theme of ‘The

Resting Place of the Birds’ could be designed by

the local Aboriginal community, and placed

along the Macintyre River. These, along with

interpretation plaques, could tie the waterways

with the cultural history of the region and tell

the story of the Bigambul people and the

connection to their land.

Visitors

Nights

Expendi-ture

2014 78,580 167,195 $17.9M

2014 Adjusted

52,650 112,020 $12.0M

2020 Adjusted

61,140 130,095 $15.6M

Additional 8,490 18,075 $3.6M


Event Visitors

Events play an increasingly important role within visitor economies at all levels– adding to the appeal of destinations for new and repeat visitors. Creating an enticing program of events which appeals to existing and new visitor markets creates specific reasons to visit – offering the potential to help tackle seasonality and generate tourism activity throughout the year. Development of events also provides the opportunity to celebrate and utilise the unique characteristics of a destination, linking with communities, customs and heritage. Positioning Goondiwindi as a major event destination will not only help to establish a revitalised public image of the region, but also help to develop a proud social fabric within the community. Strong events programs are now an integral part of the strategies used by destination managers at local, regional and state levels to grow tourism’s economic contribution. The alignment of emerging trends and identification of opportunities for the Goondiwindi region will be key to increasing the region’s current event market share by diversifying the range of events currently held in the region.

Assuming Goondiwindi’s percentage share of SQC Events-Based visitors remains constant at 5.3%, Goondiwindi is forecasted to receive approximately 8,570 Event-Based visitors and 22,325 visitor nights in 2020. Overall, this would increase Goondiwindi’s visitor revenue from Event-Based visitors to approximately $2.4 million in 2020 of which around $420,000 per annum is predicted to stay in the local economy.

Visitors

Nights

Expenditure

2014 11,010 28,690 $2.7M

2014 Adjusted

7,380 19,220 $1.8M

2020 Adjusted

8,570 22,325 $2.4M

Additional 1,190 3,105 579,000


STRATEGIES FOR

GROWTH


Objectives and Goals

Aim

Maximise the benefit of tourism to the

Goondiwindi Region through the development of a

Tourism Strategic Plan and Economic Impact

Assessment of the overall tourism industry, taking

advantage of:

• tourist assets to deliver economic diversification;

• increased visitation;

• build on tourism drive opportunities and strengthen business; and

• and industry partnerships, including a plan to deliver five catalyst projects.

Goals

• Increase the average length of stay (ALOS) of

travellers passing through the region with new

attractions and experiences.

• Attract new regional overnight visitors

(400km radius) with cultural, natural

attractions and events.

• Increase local and Visiting Friends and

Relatives (VFR) visitation to attractions by

making the experience more relevant to

communities.

Strategies for Growth The key strategic areas all align with multiple state-level themes from Destination Success, they are presented in this section under the theme where their contribution is likely to have greatest impact. The ten priority areas are addressed, together with further tactics that will contribute to the success of the priority areas and the likelihood of achieving the DTP objectives.

THEME KEY STRATEGIES CATALYST Offering

Iconic Experiences

Build stronger linkages with the agricultural sector Raise the profile of the region’s water-based natural attractions Explore opportunities to develop strong regional heritage

themes List tourism events on the Australian Tourism Data Warehouse

Develop the Texas Rabbit Processing Factory as a nationally significant heritage attraction

Preserve our nature and culture

Create events as showcase moments for regional heritage assets Masterplan for the development of the Goondiwindi Riverfront

Precinct Creating new commercial tours around history and culture Develop and implement an Event Strategy

Goondiwindi Customs House to develop as the regions heritage ‘gateway’

Quality Service and Innovation

Support the development of new tourism experiences Develop a standard approach to managing bush camping Promoting quality and great service as critical success factors Measure visitor satisfaction within the destination

Feasibility Study and detailed budget for a Water Park.

Balanced portfolio of markets and

strong partnerships

Build an enhanced awareness of the needs and wants of existing and emerging market segments

Package experiences and promote them to niche markets Work with SQCT and the Highway Committees to identify

partnership marketing opportunities Engage in familiarisation trips to build their awareness of the

tourism experience

Develop Stage 2 of the Lake Coolmunda camping facility

Investment & Access

A combined approach to advocacy on roads and infrastructure A signage audit and identify alternate routes and touring loops

for travellers Explore the best option for engaging in social media Undertake a connectivity audit and use the results to inform

travellers of ‘black spots’ Continue to advocate for improvements to the region’s digital

connectivity.

The development of an Equestrian Centre in Goondiwindi


1. Offering iconic experiences

Objectives

• Strengthen the linkages between tourism and the agricultural sector to build recognition of Goondiwindi as a location for regional produce

• Strengthen nature-based tourism activities and develop iconic experiences associated with the region’s natural beauty

• Build new visitor experiences and niche product around the region’s existing historic buildings

SPECIFIC ACTIONS PARTNERS TIMING

1.1 PRIORITY PROJECT: Appoint a Visitor Economy Coordinator within Council’s Economic Development team to drive tourism and the success of Council-supported assets and an external Events Acquisition contractor to bring new events (especially sporting) to the region.

• GRC Immediate

1.2 Build stronger linkages with the agricultural sector through:

o Ensuring that VIC staff can inform visitors on crops and in-season produce.

o Promoting the development of authentic farmers’ markets throughout the region.

o Working with selected farmers to increase their understanding of tourism and support their involvement in agri-tourism.

• GRC • Industry • DAFF • LTO

Short-Medium Term

1.3 While work has commenced to strengthen the linkages between producer and chef through the region needs to leverage the recently established Regional Food Network, and support the implementation of the Southern Queensland Country Regional Food & Wine Development Plan.

• DAFF

• Regional Food Network

• SQCT

• Industry

Short-Medium Term

1.4 Work in partnership to identify opportunities to raise the profile of the region’s water features as nature-based attractions for activities such as fishing and boating.

• GRC • DTMR • SQCT

Ongoing to 2020

1.5 Explore opportunities to develop strong regional heritage themes that can tie regional heritage product together and increase visibility of existing attractions. The region has a number of important historic sites and buildings and cultural attractions, but individually each is facing challenges – particularly those in rural locations.

o CATALYST PROJECT: Develop the Texas Rabbit Processing Factory as a State-significant heritage attraction using a mix of online and onsite interpretation and engagement techniques.

• GRC

• Heritage attraction stakeholders

Short-Medium Term

1.6 Encourage all products & event organisers to list tourism events on the Australian Tourism Data Warehouse. GRC and SQCT’s regional calendar of events will then become more effective planning tool for event organisers and visitors alike, and will lessen the current concerns regarding lack of communications between organisers.

• LTOs

• SQCT

Short Term and ongoing to 2020


CATALYST PROJECT 1 – Redevelop Texas Historic Rabbit

Factory

The Texas Historical Rabbit Factory holds potential to become a key, viable and a definite destination attraction within the Goondiwindi Region, bringing in new visitors and repeat visitation, and in turn increased expenditure in the region. Having received small amounts of grant funding and lots of community and volunteer support, the Texas Rabbit Factory needs to be clearly branded, well marketed, and the stories need to be better packaged to increase consumer engagement and share-ability. An investment in brand development, web development, social media, on site interpretation and volunteer training could significantly increase visitation and value to the community, as well as attract new visitors. This would need to be supported by investment in onsite interpretation and basic infrastructure to support the delivery of a complete experience. The following are proposed:

Create an attraction for groups: Completing the collection to make a 2-3 hour attraction with some ‘hands-on’ components in the attraction and linking it to the National Curriculum

Tell the national story of the rabbit industry: Embracing social media and other online media channels to actively market the attraction as part of the national story of rabbits, using the factory as a focus for the local story

Link the factory to town with simple interpretation tools and run an annual event to get everyone together sharing stories

Becoming a year-round attraction

Make it ready for groups: Install toilets and a food preparation area suitable for bus groups and bus parking area

Extend their stay: Complete the renovations of the Butter Factory and move the Wilson collection from inside the factory

Market the attraction to bus groups

Develop a brand logo for the Factory to increase exposure through marketing campaigns and merchandise sales.

ENABLERS OF SUCCESS

Development of a new kitchen to cater for bus groups, which includes the ability to operate a small coffee shop and retail outlet for selling basic food and drinks.

Identify the preferred online platform for capturing and showcasing the story of rabbit processing in Australia and its shipment around the world to encompass the whole journey. The online platform could include ‘Creative Commons’ on Flickr (used at the Powerhouse Museum, Pictures Australia (used at the National Library of Australia) and www.historypin.org.

Complete the refurbishment of the Butter Factory to create a permanent home for the Wilson collection.

Enter into discussions with Akubra and the National War Museum to tell the story of ‘Rabbits at war’.

Prepare an interpretation plan for the facility including a room-by-room assessment of the conservation objectives, presentation theme and interpretation content.

Work with Queensland Museum to coordinate the first ever national rabbit workers reunion in Texas, and use the event to collect oral histories, images and video footage of the rabbit industry to create an exhibit worthy of a National tour – ‘Rabbiting On’.

Incorporate visual and hands-on activities to further engage visitors, including wax dummies to demonstrate how the main rooms looked and operated, and rabbit box building sessions for children and school groups.


Project 2 – Appoint a Central

Operations Manager and an

To drive visitation and revenue across all Council’s

facilities, two new roles are needed. The first is a

shared coordination position within Council for a

number of Council owned facilities (e.g. Customs

House, Texas Rabbit Factory, and the Visitor

Information Centre). The second is a dedicated

external contract to attract events.

Whilst the volunteers are focused within each

facility they run, their individual operations and day

to day tasks, the Council would benefit from a more

outward business and commercial focus. The

following is proposed:

Visitor Economy Coordinator:

o Appoint a shared Visitor Economy

Coordinator (within Council’s Economic

Development Team) to track and report

visitation, revenue and expenses of

identified Council’s facilities. This could be

an existing staff member with capacity to

take on an oversight role.

o Encourage and guide the facilities and their

volunteers to be more business focused,

help market the facilities as key attractions

and encourage visitation, spending and

customer satisfaction.

o Coordinate overall tourism promotion of

the region and event marketing to increase

publicity through social media and other

media channels.

o Actively market and pursue local and

region school and bus groups to visit the

facilities, and ensure that the relevant

facilities, such as the Texas Historic Rabbit

Factory and Customs House, tie in with

national curriculum.

o Deliver on ground management and

coordination of the volunteers to increase

opening hours. This includes working with

groups such as Art Galleries, Libraries,

Family History, and visitor centres and

coordinating and upskilling them through

regular meetings.

o Learn from and shadow a contracted

online and social media mentor for local

businesses, so that the coordinator can

upskill them in leveraging digital

communications and platforms long-term.

o Ensure all business and events are on the

Australian Tourism Data Warehouse

(ATDW), which provides travel distributor’s

with a central database to populate their

websites, and Facebook, which could help

operators increase their digital reach and

online exposure.

Events Acquisition Contractor:

An external, contract role appointed

through an Expression of Interest on a

base rate, earning commission per event

secured.

Development of an initial Facilities Audit

and Facilities Guide to gain thorough

knowledge of what each of them has to

offer and a single promotional style guide

to market them effectively.

Role is to solely focus on selling the

destination through events, and

promoting facilities and attractions to state

and national sporting and cultural

competitions, reunions and events.

A key part of this will be to ensure that the

local organisations, groups and societies

are willing, and have the capacity, to

organise, cater, prepare and provide for

the expected number of guests.

Project 1 – Appoint a Visitor Economy Coordinator and Events

Acquition Contractor


2. Preserve our nature and culture

Objectives

• Build iconic event spaces that showcase the regions natural and cultural assets and create a reliable revenue stream to support the long-term sustainability of existing infrastructure.

• Provide visitors with the opportunity to establish an emotional connection with the destination and local lifestyles including raising the profile of Indigenous experiences and connecting with family history.

• Create and deliver a balanced portfolio of events that showcase the region’s hero experience themes and celebrate unique attributes of local communities

• Encourage communities to celebrate their distinctive stories.


2.1 Create events as showcase moments for regional heritage assets. Visitors attending events should leave feeling compelled to return and experience the region further. All stakeholders should explore the potential of events to promote the attributes of the region.

o CATALYST PROJECT: The Goondiwindi Customs House become a hub for regional history and events, linked to other attractions with a themed walk (e.g. Gunsynd Walk).

o PRIORITY PROJECT: Prepare a Masterplan for the development of the Goondiwindi Riverfront Precinct as an events location, linked to the main street and Customs House.

• GRC

• Customs House

• Family History Group

• QM

• DSDIP

• SQCT

• TEQ

Immediate

2.2 Elevate Indigenous stories and family history and work toward creating new commercial tours that can be integrated into mainstream tourism. There is the potential to add value to existing visitor experiences through incorporating an Indigenous component, such as guided services or traditional foods. This will also assist in building new capacity.

o Moving forward will require developing capacity and working with Indigenous stakeholders to assess new business opportunities including tours.

• GRC

• SQCT

• DATSIMA

• TEQ

• Local Indigenous communities

• Relevant industry partners

Medium-Term

2.3 Continue to encourage the expansion of participation in the “Hand-Made in Country” initiative and the use of this initiative to enhance existing or develop new themed events and visitor experiences.

• Members of the consortium

• DSITIA

• SQCT

Ongoing to 2020

2.4 Develop and implement an Event Strategy13

including a review of the regions event locations and potential. Continue to identify the strengths and weaknesses of the region’s iconic events and festivals, and any gaps – particularly in relation to opportunities to promote the hero experience themes.

• SQCT

• TEQ

• Regional Councils

• LTO

Ongoing to 2020

2.5 Encourage event organisers to undertake visitor profile and economic impact analysis of events. Data on visitor origin and expenditure should be collected on a systematic basis to being building an understanding on the value of events, a profile of event visitors and a corresponding database. Funding partners should consider requesting this type of research as part of funding criteria.

• GRC

• SQCT

• TEQ

• LTO

Ongoing to 2020

13

Forthcoming in 2014-15


CATALYST PROJECT 2 – Transform Goondiwindi’s Customs

House into the regions’ heritage gateway

The Customs House Museum, located on the banks of the McIntyre River, houses a mix of memorabilia and historically important artefacts which are connected to the Goondiwindi region. The opportunity exists to connect the collection with stories of local people, with a greater focus on family history and telling character stories that link the different areas of the museum to the region and its attractions, starting with a town walking tour. The role of the Centre should be as the gateway to the town’s experiences, and the region’s heritage assets. This would require some additional investment in interpretation, and could be supported by a purpose build café/lawn space to increase every-day use of the site, and the potential to partner with a local business to co-locate on the site. The attraction’s ability to attract new markets and increase average length of stay is limited, but with only 3000 visitors per annum (0.8% of regional visitation) it has an obvious opportunity to increase its visitation and its ability to tell a regional story. What’s Needed:

1. More Hands on Displays: The modern traveller expects more interactive exhibits. Families, in particular, are drawn by the hands-on features of Museums. This could be done simply with the use of character story cards and the use of questions.

2. Increase retail sales: To bring the site to life and increase the level of use, it is suggested the site could benefit from offering Devonshire teas, snacks,

4. Links to the new Visitor Information Centre: The new visitor information centre and family history room will be a key starting point for the town. The museum needs to be the first stop after visiting the visitor centre, as such it needs to be directly linked (pathway) as well as being part of the new town walking tour.

5. Home of the Town Walking Tour and alliance

between the Historical Society and the Family History Society: The Customs House would become the home of the town walking tour, with stencil painting of a town walking tour supported by humorous and engaging short stores and anecdotes of A town like ‘Gundy’ where everyone has a nickname and a story to tell. To achieve the most accurate stories about the people of Goondiwindi, the Family History Group and the Historical Society should work closely together to ensure the integration and effectiveness of the Town Walk which could leverage the well-known brand of ‘Gunsynd’ to theme the walk and the messages.

6. Create an attraction for groups: Actively seek and promote the attraction to school and bus groups and link it to the National Curriculum.

cakes and refreshments, using its picturesque lawn as a key drawcard and advantage. This is best done in partnership with a local business. This may require an investment in additional toilet facilities and some basic kitchen / food presentation areas.

3. A Strong Theme or Story: Throughout the museum the exhibits could be better linked with personal stories that bring the collection to life. These stories need to be balanced with the new interactive exhibits to minimises the focus on static displays and bring the historical facts to life.

ENABLERS OF SUCCESS

In partnership with Southern Queensland Country and Tourism & Events Queensland prepare an Events Facilities Guide to promote the regions current facilities and a supporting action plan identifying their future development needs including the Water Park, Showgrounds, Equestrian centre, and camping grounds. Establishment of a contract position for event acquisition, working in partnership with SQCT and TEQ to avoid duplication, to attract major sporting events and niche industry events that suit the regions small base of available accommodation. Investment in street scaping to improve street appeal and assist in creating more useable events spaces around the town centres.


Project 2 – Riverfront Precinct Development

The town of Goondiwindi runs alongside the MacIntyre River, the border between New South Wales and Queensland. Currently, the Riverfront is not showcased or featured prominently, with no signs directing visitors to the river from the township, located in an arid landscape. While not offering a unique visitor experience today, the Riverfront offers future potential for accommodation and residential development along the riverfront (subject to availability, flood constraints and planning conditions) in the medium to long term future. With the nearby boat ramp this could offer the only river access spot for visitors.

Development of an accommodation and residential hub would have long-term economic benefits to the broader community at the cost of transferring the site to freehold. A site Master Plan and demand study would be needed to assess the viability of this option. This option could be further investigated by Council, as a long term opportunity to attract visitors and provide both economic and social benefits to the community.

Aboriginal Cultural Tourism Project:

Tell the Bigambul Story By developing a single point of reference where a collection of the history and artefacts of the Bigambul people could be put on display, the stories and history of the region could be told to both residents and visitors. This could be placed in the new Visitor Information Centre, Customs House or Council space. This would therefore, emphasise that the Bigambul people remain connected to their country and continue to practice their traditional customs and rituals. Creating a focal point and telling the Aboriginal history of the region also opens up opportunities for visitors to participate in Aboriginal Cultural Tourism, such as learning about the wetlands, ancient stories, medicine plants, tasting bus tucker, and meeting traditional people.

‘The Resting Place of the Birds’ Sculptures Sculptures designed by the local Aboriginal community could be built around the theme of ‘The Resting Place of the Birds’ from which Goondiwindi derives its name. These sculptures, along with interpretation plaques, could tie the waterways with the cultural history of the region and tell the story of the Bigambul people and the connection to their land. Both of these projects should be tied into the Town Walking Tour, to encourage both residents and visitors to wander through and read the displays and sculptures, and appreciate the history of the township. The projects tie both cultures together, and emphasise cultural diversity in the region.


3. Deliver quality, great service and innovation

OBJECTIVES

• Develop an understanding of the clear link between the visitor experience and economic value throughout the industry.

• Increase the number of accredited businesses and events in the region.

• Develop a strong ‘sense of place’ within communities based on quality of visitor services and related infrastructure.


3.1 Support the development of new tourism experiences in the region to increase average length of stay and support the growth of local businesses who can leverage these experiences. o CATALYST PROJECT: Prepare a Feasibility Study and detailed

budget for an Artesian Water Park building on the current pool facilities in Goondiwindi.

o PRIORITY PROJECT: Develop a standard approach to signage and to managing Bush Camping in the region in consultation with the industry and develop new facilities (where needed).

• GRC

• Chambers of Commerce / LTOs

• Relevant Industry (caravan parks)

Immediate

3.2 Focus on promoting quality and great service as critical success factors in the growth of tourism and achievement of the 2020 targets. Assist operators in understanding that with shorter stays, there is an even greater need to elevate the quality of the experience in order to achieve greater expenditure. Highlight the role quality plays in prompting word-of-mouth and social media communications, and equally the implications of poor service on these communication channels.

o Encourage participation in relevant accreditation programmes. This voluntary process will enhance an operator’s commitment to quality business practices and professionalism in all aspects of the enterprise.

o Over the next two years (by 2016), the Queensland Tourism Awards will introduce a new eligibility criterion requiring tourism operator entrants to be certified or accredited.

• QTIC

• TEQ

• SQCT


Short-Term

3.3 Ensure that accredited businesses are recognised and distinguished from other operators, and highlight accolades and achievements in respect to the delivery of quality.

• QTIC

• TEQ

• SQCT

Short-Term

3.4 Explore opportunities to measure visitor satisfaction within the destination. Establish baseline data and monitor satisfaction.

o Continue to undertake regional brand health checks and campaign tracking.

o Identify areas of dissatisfaction and work with operators and communities to address these issues.

• SQCT

• VICs

• LTOs

• Industry

Short-Medium term, then ongoing monitoring

3.5 Encourage VICs to follow-up on all quality concerns brought to their attention. Ensure that VICs have a policy in place to monitor the level of concern and the remedial action taken.

• GRC

• TEQ

• SQCT

• VICs

• Industry

Short-Medium term, then ongoing monitoring


CATALYST PROJECT 3 – Water Park Feasibility Study

Goondiwindi region has the potential to create a water park to meet growing community needs and to increase the length of stay of visitors (especially families). This would be best achieved by redeveloping the public pool within the town centre of Goondiwindi to incorporate more children oriented activities such as slides, and water play areas. This could encourage families to stay longer as well as providing a facility for locals (including families).

PRIORITY PROJECT 3 – Bush Camping and Signage Review

There is a need for a review all existing non-commercial bush camping sites in the region, to investigate infrastructure requirements for each, as well as the ideal process for management and promotion of these sites, through a signage audit and bush camping management plan. Locations such as the bush camp on the highway on the northern entrance to Inglewood could be relocated and/or developed into basic camp grounds that comply with the Queensland Governments new Camping Options Review. This could be relocated to the Olive Grove Area along Brooke Street and the Macintyre Brook River and would act as an enabler for the catalyst projects, providing additional regulated RV sites for those who wish to stay closer to town. This could create a unique experience – ‘Camping in the Grove’ and would provide a site closer to existing infrastructure such as the

amenities in the public park grounds along the Cunningham Highway. The site is also situated along the picturesque Macintyre Brook River and adjacent to short leisurely walkways into the centre of town. Ideally these sites could be developed in partnership with local businesses and should not create competition; rather they should fill a map gap. Promotion of these sites through an App or regional website could lift awareness and increase visitation, while the capital investment required (i.e. signage and landscaping) would be low. If the development of these bush camps could encourage 10% of the existing touring market to spend one extra night in the region it could support 6 new jobs and 340,000 in additional expenditure.

ENABLERS OF SUCCESS

Work with the managers of the current Pool and the managers of other facilities to ensure a smooth process

Prepare a Feasibility Study and detailed project budget

Ensure there is adequate access to water

Prepare a Masterplan for the site and provide an opportunity for public comment


4. A balanced portfolio of markets & strong partnerships

OBJECTIVES

• Develop an enhanced understanding of the needs and wants of domestic and international target markets.

• Develop and promote new packages to attract new markets, including working regionally to attract new markets (e.g. leveraging Brisbane West Wellcamp Airport).

• Identify new approaches to increasing the value of the region’s major drive routes and build cohesion within the industry and an internal awareness of the region’s unique features and visitor experiences.

• Create welcoming host communities and develop a high level of capacity within the industry to create and deliver memorable experiences.

• Build a strong understanding of the value of the tourism industry among Councillors, the business community and local residents


4.1 Use mentoring and training events to build an enhanced awareness of the needs and wants of existing and emerging market segments. This is particularly important with regard to developing new experiences and understanding the expectations of potential new markets. This is a vital first step to create new products including

o CATALYST PROJECT: Develop Stage 2 of the Lake Coolmunda facility to attract groups and higher-yielding travellers through cabins, group camping areas and new facilities.

o PRIORITY PROJECT: Work with local tour operators, existing product and the LTOs / Chambers to package experiences and promote them to niche markets including Schools, Motorbike and Car Clubs and Bus Touring groups as well as the emerging events (leisure and business) market to the region.

• GRC

• SQCT

• QTIC

• TEQ

• TA

• Industry

• LTOs / Chambers of Commerce

Immediate

4.2 Work with SQCT and the Highway Committees to identify partnership marketing opportunities that will contribute to the dispersal of visitors within the broader destination and to extending lengths of stay. Developing themed campaigns and leveraging unique in and out-of-region events with the support of RACQ and TEQ to create a sustainable model for the future.

• SQCT

• GRC

• TEQ

• Highway Committees

• RACQ

Short-Medium Term then ongoing to 2020

4.3 Support the role of SQCT as the peak regional tourism organisation through working effectively with it as marketing partners. Clear recognition of roles and responsibilities of the various partners and stakeholders, including Council and LTOs will increase synergies gained from working together and will reduce duplication of services and activities.

• GRC

• Chambers of Commerce /LTO

• TEQ / SQCT

• Industry

Ongoing

4.4 Establish opportunities for Councillors, local businesses and community leaders and VIC staff to engage in familiarisation trips to build their awareness of the tourism experience and its economic contribution.


• SQCT • VICs

Short-Term then ongoing


CATALYST PROJECT 4 – Stage 2 of the Lake Coolmunda Dam

Camping Area

For decades Lake Coolmunda has been a local and regional recreational spot for water skiing, fishing, camping and day trips. The opportunity exists to expand on the Stage One development at the Dam to do an interpretation of the links of the MacIntyre River to the Murray River as part of the Murray Darling Basin system. This interpretation would include the wildlife and understanding of how the river system flows into the Murray system. In addition, the Stage One Development isn't complete until further work is done on landscaping. In order to encourage integration with the main townships in the region, and increase awareness of the Murray Darling River systems, Stage 2 Development of Lake Coolmunda Dam would incorporate signage of the linkages between the MacIntyre River system and the Murray Darling Basin system, further landscaping of the site, and investment opportunities which tie into the local towns and business owners. An example of this could involve a sales person visiting the camp site with fresh local produce and products to sell from the local towns and businesses, and/or signs promoting visitation to the major towns within the region. This investment

provides an opportunity to increase expenditure per visitor to the site, have a margin impact on attracting new visitors and increase awareness of the Murray Darling River systems. The following are proposed:

a marketing partnership with Southern Queensland Country to engage television and radio partners to be involved in an integrated marketing program including publicity, billboards, radio, consumer shows, and where possible television.

develop a brand identity and style guide for the campground that can be used to create a web presence (website, social media), posters, brochure, signage, billboards and other collateral as required.

undertake a risk review looking at areas of risk to the public including fencing, lighting and signage needs

investigate the feasibility of a boat tour of the lake during peak season and the return on investment of purchasing vs hiring a vessel.

Fish cleaning facilities

Solar lighting public benches

Irrigation channel and pump from dam

Electric BBQ at ‘camp kitchen’

Caretakers cottage

62 new sites @ 2.5 people per site = 155 campers

200m of new roadway and hardstand

150 new trees planted

Upgrade entrance road and boat ramp

Additional Signage, Billboards & Marketing campaign

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2

3

4

5

6

7

8

9

10

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2 3

4

5 6

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10


PRIORITY PROJECT 4– Package of Tours and Itineraries

The region is vast and diverse with a number of entry and exit points and a complex network of roads and travel paths. To assist those planning trips to the region through the preparation of a number of targeted touring routes and itineraries developed in partnership with the Regional and Local Tourism organisation and local businesses to target five (5) emerging market segments:

School groups: targeted curriculum linked itineraries including attractions, accommodation options, learning outcomes and catering options for 3 – 7 day itineraries starting from Brisbane, Gold and Sunshine Coast

Touring itineraries: targeting the domestic and international FIT drive market who have time to wander and explore, 1-3 day itineraries including great pubs, key attractions,

Short-break market: ½ day and full day itineraries from the main townships including great routes for motorbikes and scenic drives

Nature-based travellers: itinerary to link the best bird-watching, sunset, and lookout spots

Fishing spots guide

ENABLERS OF SUCCESS

Working with the Border Rivers Chamber of Commerce create a tour and package promotion and booking program including a business model to promote and sell pre and post conference touring itineraries in partnership with SQCT.


5. Grow investment and access

OBJECTIVES

Support the development of core infrastructure that will improve the visitor experience and

create a platform for further investment by industry

Work toward improving ease of access to and within the region in a way that contributes to the

visitor experience, facilitates safe travel and encourages dispersal of visitors.

Ensure that signage for travellers is adequate, and create driving loops to increase length of stay.

Build competitive digital connectivity and encourage businesses to be technologically innovative.


5.1 Work with nearby Regional Councils to continue a combined approach to advocacy with regard to roads and related infrastructure and lobby for funding for community infrastructure that will improve the overall visitor experience.

o CATALYST PROJECT: Seek State and Federal funding support for the development of an Equestrian Centre in Goondiwindi

• GRC • QTIC • Office of Sport

and Recreation

Immediate

5.2 Work together as Regional Councils to identify alternate routes for travellers. Consider suitability of purpose in the analysis and prioritise upgrading projects. Ensure that directional signage is adequate and that there are appropriate rest stops.


• DTMR • DTSBE

Short-Medium Term

5.3 Undertake a signage audit across the region – remove out-of-date signage and re-skin or install new signage where required.

• GRC • DTMR • QTIC Drive

Alliance

Short Term

5.4 Develop a series of driving loops for the region with itineraries and promote them through the Visitor Information Centres. This would incorporate the existing tourist drives and may require the development of new drives.

• GRC • DTMR • QTIC Drive

Alliance

Medium Term

5.5 Explore the best option for engaging in social media to update travellers on road conditions and things to see and do in partnership with SQCT, RACQ and the Chambers of Commerce.

• GRC • DTMR • DTSBE • LTO

Short Term

5.6 Undertake a connectivity audit and use the results to inform travellers of ‘black spots’ and highlight availability of Wi-Fi coverage. The latter is particularly important to international travellers.

o Build on the work South Burnett Regional Council has undertaken on the identification of black spots.

• GRC • DTSBE • DTMR

Short-Medium Term

5.7 Continue to advocate for improvements to the region’s digital connectivity.

• GRC • DTSBE

Ongoing


CATALYST PROJECT 5 – Create a new Equestrian Horse-

Sports and Events Centre

Horse sports are a growing sector of the national interest and particularly popular in the Goondiwindi region. A partnership is needed between the various horse sports clubs (e.g. Cutting Club, Camp Draft, Polocross, Pony club, Polo and show jumping to name a few) to both promote the region for events, and to review the current infrastructure with a view to creating a multi-purpose events facility to rival those developed in Tamworth, Dalby and Warwick. There is an identified need for a group facility, capable of hosting major events, however a Feasibility Study and project cost is needed for Council and the partners to seeking funding support.

Actions:

Facilitation of a meeting of the horse sports related groups to establish a partnership agreement

Masterplan development for a multipurpose events space in consultation with the group

Cooperative marketing in partnership with SQCT (Events desk), Council and the Chamber of Commerce

In partnership with Southern Queensland Country and Tourism & Events Queensland prepare an Events Facilities Guide to promote the regions current facilities and a supporting action plan identifying their future development needs

Priority Project 5 – Town Walking Tour

Most regional towns will attract and retain visitors with a simple town walking tour. Goondiwindi could provide a simple walking tour / town map with pathways designed to move visitors from the new Visitor Information Centre along the main street and past the key attractions, including the MacIntyre River and the Customs House returning to the Visitor Centre. This would encourage the drive market visitors to park and explore the town by foot. Such an attraction would provide selling opportunities for new attractions in existing locations to capture the market already coming

to town and showcase the key features of the town. It is not a creation or expenditure driver, but a nice way to draw the town together and provide a first experience for new visitors. The Town Walk could also feature the Aboriginal display and sculpture projects mentioned on page 32. This option could be further investigated by Council, as a comparatively inexpensive way of both bringing the town together and providing visitors with a central activity alongside town shops.


Enabling Success

Success in tourism for Goondiwindi region means focussing on the areas where the greatest results can be achieved. This Strategy identifies both Catalyst Projects and Priority projects that have the greatest potential to grow the identified target markets of: 1) Touring drive market; 2) Nature-based visitors; 3) Cultural and Heritage visitors; and 4) Event visitors.

In addition the Strategy identifies a number of supporting projects, these project including mentoring, social media, events, etc rely on a number of region-wide (and in some cases Southern Queensland Country destination-wide) enablers, they are: 1. A commitment to the principle and practice of

partnership and collaboration, and to ensuring that the roles and responsibilities of all stakeholders dovetail and complement, rather than duplicate or compete. This is particularly important within a regional context where there are a range of local, regional and state stakeholders with diverse mandates who need to work together and have a single list of priorities to avoid being marginalised.

2. Recognising the common purpose and getting behind the whole of destination DTP, and working as a team to progress the priorities in that plan along with those in this strategy.

3. A commitment to maintaining existing levels of funding and to securing additional funds for tourism to ensure that the actions outlined in this plan can move forward.

4. Recognition of changing market trends and the need to invest in quality service and the development of engaging and immersive hero experiences that will appeal to current and new target markets, and in the mentorship of individual operators.

5. A strategic approach to developing the events market (including business events), given the higher yield that can be achieved through growing business tourism.

6. A commitment to deepening the maturity of

the industry

7. Generating a greater level of community support for tourism through more hands-on experience of tourism and the visitor economy (visiting friends and relatives, events, etc).

8. A focus on monitoring, measuring and reporting on the implementation of this plan, and an emphasis on celebrating success. Recognition of success will breed success.

9. Appointment of an Operations Manager (within Council) and an external events acquisition contractor to drive the commercial focus and group travel to the destination.

10. Establish an agreed set of Key Performance Indicators (KPIs) for success in the destination. Recommended KPIs include:

Increasing the value of the visitor

economy to above the 2020 target ($23M)

Increase the Goondiwindi Regions share of

SQC visitors for nature, culture and events

by 2020

Increase the presence of Goondiwindi

experiences in the Southern Queensland

Country Touring Guide (particularly in

Nature, Culture and Events)

Completion of the five ‘catalyst projects’

as outlined in this strategy.


SUMMARY OF

RECOMMENDATIONS


For the Goondiwindi region it is vital that the marketing efforts work hand-in-hand with new product development. While the region has some natural and cultural assets that can be marketed immediately (such as the events, Coolmunda Dam and some of its attractions) new attractions are needed. The immediate actions needed are:

1. Secure the funding for and deliver the three catalyst infrastructure projects identified in this strategy (Texas Rabbit Factory, Lake Coolmunda Stage 2, and Goondiwindi Customs House), as well as the priority project (Bush Camping Infrastructure Review).

2. Link the new and existing attractions into simple packages that extend the length of stay, such as a Goondiwindi Town Walk, Regional Tours and Drive Routes, and Events that utilise multiple facilities to showcase the region; and

3. Targeted marketing with Southern Queensland Country and the touring routes to raise awareness of the regions attractions and events.

1. Priority Infrastructure Projects The three priority infrastructure projects (outlined below) have been identified as having the greatest potential to grow the identified target markets of the region by leveraging existing unique local icons. The immediate actions for each are outlined below: Texas Historic Rabbit Factory: has potential to become a

destination attraction, bringing in new visitors and

encouraging repeat visitation. The steps required are:

Coordination of a National Rabbit Industry Reunion to collect stories;

Investment in the attractions to cater for groups and tell the national story of the rabbit industry; and

Develop a brand logo for the Factory and basic marketing tools (brochure, website, social media presence).

Customs House Museum: needs to connect the collection with stories of local people, with a greater focus on family history and telling character stories that link the different areas of the museum to the region. The immediate actions are:

Historical Society, Family History and Chamber of Commerce to create a town walk;

Plan and develop a purpose build café/lawn space to increase every-day use of the site, with a local business to co-locate on the site; and

Develop an interpretative plan for the building around local stories that link the collection to the stories of local people and its places.

Lake Coolmunda Dam Camping Area Stage 2: will expand on successful Stage One development with:

Investment in additional infrastructure including campsites, camp kitchen and caretakers accommodation on the site plus facilities for day users;

Marketing campaign of the attractions of the lake targeting local fishing, camping and skiing groups; and

Signage and interpretation of the links to the Murray Darling Basin system.

2. Simple Packages The Goondiwindi region doesn’t have an iconic natural or cultural attraction to drive visitation. For this reason it is vital that the current attractions are ‘packaged’ and sold collectively to attract groups and the touring market. This includes: Packaging and promoting the region as a destination

for events through a dedicated external Events Acquisition Contractor: o Appoint a contractor through an Expression of

Interest.

o Do Facilities Audit and prepare a Facilities Guide.

o Ensure that the local organisations, groups and

societies are willing, and have the capacity, to

provide for the expected number of guests.

Promoting the existing Council owned and operated facilities for the group market (including schools, bus groups, etc) through a shared Visitor Economy Coordinator position for a number of Council owned facilities. Whilst the volunteers are focused within each facility they run, their individual operations and day to day tasks, the Council would benefit from a more outward business and commercial focus. The steps required are:

o Appoint a Visitor Economy Coordinator (within

Council’s Economic Development tea) to track and

report visitation, revenue and expenses.

o Actively market and pursue local and region school

and bus groups to visit the facilities, and ensure

that the relevant facilities, such as the Texas

Historic Rabbit Factory and Customs House, tie in

with national curriculum.

o Deliver on ground management and coordination

of the volunteers to increase opening hours.


3. Coordinated Marketing The Goondiwindi region does not have the budget, or product who actively market the destination, to stand-alone in marketing. It is essential that Council and the Chamber of Commerce (representing businesses who market outside the region) create an active marketing partnership with Southern Queensland Country and Tourism and Events Queensland to promote the regions attractions as part of the broader destination campaign.

Marketing efforts need to be targeted to those segments the region has the greatest potential to grow (either in number or length of stay) including:

1) The long-haul drive market (including heritage and cultural travellers);

2) Event visitors; 3) Nature-based short-breaks (fishing, camping,

etc.); and 4) Heritage and cultural tourism groups (bus tours,

education)

The following recommendations have been made throughout the Strategy in regards to increasing the Goondiwindi Region’s exposure: Embrace social media and other media channels to

actively market the attraction.

Market the attraction to groups (including bus and school tours) to increase utilisation of the facilities and increase visitation into the region.

Brand development of existing facilities (such as the Rabbit Factory) to further promote and target potential visitor groups as well as sell on sell merchandise.

Appoint a shared Visitor Economy Coordinator to coordinate the overall tourism promotion of the region and event marketing with Southern Queensland Country. This would include shadowing a contracted online and social media mentor for the coordinator to upskill local businesses long-term. The role would also include ensuring that all business and events are on the Australian Tourism Data Warehouse (ATDW) and Facebook to help operators increase their digital reach and online exposure.

Future Projects

Beyond these immediate priorities there exists a range of potential projects which could be further developed in the longer term. These include:

Riverfront Precinct Development: While not offering a unique visitor experience today, the Riverfront offers future potential for accommodation and residential development along the riverfront in the medium to long term future.

Water Park Feasibility Study: Goondiwindi region has the potential to create a water park to meet growing community needs and to increase the length of stay of visitors (especially families).

Bush Camping & Signage Review: There is a need for a review all existing non-commercial bush camping sites in the region, to investigate infrastructure requirements for each, as well as the ideal process for management and promotion of these sites, through a signage audit and bush camping management plan.

Package of Tours and Itineraries: To assist those planning trips to the region, the preparation of a number of targeted touring routes and itineraries should be developed in partnership with the Regional and Local Tourism organisation and local businesses.

Equestrian Horse Sports and Events Centre: Horse sports are a growing sector of the national interest and particularly popular in the Goondiwindi region. A partnership is needed between the various horse sports clubs to both promote the region for events, and to review the current infrastructure.

GRC Tourism Strategy - grc.qld.gov.au Tourism Stra… · Goondiwindi Tourism Strategy 3 Pursuing...

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