BURNIE
Destination Action Plan 2017–2020
June 2017
Acknowledgments The development of the Burnie Destination Action Plan has been facilitated by the Cradle Coast Authority in partnership with the Department of State Growth. The process brought together representatives from all stakeholder groups that benefit from the visitor economy; local government, state government agencies, industry and the community to develop a plan. This Plan seeks to identify the challenges and opportunities facing Burnie as a visitor destination and to establish achievable affordable priorities that if delivered would increase the competitiveness of Burnie and surrounds in the visitor economy. Specifically, we would like to thank the people who participated in the plan development process: Facilitator Malcolm Wells Burnie Destination Action Plan Workshop Group Rodney Greene (BCC)
Tich Ferencz (The Duck House)
Jenny Cox (BCC)
John Duncan (Burnie Historical Society)
Anita Dow (BCC)
Fiona French (Hellyer College)
Andrew Wardlaw (BCC)
Tony Campbell
Alan Leeson (BCC)
Carolyn Watson-Paul (Henry’s Ginger Beer)
Alison Burgess (BCC)
Geoff Wood (Emu Valley Rhododendron Garden)
Ian Jones (BCCI)
Kathy Gordon (Emu Valley Rhododendron Garden)
Kirk Pinner (Burnie Tourism Association)
Ian Waller (CCA)
Joanna Gair (University of Tasmania)
Chelsea Bell (CCA)
Vivienne Bozoky (Friends of Fernglade)
Luke Mitchell-Collins (CCA).
Evelyn DeVito (Friends of Burnie Penguins) Images used within this document are courtesy of Tourism Tasmania, Grant Wells, Nathan Humphreys, James Todd, Burnie Regional Museum, Dan Fellow, Graham Freeman, Greg Harris, Rick Eaves, Brett Boardman, Burnie City Council, Joe Shemesh, Bob Iddon.
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Introduction The Cradle Coast Authority in partnership with the Department of State Growth is completing a series of Destination Action Plans for all Tasmanian destinations including Burnie and surrounds. The Destination Action Plans are an implementation initiative of the Tasmanian Visitor Economy strategy 2015-2020 (T21) Priority 4: ‘Building Capability, Capacity and Community’. A core strategy is to recognise that visitors to the Cradle Coast Region are primarily attracted to destinations and experiences. Therefore, the development, marketing and management of the regions destinations such as Burnie, are pivotal to the success of the whole region. This Destination Action Plan for Burnie and surrounds identifies priority strategies and actions which if implemented over three years will enhance the competitiveness of Burnie as a primary visitor destination of the region. The Plan has been prepared by a facilitated workshop process involving business and community representatives who considered and reached consensus on tourism development, marketing and management opportunities and challenges. The group then identified and agreed on the key priorities and actions that would make a positive difference to the growth and sustainability of the Burnie visitor economy and experience. A key principle of Destination Action Planning is to give primary consideration to the fact that visitors are attracted to destinations and experiences, which are delivered by the community and industry. The attraction and delivery of these experiences is collaboratively supported and facilitated by community, business and government organisations. 'By working together to set the stage for unique and personalised experiences and providing facilities and services that enable their creation we will meet and frequently exceed the expectations of our visitors and provide a competitive advantage to Tasmania. Traditional visitor engagement services will need to adapt to the needs and wants of our new visitor markets'. Tasmanian Visitor Engagement Strategy, 2016. This Plan is not promoting the notion of individual destinations within Cradle Coast undertaking their own discreet marketing campaigns. In fact, the reverse is the case. With the exception of those travelling to pursue special interests and attend events, visitors come to regional destinations to experience the local culture and attractions. Each place within the region needs to understand what attractions and experiences they have that fit the regional and Tasmanian brands and ensure that they are well represented in the various channels that influence travellers to choose specific destinations for their next journey. Destination Action Plans are focussed on ensuring that the stakeholders in a destination understand and apply best practice that maximises that ensures engagement with visitors to their destination and their enjoyment and satisfaction while they are there. 3
Visitor Industry & Community Local Tourism Organisations/ Local Government Regional Tourism Organisations State & Federal Governments
The visitor economy The Burnie Municipality covers 610 square kilometres, extending from the Cam River in the west to the Blythe River in the east and south to beyond Hampshire. There is a permanent population of 19,779 in June 2016, a loss of more than 320 since 2012. Since the closure of the pulp mill in 2010 and the CAT manufacturing downturn, Burnie has been undergoing a process of revitalisation, working towards making the city increasingly attractive and harnessing its reputation as ‘The City of Makers’. The City Council is concentrating on renewing infrastructure and supporting tourism and business development. Burnie is the centre of containerised freight in Tasmania and in recent years, has hosted an increasing number of cruise ships. The University of Tasmania’s Cradle Coast campus is situated in Burnie with a vision of relocating into the Burnie CBD, in the Makers Centre precinct. The city is home to a range of cultural, natural and culinary experiences, however through this process has identified that these experiences are not packaged in a way that effectively tells their story. Visitors to the Burnie and the Cradle Coast region are substantial contributors to the local economy. Visitors include leisure tourists (intrastate, interstate and international), visitors to friends and relatives, business visitors, students and day trippers. Their expenditure is ‘new money’ contributed to the local economy which supports jobs, real estate value and the provision of services, facilities and activities in the community. 4
The visitor economy cont. Interstate and International Visitors The Tasmanian Visitors survey (TVS) only collects data on visitors to the City of Burnie. For the year ending December 2016: §§
Burnie received 162,011 visitors (a slight drop on the previous year. Twenty-five percent of these just passed through without stopping)
§§
Overnight stays were up 10 percent to 53,287
§§
Visitor nights up 15 percent to 209,820.
Intrastate Visitors §§ Day trips to Burnie: 326,000, up 8,000 on 2015 §§ Overnight visitors to Burnie: 33,000, up 9,000 on 2015
Objectives The common objectives for tourism are to increase the yield from visitors by increasing: 1. Visitor satisfaction 2. Visitor length of stay 3. Visitor expenditure 4. Visitor dispersal (geographically and seasonally) 5. Visitor numbers . The primary objective of this Plan is to maximise the visitor experience and increase visitor satisfaction. This will in turn result in more visitors, increased dispersal of those visitors across the region, increased length of stay and visitor expenditure. The participants of the first workshop expressed the view that Burnie should be focussing on the higher yielding visitor.
§§ Visitor nights in Burnie: 50,000, up 10,000 on 2015 (average of 1.5 nights per visitor). Employment The tourism industry in Cradle Coast region has been relatively static between 2006 and 2015. The tourism and hospitality sector employs about 3,000 persons and slightly more than one-third of these are parttime employees (National Institute of Economic and Industry Research (NIEIR) 2016): In 2014/15: §§ Tourism in the Cradle Coast region is estimated to generate almost $500m in economic output annually §§ The tourism sector represents 6.9 percent of total employment in the Cradle Coast region (approximately 6,800 jobs) slightly below the State average of 8 percent §§ Major tourism-related industries are accommodation and food services. Source: Tasmanian Visitor Survey year ending December 2016, International Visitor Survey year ending June 2016, National Visitor Survey year ending June 2016, National Institute of Economic and Industry Research (NIEIR) 2016. *Expenditure figures are calculated based on average expenditure per night in Tasmania. They are estimates only.
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Our challenges Transition from an industrial to visitor destination and engaging the community in that transition §§ §§ §§ §§
Belief by community that Burnie is a serious visitor destination Word of mouth – local community engagement (pride in Burnie) Strategies to engage/involve youth and others in visitor economy Resistance to change – people don’t want anything to change, overcoming complacency.
Infrastructure to support visitors §§ §§ §§ §§ §§ §§ §§ §§ §§
Highway bypasses Burnie Insufficient range of iconic visitor experiences, including evening Insufficient range of accommodation at level market is seeking Look of the town generally and entrances in particular Improve amenity on Esplanade Space for RVs Entry signage – capture those driving by Re-invigorate ‘pulp’ area Infrastructure to service key attractions.
Improving visitor attractions §§ Integration of cultural experiences/precinct §§ More support for cruise experiences. Managing visitor expectations §§ Overall consistency of service – lifting the overall quality and consistency of service §§ Maintaining/improving visitor satisfaction and online reputation management §§ Operator and community education. Marketing §§ Strategy to better promote Burnie as central hub for NW Coast §§ Create motivation to come now – markets and events §§ Always something to do – Summer/Winter/Spring/Autumn.
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Our opportunities
Visitor experiences built around §§ Authenticity – utilise what we have ‘better’ §§ Improve entry points, signage §§ Leveraging other activities – cycling, mountain biking, agri-tourism, events, food festival, Hill Street §§ Cycling – bike links §§ Platypus, peguin and other wildlife experiences §§ Industrial image – warehouses
Identifying and reaching our target markets – marketing §§ Change from numbers to yield à premium suppliers providing high-yield, niche experiences §§ Better promote the destination à marketing §§ Burnie to educate Tasmanians about the quality of Burnie – What do we stand for? Who are we? What is our message? What are we selling? Do we have a well-defined brand? Communication and education
§§ ‘City of Makers’ – agriculture, paper, wildlife (burrow makers), wood, Hall of Fame
§§ Educational program to change local businesses/individuals’ perception of the visitor economy
§§ Festival around paper – lanterns, papier mache, floats
§§ Better networking/communication between business groups
§§ ‘Hall of fame’ type attraction (e.g. Longreach)
§§ Support UTAS campus relocation/student accommodation.
§§ Make better use of digital technology for visitor interpretation §§ Weekend activities hub.
Infrastructure §§ Better motivational and directional signage, particularly at entrances. 7
DIAGNOSTIC RATING Industry research has established that the following factors are present in successful destinations that are achieving the above objectives. The workshop participants considered these factors relative to Burnie in reaching consensus on the priority strategies and actions. A focus on continuous improvement of all these factors will contribute to the competitive growth and sustainability of the visitor economy.
Success factors Characteristics
Rating
Comments
1.
Strong local organisations focused on their core role of regional marketing and development.
5.8
Ongoing communication and engagement through the development of operator participation.
2.
Strong regional tourism organisation.
7.1
Use them!
3.
Local Government support.
6.8
Good base to build on this.
4.
Strong, consistent and effective leadership by individuals or organisations.
5.4
Support leadership development.
5.
Strategic planning for the region with economic, social, environmental and cultural objectives supported by local destination action plans.
5.0
DAP in progress.
6.
Consistent visitor service excellence.
4.0
Need to address and improve.
7.
Research driven cooperative marketing.
5.1
Increase collaboration and communication.
8.
A breadth and depth of tourism infrastructure, experiences and events matched to market demand.
3.8
Opportunity for strategic action and continuous improvement.
9.
Risk management plans in place.
5.0
Communicate risk mitigation and recovery planning in Local Government risk management strategies relevant to visitor management.
Supportive communities which understand the value of tourism.
3.8
Opportunity to strengthen through communication and involvement.
10.
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Action Plan implementation The following Action Plan outlines priorities and actions as a guide for stakeholders to collaboratively and cooperatively implement the Plan. To facilitate this, an Implementation Leadership Group of representatives will be formed. While the Plan identifies primary organisational responsibilities and in many cases joint responsibility, it is reasonable to expect that the Implementation Leadership Group will consider and review this progressively. One key consideration will be the availability and securing of resources to progress the implementation of the Plan in a timely manner. It may also be appropriate and necessary to involve other organisations and to seek funding for specific projects. The Plan does not commit any organisation to the actions proposed but is a guide to pursuing priorities and actions which will make a positive difference to the achievement of the tourism objectives noted above. Implementation should take note of the Making Burnie 2030 – Community Strategic Plan. The priority actions have been assigned a KPI priority rating as a guide. These ratings are: HIGH
to be addressed within the first year
MEDIUM
to be considered and addressed within one to two years
LOW
no low priority actions are included in this Plan.
Progress of implementation of the Plan will be undertaken annually by CCA in consultation with the Implementation Leadership Group. This may result in a revision and updating of the Plan. Regardless, a new plan will be prepared in three years. The following organisations have been identified to have an important role to consider and progressively work together to implement the priority actions. This will include nominating representatives to form the core of an Implementation Leadership Group.
§§ §§ §§ §§ §§
Cradle Coast Authority (CCA) Burnie City Council (BCC) Burnie Tourism Association (BTA) Burnie DAP Leadership Group Burnie Chamber of Commerce and Industry (BCCI)
§§ Department of State Growth (DSG) §§ Tourism Tasmania (TT) §§ Tourism Industry Council of Tasmania (TICT) §§ Tasmanian Hotels Association (THA) §§ Events Tasmania (ET)
§§ §§ §§ §§
University of Tasmania (UTAS) TasTAFE (TAFE) Local tourism operators Natural Resource Management & Community Groups (e.g. Friends of Burnie Penguins, Friends of Fernglade).
They should be implemented with reference to other relevant planning documents, in particular: Burnie CBD Master Plan http://www.burnie.net/News/Notice-Board/Burnie-Town-Master-Plan-and-Settlement-and-InvestmentStrategy and the Making Burnie-2030 http://www.burnie.net/Community/Making-Burnie-2030?BestBetMatch=CBD Initial members of Leadership Group: BCC, CCA, BTA, Henry’s Ginger Beer, Outside the Square Solutions. 9
Summary of Priorities 1. Implementation leadership and industry cooperation 2. Develop and consistently promote a unique positioning and brand identity for Burnie 3. Further develop signature visitor experiences and improve the quality of visitor engagement 4. Infrastructure and industry development.
PRIORITY 1 Implementation leadership and industry cooperation
Actions
Organisations
Priorities
1.
Form a Burnie DAP Leadership Group to oversee the implementation of DAP.
Leadership Group
High
2.
Identify 2-3 actions for immediate action over the first year and apply a sound project management process to each.
Leadership Group
High
3.
Develop and implement a communications plan to keep all stakeholders informed of progress and to maintain engagement and momentum.
Leadership Group
High
4.
Encourage Council and identified potential project partners and organisations to endorse the Plan and to actively participate in the Implementation Leadership Group.
BCC, BCCI, BTA, CityLink
High
5.
Ensure progress with identified actions is regularly monitored (three monthly).
Leadership Group
High
6.
Review the progress of the DAP annually and refresh as required.
Leadership Group
High
7.
Find effective ways of increasing operator cooperation and engagement to facilitate implementation of actions in other priorities.
Leadership Group
High
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PRIORITY 2 Develop and consistently promote a unique positioning and brand identity for Burnie
Actions
Organisations
Priorities
1.
In consultation with key stakeholders, undertake a destination brand and positioning process. Give consideration to signature experiences that can determine a unique sense of place for Burnie. Consider: a. Paper making and other industrial heritage b. Platypus, penguin and other wildlife experiences c. Agricultural and beverage production d. Rhododendron and other garden experiences.
CCA & TT to help facilitate this. LTA, CityLink, BCC, BA, BCCI, Makers Workshop (MW), & representatives of relevant industry and community groups
High
2.
Undertake a comprehensive industry and community engagement and communication process to build ownership of the brand and positioning.
CCA, BCC, LTA, BCCI
High
3.
Develop a brand style guide, including target markets, narrative and signature images. Encourage business and organisations to consistently use in their promotional activity and communications.
TT, CCA, BCC, LTA, BCCI
Medium
4.
Ensure that the positioning features consistently in operator, destination, regional and Tasmanian websites including signature images and the agreed narrative.
CCA, LTA, CityLink, BCC, BA, BCCI, MW, & representatives of relevant industry and community groups
High
5.
Consider including signature images on roadside signs at all key entry points to the Burnie, including at the air and sea terminals consider the use of murals on the disused heritage buildings at the eastern entry to the city).
CCA, DSG, BCC, LTA
Medium
6.
Consider working with neighbouring municipalities (ie. Waratah-Wynyard, Central Coast and Devonport & Surrounds) to leverage complimentary experiences.
Visitor Information Centres, LTAs
Medium
7.
Consider consistency and relevance to the Cradle Coast/Great Nature Trail and the Tasmanian brand and positioning.
CCA, LTA, CityLink, BCC, BA, BCCI, MW, & representatives of relevant industry and community groups
High
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PRIORITY 3 Further develop signature visitor experiences and improve the quality of visitor engagement
Actions
Organisations
Priorities
BCC, Burnie VIC (BVIC), CCA, LTA, BCCI & relevant experience operators
High
1.
Build the brand by further developing the 3 or 4 signature experiences that reflect the natural and cultural heritage of Burnie as a place attractive to the discerning traveller (Why shouldn’t you miss Burnie off your visit?).
2.
Consider the outcomes of the Tasmanian Visitor Engagement project and apply to service delivery in Burnie and surrounding region as a best practice destination.
CCA, BCC, LTA
High
3.
Undertake an audit of visitor facilities, amenities and services to identify opportunities for maintenance renewal, service gaps and development, relative to contemporary competitor destination and visitor expectations.
CCA, BCC, LTA
Medium
4.
Undertake an ongoing visitor satisfaction survey to benchmark performance and to identify opportunities for improvement. Communicate the results to the industry and community with commentary to encourage a lift of standards across the region: §§ Consider programs such as ReviewPro to collate and analyse destination specific information with trip advisor ratings.
LTA, BCCI, THA, TICT
Medium
5.
Where possible, consider a rostering system to provide hospitality and services to visitors beyond normal business hours and over 7 days to meet visitor expectations and demand opportunities.
LTA, BCCI
Medium
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PRIORITY 4 Infrastructure and industry development
Actions
Organisations
Priorities
1.
With the support of CCA and Burnie City Council, continue to advocate for the improvement of public infrastructure in the region such as roads, walking tracks, toilets, directional and interpretative signage.
CCA, BCC, BCCI, LTA, Burnie VIC,
High
2.
Investigate improving the sense of arrival for cruise ship visitors and explore ways of developing a more regional approach to cruise ship management.
CCA, BCC, Port of Burnie
High
3.
Increase online digital presence of products and experiences. Encourage operators to be on the Australian Tourism Data Warehouse (ATDW ) and utilise digital assets (such as social media, google my business and tourism websites) to maximise visitor information servicing. Provide digital/social media competence training.
CCA, BTA, BCC
High
4.
Implement a visitor service training, education and mentoring program featuring case studies, guest speakers, webinars and business networking functions: §§ Participate in the THA customer engagement training program §§ Consider THA, TICT and Skills Tasmania program participation and support §§ Consider Victoria’s Tourism Excellence modules and business development tips.
LTA, BCCI, CCA training providers & individual operators
Medium
5.
Establish an industry development program focussed on encouraging innovation such as operator visits to other destinations/ attractions to benchmark our signature experiences and to explore opportunities for development to meet visitor expectations and new opportunities. (e.g. famils). Encourage and support existing operators to renew and develop their visitor experiences, products and services. Add support to those making investments by communicating to the industry, community and the market.
LTA, CCA
Medium
6.
Commission filmmakers, photographers and writers to retell some of the key local stories to update our content.
CCA, TT, BCC
Medium
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Draft work program for consideration at first meeting of working group (These were actions regarded as high priority. Keep Priority 1 actions in mind when developing work program).
Actions 1.
In consultation with key stakeholders, undertake a destination brand and positioning process. Give consideration to signature experiences that can determine a unique sense of place for Burnie. Consider: §§ §§ §§ §§
Paper making and other industrial heritage Platypus, penguin and other wildlife experiences (See the wildlife in the wild!) Agricultural and beverage production Rhododendron and other garden experiences.
Organisations
Priorities
CCA & TT to help facilitate this. LTA, CityLink, BCC, BA, BCCI, MW, & representatives of relevant industry and community groups
High
2.
Undertake a comprehensive industry and community engagement and communication process to build ownership of the brand and positioning.
CCA, BCC, LTA, BCCI
High
3.
Build the brand by further developing the 3 or 4 signature experiences that reflect the natural and cultural heritage of Burnie as a place attractive to the discerning traveller (Why shouldn’t you miss Burnie off your visit?).
BCC, BVIC, CCA, LTA, BCCI, & relevant experience operators
High
4.
Consider the outcomes of the Tasmanian Visitor Engagement project and apply to service delivery in Burnie and surrounding region as a best practice destination.
CCA, BCC, LTA
High
5.
With the support of CCA and Burnie City Council, continue to advocate for the improvement of public infrastructure in the region such as roads, walking tracks, toilets, directional and interpretative signage.
CCA, BCC, BCCI, LTA, BVIC,
High
6.
Investigate improving the sense of arrival for cruise ship visitors and explore ways of developing a more regional approach to cruise ship management.
CCA, BCC, Port of Burnie
High
7.
Increase online digital presence of products and experiences. Encourage operators to be on the Australian Tourism Data Warehouse (ATDW) and utilise digital assets (such as social media, google my business and tourism websites) to maximise visitor information servicing. Provide digital/social media competence training.
CCA, BTA, BCC
High
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