KENTISH
Destination Action Plan 2017–2020
October 2017
Acknowledgments The development of the Kentish Destination Action Plan has been facilitated by the Cradle Coast Authority with the support of the Department of State Growth. The process brought together representatives from 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 Sheffield and surrounds and to establish achievable affordable priorities that if delivered would increase the destination’s competitiveness. This is an action focused plan that identifies specific priorities and actions that if cooperatively acted on by stakeholders will contribute to the achievement of agreed objectives in the short term (rolling three years). As such, the Plan does not purport to be a comprehensive strategic plan but is deliberately focused on identifying the key challenges and opportunities facing the destination and to establish achievable and affordable priorities and actions to address them. It should be a 'bottom-up' plan driven by the Kentish businesses that benefit from visitors and the local community, while acknowledging State and regional strategic plans and programs. Cradle Coast Authority would like to thank all who participated in the plan development process: FACILITATOR Malcolm Wells KENTISH DESTINATION ACTION PLAN WORKSHOP GROUP Jackie Hardy (Kentish Council)
Mark Beach-Ross (The Emporium)
Don Thwaites (Kentish Council)
John Sinclair (Silver Ridge Retreat)
Anthony O’Hearn (Cradle Mountain Canyons)
Luke Mitchell-Collins and Chelsea Bell (Cradle Coast Authority)
Brian and Laura Inder (Tasmazia) Des Brown (Kentish ACT) Chris Puccetti (Fudge ‘n’ Good Coffee) Sharon Jewell (Kentish VIC)
Kate Haberle (Kentish Council) Jennifer Hunter (Cradle Country Farm) Julie Hargreaves (Resident)
Lesley Begg (The Kentish Voice) Images used within this document are courtesy of Tourism Tasmania, Rob Burnett, Adrian Webb, Diane and Lindsay Stockbridge, Kentish Council, Tourism Australia, Graham Freeman, Great Walks of Australia, Kelly Slater, Brendan Williams, Spreyton Cider Co, Chris Crerar, Jason Charles Hill, Kathryn Leahy, Paul Fleming.
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Introduction This Destination Action Plan (DAP) for the Kentish Municipality, including Sheffield, Railton, Wilmot and Cradle Mountain identifies priority strategies and actions that if implemented over three years will establish the district’s position as one of Tasmania’s most desirable tourism destinations, resulting in increased overnight stays. DAPs are an implementation initiative of the Tasmanian Visitor Economy Strategy 2015-2020 (T21), Priority #4 Building capability, capacity and community. Participants were predominantly from in and around Sheffield and the output reflects this. It is recommended to add representatives from Wilmot and Railton to the Implementation Leadership Group (ILG) if possible. This DAP 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 Kentish visitor economy and experience. Actions emanating from this DAP should also take into consideration the Kentish Council Strategic Plan 2014-2024 that includes a Tourism Development Plan. This is available on the Kentish Council website with other council plans to be included for consideration: §§ Sheffield Township Enhancement plan §§ Wild Mersey Mountain Bike Development plan §§ Mt Roland: Developing a Destination plan §§ Kentish Economic Development Strategy.
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The visitor economy 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.
Objectives The common objectives for tourism are to increase the yield from visitors by increasing: §§ Visitor satisfaction §§ Visitor length of stay
Visitors to the Kentish municipality 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. INTERSTATE AND INTERNATIONAL VISITORS Interstate and international visitors to Sheffield and Cradle Mountain are shown in Table 1 (see page 5). Of the 150,000 interstate and international visitors to Sheffield in the twelve months to March 2017, more than 50,000 just passed through without stopping, while 23,000 stayed at least one night. Visitor nights for the twelve months were 79,424, up 20 percent on the previous year. Care should be exercised looking at short-term changes. Trends over time give a more reliable picture.
§§ Visitor expenditure
INTRASTATE VISITORS (SHEFFIELD – RAILTON)
§§ Visitor dispersal (geographically and seasonally)
TOTAL TOWNSHIP VISITATION DAY AND OVERNIGHT
TOTAL OVERNIGHT VISITATION
Year ending December 2016 180,000 (up 13% on 2015)
Year ending December 2016 30,000 visitors stayed 78,000 nights (down 35% on 2015)
Year ending March 2017 129,000 (down 31% on 2016)
Year ending March 2017 22,000 visitors stayed 48,000 nights (down 64% on 2015)
§§ 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.
NB: The National Visitors Survey (NVS) data used for Intrastate figures use a very small sample size for Tasmania and caution is advised when using these figures.
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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 part-time employees (National Institute of Economic and Industry Research (NIEIR) 2016): In 2014/15: §§ Tourism sector represents 6.9% of total employment in the Cradle Coast region (approximately 6,800 jobs) slightly below the State average of 8 percent §§ Tourism in the Cradle Coast region is estimated to generate almost $500m in economic output annually, accounting for over 4,000 direct and indirect jobs §§ 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.
The visitor economy cont. Table 3 shows total visitors to Cradle Mountain, and while not directly comparable with the figures in Table 2, indicates that most visitors are either interstate or international in origin.
TABLE 1: INTERSTATE AND INTERNATIONAL VISITORS TO SHEFFIELD YEAR ENDING MARCH 2014 TO MARCH 2017
SHEFFIELD
March 2014
March 2015
March 2016
March 2017
Passed through Looked around Stayed overnight Total visitors Total nights
33,137 65,879 16,581 115,597 51,787
35,145 77,950 19,345 131,440 46,944
41,179 74,642 22,496 138,317 65,954
51,237 76,309 23,096 150,642 79,424
% change 2016-2017 +24% +2% +3% +9% +20%
*Expenditure figures are calculated based on average expenditure per night in Tasmania. They are estimates only. TABLE 2: INTERSTATE AND INTERNATIONAL VISITORS TO CRADLE MOUNTAIN YEAR ENDING MARCH 2014 TO MARCH 2017
CRADLE MOUNTAIN Passed through Looked around Stayed overnight Total visitors Total nights
March 2014
March 2015
March 2016
March 2017
12,914 52,584 92,920 158,418 189,768
11,259 63,005 118,235 192,499 240,607
14,273 64,764 120,969 200,006 258,083
16,769 78,062 133,989 228,820 288,329
% change 2016-2017 +18% +21% +11% +14% +12%
TABLE 3: TOTAL VISITORS TO CRADLE MOUNTAIN 2013–2016
CRADLE MOUNTAIN Visitors
2013
2014
2015
2016
172,000
192,000
213,000
239,000
% change 2015-2016 +12%
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DIAGNOSTIC RATING Industry research indicates that the following factors are present in successful destinations that are achieving their objectives. A focus on continuous improvement of all these factors will contribute to the growth and sustainability of the visitor economy of the Kentish Municipality. (Note that average rating for both Cooperative Marketing and Risk Management was affected by some participants rating those characteristics as ‘5’ indicating that they did not know.
Success factors Characteristics
Rating Comments
1.
Supportive communities which understand and appreciate the value of tourism.
6.31
Although this was rated reasonably high, later discussion indicated that there is room for improvement, look for opportunities to better engage with the wider community and educate on value of tourism.
2.
Strong network of local tourism businesses focused on their core role of visitor servicing and working in collaboration with the Regional Tourism Organisation.
5.00
There was general agreement that there is room for significant improvement in this area which should result in closer collaboration and referrals between operators.
3.
Strong regional organisations focused on their core role of regional marketing and development and working cooperatively with local tourism businesses and local government.
4.08
Obviously, a need to work on this. DAP should provide opportunity to build stronger communication and engagement with CCA.
4.
Support from Local Government for visitor servicing, destination development and infrastructure.
7.83
Need to leverage this strong relationship through active and regular engagement.
5.
Strong, consistent and effective leadership by individuals or organisations.
8.23
Maintain and strengthen existing industry-based leadership.
6.
Strategic planning for the region with economic, social, environmental and cultural objectives supported by local destination plans.
5.00
DAP should provide blueprint to move forward with priority actions. Also consult: Kentish Council Strategic Plan 2014-2024 and other Council plans.
7.
Excellence in visitor services that leads to satisfied visitors, positive word-of-mouth promotion and repeat visitation.
6.31
Opportunity to increase effectiveness, particularly in wayfinding and information distribution through traditional and digital channels.
8.
A breadth and depth of tourism infrastructure, experiences and events matched to market demand.
6.15
Need for infrastructure to support better winter experience, enhanced main street and to make better use of natural assets.
9.
Research-driven cooperative marketing which contributes to and maximises the effectiveness of industry and government contributions.
3.80
This can only be effectively addressed through stronger collaboration between industry operators and CCA.
10.
Risk management plans in place that identify and address potential threats and crises e.g. fire, flood.
5.63
Seek input into visitor risk mitigation and recovery planning through relevant Local and State Government channels.
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Vision for Sheffield and surrounds in 2027 §§ Improved experience for visitors in winter months §§ Undercover entertainment and eating spaces §§ Improve undercover space for gatherings/performances §§ Space for undercover picnic §§ Mural Park to be covered and have a fire-pit §§ Cover at Cradle for film festival and other events §§ Outdoor fire-pit/braziers §§ Christmas in July/Winter Solstice §§ Truffle Festival §§ An attractive and energised main street in Sheffield §§ Trees for visual amenity and shelter from bad weather §§ Market street, attractive streetscape §§ Working outdoor art space – focus on arts, photography of murals and relationship with the mountains §§ Empty yellow picture frames to highlight attractions, encourage photography §§ Light up the buildings §§ Town of Murals – Mural centre/gallery to work in with VIC §§ International Mural Fest brings in record numbers to business – growth experience for artists §§ More interaction – 3D mural (become part of the scene), modern technology in murals, paid experience §§ Theme town with history, shop facades, period uniform to make a unique, interesting experience §§ Attractive entry signage to encourage visitors to stop §§ Fun, quirky day out for families and young at heart §§ Embrace history, steam, sculpture, art with a modern twist – e.g. Steampunk
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Vision for Sheffield and surrounds in 2027 cont. §§ Mount Roland an attraction in its own right §§ Cable car §§ Downhill mountain bike course §§ World’s biggest drive-in theatre – Firelight §§ Improved visitor experiences at Lake Barrington §§ Paddle boat, boat hire, family oriented §§ River cruise, environmentally friendly (solar powered) §§ Floating river walk §§ Cradle Mountain §§ Better facilities beyond visitor centre – needs village experience/small town, area available to develop §§ Manage visitors and their impact on visitor experience, environment §§ Retains sense of isolation – NOT a tourist resort §§ We are telling our stories – documented and publicly available §§ Melbourne was created from here – convicts left to create §§ Convict history – small people making their way §§ Stories of agricultural heritage, e.g. potato varieties §§ Wild Mersey Mountain Bike Trail up and running – family friendly §§ Accessible walking tracks, waterfalls and soft adventure §§ Council supporting innovations/enterprise/infrastructure. 8
Our challenges (that could be addressed in next 1-3 years) §§ Encouraging retailers to be all on the same page – consistent service, part of the story
§§ Encouraging private enterprise investment – catalyst
§§ Seasonal nature of business
§§ Difficulty engaging with multiple stakeholders and bureaucracy – approvals
§§ Closing down over winter when winter is our point of differentiation
§§ Accommodation shortage – also for Cradle staff
§§ Winter festivals
§§ Lack of baseline information
§§ Getting community to value our assets
§§ Access to traditional walks – right-of-way
§§ Understand value of tourism
§§ Tapping into the100-150,000 people within an hour’s drive
§§ Pride/visual amenity
§§ Little night time activity in winter
§§ Roadside rubbish (adopt a highway, inform trucking companies, enforce fines)
§§ Lack of trails/natural themed
§§ Segregated tourism groups, lack of common vision §§ Accepting change §§ Better embracing digital channels/technology
§§ Regional dispersal – how can we ensure Cradle visitors visit Kentish and Tasmania's North West. 9
Our opportunities (that you believe should be grasped over the next 1-3 years) §§ Winter solstice suite of festivals – Winter encouragement program
§§ Mt Roland Cable Car and MTB Track
§§ Operator networking
§§ Improve understanding and use of digital channels/social media
§§ Promotion of value of tourism to community
§§ Trees in Sheffield Main Street
§§ Heritage township – business themes year-round (Steampunk)
§§ Group Sheffield and surrounds experience and promotion
§§ Clean up – roadside rubbish
§§ Entry billboards
§§ Collection and distribution of current visitor experiences, including free activities
§§ Plastic shopping bag ban with Kentish calico/paper bag/container
§§ Capitalise on development of Cradle Visitor Centre and village
§§ International Mural Fest to the world.
§§ Wild Mersey Mountain Bike Trail
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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 Steering Group of representatives will be formed. A 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. The priority actions have been assigned a KPI priority rating as a guide. These ratings are: HIGH
within the first year
MEDIUM within one to two years LOW
within three years
A review of progress of implementation of the Plan will be undertaken annually by DSG in consultation with the Implementation Steering Group. This may result in a revision and updating of the Plan. A new plan will be prepared in three years. The following organisations have been identified to have a role to consider the DAP and progressively work together to implement the priority actions: Kentish Council (KC)
Parks and Wildlife Service (PWS)
Cradle Coast Authority (CCA)
Kentish Visitor Information Centre (KVIC)
Department of State Growth (DSG)
Kentish Voice (KV)
Tourism Tasmania (TT)
Kentish ACT (KACT)
This may include nominating representatives to form the core of an Implementation Leadership Group (ILG) or being involved in specific projects. The ILG should keep all of these groups informed of progress and engaged as required. IMPLEMENTATION LEADERSHIP GROUP (ILG) The core role of the ILG is not to implement actions, it is to manage the implementation process, monitor progress and ensure that KPI’s are reviewed annually. It is important that the ILG keeps all of these groups informed of progress and engaged as required. 11
Summary of Priorities 1. Strong industry leadership 2. Improved visitor experience 3. Improved infrastructure It is important that the Implementation Leadership Group (ILG) reviews the priorities as a matter of priority to ensure that they achievable before wider circulation of the Plan. This will be assisted by a representative from CCA.
PRIORITY 1 Develop stronger local industry leadership and cooperation
Actions 1.
Identify and support DAP Industry Leadership Group (ILG)
2.
Improved operator networking: §§ §§ §§ §§
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Regular quarterly events; Promote value of tourism to the community; Address issue of opening hours; and Encourage better operator understanding of digital technologies.
3.
Develop an agreed, visitor focussed, contemporary positioning for Sheffield and its surrounds through close collaboration between industry operators, retailers, other community and industry groups and the Cradle Coast Authority (outdoor art centre of Australia)1.
4.
Develop a better understanding of existing and potential visitor activity through referrals, collaboration and information sharing.
5.
Encourage better operator understanding of digital technologies.
6.
Clean up – roadside rubbish.
7.
Collection and distribution of current visitor experiences, including free activities, communicate these to CCA and TT.
Organisations
Priorities
ILG, CCA
High
KACT, Operators CCA, KC, KVIC
High
KC, ILG, CCA Operators
High
Operators, KVIC
Medium
ILG, CCA, ALL
Medium
Operators, KVIC
Medium
KVIC, KC, Operators
Medium
There is a general misunderstanding around developing positioning (or a brand) for a place. Background notes re place branding are included in a separate file.
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PRIORITY 2 Improved visitor experience, particularly in winter
Actions 1.
Winter solstice suite of festivals (Christmas in July, truffles, weekly farm events etc.)
2.
Improved provision for visitors and locals in winter and inclement weather: a. Mural Park to be covered and have a fire pit b. Improve undercover space for gatherings/performances c. Space for undercover picnic.
3.
Work towards a more attractive and energised Sheffield main street: a. Trees for visual amenity and shelter from bad weather b. Market street, attractive streetscape c. Working outdoor art space – focus on arts, photography of murals and relationship with the mountains
Organisations
Priorities
KC, CCF and Operators
High
KC, KACT
Medium
KC and Business Community
Medium
Empty yellow picture frames to highlight attractions, encourage photography.
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PRIORITY 3 Improved infrastructure and visitor services
Actions
Organisations
Priorities
1.
With the support of CCA and KC, continue to advocate for the improvement of public infrastructure in the region such as facilities to support improved winter experiences, roads, rail, walking tracks, toilets and town entry signage.
KC, CCA All relevant leadership groups
Ongoing
2.
Capitalise on natural assets, particularly Mt Roland and Lake Barrington
KC, CCA All relevant leadership groups
Ongoing
KC, KVIC, CCA Operators
Medium
KC, CCA Operators, KVIC
Medium
a. Cable car and downhill mountain bike track b. Boat on lake c. Wild Mersey family mountain bike facilities d. Access to walks, waterfalls e. Cover at Cradle for film festival and other events. 3.
Develop more contemporary wayfinding, use digital channels to tell stories, taking guidance from the recently completed Tasmanian Visitor Engagement Strategy
4.
Improve consistency of service: f. Encourage participation in the THA customer engagement training program g. Quality and use of local produce (particularly seafood, in hospitality offerings) h. Address the availability of quality food and evening meals, consider rostering, hampers.
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