Destination Action Plan - West Coast

WEST COAST

Destination Action Plan 2016–2020

1 June 2016

Acknowledgments The development of the West Coast 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 the West Coast and to establish achievable affordable priorities that if delivered would increase the West Coast competitiveness.

Specifically we would like to thank the individuals that participated in the plan development process: Facilitator Wayne Kayler–Thomson West Coast Destination Action Plan Working Group Carolyn Nissen

Ormiston House

Phil Vickers

West Coast Heritage and Mayor West Coast Council

Anthony Coulson

Queenstown Heritage Tours

Joy Chappell

Mt Lyell Anchorage

Michael Saville

West Coast Wilderness Railway

Ian Waller

Cradle Coast Authority

Michele Cordwell-Steane

King River Rafting

Royce Smith

West Coast Wind

Alex Simpson

West Coast Wind

Richard Spence 7XS Brownyn Wheldon

West Coast Visitor Centre

Simon Lee

West Coast Council

Frank deVillers

Tullah Lakeside Hotel

Paul Steane

King River Rafting

Clayton McCudden

Zeehan Caravan Park

Mark McDermott

Sharonlee Cottages.

Images used within this document are courtesy of Tourism Tasmania, Rob Burnett, Paul Fleming, Joe Shemesh, Nick Osborne, Richard Eastwood, John Voss, Wheelhouse Apartments, Derek Tickner, Lake Mar, Jason Futrill, Lois Ryan, Cybele Malinowski, Dale Trifett, Leonie Hawkins, Adrian Cook, Pierre Destribats.

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Visitor Industry & Community Local Organisations Regional Organisations Local, State & Federal Governments

Introduction The Cradle Coast Authority in partnership with the Department of State Growth is completing a series of Destination Action Plans for a number of Tasmanian destinations including Tasmania’s West Coast.

The Destination Action Plans are an implementation initiative of the Tasmanian Visitor Economy Strategy 2015-2020 (T21) Priority 4: ‘Building capability, capacity and community’.

This Plan will provide an implementation tool for tourism related strategies emerging from the West Coast Community Plan 2025.

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, i.e. West Coast, are pivotal to the success of the whole region.

This Destination Action Plan for the West Coast identifies priority strategies and actions which if implemented over three years will enhance the competitiveness of the West Coast 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 West Coast 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 delivery of the visitor experience is collaboratively supported and facilitated by community, business and government organisations.

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The visitor economy The West Coast of Tasmania is the part of Tasmania that is strongly associated with wilderness, mining and tourism, rough country and isolation. As well as that, it was an early convict settlement location in the early stages of Van Diemen’s Land.

Objectives The common objectives for tourism are: 1. To increase visitor numbers 2. To increase visitor length of stay 3. To increase visitor expenditure

The West Coast is the fifth most tourism reliant regional economy in Australia behind Central Northern Territory, Philip Island, Whitsundays and the Snowy Mountains (Tourism Research Australia).

4. To increase visitor dispersal (geographically and seasonally)

Tourism on the West Coast has seen a dramatic drop in visitation from 2003–2013, but has enjoyed a turnaround in this data over the past two years.

5. To increase visitor satisfaction.

There has been limited private investment in to the West Coast Tourism product over the past ten years, investment limited to cruises on the Gordon River, tours out of Queenstown and accommodation purchases or upgrades.

There is a need and opportunity to reinvigorate a cooperative relationship of mutual support and collaboration between the industry, community and West Coast Council. This Destination Action Plan provides the opportunity to facilitate a strong partnership to develop, market and manage the visitor economy of the West Coast.

Recent studies completed for the West Coast include: §§ West Coast Community Plan 2025 §§ Reimaging the Visitor Experiences of Tasmania’s Wilderness World Heritage Areas §§ The Cradle Mountain Master Plan.

The region continues to be impacted, both positively and negatively by the volatility in the Mining sector.

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Only in Tasmania’s Western Wilderness can you experience some of the world’s most beautiful and unforgettable natural wonders and still enjoy the finest of Tasmania’s quality accommodation.

Our collective strengths

Explore the diversity and history of all West Coast towns:

§§ Take a guided walk along a winding, wooded track to magnificent natural vistas. §§ Drink in the stunning natural silence as you take in breathtaking views that sweep through valleys to the distant Southern ocean. §§ Hike through deep, towering rainforest, secluded and majestic, to reach the cascading white waters of the wild Franklin and Gordon Rivers. §§ Cruise the waters of Macquarie Harbour through heritage listed conservation areas. §§ Enjoy adventure and self-discovery at the historical bayside outpost of Strahan.

Queenstown – Zeehan – Rosebery – Tullah – Strahan §§ Wilderness – mountain’s, lakes, waterfalls

§§ Activities

§§ Wildlife

§§ Unique temperate World Heritage

§§ Rich history and culture

§§ Frontier - pioneering

§§ Wild

§§ Magnificent coastline

§§ Mining heritage

§§ Harbours

§§ Gordon River

§§ Stunning beauty

§§ Queenstown

§§ Cradle Mountain

§§ Creative people

§§ West Coast Pioneer Museum

§§ World Heritage/temperate wilderness

§§ Local characters and their stories.

§§ Water, road and rail access to wilderness

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Our challenges §§ NBN communication coverage §§ Council engagement §§ Town engagement mechanism §§ Tourism operators working together §§ Signage and visitor education (interpretation) §§ Greater support from State Government §§ Regional brand §§ Community to understand the value of tourism

§§ West Coast brand recognised internationally and nationally §§ Shortage of season §§ Resources to keep and attract residents §§ Attract investment – products and services §§ Queenstown perception §§ Visitor satisfaction §§ Clean environment remove rubbish and weeds

§§ Maximising of events §§ Access – public transport §§ Awareness of offerings – information – marketing §§ Economic fluctuations §§ Fire and climate §§ Roles and responsibilities §§ West Coast Council to establish marketing budget §§ Leadership between Industries.

§§ Skilled local guides

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Our opportunities §§ Establish an agreement between West Coast Council and Western Wilderness Tourism Association §§ West Coast branding and positioning §§ Signage and visitor education – touring system – way finding/signing §§ Education needs to retain young people in the local community §§ Grow existing or develop new activities §§ All year round jobs §§ Our people §§ Packaged holiday deals §§ Whiskey – food experience §§ Embrace winter conditions §§ West Coast Adventure Hub §§ Bringing the towns together – collaboration §§ Strahan Airport development §§ Golf course option §§ Maximise the potential of Strahan and Cradle for the benefit of the broader West Coast (value/ diverse) §§ Centralised Booking System §§ Multi Discipline Training Centre §§ Better financially sustainable communities §§ Vibrant connected industry + community ‘Real People’ §§ Lake Margaret development (Makers destination) §§ Events §§ Visitor servicing.

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Our vision §§ Council support for tourism

§§ Supportive community

§§ 350,000 visitors per annum

§§ Quality accommodation

§§ Walking and cycling trail (50 years of age and over)

§§ Winter experiences

§§ Good food experiences across West Coast

§§ Dam Blockade and its implications

§§ Length of stay to grow to 5 nights

§§ Lots more coordinated tourism

§§ Connection with all industry sectors

§§ Direct flights into Strahan

§§ Restore town of Lake Margaret

§§ Geopark

§§ Restored buildings/new events

§§ More collaboration between towns

§§ Access to Melbourne – larger airport

§§ Youth training programs – education and employment (to year 12)

§§ Zip line for Queenstown

§§ Infrastructure for differing target markets

§§ Tourism is the region's agreed No. 1 industry

§§ Unconformity to spread across all West Coast

§§ Extended tours over a period of days

§§ Icon attractions

§§ West Coast recognised globally for historic story telling in the unique environment

§§ Strong year round visitation

§§ United focus from all governments with respect to West Coast

§§ Best visitor signage of any other Australian destination

§§ Boutique destination – high yield market

§§ Golf/whiskey/aquaculture

§§ Towns connected via walking trails/mountain bike

§§ Short Intense experiences

§§ World class aboriginal experience

§§ World class golf course – linking all towns

§§ Excellent public transport

§§ Great walks

§§ Cookery school focusing on farm grown aquaculture

§§ Tassie's ‘Go To’ region

§§ Cultural/arts

§§ More outdoor activities

§§ Access

§§ Unspoilt temperate wilderness – conservation story

§§ New infrastructure in Strahan to extend stays

§§ More adventure based activities

§§ Working Industries

§§ Abandoned town tours

§§ Winter based experiences – storm watching

§§ Hydro – mining – education

§§ International marketing

§§ Increased quality events

§§ Better organised

§§ Phone coverage

§§ Embracing local radio networks

§§ MOU with Council

§§ Sustainable

§§ Back to the future – Extend the season

§§ Learning community

§§ After hours entertainment

§§ Eco nature-based destination of choice.

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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 the West Coast 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 of the West Coast.

Success factors Characteristics

Rating

Comments

1.

Strong local organisations focused on their core role of visitor servicing.

5.27

Opportunity for improvement-visitor serving focus and business and community participation.

2.

Strong regional organisations focused on their core role of regional marketing and development.

5.27

Opportunity for increased engagement and communication.

3.

Local Government support.

3.23

Need for mutual industry and community engagement and collaboration

4.

Strong, consistent and effective leadership by individuals or organisations.

5.38

Leadership support and development essential.

5.

Strategic planning for the region with economic, social, environmental and cultural objectives supported by local destination plans.

6.

Consistent visitor service excellence.

5.15

Opportunity for competitive advantage.

7.

Research driven cooperative marketing.

4.31

Engagement with Cradle Coast and collaborative digital excellence development.

8.

A breadth and depth of tourism infrastructure, experiences and events matched to market demand.

5.73

Product renewal and development opportunity.

9.

Risk management plans in place.

5.46

Need to consider the visitor in emergency management plans and risk assessment and mitigation.

Supportive communities which understand the value of tourism.

4.84

Engagement need and opportunity to develop the visitor economy to maximise community benefit.

10.

5

In progress.

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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.

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

Progress of implementation of the Plan will be reviewed annually by the Cradle Coast Authority 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 will be invited to consider and progressively work together to implement the priority actions. This will include nominating representatives to form the core of an Implementation Steering Group. Interested individual industry and community representatives will be encouraged to also participate in the Implementation Leadership Group or for specific projects. §§ West Coast Council §§ West Coast Visitor Centre

§§ Parks and Wildlife Services §§ Department of State Growth

§§ Western Wilderness Tourism Association

§§ Land Management Agencies

§§ Cradle Coast Authority

§§ Government Business Agencies

§§ Tasmanian Government and Departments (engaged as required)

§§ Economic Development Advisory Committee.

§§ Commonwealth Government (engaged as required)

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West Coast Priority Actions The West Coast Community Plan 2025 is a valuable reference resource for the implementation of this Plan, which in turn provides the actions for the Tourism Industry Pillar Strategy (Section 2.3) of the Community Plan.

PRIORITY 1 Develop effective collaboration between the West Coast Council and the visitor economy industry.

Actions 1.

West Coast Council, Western Wilderness Tourism Association and Cradle Coast Tourism to work towards a mutual understanding and collaborative approach to develop, market and manage the visitor economy of the West Coast. Consideration to be given to: §§ §§ §§ §§ §§ §§

Objectives and goals to grow the visitor economy Identifying roles and responsibilities Identifying collaboration opportunities The strategies of West Coast Community Plan 2025 Mutually participating in the Implementation Steering Group for this plan The West Coast Council Economic Development Tourism and Events Co-ordinator to attend meetings of Western Wilderness Tourism Association.

Lead organisation

Priorities

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

High

2.

After considering the priorities and actions of this plan, that a tripartite cooperation agreement be established between West Coast Council, Western Wilderness Tourism Association and Cradle Coast Authority for the development, marketing, management and advocacy of and for the visitor economy of the West Coast.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

High

3.

Develop and implement a collaborative communications plan to inform the community of the benefits of the visitor economy and encourage community engagement, understanding, participation and support. Highlight the economic, social, environmental and cultural benefits and opportunities of a vibrant visitor economy.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

High

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PRIORITY 2 Review and refresh the destination brand and unique positioning of the West Coast.

Actions 1.

Undertake a branding and positioning process engaging the industry and community. (Include young members of the community to provide generational perspective).

Note: West Coast Council within West Coast Community Plan 2025 have committed resources to support.

Lead organisation

Priorities

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

2.

Give consideration to the positioning of Tasmania (T21 and Tourism Tasmania) and the Cradle Coast Region to ensure synergy and identification of unique competitive advantage relative to target market segmentation, demand and trends.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

3.

Consider West Coast product strengths of cool climate wilderness, outdoor active diversity and pioneer heritage and contemporary culture.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

4.

Prepare a brand and positioning guide to encourage all business and community organisations to utilise in their promotional activities

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

5.

Ensure that the brand and positioning is represented consistently in the digital assets of Tasmania, the region and West Coast web sites and social media.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

6.

Undertake a public relations communication campaign to launch and promote the brand refresh of the West Coast.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

7.

Apply a cooperative participation approach to destination marketing to leverage resourcing.

West Coast Council Western Wilderness Tourism Association Cradle Coast Tourism

Medium

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PRIORITY 3 *Develop collaboration between the towns of the West Coast.

Actions

Lead organisation

Priorities

Cradle Coast Tourism Western Wilderness Tourism Association West Coast Council

High

1.

Launch this Destination Action Plan in each town and facilitate a community and industry workshop to consider and identify which priorities and actions can be applied for each town as an extension/addendum to the Plan.

2.

Representatives of each town to be encouraged to participate in the Implementation Steering Leadership Group for this Plan.

Local Towns Groups

High

3.

Consider how the brand and positioning refresh can be applied to each town through its digital and physical presence by organisations and businesses.

Local Towns Groups

Medium

4.

Review the provision of visitor services (information, way finding) in each town to identify cooperative opportunities and enhancements. Refer to Priority 5.

West Coast Council

High

Note: Western Wilderness Tourism have initiated a signage review. Department of State Growth is completing a whole of state Visitor Services and Wayfinding Strategy.

5.

Support the strategies of the West Coast Community Plan to demonstrate a vibrant proud, engaged and connected community to visitors.

West Coast Council

High

6.

Ensure that visitor amenities are regularly inspected and serviced, that information is accurate and up to date and that way finding makes sense from a visitor perspective.

West Coast Council

Medium

7.

Consider establishing regular cross town networking functions and a communications platform between towns to encourage information sharing and referrals. This could include a cooperative information program of the ‘Best 5 things to do in the West Coast this month’.

Western Wilderness Tourism Association

Medium

*A valuable reference to the implementation of this Plan is the West Coast Community Plan 2025.

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PRIORITY 4 Development of existing and new product to meet market demand.

Actions

Lead organisation

Priorities

1.

Undertake a product audit of the range and type of current visitor products (accommodation, attractions, activities and services).

West Coast Visitor Information Centre

High

2.

Identify gaps and opportunities for improvements and new products and services matched to target market demand.

Western Wilderness Tourism Association

High

3.

Research and visit other destinations to identify competitive products and services development opportunities and contemporary best practice delivery.

Western Wilderness Tourism Association

Medium

4.

In collaboration with Parks Tasmania, review the needs and opportunities to improve the maintenance and development of tracks, trails and features of interest. Consider opportunities to extend visitor length of stay and satisfaction.

Western Wilderness Tourism Association West Coast Council Parks and Wildlife Services

High

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PRIORITY 5 *Enhance visitor engagement, information provision, way finding, interpretative signing and storytelling.

Actions

Lead organisation

Priorities

1.

Undertake an audit of the current provision of visitor information by all mediums, way finding and interpretative signing. Identify gaps and improvement opportunities. Note: Western Wilderness Tourism Association has commissioned Signage Audit.

Cradle Coast Tourism

High

2.

Participate in the proposed Tasmania Visitor Engagement study and consider opportunities for the West Coast to be a pilot destination for any new directions and initiatives which emerge

Cradle Coast Tourism

High

3.

Consider establishing a visitor satisfaction survey to establish a benchmark from which to develop a strategy for continuous improvement (excellence).

West Coast Council West Coast Visitor Centre

Medium

West Coast Council

Medium

Note: West Coast Visitor Centre is currently running visitor survey (results to be shared with industry). Visitor Satisfaction to be added to Visitor Centre Survey. Trip advisor to be reviewed to assess Visitor Satisfaction.

4.

Undertake a community awareness communication campaign on the value of the visitor economy and to encourage a visitor welcoming culture. Promote the value and opportunities for the visiting friends and relatives (VFR) market.

Note: Value our Visitor program already initiated.

5.

Review the contemporary status of digital and social media representation of the West Coast to potential visitors, capture and respond to visitor comments and encourage referrals. Note: Western Wilderness Tourism Association has commissioned Story Map.

Western Wilderness Tourism Association

Medium

6.

Increase awareness of other Tasmanian regions and destinations of the West Coast by famils and cooperative information provision and referrals. Consider the significant Tasmania VFR market, to encourage Tasmanians to share 'their West Coast' with visitors.

Western Wilderness Tourism Association

Medium

7.

Consider opportunities for customer service training such as the THA Customer Engagement program or develop a bespoke program based on ‘West Coast Welcomes Visitors’ and ‘The West Coast Locals Know’ encouraging community and industry participation.

Western Wilderness Tourism Association

Medium

8.

Consider options for post visitor satisfaction (email).

West Coast Visitor Centre

Medium

*This strategy must address needs from the Visitors perspective.

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PRIORITY 6 *Seek State Government support for destination development.

Actions 1.

West Coast Council, Western Wilderness Tourism Association and Cradle Coast Authority to collaboratively consider and prepare a priority prospectus of destination development infrastructure, services and maintenance and development of publically managed visitor attractions. Consider §§ §§ §§ §§ §§

Lead organisation

Priorities

West Coast Council

High

Access to destinations and attractions Infrastructure to support outdoor active attractions and activities Maintenance and development of the public estate attractive to visitors ( e.g. weeds and rubbish) Product development of new or improved visitor experiences ( e.g. zip lines) Link to Tourism 21.

2.

West Coast Council, Western Wilderness Tourism Association and Cradle Coast Authority, in collaboration with the Department of State Growth, to consider and prepare an investment attraction prospectus for improvement to existing stock and development of new accommodation, attractions and services which will be complementary to the competitive positioning of the destination and responsive to target market segment demand.

Consider, provide input to and support the proposed Cradle Mountain Master Plan to attract public and private investment.

Department of State Growth

Medium

3.

Establish an advocacy and communication plan to Government, the industry and the community to promote the priorities for the development of the West Coast visitor economy. Consider:

Western Wilderness Tourism Association

Medium

Cradle Coast Tourism

Medium

§§ Preparation of a well-argued economic case supported by we’ll designed promotional materials to support potential investors and government funding proposals §§ Regional community engagement §§ Regular media commentary §§ Organised visits by politicians and potential investors §§ Presentations to existing property owners and operators §§ Engage with and seek support from the Tourism Industry Council Tasmania.

4.

Align West Coast development options to the Cradle Mountain Masterplan 2016.

*Align options for Destination Development to the West Coast Community Plan 2025.

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PRIORITY 7 Establish the leadership capacity to drive the implementation of the Destination Action Plan.

Actions

Lead organisation

Priorities

1.

Consider a formal launch event for the Destination Action Plan to engage and motivate all stakeholders.

Cradle Coast Authority

High

2.

Establish an Implementation Leadership Group, including but not limited to Council, Western Wilderness Tourism Association and local business groups.

Western Wilderness Tourism Association

High

West Coast Council

High

Cradle Coast Authority Western Wilderness Tourism Association West Coast Council

High

Western Wilderness Tourism Association

High

a. The Group to identify 2-3 priority projects for action over the first year and apply sound project management process, including support from Cradle Coast Tourism.

b. Establish a communications plan to ensure ongoing progress reporting and engagement.

3.

West Coast Council to endorse the Destination Action Plan and actively participate in the Implementation Leadership Group.

This Plan will provide an implementation tool for West Coast Community Plan 2025.

4.

Complete review of West Coast Tourism structure (town, municipal and regional) to ensure positive and effective industry representation and advocacy.

a. Consult broadly to ensure tourism structures (town, municipal and regional) reflect the needs and expectations of the industry.

b. Amend, or lobby for the amendment of tourism structures to deliver positive and effective industry representation and advocacy.

5.

Enhance the resourcing and capacity of the Western Wilderness Tourism Association Industry. Consider alternative funding options such as: §§ Special rate levies on all business §§ Membership expansion based on development of business services programs §§ Seek grant funds for priority projects §§ Networking events to encourage participation §§ Involving students (e.g. digital/social media projects) §§ Sponsorship.

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PRIORITY 7 cont.

Establish the leadership capacity to drive the implementation of the Destination Action Plan.

Actions

Lead organisation

Priorities

6.

Encourage community integration and cooperation, within and between towns, for the provision of business services and networking.

Western Wilderness Tourism Association

Medium

7.

Ensure engagement and participation with Cradle Coast Tourism to maximise promotion and development opportunities.

Western Wilderness Tourism Association

High

8.

In collaboration with Council emergency planning, prepare a Risk Management Plan as part of its Business Plan.

Western Wilderness Tourism Association

High

Western Wilderness Tourism Association

Medium

West Coast Council

High

Consider: §§ Maintenance of brand integrity §§ Visitor safety and access §§ Operator responsibility.

9.

10.

Engage with secondary schools to consider implementation options Visitor Economy Leadership Group to have regular interaction with Council’s Economic Development Advisory Committee.

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Workshop priorities (Notes provided from the 1st Destination Action Plan Workshop) Council and Industry Engagement (1) §§ Council Economic Officer to be invited to attend Western Wilderness Tourism Association meetings §§ Agree on goals §§ Agree on roles and responsibilities §§ Resourcing options §§ 2025 connection for tourism §§ Community communication State Government Support §§ Access to destinations – review §§ Infrastructure for adventure §§ Town beautification §§ Weeds and rubbish §§ Communication

Brand and Positioning

West Coast Adventure Hub

§§ Undertake a positioning development process

§§ Audit of existing activities – product - services

§§ Communication

§§ Zip line development

Towns Engagement §§ 2025 Focus for engagement

§§ Communication Signage and Visitor Engagement

§§ Radio support story telling (tourism business)

§§ RTO Visitor Engagement Strategy

§§ Council Communications Officer Engagement – value tourism

§§ Audit of way finding and Interpretation, Information and signage

§§ Build community understanding/support

§§ Communication.

§§ Town priorities? To be considered as part of the final roll out? §§ Own individual towns need space §§ Industry Town Famils §§ 5 best things to do this month §§ Communication

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