Murray Regional Tourism Annual Report 2022 by MurrayRegionalTourism

ANNUAL REPORT 2021 - 2022

www.visitthemurray.com.au www.murrayregionaltourism.com.au Murray River Region Tourism Ltd. ABN 12 150 739 647

@visitthemurray

#visitthemurray

CONTENTS Chair’s Report

Board and Team

Visitor Economy Snapshot

Advocacy and Leadership

Regional Marketing

Industry Development

Industry Education and Training

Destination Inspiration

Product Development

Governance & Sustainability

Financial Report

Financials

Acknowledgment of Country We acknowledge the traditional custodians of the land and waters that surround the Murray River. We acknowledge and respect their history, culture and continuous connection to country. We pay our respects to elders – past, present and emerging who have cared for this country for over 60,000 years. This landscape, rich in story and opportunity, plays a pivotal part in our visitor economy and we thank Victoria and New South Wales First Peoples for sharing this with us all.

CHAIR’S REPORT This has been a year of two distinct halves. As I stood before you online at the 2021 Annual General Meeting (AGM), we were in a period of lockdown, border closures, and uncertainty as to when the situation would change. Months on from that meeting we saw this uncertainty replaced with enthusiasm as businesses and regions welcomed back delighted visitors. It’s been a busy year. During the height of the COVID-19 epidemic (2020-2022), the border between Victoria and NSW was closed several times for lengthy periods. This caused our border communities to become the most impacted communities in Australia, from a social and economic perspective With these closures, the tourism industry and our Murray River community were brought to a standstill, struggling to understand the many rules and regulations that the cross-border communities had to juggle as we continued to navigate our way through the pandemic. During this difficult time we continued to collectively show great strength, resilience, and a clear sense of purpose. With the end of lockdowns and severe restrictions in sight, it was time to cast our eyes toward 2022 and imagine what life in the “post-pandemic” world might look like. 2022 began with Murray Regional Tourism (MRT) as the driving force for supporting and growing the visitor economy across the Murray region, contemplating a path to economic recovery with tourism as a key driver for our region. Our board and team worked hard with a clear ambition to continue improving outcomes via our strategic recovery plan. With five key pillars and a range of targeted objectives, we’ve been able to support our partners and industry to move forward and reactivate the visitor economy. We were determined to do the best we could to help the region bounce back from the deepening crisis, committing significant time and resources toward protecting and assisting the community. Communication was at an all-time high with up to three industry newsletters being distributed per week, as regulations changed daily at times. Advocacy and a strong voice for our region were paramount in every aspect of our combined efforts. The strength of the region’s visitor economy is a shared responsibility, and this time saw many government and industry stakeholders working together. Preparedness for crisis management, resilience and workplace shifts will continue to be important. We involved ourselves in a range of issues and concerns that were often outside our usual core focus in an endeavour to find solutions for our cross-border community. The region’s recovery has been slower than anticipated, highlighting the economic damage of the pandemic that will be felt by our Murray River community for years to come. For the year ending June 2022 the region welcomed 4.6 million visitors up 3.7% per cent on the previous year which had also been impacted with COVID-19. These visitors spent $1.6 billion in the Murray region which was up 31.3% cent on the previous year, which is a significant increase in expenditure. Further research results are available within this report, and full results are available on our corporate website.

CHAIR’S REPORT (cont) Despite the challenges, we continued to deliver both a response and recovery program which has mitigated some of the impacts and will assist in establishing a strong foundation to continue to grow the visitor economy. I would like to highlight some of the key initiatives over the year: •U tilising Victorian State Government funding, we developed and delivered a successful “Destination Marketing” recovery program, with a clear objective to: • Strengthen the appeal of the Murray as a short break destination amongst younger travellers in Winter, Spring, and Autumn • Rebuild confidence and broaden the appeal of the Murray • Increase consideration for key target audiences, especially in a strong competitor set of other Victorian destinations within a two-to-four hour drive from Melbourne. •D elivered a successful Victorian State Government funded program called “Revitalising the Murray” – a strategic intervention consisting of five key deliverables to address the various aspects required to reactivate the visitor economy within the Murray region. This project delivered: • Murray River Cruising Strategy - This strategy will develop and enhance commercial river cruising experiences on the Murray River • Murray Region Consumer Research - A comprehensive research report to identify perceptions of the Murray region to inform both demand (marketing) and supply (product development) investment • Accommodation Diversification Gap Analysis – Research designed to build occupancy rates and assist recovery through alignment of the regional accommodation offering with consumer preferences • Murray Visitor Economy Dashboard - Development of a visitor economy digital research dashboard to monitor consumer insights to assist MRT, Local Governments, and operators to make informed strategic and commercial decisions • Murray Brand Digital Content Hub - Development of an online marketing content hub to provide centralised access to regional brand assets for the Murray region, along with sub-brand and co-branded content for our destinations and local government partners. •F urther developed Murray River Road – an experience-led product – highlighting more than 2,500 kilometres of breathtaking scenery which make up the mighty Murray region and the diverse range of key offerings and adventures along the river. This key strategic project aims to reposition the Murray region to a younger audience and importantly increase the number of nights spent in the Murray region. •D elivered an expansive research program that has provided reports across a range of strategic areas and insights critical to our advocacy program to governments on behalf of the region • I n collaboration with Destination Riverina Murray (DRM) and following on from the success of the 2021 events, MRT delivered a highly engaging and effective Destination Inspiration industry capacity-building program •O ur team worked extensively with both Destination New South Wales (DNSW) and Visit Victoria (VV) on securing and leveraging a range of marketing programs and opportunities for the Murray region

CHAIR’S REPORT (cont) • Lodged several Victorian State Government funding applications to further develop the Murray River Adventure Trail in collaboration with various government partners. Through this process MRT secured a really significant $10.3 million commitment toward implementation. •W ith the strong financial support from our two state government partners and MRT we are preparing a new Destination Management Plan (DMP), a blueprint for the future to drive more visitors to the Murray region and ensure continued sustainable growth of the visitor economy. • F or the first time, with key funding from the Victorian State Government through Tourism, Events and the Visitor Economy (TEVE), the NSW State Government through Destination Riverina Murray (DRM) and MRT, we are preparing 10 Local Area Action Plans (LAAPs). The LAAPs are strategic documents that will guide the destination focus over the next five years. The LAAPs have been designed to directly respond to the needs and opportunities of the local visitor economy stakeholders in both the short and long term. The aim of the LAAPs is to develop an action plan to be owned by local government and industry stakeholders, supported by MRT. It has been more important than ever to review and adapt our financial and governance systems so we continue to provide value and accountability to the region. With the current economic uncertainty, there is a need to contain our overheads and improve cash flow wherever possible. Mitigating risk is an exercise in protecting the organisation in the longer term as we learn to live in this “post-pandemic” future. MRT continues to benefit from our energetic, dedicated, and highly skilled board, and I sincerely thank them for their incredible work, commitment and passion which has guided us through the continued challenges of the past year. My deputy chair Greg Roberts, Natasha Callewaert, Natalie Ajay, John Dalton, Karina Ewer (Riverina and Murray Joint Organisation RAMJO) and Clare Keenan (Murray River Group of Councils MRGC) are all outstanding directors who work steadfastly and professionally to ensure our region shines. During this period there have been several changes to the board all due to changes in local government personnel which has meant that we have also needed to adjust their representation on our board. I would like to acknowledge those board members whom we have farewelled during this past year that include Kevin Mack (RAMJO), John McLinden (MRGC), Declan Moore (MRGC), and Cameron Sutton (skillsbased) all of whom contributed greatly to the organisation’s strategic outcomes. In line with our constitutional requirements, two board roles were advertised this year: one skills-based director to fulfill the vacancy left by Cameron Sutton, and the Chair position. In addition, two skills-based directors, Natasha Callewaert and John Dalton, completed their first terms with the board. Both were eligible to renominate and the board accepted their nominations. I am delighted that they both wish to continue to contribute with their key skill sets important to our organisation. I reapplied for the position of Chair, as felt that with the resignation of our Chief Executive Officer (CEO) and the current complex environment, it was important to have some stability. The board has endorsed my reappointment and I appreciate their confidence in me. I can assure everyone that I will continue to give the role my utmost as this region is just so critical to the tourism landscape.

CHAIR’S REPORT (cont) I would also like to welcome Kerry l’Anson, a skills based board member with broad experience in the visitor economy and business. She will be a welcome addition with a strong marketing, strategy and risk management background that will be advantageous to us. All three positions are subject to approval at the AGM by our stakeholders. I want to acknowledege the time and effort placed in this board selection process by Greg Roberts (as Chair), John Dalton (MRT Director), Tracey Squire (Deputy CEO Business Growth & Continuity, Albury City), Natalie Phillips (Executive Director Tourism and Events Strategy and Reform DJPR) and Stephen Mahoney(General Manager Engagement and Development DNSW). Mark Francis, our CEO, recently left the organisation after more than 10 years with us. During his time as CEO, Mark’s accomplishments are numerous and immense. I would like to focus on a few. First, he led the organisation, its people, and its stakeholders, through an extraordinarily difficult time with the pandemic delivering a range of unique challenges. Second, he has collaborated with our Murray River community to ensure the range of infrastructure and products across our region is something we can all be truly proud of. Third, his leadership and focus on integrated and future-focused marketing and communications activities have helped grow awareness of our region and create new opportunities. Mark has worked tirelessly to ensure our cross-border entity has supported local councils and business operators to welcome visitors across the region. His collaboration all along the river has ensured strong growth in our visitor economy with a fabulous and innovative range of products and experiences that make us all so proud. I had the pleasure of working beside Mark for nine years and he has been an extremely loyal, hardworking and passionate CEO. We will all miss you greatly Mark, but know that you go into your next adventure in life with our very best wishes. Will Flamsteed has stepped into the role of Interim CEO until Christmas to ensure a smooth transition as we work through a recruitment search process for a new CEO. We are fortunate to have someone of his calibre fill this role in the short term. Will comes to us with many years of experience and a strong understanding of the visitor economy, having been past Executive Officer with North East Regional Tourism Board, CEO at Grampians Tourism, and more recently Chief Development Officer at Sovereign Hill Outdoor Museum. The board is currently working through the process to recruit a new CEO with the support of an executive search company.

CHAIR’S REPORT (cont) I would like to thank our small and passionate team for your extraordinary efforts. Jake Morris (Marketing Coordinator), Jodi Mann (Industry Recovery Manager) and Tanya Hanley ( Executive Assistant) who has recently joined us. Key support also from contractors including Maureen Bennett (Project Manager), Rachel Robinson Minogue (Digital Manager) and Melissa Townsend- Media Mortar (Social Media) have all been integral to our success. As always, sincere gratitude to our partners without whom we could not deliver the outcomes for our special Murray River region. In a year of change and adaption, it has been pleasing to see the strength of the collaborative approach come to the fore and we are thankful for the long-term commitment made by our 13 local government partners along with our NSW and Victorian state government agencies. Long-term funding support continues with the Victorian government agency Tourism, Events and Visitor Economy (TEVE) and we are confident that in June 2023 when our funding agreement with the NSW government expires, they will again support our cross-border activities through our successful partnership with Destination Riverina Murray (DRM). I also want to acknowledge the efforts of our two cross border commissioners, Luke Wilson (Victoria) and James McTavish (NSW) who worked tirelessly with us on a myriad of issues throughout the pandemic and continue to advocate for the Murray as we work through the rebuilding program. Finally, I recognise the incredible tenacity of everyone involved in the region’s tourism industry and our river community. We have demonstrated that we are a strong and vibrant collection of individuals, businesses and special destinations. Let us ensure that we always continue to be, as we work together for our fabulous Murray River region. I feel proud of all our recent achievements, realistic about the current challenges in our complex environment, and optimistic about our longer-term sustainable future. I wish you all well and know that the Murray region can look forward to a prosperous future.

Wendy Greiner Chair Murray Regional Tourism

BOARD & TEAM

Murray Regional Tourism Board

WENDY GREINER Chair / Performance & Remuneration

GREG ROBERTS Deputy Chair

JOHN DALTON Chair Audit & Risk Committee

NATASHA CALLEWAERT Skills Based Director / Audit & Risk

NATALIE AJAY Skills Based Director

CLARE KEENAN Murray River Group of Councils

JOHN MCLINDEN Murray River Group of Councils (July 2021-Nov 2021)

DECLAN MOORE Murray River Group of Councils (Feb 2022 - April 2022)

PHIL SMITH (July 2021 - Sept 2021)

Murray Regional Tourism Team MARK FRANCIS Chief Executive Officer

JAKE MORRIS Marketing Coordinator

RACHEL MINOGUE Digital Project Manager

MAUREEN BENNETT Projects

MELISSA TOWNSEND Social Media Manager

KARINA EWER RAMJO

CAMERON SUTTON Skills Based Director / Audit & Risk (July 2021 - May 2022)

KEVIN MACK RAMJO (July 2021-Dec 2021)

VISITOR ECONOMY SNAPSHOT Domestic Travel to Murray Region - July 2021 to June 2022 Domestic Daytrip Travel

Domestic Overnight Travel

YE June 2022

2.3 million

-2.4%

2.3 million

10.8%

$404 million

32.8%

7.1 million

7.3%

1.2 billion

30.9%

Total Domestic Travel YE June 2022

4.6 million

3.7%

7.1 million

7.3%

1.6 billion

30.9%

ADVOCACY & LEADERSHIP Highlights

64%

Research report delivered

Open rate on research report correspondence

Regional Crisis Committee maintained

$285,000

COVID-19 Updates

Directly secured additional investment for COVID-19 recovery

Goal To provide clear direction for growth and development in the Murray region through strong leadership, advocacy and industry engagement.

Strategic Priorities • Continue to be the leading cross border entity for tourism industry advocacy, research and support •C ontinuously evolve and provide guidance and support in implementing the region’s crisis management plan in response to COVID-19 •C oordinate access to timely and relevant research with shared benefits that can be adopted widely by the community •A dvocate for government funding assistance for the region.

Key Outcomes Strategic Research Our research program enabled us to advocate to government in relation to impacts associated with COVID-19 health directions, border closures along with measures such as additional support for the industry and region. Additionally, the research program provided a range of data and insights from which the regions future recovery plan has been developed to guide the collective efforts to build back the visitor economy in a living with COVID-19 environment.

ADVOCACY & LEADERSHIP (cont) Over the course of the year we delivered a range of research programs including: •E xtensive Murray region and sub region Visiting Friends & Relatives research •M urray region and sub region visitation quarterly reports and profiles •V arious COVID-19 economic impact assessments aligned to lockdowns and border restrictions • Various consumer sentiment COVID-19 tracking reports • Murray Industry COVID-19 impact survey research Crisis Response In a year where COVID-19 continued to dominate the first six months, MRT invested significant resources in our response and recovery program. A key focus for the year has been to provide industry with whole of region leadership to address the everchanging cross border challenges which emerged in crisis. We worked collectively with Federal, State and Local governments along with industry partners with a solutions based approach to articulate and elevate key issues and create positive outcomes for the sector and industry. As part of our work, we continued to engage with our local government partners through the region’s Crisis Management Committee, formed industry sector working groups to address sector specific issues, engaged more broadly with the industry through workshops and surveys, resourced our communications processes and added COVID-19 updates along with engaging with a wide range of government agencies to highlight the impacts and issues of the industry. Recovery and rebuilding was the focus for the second half of this year. Through our strong relationship with Government we were able to deliver two key projects providing a range of benefits and strategic outcomes designed to directly respond to the needs of industry and government across the region in both the immediate and long term. Other Activities As part our advocacy and leadership role we also: •C ontinued to lead and support whole of Murray strategic initiatives to deliver region wide benefit for industry and community •S upported both local government partners and the private sector with a range of State and Federal grant applications to secure investment in key strategic infrastructure projects •S ecured a long term funding agreement from the Victorian Government which remains critical to facilitating the cross border role and delivering our goals and objectives for the region •P articipated in various State government and industry working groups in the development of future strategies and initiatives •A dvocated on key issues impacting the visitor economy including workforce development and planning, river management and telecommunication blackspots and service deficiencies, regional funding requirements and priorities.

REGIONAL MARKETING Highlights

1,335,564 Love the Murray reach

803,151 25.12%

1284

Media stories

ATDW Listings

Views on visitthemurray.com.au

Journalist and influencer familiarisations

Content Shoots

407 Images 28 Videos Professional content and editorial images created

Goal To be a dynamic marketer of the Murray region in partnership with key stakeholders and the industry.

Strategic Priorities • Facilitate access to timely consumer research to help industry make informed business decisions • Implement reactivation marketing campaigns to drive visitation • Develop a region wide program to increase yield from the Visiting Friends and Relatives (VFR) market • Develop a region wide program to heighten awareness of the destination to a younger market, thereby increasing the visitor economy • Provide inspiration and information to connect visitors with the destinations and experiences they seek.

REGIONAL MARKETING (cont) Key Outcomes Consumer Website and Social Channels Over the year, significant focus was directed to driving visitation and an ongoing improvement to user experience and inspire visitors through curated content and information. Key activities included: •R evising content seasonally •D eveloping dedicated campaign landing pages and associated content • I mplementation of road trip itineraries and functionality •C reation of dedicated Travel Blogs • I mplemented agreed social media strategy •F ocus on building audience and reach urating content by season and key experience pillars •C The approach and investment have achieved excellent results, some of which are highlighted below:

Highlights and Insights

320,050 45%

393,301

803,151

146,629

1min 27 secs

41.64%

25.12%

122.74%

Users

Sessions

Page Views

Organic Search

Average Time On Page

19,099

1min 51 secs

11,107

Leads To Operators

Blog Average Time On Page

97.1%

2,991,351 123.9%

2,934,634 200.5%

Facebook Audience Growth

Facebook Organic Reach

Facebook Paid Reach

1,187,076 596.1% Instagram Audience Reach

29,160

831

Murray Travel Planner and Maps Distributed

45.79% Travel Planner Online Page Views

REGIONAL MARKETING (cont) Love the Murray Campaign As the Murray River region continued to see a high level of uncertainty to travel as restrictions to regional and state border towns were constantly implemented – Love The Murray was developed as a reactive campaign platform to build awareness and the desire to travel across all regions within the Murray among those audiences where it was safe to do so. To support our partners, and create a holistic view of the Murray River LGAs, MRT created Love The Murray branding that was overlayed on images highlighting travel location and rolled out with adapted messaging across the travel phases to inspire visitation once the border and travel restrictions were lifted. Campaign highlights included: Enhancement of the Love the Murray creative and branding with more than 120 hero images branded. Working in alignment with every LGA to secure hero images of their region that highlighted hero experiences and content pillars – food and drink, outdoor adventure, nature and big skies, family fun, golf and arts, culture, history and heritage. Digital paid media campaign implemented using the branded hero images. An industry toolkit to give all stakeholders and LGAs access to high-res branded imagery to share across their social channels to leverage campaign, increase reach and awareness of the Murray River region as a whole.

REGIONAL MARKETING (cont) Destination Marketing Through a successful Regional Development Victoria funding application, MRT implemented a significant marketing recovery program during July 2021 – June 2022.

Seasonal Campaigns To encourage repeat visitation and extend the shoulder seasons within the Murray River region, MRT developed three seasonal campaigns across Winter, Spring, and Autumn with the creative branding - Love The Murray. While many people may be familiar with The Murray as a summer holiday experience, MRT wanted to drive awareness that each season gifts new experiences to be had. Underpinning each campaign MRT developed the positioning statement The Murray is Perfectly Seasoned and used this as the creative anchor for the seasonal campaigns throughout the year. The three strategic seasonal campaigns were created and delivered to drive tourism during the shoulder and off-peak travel seasons, increasing awareness and brand recall to compliment the region’s strong visitation in the summer months.

Winter Campaign With damaged consumer confidence following repeated border closures and uncertainty, MRT shaped a Winter campaign to drive visitation to the region without moving between states. Careful content creation ensured the accuracy of information while also attempting to inspire visitation - blogs were also repurposed into Instagram guides to extend the reach. A targeted paid social media campaign drove traffic from key audiences in NSW and Victorian markets to itineraries in their respective states.

Highlights

402,754

Blogs were written highlighting the attractions of NSW border towns

Blogs were written highlighting the attractions of the Victorian border towns

Paid social media campaign with a total reach of 402,754 (1,096,151 impressions)

REGIONAL MARKETING (cont) Spring Campaign Fuelled by consumer sentiments following COVID-19 lockdowns, the Spring Campaign focused on the core themes of nature and road trips to entice visitors to the Murray’s iconic outdoor attractions and to reconnect with nature. Made in the Murray spotlighted makers and creators of the region to drive business towards their e-commerce as well as positioning The Murray as a core agri-tourism destination and the food bowl of Australia.

Highlights

9 Content creation on the website and the publication of 9 new blogs

735,797

12,098

A paid social media campaign with a total reach of 735,797 (2,093,479 impressions)

Instagram story takeovers highlighting key attractions with organic reach of 13,735

A collection of Made in the Murray landing pages which received a combined 12,098 pageviews

The campaign was delivered through Visit the Murray owned channels with: • Partnering with BlackWolf allowed Visit the Murray to reach an audience with a strong outdoor and camping focus. Through a competition offering a Murray escape as a prize, the lead generation campaign provided an additional 1,536 e-new signups. • A brand awareness campaign with Tripadvisor was used to generate more traffic to Murray destinations and build The Murray brand awareness. Targeting NSW, VIC, ACT and SA travellers looking for VIC and NSW content, the campaign resulted in 667,073 impressions.

REGIONAL MARKETING (cont) Autumn Campaign The Autumn campaign was designed to rebuild confidence and broaden the appeal of the Murray as a shortbreak destination amongst younger travellers from key drive markets and ultimately assist in the resilience of the region. Spotlighting the makers and creators of the region alongside presence at the Melbourne Good Food and Wine Show showcased the region as a prominent foodie destination with a focus on seasonal changes throughout the year. The campaign was delivered through Visit the Murray owned channels with:

Highlights

12,925

Content creation on the website and the publication of 3 new blogs

A social media traffic campaign that generated 12,925 pageviews to the blogs landing page

2,727

137

Instagram story takeover covering the Melbourne Good Food and Wine Show with an organic reach of 2,727

An Instagram Augmented Reality filter that has received 137 opens

One strategic partnership was developed: • A lead generation campaign was included with Vacations and Travel Magazine which included a two-page editorial, digital editorial and EDM inclusion. Through a competition, the campaign provided an additional 625 e-news signups.

2,864

Instagram story takeovers highlighting key attractions with organic reach of 9476

A social media traffic campaign that generated 2,864 pageviews to the Made in the Murray landing page

REGIONAL MARKETING (cont) Melbourne Food and Wine Show June 2022 2021 saw the Melbourne Food and Wine show postponed till June 2022. Through a successful Regional Development Victoria funding application MRT partnered with a number of food and beverage operators to come together under the banner of Visit the Murray. Housing our 17 siteholders under one major banner was a unique way to to engage with consumers, and build awareness of the destination and the food and beverage offering growing our audience reach audience reach and consumer EDM database. In excess of 21,000 consumers attended the three day event. Activity supporting Melbourne Food and Wine Show: •P articipation by operators in the Good Food & Wine online catalogue featuring all exhibitors with options for the consumer to purchase direct from exhibitor websites distributed to 260,000 registered consumers. •M urray Regional Tourism launched a the Made in the Murray social marketing campaign which also called to action the exhibitor direct sales functionality via a dedicated landing page on www.visitthemurray.com.au Social Media Activity included:

Highlights

3 Blogs were written and adapted into IG Guide generating a total of 2,195 page views

Paid social media campaign with a total reach of 85,569 (247,196 impressions)

27 Instagram stories were shared featuring each operator with a total reach of 3,339

REGIONAL MARKETING (cont) Houseboat Campaign Anchored in storytelling, the houseboat campaign was one of two sector campaigns following industry feedback of excessive struggles related to lockdowns. Developing evergreen content to attract new markets for off season travel was a positive hook for the Murray. It encouraged visitation from families and group travelers thereby driving new economic benefits for the region.

Highlights

374,271

Blogs published with combined 13,418 pageviews and an average of 2:08 time on page

A paid social media campaign with a total reach of 374,271 (944,602 impressions)

36,900

2,200

Reel shared via Destination New South Wales Instagram with 36,900 organic views

Reel shared via houseboat operator Instagram with 2,200 organic views

279,000

58,700

Reel shared via Tourism Australia Instagram with 279,000 organic views

Reel shared via Visit Victoria Instagram with 58,700 organic views

REGIONAL MARKETING (cont) Golf Campaign The golf campaign was the second sector campaign following industry feedback of excessive struggles related to lockdowns. Leveraging A Golfing Great and the strong relationship with Visit Victoria, MRT secured a content shoot with leading golf photographer Gary Lisbon at three Murray courses. To increase media spend, an evergreen blog provided the call to action for a social media paid campaign alongside a Golf Deals landing page with direct links to industry, while a partnership with Golf Australia positioned the Murray as a top destination for serious golfers and holiday-makers alike.

Highlights

148,896 A paid social media campaign with a total reach of 148,896 (542,599 impressions)

2,921 Golf Deals landing page reactivated with 2,921 pageviews and an average of 2:22 time on page

Full page advert and editorial in Golf Australia’s June issue plus online golf and travel feature with paid social media promotion and newsletter inclusion scheduled for August 2022

1 Content shoot across three locations organized for Spring 2022

REGIONAL MARKETING (cont) Visit Victoria Co-Operative Through a co-operative campaign partnership with Visit Victoria, the Murray leveraged off the Stay Close, Go Further campaign to drive visitation from Metro Melbourne and Regional Victoria into the region. The campaign was designed to build awareness, engage with key audience segments and curate new content which could be used in future marketing activities. Highlights include: •T VC campaign across networks in Metro Melbourne and Regional Victoria with amplification between February and June on both free-to-air and online streaming •1 5 second non-skippable ads on YouTube targeted to Metro Melbourne and Regional Victoria from February to June •S ocial media paid campaigns across both Facebook and Instagram •C ontent partnerships with Broadsheet resulting in 5 new regional hub pages created, 5 itineraries created and 70 products spotlighted ontent partnership with TimeOut resulting in 4 new destination articles created and 1 new ‘whole of •C Murray’ article •C ontent partnership with We Are Explorers resulting in 75 new images and 5 new videos with amplification through We Are Explorers paid social media campaign and new Murray article •F ull page print advertisements in Metro Melbourne and Regional Victorian publications from February to June

Golf Activity – A Golfing Great In partnership with Visit Victoria, MRT delivered the following golf activity: •M urray episode on Your Golf Show featuring Visit Victoria’s golfing brand ambassador Karrie Webb with visits to Black Bull Golf Club, Yarrawonga Mulwala Golf Club, The Sebel Yarrawonga and Rich Glen •P artnership with Golf Digest with double page spread in April 2022 edition, video and content creation for social media with amplification through Golf Digest and Visit Victoria owned channels •G olf Digest EDM to approximately 400,000 subscribers planned for Winter 2022 •W eekend Australian famil with visits to Black Bull Golf Course and Sebel Yarrawonga •G olf Australia partnership including display media buy including home page takeover •S ocial media paid campaign in line with A Golfing Great strategy •C ontent shoot across three clubs organized for Spring 2022.

REGIONAL MARKETING (cont) Destination NSW Co-operative Through partnership with Destination NSW, the second stage of content generation for The Murray Best Shared was implemented with We Are Explorers. The project delivered: •4 9 new images •5 videos with co-ownership between DNSW and MRT for amplification on owned channels. The new content has been rolled out through social media in various paid and organic posts, printed in ads and editorials for other campaigns and added to the Murray Image Library for LGA and PR use, alongside the inclusion on the Visit the Murray website.

Business Events During the year we continued to generate brand awareness and support the region’s business event sector in partnership with Business Events Victoria and Destination NSW’s Regional Conferencing Unit. Through these partnerships, business event facilities and services were promoted to corporate, government and association audiences through a range of online and direct sales activities.

REGIONAL MARKETING (cont) Murray River Road To bring the Murray River Road brand story to life and reach the desired audience, MRT engaged three influencers across two famils, highlighting the hero experiences visitors can have on their own Murray River Road journey. The objectives were simple - generate authentic and new content that can be shared socially through the new Instagram handle @murrayriverroad and equally, be used to contribute more content on the website and future marketing collateral all while telling the stories of those behind the camera.

Highlights

38,008

Instagram reels with organic reach of 926,660

Instagram carousel posts with organic reach of 44,288

Organic post interactions across both reels and carousels

First-person blogs written

104

Images captured and licensed for MRT use

videos (including reels) captured and licensed for MRT use

INDUSTRY DEVELOPMENT Highlights

80%

Industry development programs delivered

Tourism Managers Forums delivered

Tourism Forum attendance level

Visitor Servicing Training Program

Destination Inspiration workshops

Attendees participated in Destination Inspiration workshops

Goal

To improve the quality of tourism experiences in the Murray region through industry education and support.

Strategic Priorities • Facilitate a tourism education program to address identified gaps and develop the capability and competitiveness of the region’s industry • Facilitate where appropriate implementation of the Murray Visitor Engagement Strategy recommendations phase one.

Key Outcomes Tourism Manager Forums Delivered the Tourism Manager Forum program as an effective means of engaging with our local government tourism leaders to share information, develop region wide responses and initiatives and build leadership capacity across the Murray region. Given the COVID-19 operating environment, the program shifted in frequency and delivery model. Over the year we delivered 7 forums online or face to face in the latter part of the year, with a mixture of briefing sessions, strategic development and education content.

INDUSTRY EDUCATION & TRAINING Visitor Engagement Strategy Implementation Information to Inspiration Program (i2i Program) In the pursuit of implementing the Murray region Visitor Engagement Strategy, we developed a range of initiatives. This previously successful program was again delivered in 2022 with a focus on new Visitor staff and volunteers, the program is designed to build customer capability of the Murray region visitor information centre staff and volunteers. It was delivered to better equip the team through increasing knowledge, skills and expertise to assist with the activation of the Murray region Visitor Engagement Strategy. As identified in the strategy, the delivery of face to face information is changing through a combination of evolving customer needs, delivery approaches and technology and the training was delivered to ensure the Murray region remains at the forefront of visitor servicing. The intensive program consists of:

7 Module Course Content

Guidance from customer experts

Combination of delivery through webinars, workshops & live weekly sessions

26 Number of participants

Program valid for 12 months Ongoing participation

DESTINATION INSPIRATION

Industry Education & Training On the back of the success of the 2020-2021 event Destination Riverina Murray and Murray Regional Tourism partnered to continue to deliver this industry mentoring program. The main goal of the program is to support the creation of new visitor experiences for the Riverina and Murray regions.

Program Objectives • Stimulate tourism investment in the Riverina and Murray regions • Support development that addresses product gaps and aligns to priority experience themes in the Riverina Murray and Murray Destination Management Plans

INDUSTRY MENTORING 2 Workshops across the Murray/Riverina Audience of over 85 participants 15 businesses selected to participate in dedicated product development training program

• Round 2 of this program will roll out in September 2022, where another 15 businesses will be selected to participate in the dedicated product development mentoring program. Industry Skills Opportunities Continue to promote a range of industry training initiatives delivered online to support industry through hibernation and reactivation. To ensure upskilling of the industry during COVID-19 recovery a number of online training webinars, and short courses have been communicated to industry including Facebook and Instagram for Tourism series presented by Destination NSW – a series of weekly modules to enhance industry’s digital presence. •O ptimising your Facebook Presence •E nhance Your Audience on Social Media – Destination NSW •C reate Stories on Social Media – Destination NSW apturing Social Content on Your Phone – •C Destination NSW • I nspire Action on Instagram. A suite of webinars with topics were developed by Business Victoria and the Victorian Tourism Industry Council (VTIC) ranging from starting a small business through to marketing, cashflows, building and advancing your business online, building resilience. Customer Service - Destination NSW Training Destination NSW partnered with Restaurant and Catering Australia to deliver three, free online short courses – known as micro credentials – for NSW tourism and hospitality businesses. A number of COVID-19 Business Support webinars were offered to the industry during the first portion of this financial year.

PRODUCT DEVELOPMENT Highlights

4 Road Trip Itineraries developed

Investigation of funding to advance Stage 2 and 3 of MRAT

Revitalising the Murray

Murray River Adventure Trail (MRAT) Stage 1 Implementation commenced

Murray River Adventure Trail (MRAT) funding application submitted to further develop - Stage 1 Experience Loops

Implementation underway of 3 Ports of the Murray River experiences

Opening of Tocumwal Aviation Museum - Ports of the Murray experience

WAAAF Creek Walk Interpretive Trail implemented - Tocumwal

3 Reports 2 Digital Platforms

Goal To facilitate investment in infrastructure, new products and experiences that revitalise the Murray region’s tourism offering.

Strategic Priorities • Facilitate development of driving / touring routes aligned to key experiences and visitor demand •M aximise opportunities from new and emerging visitor markets through a focus on visitor experiences • Continue to develop stage one of the Murray River Adventure Trail.

Murray River Adventure Trail (MRAT) - 15km section opened from Yarrawonga to Burramine

PRODUCT DEVELOPMENT (cont) Key Outcomes Experience Development Over the period, a strong focus on engagement with our local government partners and the region’s tourism businesses to support product development initiatives including assisting a range of destinations with strategic infrastructure projects and private sector investors with new and enhanced projects. To further assist in advancing projects a dedicated grant assistance program was implemented to support businesses. The program provided one on one dedicated support for businesses in the development and review of a range of grant funding programs. Business Development

Letters of Support Provided

Regional Applications Lodged

PRODUCT DEVELOPMENT (cont) Drive/Touring Continued development of Alpaca Itineraries into Visit The Murray Website to compliment roadtrips and enhance blogs.

Alpaca Maps & Road Trips ALPACA MAPS

PAGE VIEWS

AVERAGE TIME ON PAGE

613