City of Bunbury...City of Bunbury Tourism Strategy 2009 – 2014 Page 6 Of all nights spent in Bunbury in 2005 and 2006, 64% were by West Australians, 15% by interstate visitors and

City of Bunbury Tourism Strategy 2009 – 2014

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Revised

City of Bunbury Tourism Strategy

2009 - 2014

April 2009

Revised 2010

March 2011


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Contents 1. Background ........................................................................................................... 3

1.1 Purpose of the Strategic Plan for Tourism ......................................................... 4 1.2 2010 Review of the Strategic Plan for Tourism .................................................. 4

2. Vision for Tourism ................................................................................................. 5 3. Market Situation and Trends ................................................................................. 5

3.1 Overview ........................................................................................................... 5 3.2 Key observations............................................................................................... 6 3.3 Trend summary ................................................................................................. 7 3.4 Trend and opportunities review, 2010 ............................................................... 7

4. Strategy Approach .............................................................................................. 10 4.1 Component 1 – Product Development ............................................................. 10 4.2 Component 2 - Marketing ................................................................................ 10 4.3 Component 3 – Leadership and Facilitation .................................................... 11

5. Component 1 – Product Development ............................................................... 12 5.1 Accommodation .............................................................................................. 12 5.2 Attractions and Activities ................................................................................. 14 5.3 Amenity ........................................................................................................... 17 5.4 Access ............................................................................................................ 18 5.5 Product Development review, 2010 ................................................................. 19

6. Component 2 – Marketing ................................................................................... 20 6.1 Market information and monitoring .................................................................. 20 6.2 Competitive Advantages and Opportunities..................................................... 20 6.3 Target market segments ................................................................................. 21 6.4 Annual Marketing Implementation Plan ........................................................... 22 6.6 Niche Markets ................................................................................................. 22 6.7 Niche Market Strategy and Implementation ..................................................... 23 6.8 Growth Targets ............................................................................................... 23 6.9 Marketing review, 2010 ................................................................................... 24

7. Component 3 - Leadership and Facilitation ....................................................... 26 7.1 Agency Roles .................................................................................................. 26 7.2 Value of Tourism Awareness .......................................................................... 27 7.3 Leadership ...................................................................................................... 28 7.4 Industry Participation ....................................................................................... 28 7.5 Industry Participation review, 2010 .................................................................. 29

8. Implementation Plan .......................................................................................... 30 9. Appendix .............................................................................................................. 42

9.1 Appendix 1 – Workshops Summary ................................................................ 42 9.2 Appendix 2 – Tourism Strategy 2009 – 2014 Progress Report August 2010 ... 49 9.1 Appendix 3 – Review Workshop Summary...................................................... 59


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1. Background A number of City of Bunbury plans and strategies provide the framework under which this City of Bunbury Tourism Strategy sits.

City of Bunbury Strategic Plan 2007 - 2012 The City of Bunbury‟s Strategic Plan contains the directions for, and the ethos of, the Council and the outcomes it hopes to achieve for and with the community from 2007 to 2012. Within the hierarchy of policy and strategic planning, the Tourism Strategy is one of 5 functional strategies proposed. City Vision Strategy 2007 In 2007 City Vision Strategy was formally adopted by Council. It is the culmination of an extensive community based planning exercise that will influence change and steer future growth in Bunbury over a one generation (25 year) period. The primary aim of the document is to strengthen the role of Bunbury as the South West region‟s capital and consolidate the City‟s future planning approaches. It is a non-statutory policy framework that will guide land use and infrastructure planning, and the City‟s activities in delivery of services to its community. Local Planning Strategy for Tourism (2008, draft) The purpose of the LPS for Tourism is to “provide a clear and robust spatial planning framework for tourism that will guide growth and inform developers, investors and residents alike.” The LPS aims to encourage and accommodate forms of appropriate development as part of an integrated planning strategy for Bunbury to assist the City towards achieving its potential as a major destination for visitors. Currently in draft form, the LPS for Tourism requires Council input, approval for advertising, a formal consultation process and submission to/acceptance by the WAPC.

City of Bunbury Marketing Strategy 2008 and Implementation Plan 2008-09 Seven strategies were proposed in the City‟s 2008 Marketing Strategy. Those of particular relevance to tourism are;

Outstanding brand – Bunbury the destination. Develop a unique and defensible brand for Bunbury

Stakeholder management – identify and effectively manage key stakeholders

Build on existing alliances – including tourism affiliations and regional partnership opportunities

Establish excellent media relationships – build positive regard for Bunbury and deliver a public relations and communications program

Ongoing marketing planning system – Bunbury undertakes best practice and ongoing marketing planning

Subsequent to this, the City has developed new destination branding for Bunbury, informed by the Synovate market research, which is expected to be launched in late 2008. The 2008-09 Implementation Plan is a costed action plan that identifies the activities that will be undertaken in each focus area.

Two workshops attended by approximately 50 tourist operators, Councilors, Council officers and industry stakeholders from Bunbury and surrounds were held. Workshops outcomes are contained in Appendix 1. The City‟s Management Executive and City Life department were involved in strategy development, providing feedback on the draft report and approving the final strategy prior to presentation to, and adoption by, Council.


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1.1 Purpose of the Strategic Plan for Tourism This Strategy seeks to provide a clear framework for the City‟s role in tourism development, marketing and leadership over the five year period commencing January 2009. The Strategy brief requires this plan to;

Identify the strategic direction

Provide a clear set of objectives

Provide key result areas

Map implementation over a 5 year period, linking it to other City of Bunbury strategic documents as appropriate

1.2 2010 Review of the Strategic Plan for Tourism The City engaged a facilitator in August 2010 to conduct a review of the Strategy with the aims of;

Documenting what has been achieved to date in terms of implementing the Strategy under the three key areas of Product Development, Marketing and Leadership and Facilitation;

City Life staff have compiled a review of activity to date of Strategies contained within the Strategy. This document Tourism Strategy 2009 – 2014 Progress Report August 2010 forms part of this Addendum, found at Appendix 2.

Seeking stakeholder input to update the Strategy through workshops, meetings and inviting written submissions;

Two workshops were advertised - Monday 30

th August (day) and Wednesday 1

st September

(evening) - via the City Beat column in local press, via direct mail/email to tourism operators, Visitor Centre members and regional tourism related agencies. The evening workshop was cancelled due to lack of numbers, 13 attended the workshop on 30

th August and three written

submissions were received (See Appendix 3 for list of workshop attendees and written submissions).

Produce an Addendum to the City of Bunbury Tourism Strategy 2009 – 2014 for Council’s review and approval;

Edge Tourism and Marketing, the Strategy author, was engaged to facilitate the review process. Seven (7) new or amended Strategies were adopted by Council in March 2011 as a result of the review process which will be in addition to the existing 19 Objectives found within the current Strategy. These new or amended Strategies have been incorporated into the Implementation Plan, Section 8 of this report.


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2. Vision for Tourism

As the major regional city for the South West of Western Australia, Bunbury will continue contributing to the economic wellbeing of the region through a sustained commitment to tourism. It will aspire to promote the region’s diversity, attractions and activities to enhance the visitor experience while embracing the city’s lifestyle and culture.

3. Market Situation and Trends

Visitor profile information is based on data published by Tourism WA in the “Local Government Area Fact Sheet – City of Bunbury 2006” and “Regional Development Commission Area Fact Sheet – South West 2006”. More recent updates (2007) exist but due to changes in data collection methodology and some significant data anomalies on pervious years, the 2006 Fact Sheets have in the main been referred to in the section as they are considered to provide more reliable trend information. Data published by Tourism Research Australia for the 3 to 4 year rolling average to June 2007 is consistent with the 2006 data quoted below. Following is a brief summary of visitation and market trends relevant to Bunbury, and in comparison to the wider South West region.

3.1 Overview The following table provides a summary of overnight visitors, visitor nights and day trippers to Bunbury in 2007. Table; Overnight visitors, visitor nights and day trippers, Bunbury, 2005 and 2006 Annual Average

Visitors Nights Av Length of Stay

Overnight Visitors

Intrastate 247,000 511,000 2.1 nights

Interstate 30,000 115,500 3.9 nights

International 21,000 170,000 8.1 nights

Total 298,000 796,500

Day Visitors

Domestic Day Trips 772,000 n/a n/a

Source: Local Government Area Fact Sheet – City of Bunbury 2006, Tourism WA. An average of approximately 800,000 nights was spent in Bunbury for each of the 2005 and 2006 years.


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Of all nights spent in Bunbury in 2005 and 2006, 64% were by West Australians, 15% by interstate visitors and 21% by international visitors. This differs from the South West regional trend in that Bunbury has a greater proportion of interstate and international visitors compared to intrastate visitor nights (which comprised 75% of all visitor nights to the wider region). These figures include those who stayed in commercial accommodation as well as those who stayed with friends and relatives. 47% of all nights spent in Bunbury by domestic visitors (from intrastate and interstate) were spent in the home of a friend or relative.

3.2 Key observations Visitor Numbers and Origin

The number of visitors who stayed at least 1 night in Bunbury has increased by approximately 1.5% each year for the 4 year period 2002 to 2006. This compares to a decrease for the South West region as a whole of approximately 0.5% per year for the same period.

Bunbury‟s average share of all visitors to the South West who stay at least one night has increased from 16% in 2002 / 2003 to 18% in 2005 / 2006.

Average length of stay by international visitors to Bunbury has doubled to approximately 8 nights over the 4 years 2002 to 2006.

Bunbury receives around 41% of all day trips to the South West region.

Day trips are an important area of growth for Bunbury, increasing significantly in 2005 / 2006 compared to the pervious 3 years.

No major trend changes are evident regarding the purpose for which visitors came to Bunbury, with results over the 4 year period 2002 to 2006 suggesting around 40% came to visit friends and relatives, 40% for holidays / leisure and the remainder mostly on business.

For day trippers during the same period, around 50% came to visit friends and relatives, 30% for holidays / leisure and the remainder mostly for „other‟ reasons, such as education, employment, health, business etc.

Accommodation

Occupancy in Bunbury is high at 73% in 2007 (source: ABS Survey of Tourist Accommodation data. Local feedback suggests this figure is higher, perhaps 80% - 85%). The regional average occupancy rate is thought to be between 45% and 55%.

Bunbury shows less seasonal fluctuation in accommodation demand than the region as a whole.

Just over half of domestic overnight visitors stay in commercial accommodation eg hotel/motel/resort 35% with the remainder in caravan parks, rented houses/apartments or small scale accommodation. For the region, 65% stay in these forms of commercial accommodation.

International overnight stay visitors to Bunbury are more likely to stay in hotel/motel/resort accommodation (42% in 2005 / 2006) and other forms of commercial accommodation than with friends and relatives (21%).

2007 data suggests domestic overnight stay visitors to Bunbury spend on average $116 per night, with day trippers spending an average $133 per person. This compares to the regional average of $103 per night for overnight stays.

Purpose of Visit

Just under half of all overnight domestic visitors to Bunbury stay with friends and relatives. This proportion has decreased slightly over the 4 years 2002 to 2006 but is still notably higher than the regional average of 35%.


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The most common leisure activities undertaken by overnight stay visitors to Bunbury were visiting friends and relatives 52%, eating out 47%, general sight seeing 28%, shopping 27%, going to the beach 21% and to pubs / clubs 20% (2005 to 2007 annual average).

For the South West, most popular leisure activities were similar with the addition of wineries and bushwalking.

3.3 Trend summary Areas of growth;

Number of overnight stay visitors and nights spent in Bunbury

Number of day trip visitors

Interstate visitors

International visitors

Average per night expenditure by overnight stay domestic visitors

Occupancy rates Areas of decline;

Intrastate visitors

3.4 Trend and opportunities review, 2010 The 2010 Tourism Strategy Review included a scan of current tourism visitation and feedback from operators attending the workshops. The outcomes were as follows; Data available on visitation to Bunbury and the Australia‟s South West region is scant and has questionable validity given sample sizes and age of the data available. Tourism Research Australia is now the only umbrella agency providing visitor data extrapolated from National and International Visitor Surveys and ABS data. Data availability and currency is further impacted by the demise of the tourism research section at Tourism WA. The summary below of available data relating to Bunbury visitation trends is based on most recently published data based on National and International Visitor Surveys and ABS data by Tourism Research Australia;

2009/10 Regional Tourism Profile for Australia’s South West (RTP) This report summarises visitor activity in the Bunbury – Albany region.

Local Government Tourism Profile for Bunbury to 2007 (LGTP) This report provides a 3 to 4 year average summary of visitor activity in Bunbury to June 2007).

Dolphin Discovery Centre – Economic Review June 2010 (DDCER) Compiled by the Tourism WA Research Team in June 2010 with access to more current data than is available in the public domain. This report was commissioned by the Dolphin Discovery Centre as part of its business planning and is quoted with their permission.

The table below is from the Dolphin Discovery Centre – Economic Review June 2010 and was compiled by Tourism WA‟s research division.


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Table: Visitor Estimates to the City of Bunbury.

YE Dec 2005 YE Dec 2006 YE Dec 2007 YE Dec 2008 YE Dec 2009

Estimated Visitors

Domestic 269,000 285,000 262,000 219,000 241,000

International 23,300 18,800 22,700 19,400 22,100

TOTAL 292,300 303,800 285,700 238,400 263,100

Estimated Visitor Nights

Domestic 673,000 579,000 649,000 509,000 502,000

International 159,000 181,000 174,200 358,000 228,000

TOTAL 832,000 760,000 832,200 867,000 730,000

Average Length of Stay (Estimated Nights)

Domestic 2.5 2.0 2.5` 2.3 2.1

International 6.8 9.6 7.7 18.5 10.3

TOTAL 2.8 2.5 2.9 3.6 2.8

The Dolphin Discovery Centre – Economic Review June 2010 also states;

“Current trends indicate travel activity in Australia and Western Australia is declining at an overall level. This is fuelled by declines in the domestic market, as more Australians take advantage of readily available international travel (source: WA Statistical Indicators, March 2010). Over the last 10 years, Bunbury has seen an average of (-)1.2% decrease each year in the domestic market. International activity continues to be strong in both Western Australia and Bunbury. Over the last 10 years, Bunbury has seen an average of (+)1.4% increase each year.”

The Bunbury Visitor Centre has indicated;

Walk-in numbers in 2009/10 were 23% up on the previous year (mainly a result of day trippers using the new highway).

The value of accommodation and tour bookings was up 1.5% in 2009/10. Feedback from workshop attendees and tourism agencies highlighted the following trends & opportunities;

Backpacker numbers - Down with less groups (eg sporting groups) and internationals. Seems to be less seasonal / casual work to keep international backpackers in Bunbury.

Caravan park numbers strong – Caravaners, sporting and corporate groups. For example, the two biggest parks (Discovery Parks) are 200 nights up on the previous year.

New highway - big boost to day trippers and short breaks market. Little impact reported for inland destinations. More enquiries for accommodation from day trippers.

Groovin‟ the Moo – A great event for Bunbury and accommodation and service sectors. Well run event, filled accommodation, attracted a new market to Bunbury. Overflow accommodation provided was essential to cater for numbers.


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7 day trading – Welcomed by tourist operators. At last meeting visitors expectations. Now needs extension to local public transport services to support it.

Bali competition – Visitation to the South West is being impacted by heavily promoted cheap Bali and South East Asia destinations. South West is seen as offering increasing poor comparative value. How does Bunbury compete? Supports the development of product packaging eg couples & family deals.

Product packaging (eg accommodation / tours / dining / transport packages) - These should be a major priority for Bunbury. Operators are starting to talk amongst themselves to make this happen. A need to work with the Visitor Centre for sales and marketing support. Viewed as very positive development by operators with far reaching positive impacts for core and associated tourism products and services.

Packaging themes - Ideas for packaging includes themed trails incorporating Bunbury and hinterland products and services.

Nature based – Bunbury has good nature based product eg Dolphin Centre, Big Swamp, coastline and hinterland. How should / could this be packaged? Needs product development based on a focus on active eco experiences. SWDC‟s „Ecowalks‟ brochure is an excellent tool.

Food tourism – Investigate opportunities for food based tourism given the wide range of quality produce (fruit, vegetables, dairy, wine, beef, fish, preserves, etc) of the area. For example, encourage and promote a focus on local produce in restaurants, a buying cooperative, the slow food movement etc. Apply as a tourism focused program with outcomes for broadly based economic development in the Greater Bunbury region.


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4. Strategy Approach Three major components underpin this Strategy;

4.1 Component 1 – Product Development The “5 A‟s” approach has been applied to product development for consistency with the City‟s Local Planning Strategy for Tourism, draft, April 2008. The diagram below shows the five elements and their interrelationship;

4.2 Component 2 - Marketing Marketing strategies aim to deliver destination and product marketing that is underpinned by an understanding of the existing and potential markets;

Attractions

Accommodation

Amenities

Access

Activities

Market information and monitoring.

Understanding key markets and trends.

Identifying strengths and opportunities.

Monitoring and review systems in place.

Destination marketing – branding and positioning, motivate visits, focused on strengths / competitive advantages.

Product Marketing – City of Bunbury managed attractions / amenities, visitor information and sector specific marketing strategies eg business tourism.


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4.3 Component 3 – Leadership and Facilitation Leadership and facilitation by the City are essential elements which underpin the successful implementation of this strategy with regard to local awareness and support for tourism, and the engagement of tourism operators from Bunbury and the surrounding Bunbury Wellington sub-region. Participants at workshops held to inform the development of this Strategy were representative of the greater Bunbury area and sub-region. These participants supported the concept of the City of Bunbury providing tourism leadership within the sub-region.

City Bunbury leadership, facilitation and communication role

Bunbury residents

Tourist operators eg accommodation, attractions, tours etc (Bunbury and sub-region)

Non-core product and service providers eg retail, food and beverage, personal services etc.

Tourism industry eg neighboring VC‟s, TWA, ASW etc


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5. Component 1 – Product Development

5.1 Accommodation Bunbury‟s 33 accommodation establishments provide a combined capacity of 1,112 lettable units comprising 2,960 beds with current occupancy of up to 80%. In addition, projects in the planning or construction phases will add another 526 beds to current stock. Bunbury‟s high occupancy rate combined with the City of Bunbury‟s aspiration to expand tourism markets, profile and the standard and/or range of accommodation available have initiated a process to attract new accommodation development to Bunbury. Work to date to progress this aim include approaches to accommodation managers, initiating a re-zoning of the Punchbowl site for tourist accommodation to make it development ready, and working with Tourism WA‟s Landbank initiative to identify potential accommodation sites in Bunbury on City of Bunbury owned land. A study commissioned by Landbank in conjunction with the City of Bunbury (Bunbury Accommodation Study, MarkeTrade, September 2007) aimed to;

Identify accommodation development sites in Bunbury

Assess supply / demand issues

Subject identified sites to pre-feasibility site assessment

Provide a guide to potential developers on accommodation opportunities in Bunbury. This study noted demand from the corporate (business traveler) market is high and the holiday / leisure market is also significant although more seasonal. Growth in demand for commercial accommodation is expected to average around 3% p/a for Bunbury in the short to medium term which will lead to noticeable shortages in some commercial accommodation styles. Gaps in accommodation identified were;

5 star resort, 80-100 rooms (200 – 250 beds)

4 – 5 star hotel and serviced apartments, 80 – 100 rooms (200 – 250 beds)

3 – 4 star budget hotel / motel, 80 rooms (200 beds)

4 – 5 star caravan park for short stay (250 – 300 beds)

4 star backpackers lodge, bunkhouse (40 – 50 beds) The above additional accommodation would provide a total of 890 – 1,050 new beds. This volume would address predicted accommodation shortages if constructed by 2021 and the expected 3% growth in demand p/a was not exceeded. However, it should be noted that there are no guarantees for the construction of these new beds, and current market conditions would suggest major investment in new tourist accommodation, particular in the 4 to 5 star range, is likely to be held back until market conditions stabilize. Three sites were identified for viability assessment to meet the most immediate development requirements; Site 1 – Koombana foreshore, approximately 1.07ha, beachfront location, suitable for hotel accommodation, with scope for tourism / mixed use commercial adjacent, as part of Landcorp‟s Koombana Bay Redevelopment Project. Site 2 – Former Punchbowl Caravan Park, approximately 2.0ha, in proximity to the beach, suitable for development of motel/hotel and short stay accommodation, with scope for residential and mixed use. Identified as a priority for fast-track consideration.


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Site 3 – An unidentified CBD location suitable for hotel accommodation to suit corporate and leisure market, with scope for integration of commercial / mixed use / car park adjacent. Broadly, the process suggested for attracting investor interest is;

OBJECTIVE P1 Attract new accommodation development in the 4 to 5 star range. Strategy P1.1 Progress the adoption of the Local Planning Strategy for Tourism as a policy mechanism to inform Amendments, Reviews and private sector tourism development applications. P1.2 Actively pursue the development of the Key Tourism sites identified in the 2007 Landbank Tourism Accommodation Study. There is general agreement that refurbishment and/or redevelopment of some existing tourist accommodation is overdue. This will largely be a decision by property owners based on market conditions in tourism and real estate sectors and a favorable viability assessment. Tourism WA has an Investment Unit that provides advice and assistance to private operators who are seeking investment in tourist product. Council‟s role could be to facilitate initial contact between Tourism WA‟s Investment Unit and owners of existing accommodation properties. Council may also wish to consider provision of financial incentives for upgrade of existing accommodation eg waiving planning, building and health fees.

Statutory Framework – Progress the Local Planning Strategy for Tourism (currently in draft form) for formal adoption as a policy document influencing TPS7.

Development ready site/s – Ensure site/s are development ready – ie compatible zoning, initial approvals in place.

Prepare a development prospectus – outlining destination profile, site tenure, market conditions (tourism and real estate), site capability, packaged / linked development opportunities (eg parking, future convention facilities at BREC etc),

Developers and Managers – identify and approach accommodation developers and managers, or developer / manager / investor consortiums.

Tourism WA Support – participate in Tourism WA‟s Landbank initiative and utilise services of Investment Attraction division eg feasibility investigation, investor marketing, industry contacts, advice.


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OBJECTIVE P2 Encourage refurbishment or redevelopment of existing tourist accommodation. Strategy P2.1 Facilitate a seminar by TWA‟s Investment Unit for owners of existing accommodation properties. Holiday home accommodation – where houses in residential or mixed use areas are rented for short stay tourist use – is becoming more prevalent throughout the region. It is acknowledged that this can have beneficial outcomes for the quantity and diversity of self contained accommodation product available. The draft LPS for Tourism proposes to allow this use of residential (single or grouped / multiple dwellings) under a licensing system. The draft LPS for Tourism refers to the requirement for a management plan / agreement as a condition of licensing. Tourism Council Australia (TCA) administers a quality assurance system for various forms of tourist accommodation that is the widely accepted industry standard. It is therefore recommended that current TCA quality assurance for Holiday Home Accommodation form part of the licensing conditions. OBJECTIVE P 3 Encourage the take-up of “Unrestricted Residential Accommodation (URA)” and “Unrestricted Residential Occupation (URO)” as defined in the LPS for Tourism (draft). Strategy P 3.1 Inform potential operators of the new URA and URO provisions and advise of their relative merits, subject to their insertion through a Scheme Amendment to TPS7. P 3.2 Undertake a feasibility study into the drafting of standard conditions for planning approvals for URA and URO uses. Consider and investigate the use of Tourism Council Quality Assurance Accreditation to form part of these conditions to provide basic standards of operation that are nationally recognized.

5.2 Attractions and Activities Tourism WA‟s Destination Development Strategy for Australia‟s South West, 2007 – 2017, identifies 3 iconic experiences for Bunbury that are considered market ready and appropriate to leverage visitation. These are;

Beaches / coastline / surf

Bunbury Dolphin Discovery Centre

Dive wrecks (eg the Lena). The City‟s LPS for Tourism (draft) indicates that attractions are focused on the CBD, beaches, waterfronts, green open spaces and natural and cultural interests. It indicates Bunbury is often perceived as lacking attractions of special significance, with development of attractions such as a Regional Museum and a Noongar Cultural Centre offering quality to the range and mix of attractions, recognising still more may need to be done. Green open spaces represent a collective and valuable asset in this regard and help define the character of Bunbury with the potential to assist in return visitation. Heritage buildings also add a valuable dimension. The Dolphin Centre is often showcased as Bunbury‟s iconic experience and there have been suggestions that more should be made of its tourism potential.


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The (draft) LPS for Tourism indicates the City offers a growing range of activities for tourists and residents alike. This includes local conferences and exhibitions, cultural/music/sporting events and nature based and heritage trails. There are a range of purpose built facilities including BREC, SW Sports Centre, BRAG, racing and pacing and dedicated smaller facilities. Shortfalls in activities include conferencing facilities, particularly for groups of 200+ delegates. Major events and water based recreation are significant opportunities requiring further planning and management. Activities that need to be planned for include a recognised tourist hub and off-season activities. The stakeholder and community workshops convened to gather industry views for this Strategy confirmed that Bunbury generally needs new and enhanced attractions and activities to expand the visitor experience year round. The following issues were raised at the workshops;

The Dolphin Centre was confirmed as Bunbury‟s iconic and major tourist attraction

Nature based and beach activities were an important if under utilised asset eg water sports hire equipment

Tourist focused events attract and entertain visitors eg sporting and cultural events

Conference facilities are required

A major strength is the regional city experience eg restaurants, cafes, shopping entertainment

A major new attraction such as a water themed park would add greatly to Bunbury‟s tourism appeal

The hinterland provides important day tripping and non-seasonal dependant experiences eg wineries, events, Ferguson Valley, rural towns, Apple Fun Park etc.

OBJECTIVE P 4 Create a tourist hub focused on the Koombana Bay foreshore / visitor arrival precinct. Strategy P 4.1 Design an iconic arrival precinct that provides strong visual, aesthetic, vehicle and pedestrian links between the proposed Three Waters Centre, Dolphin Centre, beach and inlet, and the city centre. P 4.2 Pursue tourism opportunities around the Koombana Bay Foreshore as part of the Bunbury Waterfront project including possible marina, 5 star Hotel, tourism resort and other connected facilities. OBJECTIVE P 5 Identify and develop infrastructure to support events to attract visitors to Bunbury. Strategy P 5.1 Support the development of the proposed BREC Conferencing Facilities expansion to an estimated cost of $7.5m. P 5.2 Identify key tourism related sporting and cultural event opportunities and develop plans for the provision of required infrastructure.


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OBJECTIVE P 6 Encourage private sector provision of tourist activities. Strategy P 6.1 Prepare business cases for attractions and activities such as a water based fun park, aquatic equipment hire etc with the aim of seeking private sector involvement. OBJECTIVE P 7 Highlight Bunbury‟s tourism attributes through a series of interlinked and themed walk / cycle paths. Strategy P 7.1 Audit existing trails and provide links between trails where required. P 7.2 Subject to approved Management Plans, identify appropriate themes and locations for trails, secure funding for construction, facilities, directional / interpretative signage. P 7.3 Upgrade Boulter‟s Heights and Marlston Lookout as key tourist vantage points and link them to the walk / cycle network. Events have the potential to significantly increase destination awareness, develop profile and attract tourism expenditure to Bunbury. The City has acknowledged these opportunities through the establishment of the Events Unit under the City Life department. The City of Bunbury Events Unit Business Plan 2006/07 states the role of this unit is to;

deliver events for the City of Bunbury

develop opportunities for new events in collaboration with third parties

grow the capacity of the community to develop, host and sustain their own quality events. The Events Unit supports City of Bunbury goals of engaging the local community, developing tourism for the City, raising the profile of Bunbury within Western Australia and Australia, and delivering economic benefits. The vision for this unit is „To be locally and internationally renowned for creative and quality events.‟ To date, the major events directly resourced and supported by the City are;

Bunbury International Jazz Festival (not to be continued as per Council decision Dec 08)

Australia Day

Viva Bunbury

Christmas Carnival These events are supported through provision of human resources, cash contributions and seeking grant and sponsorship funding. In addition, community managed events are supported through the City‟s Community Grants Fund and provision of various forms of Council services (eg support and advice on obtaining funding, marketing and management advice, and provision of direct event support such as traffic control, venue hire and waste management). The largest single event in terms of budget allocation was the Bunbury International Jazz Festival, last held in May 2008 at a cost of approximately $130,000 - 73% ($97,000) of which was a direct cash contribution by the City. Around 2,500 people attended, of which around 25% spent 1 or more nights in Bunbury. $63,500 of „new‟ expenditure was attracted from non-resident attendees (source: Smart Events evaluation, 2008). In light of the unfavorable investment / return ratio of this event Council has decided not to proceed with the Jazz Festival in 2009 and to


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develop a new events Strategy. Stage 1 of this Strategy will be to undertake community consultations via advertised workshops to identify an appropriate replacement iconic event which has a community ‟fit‟ in terms of community aspirations, skills, venues and appropriate target markets. This replacement event will be explored through partnership with organisations such as EventsCorp and South West Development Commission with a view to maximizing tourism outcomes and return on investment. The Ironman event in Busselton is an example of the scale of regional event (in participant numbers and international profile) that the City may be able to attract with adequate seed resourcing, support of partner organisations, sponsors and local tourist operators. OBJECTIVE P 8 Review the City of Bunbury Events Unit Business Plan 2006/07 with particular focus on the development of a major (signature) tourism event. Strategy P 8.1 Identify and develop, through a process of community consultation workshops, an iconic event or events for Bunbury that will have community support, achieves audience targets and attracts significant grant and sponsorship investment and is therefore sustainable and provides long term economic and social benefits to Bunbury.

5.3 Amenity The draft LPS for Tourism identifies the extent and quality of Bunbury‟s extensive eating, shopping and entertainment facilities as influencing repeat visitations. The northern part of Victoria St provides for a vibrant and lively daytime and evening experience (the „evening economy‟). Visitor amenity needs to be supported by an effective Visitors Centre, directional and interpretative signage. The LPS also identifies restricted retail opening hours and the lack of beach food facilities at Koombana and Back Beaches as shortfalls. The stakeholder workshops identified installation of more public art, particularly in tourist locations, would improve general visitor amenity. OBJECTIVE P 9 Improve the visitor experience through a customer focus. Strategy P 9.1 Support the implementation of Tourism Council‟s Quality Assurance program (for accommodation, attraction and tour product) and promote the uptake of customer service training by others as appropriate eg Chamber of Commerce, Bunbury Wellington Small Business Centre, private providers etc. OBJECTIVE P 10 Provide adequate tourism directional signage. Strategy P 10.1 Review and upgrade current directional and operator signage according to the State Tourism Signage Policy endorsed by Tourism WA and Mains Roads WA.


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OBJECTIVE P 11 Provide food facilities at key tourism sites and beaches. Strategy P 11.1 Encourage (seasonal) mobile food vending in appropriate locations eg Back Beach, Koombana Bay, Big Swamp etc until permanent facilities are established. The availability and quality of visitor information has a major impact on the visitor experience. Visitors obtain information from a wide range of sources, beginning with initial research and planning by the potential visitor and continuing throughout their experience once in Bunbury. The City plays a major role in visitor information provision via the Visitor Centre. With around 140,000 walk-in visitors, 36,000 unique visits to the tourist web site and 24,000 telephone and email enquiries each year, the Visitor Centre is an important point of contact for potential visitors researching travel options, making bookings prior to arrival, and obtaining information on activities, attractions and accommodation once in Bunbury. Increasingly, visitors will seek web based information and rely on new technologies such as GPS based mapping to provide information. Bunbury Visitor Centre should work with technology suppliers and local operators to be at the forefront of delivery of information to visitors in new and innovative ways. Directional signage for visitors (refer Strategy P 9.1) is another important aspect of visitor information under the City‟s control. OBJECTIVE P 12 Deliver excellent visitor information and customer service through Visitor Centre services and products. Strategy P 12.1 Identify opportunities for application of on-line and off-line digital technologies to deliver visitor information to potential and actual visitors (refer to „VCAWA Digital Strategy 2008‟ recommendations). P 12.2 Ensure the Visitor Centre is adequately resourced to provide accurate visitor maps and guides, product information, digital and web based information, bookings and excellent customer service. P 12.3 Conduct regular visitor surveys to measure customer service satisfaction, destination satisfaction, demographic profiles and expenditure.

5.4 Access Compared to the region, Bunbury is relatively well serviced in terms of passenger rail, coach services, road access and cruise ship facilities. Bunbury‟s airport is unlikely to be viable for regular passenger services in the medium term given proximity to Perth and length of the airstrip. While the by-pass is acknowledged as a deterrent to sightseeing, signage restrictions limit opportunities to influence impulse side trips into Bunbury along a major MRD WA controlled highway.


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The State Tourist Drive accessing Bunbury via Australind and Koombana Drive is a useful marketing tool for self drive visitors. Cruise ship tourism is increasing and the long term development of dedicated docking facilities as part of Outer Harbour redevelopment should be pursued. Bringing the train to a proposed tourist node close to the CBD presents a major tourism opportunity for Bunbury. Coupled with a fast train service connecting to Perth, day trip and business tourism sectors in particular will be well serviced. Bunbury is currently the only destination in the region to have a public transport system. Tourist operators indicate inadequate evening taxi availability, affecting the visitor experience and in particular restaurant, hotel and nightclub businesses. OBJECTIVE P 13 Improve visitor access between Perth and Bunbury, Strategy P 13.1 Advocate increased train and coach frequency and timetabling to suit visitor needs. P 13.2 Advocate and facilitate the locating, designing and development of the Perth to Bunbury fast train service to terminate within walking distance of the CBD. P 13.3 Advocate the provision of additional taxis licenses, and particularly evening taxi licenses, to meet tourism demand for the Greater Bunbury area.

5.5 Product Development review, 2010 The most notable feature of local tourist sector feedback into the Review process was a greater push for the development of local attractions and the tourism packaging of these (product development, promotion and distribution). A group of local operators have already commenced discussions and planning towards this end and would benefit from greater involvement and support by the Bunbury Visitor Centre, Australia‟s South West and the SWDC who collectively have the potential to contribute industry networks and knowledge, marketing resources and existing distribution mechanisms (eg visitor guides, planners, brochures, web sites etc). Specific opportunities exist to target increased day trippers as a result of the new Forrest Highway route („day pass‟ packages). Active, nature based packages („city and country experience and accommodation‟ packages) comprising one to three day itineraries will appeal to the international market which, while small in volume, has shown stronger growth and higher spends. With Tourism WA regional offices being recently closed (December 2010), there is also a need to provide referral and information to new or established tourism operators seeking product development support. Conversely, the South west Development Commission (SWDC) has elevated its role in supporting regional tourism through the appointment of a Tourism Development role (currently focused on events and event evaluation) and the opportunity to better utilize the ongoing Regional Coordinator role to develop and progress tourism initiatives. A stronger partnership with SWDC in relation to tourism should be pursued. Support for a water themed fun park continues. This is dealt with under Objective P6 of the original Strategy which calls for the development of a business case for an aquatic based attraction which would include developing a unique concept and scaling the attraction to viability parameters. It is suggested work on this Objective be progressed as soon as possible.


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6. Component 2 – Marketing

6.1 Market information and monitoring Visitor profile data for regional areas published by Tourism WA is in the main a combination of National and International Visitor Surveys and ABS Commercial Accommodation Survey data. Sample size and collection methodology, particularly for National and International Visitor Surveys, provide trend information at a macro level. Reliable and responsive local market information is needed to provide an accurate understanding key markets and trends and identify issues and opportunities. OBJECTIVE M 1 Develop reliable and responsive tourism market information collection systems. Strategy M 1.1 Develop and implement a data collection strategy that measures and compiles market intelligence from;

Product providers (eg accommodation and attraction properties)

Actual visitors (eg exit surveys, visitor satisfaction etc)

Potential visitors (eg destination awareness and perception surveys)

6.2 Competitive Advantages and Opportunities The two stakeholder workshops provided feedback on Bunbury‟s strengths and weaknesses as a visitor destination. A full summary of workshop outcomes is contained in Appendix 1. Amongst the many advantages, gaps and opportunities identified a number of common themes and issues emerged when considering Bunbury‟s competitive advantages in the regional context. A brief summary follows;

Proximity to Perth – Significant regional advantage. Will be even more accessible with new Mandurah bypass for day trips and short breaks. (Noted: possible disadvantage – will likewise make destinations further south more accessible to the detriment of day trips and overnight stays.)

Nature based – attractions such as the Dolphin Centre, beaches, views/vantage points, green open spaces.

Rural hinterland – proximity to Ferguson Valley, wineries and rural hinterland towns. Growing quality and variety of day trip options. Base for touring region.

Culture and entertainment – based on facilities available such as cinemas, Bunbury Regional Art Galleries, Bunbury Regional Entertainment Centre, public art, pubs and nightclubs. Some good local and regional events. Heritage potential but not fully developed / suitably packaged.

Shopping and dining – regional facilities / services, proposed extension of shopping hours, restaurants and cafes.


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6.3 Target market segments Based on current visitor demographics (refer Section 3) and destination strengths listed above, the following market segments are identified as offering the best fit with Bunbury‟s tourism experience, and consequent growth potential.

Segment Description Influencing factors

Growth Potential

Business travelers

In Bunbury on business – work or conference related. 1 to 3 night stays, self drive, staying in hotel / motel accommodation. Use meeting facilities, cafes, restaurants.

Local and State economy, mainly resource, property and construction sector.

High

Visiting friends and relatives

Domestic and international origin. Staying for longer periods eg up to 14 days. Some visiting with children. Will seek local low cost activities and attractions, day tripping to the hinterland, eating out.

Experience / activities managed by their local hosts.

High

Day tripping family

Live in a 2 hour drive range of Bunbury (Perth, Mandurah and SW region).

Range of child focused attractions/ activities, cost of fuel.

High

Nature based backpacker

From overseas or interstate. Travelling alone or in pairs, staying Backpacker lodge, arrive by hired vehicle and public transport / backpacker transport. Want nature based experiences, will visit Dolphin Centre, beaches, seeking nightlife, shopping, entertainment, passive and active recreation.

International / national events, airline scheduling and pricing, security, nature based attractions.

High

Perth holidaying families

Typically south of the river families, self drive, staying in budget s/cont (on-site, chalet) or budget motel accommodation. Seeking passive and active activities for children, good range of shopping, attractions, cinema, entertainment, affordable dining.

Price sensitive – want budget accommodation, free activities, child focused attractions

Medium to high

Weekend escape couples

Looking for short (1 to 2 night) breaks out of Perth. Seeking quality hotel, apartment or s/cont accomm. Luxury experiences eg „new‟ experiences such as spa retreat. Want passive nature based activities, quality dining, shopping, day tripping to visit wineries / arts / crafts.

Quality or niche accommodation, with relaxation or indulgence focus.

Medium

The ongoing appropriateness of these target market segments should be reviewed annually in light of published tourism data and data collected by the City resulting from the implementation of Strategy M 1.1.


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6.4 Annual Marketing Implementation Plan An annual marketing implementation plan, outlining responsibilities, budgets and timeframes against activities, should include an assessment of activities against each target market segment. For example, the annual marketing plan matrix may look like;

Activity

Responsibility

Market Segment

Budget Allocation

Timeframe

Busin

ess tra

vele

r

Vis

itin

g

frie

nds

and

rela

tives

Day tripp

ing fa

mily

Natu

re

based

backpacker

Pert

h

ho

lidayin

g

fam

ilies

Weeke

nd

escape

couple

s

6.6 Niche Markets Niche markets identified for particular focus are described below. While much of the „product‟ directly associated with these niche markets is owned or managed by the City of Bunbury, there will also be opportunities to work with private sector operators, the broader tourism industry and sponsors to develop, deliver and market these new „products‟. The City‟s role is primarily one of planning, development, partnership development and marketing – eg

Forming beneficial alliances and partnerships

Assisting with concept and bid development, and

Providing marketing advice and support

Niche Market - Business Tourism

Bunbury is well located to attract small to medium business events, with a number of accommodation properties and public facilities providing meetings / conference venues. Current infrastructure suggests business events of up to approx 300 people are where Bunbury‟s strengths lie. Major benefits for accommodation and F&B providers, retail, dining and entertainment sectors, and adds weight to the objective of attracting new accommodation, and/or accommodation refurbishment. The proposed Bunbury Regional Entertainment Centre (BREC) expansion to provide flexible conferencing facilities (possibly 3 to 5 years away) will significantly expand conference and exhibition hosting capability. There is the potential to contract / work closely with BREC to deliver the Business Tourism marketing strategy.

Club and association conferences

Mining and resource related conferences and seminars

Social events

IT sector (potential ACDI link)

Medium. Will be of higher potential when BREC expansion and/or new 4 – 5 star accomm with conferencing achieved. Dependant on effective marketing to appropriate users and industry sectors associated with regional conferencing.


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The City‟s role may be to work with BREC to engage local operators, the Perth Convention Bureau (PCB) and others to produce and market a meetings and events planner aimed at conference hosts and organizers.

Niche Market - Sport Tourism

Hosting major sporting events will utilise Bunbury‟s excellent range of sporting venues and amenities. Many of these facilities are under the ownership and/or direct management of the City. Major sporting events provide significant tourism benefits, particularly events held over 2 or more days where there is an accommodation component. EventsCorp are a potential partner for developing a major annual flagship event.

Major sporting events (eg State / national level football, cricket)

One-off major sporting carnivals, generally Club hosted

SW Sports Centre, Hay Park, Hands Oval facilities as venues

Local flagship sporting event eg sailing regatta, three waters challenge etc.

High. Facilities available. High accommodation demand, partic groups. Major events attract significant media exposure. SW Institute of Sport future link.

6.7 Niche Market Strategy and Implementation Individual strategic development and marketing programs should be developed for each of the two identified niche markets. Given often lengthy lead times required for ground work, partner development and implementation, these plans are likely to have 3 to 5 year timeframes. For example, the planning matrix for each niche market may be developed under in the following format;

Niche Market Planning

Implementation

Activity Partners eg operators, clubs, ASW, PCB, PCO’s, EventsCorp, sponsors.

Responsibility Budget Milestones Timeframe

6.8 Growth Targets Given Bunbury‟s currently high occupancy levels, short term (1 – 3 years) growth targets are to be benchmarked against;

day trip visitation

average daily expenditure

the Visiting Friends and Relatives market. In the medium term (3 to 5 years), growth targets and strategies should be reviewed in light of new accommodation supply.


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Growth targets for the 2008 – 2011 period are;

Market Ave growth p/a over 4 years 2002 - 2006

Growth target p/a for next 3 years 2008 - 2011

Day trips to Bunbury 3.5% 2%

Visiting Friends and Relatives market

(-1%) 1%

Daily average expenditure 2004 – 2007

Growth target p/a by 2011

Average daily expenditure by overnight visitors

$188 4% p/a (ie $211 by 2011)

OBJECTIVE M 2 Increase Bunbury‟s overnight stay and day trip tourist numbers. Strategy M 2.1 Incorporate competitive advantages in brand positioning lines for application in general destination branding or campaign specific promotions –

Proximity to Perth

Nature based attractions

Rural hinterland / touring base

Culture and entertainment

Shopping and dining M 2.2 Develop an annual marketing and promotional plan targeting the key market segments –

Business traveler


Day tripping family



Weekend escape couples M 2.3 Develop product development, partnership and marketing programs for niche markets (in priority order);

Business tourism (in partnership with / contract Bunbury Regional Entertainment Centre)

Sport tourism

6.9 Marketing review, 2010 Product development appears to be a precursor to many of the marketing priorities identified in this review. For example, market the proposed tourism product packages (accommodation, tours, transport, eating out, shopping etc), market the new active nature based activities and facilities at the Big Swamp, etc. There is a more urgent need for the development of data collection systems at the local level (as per Strategy M1 of the original Strategy). With the demise of the Market Research section of Tourism WA, there has been a further reduction in the support available for data extrapolation at the regional and local level. The City Life review indicates initial planning to implement Strategy M1 has commenced and this should be progressed as a matter of priority.


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Support was received for the beautification of major approaches to Bunbury, with a focal point entry statement/sculpture at or near the Eelup roundabout. The Strategy focuses attention on the Koombana Drive entry to Bunbury (arrival precinct, Dolphin Centre, future Visitor Centre etc) and there are suggestions for themes such as dolphins and the Geographe Wine Growing Region. The review has highlighted support for the development of more high profile events for Bunbury. The highly successful „Groovin‟ the Moo‟ music event provided widespread economic and destination image / awareness benefits to local tourism. Feedback indicates an opportunity to consider the development of further large scale national and international events – such as an ocean distance swim event and a long distance ocean sailing race originating from Bunbury. Accordingly, these types of suggested events could be considered under existing Objective P5.2 – key tourism related sporting and cultural events.


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7. Component 3 - Leadership and Facilitation Leadership, facilitation and communication by the City are essential elements which underpin the successful implementation of this strategy. In particular this extends to the City‟s role with the local community, local and sub-regional tourist operators, the wider tourism industry structure and businesses who benefit indirectly from tourism;

7.1 Agency Roles Key agencies and organisations the City will deal with to maximize tourism outcomes for Bunbury are listed below. Roles of each organisation specific to the implementation of this Tourism Strategy are listed; Tourism Western Australia - SW Regional Office, Bunbury

Product development in the region eg advice / input for proposed accommodation, attraction and services developments.

Planning comment on regional tourism development applications.

Advice to Local Government on tourism policy issues

Currently a particular focus on tourist attraction viability and sustainability

General information and resource point NOTE: TWA’s South West office closed in December 2009. During the 2010 Review responsibilities previously allocated to this office have been reallocated to other agencies and bodies. Tourism Western Australia - Head Office, Perth

Industry advocacy at State and Federal Government levels

Sector planning – eg sector tourism plans (cultural, nature based etc)

Statutory planning – eg comment on Tourism LPS‟s, including strategic / non-strategic site identification

City of Bunbury

leadership, facilitation

and communication role

Tourism

industry eg TWA, ASW,

etc.

Non-core product

and service

providers

Bunbury

Residents

Core

tourism

businesses


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Publication of tourism data *supply, demand, forecasting)

Investment attraction – through Landbank and the Investment Unit

Destination marketing, www.westernaustralia web site and e-marketplace development

Interstate and international destination marketing

Funding / contract arrangement with Regional Tourism Organisations Australia‟s South West – Offices in Bunbury and Albany

Delivers marketing program according to contract with TWA

Destination and product marketing to all markets (domestic and international)

Trade liaison – eg travel agents, airlines, product packaging

Industry liaison through cooperative marketing, membership development and industry education

MOU with Visitor Centres South West Development Commission

Investment attraction

Community development

South West region data collection

Community event support

Regional Investment Fund Bunbury Wellington Economic Alliance

Identification of priority projects in the membership area

Lobbying all levels of Government to achieve outcomes

Sub-regional leadership and coordination Visitor Centre network, Greater Bunbury

Development and distribution of visitor information (walk-in and telephone enquiries, maps, brochures, web sites etc)

Link to local tourist operators (some with membership systems in place)

Industry updates eg training opportunities, marketing programs etc

Some offer cooperative marketing activity programs eg Planner / Guide advertising, attending consumer shows etc

Sub-regional branding OBJECTIVE L 1 The City will work cooperatively with tourism related agencies to identify and pursue tourism outcomes for Bunbury. Strategy L 1.1 Regular briefings and meetings are held with tourism related agencies at the senior staff / CEO level as required.

7.2 Value of Tourism Awareness Promoting the value of tourism in the local community will aim to;

Engage residents as ambassadors for Bunbury

Increase awareness of the economic, social and environmental benefits of tourism

Demonstrate flow-on benefits of tourism to suppliers of goods and services to the tourism industry, eg construction, hospitality, entertainment sectors etc.


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The City‟s 2008-09 Marketing Implementation Plan aims to increase general awareness of the value of tourism through various activities such as familiarisation programs, networking, media and PR strategies, the stakeholder management processes, local marketing and resident welcome kits OBJECTIVE L 2 Bunbury residents are aware of the broadly based benefits of tourism to the local community and are advocates for Bunbury as a visitor destination. Strategy L 2.1 Deliver a Value of Tourism program, including distribution of visitor information to local households aimed at informing residents and their visitors about things to see and do in and around Bunbury.

7.3 Leadership Stakeholder workshop participants from the Bunbury Wellington sub-region indicated a need for the City of Bunbury to provide leadership with regard to tourism in the sub-region, including product development and marketing. There is clearly an understanding that tourism growth for both Bunbury and operators in surrounding Shires will be optimized through a cooperative and coordinated approach to tourism product development and marketing. The sub-region is acknowledged as an essential component of the Bunbury visitor experience with a growing number of attractions, activities, events, accommodation options and wineries to expand and enhance the visitor experience. OBJECTIVE L 3 The City will lead tourism development in the sub-region through coordination of a peak tourism advisory group. Strategy L 3.1 A tourism advisory group comprising tourist operators from Bunbury and the hinterland, industry stakeholders (eg ASW, winegrowers associations etc) and City representatives meet on a quarterly basis to review and monitor the implementation of this Tourism Strategy and provide input on current tourism issues and opportunities.

7.4 Industry Participation The City proposes to introduce a system of Membership in 2009. This should be based around Visitor Centre services, industry education and networking, and a cooperative marketing program. The aim of membership is to bind the operators under common product development and marketing programs as described in Section 6 above. OBJECTIVE L 4 Tourism operators in the greater Bunbury area and the sub-region are focused under common goals for growth of tourism in the sub-region.


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Strategy L 4.1 Develop a membership system for operators based on financial membership and / or cooperative marketing program contribution and participation. L 4.2 Convene a reference group from the Membership to provide input and feedback on Member related products and services.

7.5 Industry Participation review, 2010

Little feedback was received during the Review in relation to the City‟s Leadership and Facilitation role for tourism in the region. A significant change that occurred in December 2010 was the closure of Tourism WA regional offices. This is reflected in the Implementation Plan by removing and/or replacing the former TWA regional offices with other agencies or bodies as appropriate. Existing Strategies emphasize the City‟s role in promoting the Value of Tourism to the local community, coordinating a peak tourism advisory group and providing a level of planning and coordination to unite the sub-region under common tourism goals. The Geographe Vignerons Association has suggested Bunbury take a more proactive role in positioning Bunbury as the „wine capital‟ of the Geographe winegrowing region. While this seems to be a more overtly marketing strategy, the initial consideration should be to understand in more detail the expectations and implications associated with such an approach, and how such an approach could coexist with the City‟s broader marketing responsibilities. The 12 month review indicates a City of Bunbury Marketing Membership system has been introduced, a Value of Tourism program is planned, and regular networking is underway. The next major step will be the formulation of the advisory group which is planned for next year.


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8. Implementation Plan NOTE: Changes to the Implementation Plan adopted by Council as a result of the 2010 Strategy Review are shown shaded in the table following.

Objective

Strategy Responsibility KPI Timeline

PRODUCT DEVELOPMENT

P1 Attract new accommodation development in the 4 to 5 star range.

P1.1 Progress the adoption of the Local Planning Strategy for Tourism as a policy mechanism to inform Amendments, Reviews and private sector tourism development applications.

City Development Assistance from: TWA Perth

SW Region Planning Committee adoption

Est July 2009

P1.2 Actively pursue the development of the Key Tourism sites identified in the 2007 Landbank Tourism Accommodation Study

CEO City of Bunbury – re : Bunbury Regional Entertainment Centre site

BREC site – concept designs, developer and Hotel in negotiation with Council Punchbowl/ Lot 666 – Rezoning of Land

Dec 2009 July 2009

P2 Encourage refurbishment or redevelopment of existing tourist accommodation.

P2.1 Facilitate a seminar by TWA‟s Investment Unit for owners of existing accommodation properties.

TWA Investment Unit Supported by CRC for Sustainable Tourism

Workshops attended by 30% of accommodation owners

Sept 2009


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P 3 Encourage the take-up of “Unrestricted Residential Accommodation (URA)” and “Unrestricted Residential Occupation (URO)” as defined in the LPS for Tourism (draft).

P 3.1 Inform potential operators of the new URA and URO provisions and advise of their relative merits, subject to their insertion through a Scheme Amendment to TPS7.

City Development Planning Staff with support from staff with contact to potential operators(eg Economic Development, Visitor Centre)

URA / URO provisions promoted via local media, architects, real estate agents once appropriate Amendment to TPS 7. Model management plan / agreement completed

June 2009 Linked to development of incentive package (est Nov 2009)

P 3.2 Undertake a feasibility study into the drafting of standard conditions for planning approvals for URA and URO uses. Consider and investigate the use of Tourism Council Quality Assurance Accreditation to form part of these conditions to provide basic standards of operation that are nationally recognized.

City Development Assistance from: Tourism WA Tourism Council WA

P 4 Create a tourist hub focused on the Koombana Bay foreshore / visitor arrival precinct.

P 4.1 Design an iconic arrival precinct that provides strong visual, aesthetic, vehicle and pedestrian links between the proposed Three Waters Centre, Dolphin Centre, beach and inlet, and the city centre.

Council Committee: New Regional Visitor Centre Project Control Group. Support from: SWDC Tourism WA BWEA Landcorp

Commencing with detailed planning for Three Waters Centre via Council Committee New Regional Visitor Centre Project Control Group

est Nov 2009

P 4.2 Pursue tourism opportunities around the Koombana Bay Foreshore as part of the Bunbury Waterfront project including possible marina, 5 star Hotel, tourism resort and other connected facilities.

City Vision Implementation Committee

City of Bunbury Executive Management Team

Tourism opportunities included in Waterfront Stage 1, Structure Plan

Nov 2010


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P 5 Identify and develop infrastructure to support events to attract visitors to Bunbury.

P 5.1 Support the development of the proposed BREC Conferencing Facilities expansion to an estimated cost of $7.5m

BREC Apply for and receive funding through the South West Regional Grants Scheme, Royalties for Regions Program

Funding approved

Nov 2009 June 2010

P 5.2 Identify key tourism related sporting and cultural event opportunities and develop plans for the provision of required infrastructure.

City Life

Events Officer

Cultural Development Officer

Events Scheduling Officer

City Promotions Committee

In partnership with:

EventsCorp (TWA)

DSR

Dept Arts and Culture

Ongoing


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P 6 Encourage private sector provision of tourist activities.

P 6.1 Prepare business cases for attractions and activities such as a water based fun park, aquatic equipment hire etc with the aim of seeking private sector involvement.

Tourism WA Regional and Product Development Managers Mark Exeter and Robin Inkpen

Prepare business cases. Call for EOI‟s New attraction product in place (eg hire equipment etc)

Jan – Dec 2009 Jan 2010 Nov 2011

P 7 Highlight Bunbury‟s tourism attributes through a series of interlinked and themed walk / cycle paths.

P 7.1 Audit existing trails and provide links between trails where required.

City Services – Consultant Supported by:

TWA Product Development

DSR

Heritage Council WA

DEC

Dept Culture and Arts

Review of existing trails complete

Dec 2009

P 7.2 Subject to approved Management Plans, identify appropriate themes and locations for trails, secure funding for construction, facilities, directional / interpretative signage.

City Development – Strategic and Environmental Planning City Services - Parks and Gardens Supported by:

TWA product development

DSR

Heritage Council WA

DEC

Dept Culture

Concept / theme development and funding applications for new trails / links Detailed design and ongoing funding application Expanded trail network (construction)

Dec 2009 – May 2010 June 2010 – Nov 2010 Feb 2011 – June 2012


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and Arts

Expanded / linked network In operation

Jul/Aug 2012

P 7.3 Upgrade Boulter‟s Heights and Marlston Lookout as key tourist vantage points and link them to the walk / cycle network.

City Development – Strategic and Environmental Planning City Services – Parks and Gardens

With:

Bike West

Walk It Bunbury

TBA TBA

P 8 Review the City of Bunbury Events Unit Business Plan 2006/07 with particular focus on the development of a major (signature) tourism event.

P 8.1 Identify and develop, through a process of community consultation workshops, an iconic event or events for Bunbury that will have community support, achieves audience targets and attracts significant grant and sponsorship investment and is therefore sustainable and provides long term economic and social benefits to Bunbury.

City Life - Events Officer - City Promotions Committee With support;

Events Corp (TWA)

Dec 2009 – Dec 2010

P 9 Improve the visitor experience through a customer focus.

P 9.1 Support the implementation of Tourism Council‟s Quality Assurance program (for accommodation, attraction and tour product) and promote the uptake of customer service training by others as appropriate eg Chamber of Commerce, Bunbury Wellington Small Business Centre, private providers etc.

City Life - Bunbury Visitor Centre Support from:

Tourism Council WA

TWA

BCCI

BW SBC

Visitor Centre promotes training opportunities to operators / Members via monthly newsletter

Jan 2009, ongoing


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P 10 Provide adequate tourism directional signage.

P 10.1 Review and upgrade current directional and operator signage according to the State Tourism Signage Policy endorsed by Tourism WA and Mains Roads WA.

City Services – Consultancy Assistance from:

Main Roads

TWA

Visitor Centre

Audit of current directional and operator signage complete Upgrade directional signage Advise operators of recommended (user pay) signage upgrades

June 2009 Sept 2009 – Feb 2010 Sept 2009 – Feb 2010

P 11 Provide food facilities at key tourism sites and beaches.

P 11.1 Encourage (seasonal) mobile food vending in appropriate locations eg Back Beach, Koombana Bay, Big Swamp etc until permanent facilities are established.

City Development - Environmental Health

Tenders called for food vendors

Tendering process completed for implementation summer of 2009/2010

P 12 Deliver excellent visitor information and customer service through Visitor Centre services and products.

P 12.1 Identify opportunities for application of on-line and off-line digital technologies to deliver visitor information to potential and actual visitors (refer to „VCAWA Digital Strategy 2008‟ recommendations).

City Life - Visitor Centre - COB IT Dept Assistance from:

VCAWA

TWA

Implementation of opportunities identified (Consider NVC investment and development)

Commence investigation July 2009


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P 12.2 Ensure the Visitor Centre is adequately resourced

to provide accurate visitor maps and guides, product information, digital and web based information, bookings and excellent customer service. Provide access to foreign language tourist information on visitbunbury.com.au

City Life - Council - Visitor Centre - Marketing Officer

VC Kit Customer satisfaction results specific Visitbunbury website redesigned and updated

Annually, Ongoing

P 12.3 Conduct regular visitor surveys to measure customer service satisfaction, destination satisfaction, demographic profiles and expenditure.

City Life - Visitor Centre Assistance from;

CRCST

Management data system in place and results published quarterly

July 2009

P 13 Improve visitor access between Perth and Bunbury.

P 13.1 Advocate increased train and coach frequency and timetabling to suit visitor needs.

CEO to Advocate City Development Assistance from;

TWA Regional Manager

DPI?

Discussions held Trans WA

Throughout 2009, ongoing

P 13.2 Advocate and facilitate the locating, designing and development of the Perth to Bunbury fast train service to terminate within walking distance of the CBD.

City Development PTA in partnership with City Development

TBA by the Minister

TBA by the Minister

P 13.3 Advocate the provision of additional taxis licenses, and particularly evening taxi licenses, to meet tourism demand for the Greater Bunbury area.

City Development PDPI/Taxi companies in partnership with City Development

Discussions held DPI and Taxi companies

Throughout 2009, ongoing


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P14 Provide assistance by way of referral to third party resources for start-up or established tourism businesses seeking product development support.

Approach the Bunbury Wellington Small Business Centre to determine the level of support (resources and training) available to start-up and established tourism businesses. Provide a Tourism Business Development Support fact sheet listing type of assistance available and sources of support (eg agencies or web sites) for distribution in response to enquiries to the City or Visitor Centre.

City of Bunbury - Economic

Development Officer

- Manager Visitor Centre

With support;

- BWSBC SWDC

Meeting/s with BWSBC . Level of support determined Fact Sheet available from City of Bunbury / Visitor Centre

March 2011 March 2011

P15 Develop activity based tours and facilities at the Big Swamp eg equipment hire, day and night tours, interactive walks etc.

Approach SWDC for support to undertake required concept planning and feasibility investigations.

City of Bunbury - Economic

Development Officer

- Manager Visitor Centre

With support;

- SWDC

Meeting/s with SWDC. Methodology for concept planning and feasibility investigation developed

June 2011

P16 Review and reproduce the successful „Ecowalks‟ brochure – a guide to eco walks in Bunbury and surrounding areas. Produce in printed and electronic formats.

Approach SWDC and potential sub-regional partners and sponsors to develop a sustainable model for ongoing brochure reprinting and web site hosting by tourism agencies and operators.

City of Bunbury - Environmental

Officer - Marketing

Officer With support; SWDC

Model and subsequent strategies developed in consultation with key stakeholders

Aug 2011

P17 Develop a system for developing, marketing and distributing tourism product packages aimed at targeted market segments.

In conjunction with SWDC and Australia‟s South West, devise a viable model for package development distributed via wholesalers and consumer direct.

City of Bunbury - Marketing

Officer

With support;

- SWDC ASW

Model and subsequent strategies developed in consultation with key stakeholders

Sept 2011


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P18 Investigate the development of a regional food/wine/local produce „cluster‟ with a view to future tourism packaging and promotion.

Canvas SWDC, local Chambers of Commerce, producer groups and the Department of Agriculture, to determine what is already underway in this area with a view to identifying resources for developing a program that more fully develops tourism product and marketing potential in this sector.

City of Bunbury - Environmental

Officer - Manager

Visitor Centre - Marketing

Officer With support;

- SWDC - ASW - BCCI - Dept. Ag.

Situational analysis conducted in consultation with relevant parties. Improvement and resource opportunities identified.

July 2011


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MARKETING

M 1 Develop reliable and responsive tourism market information collection systems.

M 1.1 Develop and implement a data collection strategy that measures and compiles market intelligence from;

Product providers (eg accommodation and attraction properties)

Actual visitors (eg exit surveys, visitor satisfaction etc)

Potential visitors (eg destination awareness and perception surveys)

City Life - Marketing Officer With support;

TWA Research Dept

Regional Manager

ASW

Market research conducted annually

Commencing October 2009 and annually ongoing

M 2 Increase Bunbury‟s overnight stay and day trip tourist numbers.

M 2.1 Incorporate competitive advantages in brand positioning lines for application in general destination branding or campaign specific promotions –

Proximity to Perth

Nature based attractions

Rural hinterland / touring base

Culture and entertainment

Shopping and dining

City Life - Marketing Officer

Market research indicates target market awareness of key competitive advantages

Commencing July 2009 and annually ongoing

M 2.2 Develop an annual marketing and promotional plan targeting the key market segments –

Business traveler


Day tripping family



Weekend escape couples

City Life - Marketing Officer

Marketing and Promotional Plan and budget developed in line with annual Council budgeting process

March 2009 and annually ongoing


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M 2.3 Develop product development, partnership and

marketing programs for niche markets (in priority order);

Business tourism (in partnership with / contract Bunbury Regional Entertainment Centre)

Sport tourism

Event tourism

City Life - Marketing Officer With support;

ASW

Perth Convention Bureau

Eventscorp

Dept Sport and Rec

BREC

Plans and budgets developed in line with annual Council budgeting process

March 2009 and annually ongoing

LEADERSHIP AND FACILITATION

L 1 The City will work cooperatively with tourism related agencies to identify and pursue tourism outcomes for Bunbury.

L 1.1 Regular briefings and meetings are held with tourism related agencies at the senior staff / CEO level as required.

CEO/EMT

Meetings / briefings held at least quarterly with one or more key agencies

July 2009 and quarterly ongoing

L 2 Bunbury residents are aware of the broadly based benefits of tourism to the local community and are advocates for Bunbury as a visitor destination.

L 2.1 Deliver a Value of Tourism program, including distribution of visitor information to local households aimed at informing residents and their visitors about things to see and do in and around Bunbury.

City Life - Marketing Officer - Visitor Centre - Communications Officer

Campaign developed and submitted for approval and funding in line with annual Council budgeting process

Mar 2010 and annually ongoing


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L 3 The City will lead tourism development in the sub-region through coordination of a peak tourism advisory group.

L 3.1 A tourism advisory group comprising operators from Bunbury and the hinterland, industry stakeholders (eg ASW, winegrowers associations etc) and City representatives meet on a quarterly basis to review and monitor the implementation of this Tourism Strategy and provide input on current tourism issues and opportunities.

City Life - Visitor Centre To be formed by COB including ASW, TWA BCCI,TCWA BWEA GVA Collie, Ferguson, Harvey and Capel TA‟s

Advisory group formed and quarterly meetings held

Group formalized July 2009. Meetings commence Sept 2009 and quarterly ongoing

L 4 Tourism operators in the greater Bunbury area and the sub-region are focused under common goals for growth of tourism in the sub-region.

L 4.1 Develop a membership system for operators based on financial membership and / or cooperative marketing program contribution and participation.

City Life - Visitor Centre - Marketing Officer

New membership system developed and lunched for 2009/10 financial year

Membership launch June 2009

L 4.2 Convene a reference group from the Membership to provide input and feedback on Member related products and services.

City Life - Visitor Centre - Marketing Officer

Reference group formed and quarterly meetings held

From November 2009 and quarterly ongoing


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9. Appendix

9.1 Appendix 1 – Workshops Summary

WORKSHOP 1 SUMMARY – 14TH August 2008 1. Attractions

Dolphins

Ocean, waterfront, Three Waters element

City in the country

Ferguson Valley

Close to Perth 2 hrs

Good base, central to region – short break- day trip possibility

Wide range of accommodation

Diversity and proximity of experiences – the package

Public Art – include heritage, arts, culture

Port

Parks – Maidens, Tuart walk, Manea Park, Boulters Heights, Pioneer Park, Leschenault Inlet Crabbing and fishing

Shopping

Eating out

Entertainment

Festivals and Shows

Wineries

Donnybrook Apple Funpark

Look Outs – Marlston, Boulters Heights 2. Weaknesses

Shops not open

Need more activities/attractions

Active attractions needed : e.g. flying fox 3. Opportunities

New highway - More daytrippers? Or Less nights stay ? Market ideal short break (romance)

Big day trip push – we are even closer

Seeking real experiences

Service / hospitality

Genuine

4. Work sheet responses

a) attractions as noted before


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Dolphins Views

b) Themes

Water Eco Tourism Culture and Entertainment

c) Possible new attractions – ideas.

Funparks – children Water theme park Swimming – Jetty baths rebuild Adventure activities Cycle tours/paths/connections Farmers Markets Surf Cats Go Carts Water Fountain Fishing Charters Regional Museum Night light Art Regional Museum Night time activities Relocation of Visitor Centre Back Beach - Commercial nodes limited to activate tourism Museum Multipurpose exhibition and conference facility Public art Trail – tourism, heritage, culture More aquaitic based activities House Boast – accommodation Marina Fish/crabbing public facilities – (timber jetty restoration) Pier facility, amusement arcade, slide café etc on Timber Jetty. Waterbase fun park of timber jetty Major yachting race linking with events e.g. Int Jazz Festival.

5. Activities

Family Couples Business Traveler

Day BDD Apple fun park SWSC Movies Sports Shopping

BDD tours Café Restaurants Cinema Day Spa

Golf Restaurants Cinema Races/Trots

Night Cinema BREC Very little Dinner Speedway

BREC Restaurants Bars Night Clubs

Pubs Restaurants Cinema


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6. The City’s Role

VOT

Facilities o Convention Centre o Water park

Paint the picture – extension of City Vision

Advocacy e.g. TWA, TCWA, grants

Sub region co-op and leadership

Information provision: o Visitor o Residents to greater Bunbury o New residents

Customer Service Training – training internal/external

Information Update to stake holders 3 times per year

E-Newsletters – Industry and residents

Displays in shopping centre – Industry and residents


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WORKSHOP 2 SUMMARY – 18TH August 2008

General overview;

STRENGTHS;

GAPS / OPPORTUNITIES;

Nature based BDD Beaches

Restaurants Cafes Shopping hours

ATTRACTIONS; Purpose built attractions Water theme park

ACCOMM; 5 star More s/cont More CP

Transport options poor Not tourist friendly


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Example : Backpacker

Accommodation Day Night Experience

Liked:

Back packers

Choice of two

Liked:

Dolphins

Big Swamp

Beach

Mangroves

Taffy‟s, Fish and chips

Movies

Pub

Cycling

Sea kayaking

Diving

White water rafting

Ballooning

Skydiving

Nature & Adventure

Liked:

Cheap dinner

Pub

Night club

Liked: Dolphins Clean air Beautiful weather Easy to find work Friendly people

Would like:

Up market Backpacker with pool

Local family homestay

Would Like:

Flying Fox

Waterskiing

Jet skiing

Hire cycles/ scooters

Better public transport

Would like:

Shopping

Hire a video/DVD in the CBD

Anything on a Sun & Mon - Closed

Would like:

7 day a week late night trading

Better public transport

Pth- By- Regional areas

Example : Interstate


Liked:

Beachfront

B & B

Quest

Private accom.

City Centre for nightlife

Liked:

Wineries

Galleries

Dolphin Center

Chill@beach

Café

Diving

Liked:

Rest‟ants

Nightclub

Liked:

Proximity to Perth and SW

Clean air

Clean Water

Number of restaurants

Would like:

Up Market

Waterfront

5 Star

Would Like:

Theme Park

Special wine tour

Boutique experiences

Day Spa

Boutique themed Cafes

Hop on –off bus

Boat Hire

Would like:

Relax along lit beach

Wine bar

Window shop

Would like:

5 Star hotel

Water Theme Park

Go Cart Track

Casino

High end night club


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Example : Business


Liked:

Sanctuary

Lord Forrest

Quest

Apartment

Hotel

Liked:

Meetings

Conference

Internet Café

Cafes

Taxis

Liked:

Bowling

Cinema

BREC

Restaurant

Pub

Liked:

Water

Beaches

Parking

Rolling Hills

Would like:

5 Star facility

Funky B & B on the Water

Would Like:

Internet Cafes

Business Centre

Day Gym membership access

Bicycle hire

Would like:

Shopping after 5pm – late night shopping after 9 – 5 business hrs.

Would like:

More police and security

More waterfront eateries

Example : Family

Accommodation

Day Night Experience

Liked:

Self catering apartment/ motels

Family rooms

Caravan parks – Chalets - cabins

Liked:

Dolphins

Big Swamp

King Cottage

Beach

Ferguson Valley

All of SW as far as Augusta to Harvey

Cycling

Cathedral Ave

Liked:

Restaurants

Cinema

Ten Pin Bowling

Walking along beach

Liked:

Location

Good shopping

Bunbury Dolphin Discovery

Koombana area

Beaches

Would like:

More Caravan park options

More Self contained apartments

Family friendly resort style accomm

Would Like:

Theme Park/Water Park with adult option

Hire bikes

Hire water gear

Would like:

Outdoor Cinema

Observatory

Night animal tour

Would like:

More activities need


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Example : Retired


Liked:

Clifton

Rose

Lighthouse

Quest

Parade

Water views B&B

More central locations

Liked:

Dolphins

Waterside activities

Art gallery

Lookout

Café

Marlston waterfront/Taffy‟s

Liked:

BREC

Formal Restaurant

Coffee and cake on strip

Liked:

Dolphins

Proximity of views to waters

Walking access

Fresh air

No congestion

Would like:

Mantra

More waterfront B & B

Boutique

Lodge style

Would Like:

City Walk Tour

City Bus Tour

Museum

Indigenous Culture

Health Tours

Boat Hire

Would like:

Sound & light show

Fountain

Evening cruise

Jetty fishing

Jetty walking

Would like:

Better signage

Better transport

Iconic all weather WOW factor

High speed rail link

City of Bunbury Role Leading Hand Better resourced Facilitate the sub region Build investor confidence

Planning

Allocations

Demonstrated yield

Speak the lingo

Local image brand Value of Tourism local awareness campaign

Everyone benefits

Tourist focus e.g. shopping hours

Customer service ….. encourage facilitation Visitor Servicing Work with Tourism WA and AWS – for product development and marketing Create a point of difference Help & support Events – leverage – Events Capital


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Appendix 2

9.2 Appendix 2 – Tourism Strategy 2009 – 2014 Progress Report August 2010

A review of implementation progress of the Tourism Strategy 12 months from adoption by Council. Compiled by City of Bunbury officers in August

2010.


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9.1 Appendix 3 – Review Workshop Summary Tourism Strategy Review Workshop, Monday 30

th August, Council Chambers

Attended Workshop:

Shane & Mim Conquer - Discovery Holiday Parks

Alan Cross - South West Development Commission

Katherine & Maria Fitzgerald - Tourism Student & Member of public

Kristina Knight - Marketing Officer City of Bunbury

Ian & Sarah Upton - Dolphin Retreat YHA & Wander Inn Backpackers Bunbury

Amanda Yip - City Promotions Committee Member

Carolyn Austin - Donnybrook Regional Tourism Association

Deborah Shadler - Boathouse B&B

Dom Marzano - Executive Officer City Life City of Bunbury

Felicity Anderson - Manager Bunbury Visitor Centre

Apologies:

Stephen Craddock - Councilor

David Kerr - Dolphin Discovery Centre

Sandra & Edward Pigott - Columberie B&B

Sascha Papalia - Australia's South West

Colin & Fran Sussex - Sussex on Willis Cove B&B

John Carter - City Promotions Committee Member

David Byatt - West Coast International College of English

Adrian Gutteridge - Lighthouse Beach Resort

Cr Juliet Harrop - Councilor

Rod Simpson - Quality Hotel Lord Forrest

Ross Slater - Councilor

Written submissions

Received from:

John Carter, City Promotions Committee member

Wayne Hammond, President, Geographe Vignerons Associations

David Byatt, Administrator, West Coast International College of English

City Promotions Committee

Meetings

Held with:

SWDC – Mark Exeter, Alan Cross

Australia‟s South West – Sascha Papalia

Documents

City of Bunbury...City of Bunbury Tourism Strategy 2009 – 2014 Page 6 Of all nights spent in Bunbury in 2005 and 2006, 64% were by West Australians, 15% by interstate visitors and