draft - scenic rim regional council

DRAFT

Scenic Rim Adventure and Nature-based Tourism Strategy 2021 - 2024

May 2021

DRAFT Scenic Rim Adventure and Nature-based Tourism Strategy 2021 - 2024

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Acknowledgement of Country

We acknowledge the Traditional Owners and custodians of the land within the Scenic Rim local government area and we pay respect to the Elders past, present and emerging.

Acknowledgements

Scenic Rim Regional Council would like to thank the following businesses and organisations for their valuable time and feedback, which has helped inform the Scenic Rim Adventure/Nature-based Tourism Strategy:

• Mt Barney Lodge

• Tree Top Challenge

• Hot Air Scenic Rim

• On The Edge Events

• SEQ Water

• International Park Tours

• Camp Moogerah

• Canungra Sky Sports

• Binna Burra lodge

• Camp Kokoda

• Scenic Rim Adventure Park

• Lost World

• Cedar Creek Lodges

• Elite Helicopters

• Brisbane Economic Development Agency

• Tourism Events Queensland

• Queensland Parks and Wildlife Service

• Horizon Guides

• QLD Motopark

• O'Reilly's Rainforest Retreat

• Park Tours

In addition, this strategy has been informed by research papers and content developed by:

• Extra-Mile Tourism Management

• Lucid Economics


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Table of Contents

Table of Contents ..................................................................................................................... ii

1. Executive Summary ............................................................................................................ 1

2. Introduction ......................................................................................................................... 3

3. Strategic and Policy Context ............................................................................................. 5

4. Market Analysis ................................................................................................................... 7

4.1 Key Assets, Attractions and Experiences ......................................................................... 7

4.2 Visitor Trends ........................................................................................................................ 8

5. Competitiveness of the Scenic Rim ................................................................................ 12

5.1 Gap Assessment ................................................................................................................. 12

5.2 SWOT Assessment ............................................................................................................ 14

6. Adventure and Nature-based Tourism Strategy............................................................ 15

6.1 Strategy Overview .............................................................................................................. 15

6.2 Investment Facilitation ....................................................................................................... 16

6.3 Marketing and Promotion .................................................................................................. 16

6.4 Business and Industry Development ............................................................................... 17

7. Action Plan ......................................................................................................................... 18

8. Monitoring Framework ..................................................................................................... 21

References .............................................................................................................................. 22


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1. Executive Summary

The Scenic Rim is a region of spectacular natural beauty, diverse landscapes, abundant wildlife and incredible produce.

The region’s natural history dates back more than 26 million years to a time when the region was a volcanic hotspot. The volcanic activity led to the creation of the spectacular mountain range and has enabled the region’s lush flora and fauna to flourish. Rich basalt soil and a temperate climate have provided fertile ground for rainforest to prosper.

Nature-based tourism is one of Queensland’s greatest competitive advantages. Seeking more active and adventurous experiences, and more rich and connected moments within nature, visitors are showing more interest in nature-based activities in Australia.

Exploration and development of Scenic Rim's Adventure and Nature-based Tourism Strategy began in 2019, and has been revisited in response to COVID-19 and the effect the pandemic has had on holiday patterns and travel trends.

Travellers are seeking holidays with a strong connection to nature and the Scenic Rim region is the ideal location for adventure and nature-based tourism development and growth, with six National Parks and the UNESCO World Heritage listed Central Eastern Rainforest Reserves.

In every walk in nature, you receive more than you seek

- John Muir


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The framework for the Scenic Rim Adventure and Nature-based Tourism Strategy is demonstrated in the following diagram (Figure E.1). It has been based on engagement with industry as well as a detailed review of the destination, including a gap assessment and a SWOT assessment.

The strategy has the goal to be Queensland’s leading adventure and nature-based tourism destination and establishes a framework for Council and industry to collaborate to achieve this goal.

Figure E.1. Scenic Rim Adventure and Nature-based Tourism Strategy

Source: Lucid Economics

Adventure and Nature-based Tourism can add:

371,000 visitors

290,000 visitor nights

$50 million in visitor expenditure

Over 200 new jobs

2. Marketing & Promotion

• Together with industry, undertake marketing campaigns

• Support adventure tourism events in the region

• Improve digital tools to enrich visitor experience

• Improve local signage • Working with local

industry, promote a unified region and diversity of local experiences

3. Business & Industry Development

• Support the development of local business capability and a quality online presence

• Regularly engage with industry

• Promote the value of adventure tourism in the region

• Foster strong partnerships and a collaborative approach for adventure tourism

1. Investment Facilitation

• Identify and facilitate options for new accommodation

• Ensure local planning processes support accommodation development

• Proactively seek to grow mobile phone coverage

• Encourage new adventure tourism products and experiences

Annual Action Plan and KPIs

Goal: To Become Queensland’s Leading Adventure Tourism Destination

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2. Introduction

The Scenic Rim's natural history dates back more than 26 million years to a time when the region was a volcanic hotspot. The volcanic activity led to the creation of the spectacular mountain range and has enabled the region’s lush flora and fauna to flourish. Rich basalt soil and a temperate climate have provided fertile ground for rainforest to prosper.

The Scenic Rim is home to six National Parks and the UNESCO World Heritage listed Central Eastern Rainforest Reserves. The Scenic Rim’s six national parks are Mt Barney, Main Range, Moogerah Peaks, Tamborine, Lamington and Mount Chinghee. These National Parks, with their abundant natural beauty and steep and rugged mountain ranges, provide a unique landscape for the Scenic Rim.

This strategy is about growing the local adventure / nature-based tourism market in order to maximise the region’s natural competitive advantages and opportunities and deliver a range of benefits to the community.

Figure 2.1 Scenic Rim

Source: QGSO (2020)


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This strategy was developed through a structured process, as outlined in Figure 2.2

Figure 2.2 Strategy Development Process


COVID-19 Pandemic

The COVID-19 pandemic, which struck the world in early 2020, has had a disastrous impact on the local tourism industry, including adventure and nature-based tourism. Travel restrictions, border closures and lock downs prevented many people from engaging in tourism activities.

This plan was developed during this crisis. While international borders will remain closed for the foreseeable future, many jurisdictions have no travel restrictions and a surge in intra-state and interstate travel is expected to continue as local residents substitute a domestic holiday for any planned overseas travel.

While adventure and nature-based tourism remains at risk from the COVID-19 pandemic (as the entire tourism industry is), it has the potential to assist the Scenic Rim region’s economic recovery.

You should spend 20 minutes in nature a day, unless you are busy. Then make that an hour.

- Dr. Sukhraj Dhillon.

Research

Identification of visitor trends locally, regionally and globally

Engagement

Engagement with industry, seeking input and guidance

Strategy

Development of a strategy and action plan to grow adventure tourism


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3. Strategic and Policy Context

This strategy aligns to (and supports) a number of existing strategies and it provides a more detailed perspective on growing the adventure/nature-based tourism segment, which has been previously identified as a potential significant growth area.

Scenic Rim Regional Prosperity Strategy 2020-2025

The Regional Prosperity Strategy provides direction for the future economic growth of the Scenic Rim region. It identifies tourism as an important growth area for the future.

The Adventure and Nature-based Tourism Strategy aligns strongly to the Regional Prosperity Strategy and will support the delivery of valuable jobs for local residents.

Scenic Rim Tourism Strategy 2017 -2021

The Tourism Strategy provides a road map to grow the tourism industry in the Scenic Rim region. It highlights the numerous existing assets and advantages that the region has as well as highlighting the existing adventure and nature-based tourism sector. The strategy identifies adventure and nature-based tourism as a major growth area (amongst other tourism sectors).

The Adventure and Nature-based Tourism Strategy is directly aligned to this broader tourism strategy and seeks to deliver many of the outcomes highlighted in the region tourism strategy.

TEQ Nature Based Tourism Strategy 2020 - 2023

The purpose of this strategy is to provide strategic direction for TEQ, working in partnership with key government and industry stakeholders, to support the sustainable growth of the nature-based tourism sector in Queensland. This strategy has been framed to position Queensland to achieve its vision as a vibrant and sustainable nature-based tourism industry that delivers transformational experiences and supports the conservation of Queensland’s natural and cultural assets.

The Adventure and Nature-based Tourism Strategy aligns strongly with this State tourism strategy.


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TEQ Marketing Strategy 2025

The TEQ marketing strategy identifies a vision and goals for the Queensland tourism industry. It highlights Queensland’s ‘experience pillars’, which includes Adventure and Discovery and cites Adventure Experiences as a hero experience within the State. The TEQ Marketing Strategy outlines a series of activities to generate higher levels of visitation and expenditure.

The Adventure and Nature-based Tourism Strategy aligns to the TEQ marketing strategy and seeks to market and develop the local adventure tourism market, which will contribute positively to achieving the goals outline in the Strategy.

And into the forest I go to lose my mind and find my soul.

- Anon


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4. Market Analysis

4.1 Key Assets, Attractions and Experiences

The Scenic Rim region’s natural amenity is clearly its greatest asset for adventure and nature-based tourism. The region’s six national parks and the ability to offer a diversity of natural environments, from rain forests to rugged mountains and lakes, provide a strong foundation for adventure and nature-based tourism. Furthermore, the region benefits from a range of existing operators already active in the adventure and nature-based tourism sector.

Key existing experiences are highlighted in the following table (Table 4.1).

Table 4.1. Scenic Rim Adventure Tourism Experiences

Category Experience

Passive Adventure • Camel Rides

• Horse Riding

• Gliding

• Ballooning

• Fishing

• Heli-Tours

Active Adventure • Jet Ski/Water ski

• 4WD

• Trail Bike Riding

Eco / Nature Adventure • Ecotourism

• Bird Watching

• Mt Barney Lodge

• Wongari Lodge

Exhilarating Adventure • Mountain Biking

• Ziplining

• Kayaking

• Hang Gliding

Challenge Adventure • Hiking

• Climbing

• Via Ferrata (opening 2021)

Outdoor Educational Camps • Abseiling

• Canoeing

• Bush Walking

• High Ropes

• Mountain Biking

• Orienteering

• Climbing

• Kayaking

• Flying Fox

• Hiking

Source: Extra-Mile Tourism Management (2019)


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The following local businesses have achieved an ECO Certification accredited by Eco Tourism Australia (as of February 2021), which supports the region’s strong existing nature-based tourism offer:

• Araucua Ecotours

• Binna Burra lodge

• Cedar Creek Lodge

• JPT Tour Group

• Horizon Bush Tour

• Glow Worm Caves Tamborine Mountain

• Horizon Guides

• International Park Tours

• Mt Barney Lodge

• Mystery Mountain Farmstay

• O'Reilly's Rainforest Retreat and Café

• Pterodactyl Helicopters

• Scenic Rim Trail (utilizes Scenic Rim trails)

• Tree Top Challenge

4.2 Visitor Trends

In 2019, the Scenic Rim received an estimated 1.1 million visitors that engaged in adventure tourism1, making up 68% of total visitors. The market has demonstrated solid growth over the last five years, growing at an average annual rate of over 15%. The market is dominated by day trip visitors (contributing 70% to total visitation) (Figure 4.1 and Figure 4.2). Currently, 70% of adventure tourists to the Scenic Rim region come from the Brisbane Tourism Region and a further 17% come from the Gold Coast. Only 3% of current adventure tourists come from other interstate markets and 1% from overseas.

Within Queensland, the Scenic Rim region ranks relatively high in terms of adventure tourism, ranking as the fourth highest region for outdoor / nature activities and second for outdoor active / sport activities (Table 4.2 and Note: 3-year average due to low sample size.

Source: TRA (2020)

Table 4.3).

1 Defined using Tourism Research Australia’s outdoor / nature and active outdoor / sport activity, as defined in the National and International Visitor Surveys.


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Figure 4.1 Scenic Rim Visitors, Outdoor / Nature Activity

Note: Calendar years. 3-year average due to low sample size. Source: TRA (2020)

Figure 4.2 Scenic Rim Visitors, Active Outdoor / Sport Activity

Note: Calendar years. 3-year average due to low sample size. Source: TRA (2020)

Jobs fill your pockets, but adventures fill your soul.

- Jaime Lyn Beatty

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Table 4.2. Visitors Engaging in Outdoor / Nature Activities (% of total)

Tourism Region Day Domestic Overnight International Total

Whitsundays 48% 69% 99% 66%

Sunshine Coast 43% 65% 95% 52%

Gold Coast 40% 57% 93% 49%

Scenic Rim 45% 53% 91% 47%

Fraser Coast 25% 53% 99% 42%

Tropical North Queensland 22% 50% 96% 41%

Gladstone 26% 42% 96% 38%

Bundaberg 24% 39% 96% 32%

Townsville 24% 29% 96% 29%

Mackay 30% 20% 93% 26%

Capricorn 22% 22% 94% 24%

Brisbane 16% 22% 83% 21%

Southern Queensland Country 13% 24% 81% 17%

Outback Queensland 14% 11% 80% 13%

Note: 3-year average due to low sample size. Source: TRA (2020)

Table 4.3. Visitors Engaging in Active Outdoor / Sport Activities (% of total)

Tourism Region Day Domestic Overnight International Total

Whitsundays 19% 48% 86% 43%

Scenic Rim 21% 53% 49% 29%

Gladstone 23% 28% 80% 29%

Tropical North Queensland 11% 37% 65% 27%

Fraser Coast 11% 37% 81% 27%

Townsville 20% 23% 77% 24%

Sunshine Coast 18% 31% 57% 23%

Gold Coast 16% 26% 38% 21%

Mackay 14% 20% 68% 19%

Bundaberg 9% 27% 60% 18%

Outback Queensland 10% 15% 48% 13%

Capricorn 9% 15% 67% 13%

Brisbane 9% 15% 34% 12%

Southern Queensland Country 8% 12% 40% 9%

Note: 3-year average due to low sample size. Source: TRA (2020)

There has been very strong market growth across Queensland and Australia in terms of adventure and nature-based tourism over the last five years, with visitors growing by an average annual rate of 7.4% and 9.0% for Queensland and Australia, respectively (Figure 4.3). The Scenic Rim Region is well placed to take advantage of these growing markets, if it can access the broader interstate and international markets.


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Figure 4.3 Visitors Engaging in Outdoor / Nature and Active Outdoor / Sport Activities

Note: Calendar years. Source: TRA (2020)

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5. Competitiveness of the Scenic Rim

5.1 Gap Assessment

A gap assessment was conducted in 2019 for adventure /nature-based tourism in the Scenic Rim. A number of gaps in the provision of adventure and nature-based tourism experiences were found in the region:

• Commercial Experiences: The review demonstrated that around 46% of the activities were non-commercial (excluding educational experiences).

o Reasons for this level of non-commercial experience may vary but include: ▪ Viability of a commercial operation ▪ Activity not permitted at location (e.g. SEQ Water prohibits a number

of activities at their sites) ▪ Private land zoning/council approvals

• Accommodation: The review indicated there was opportunity for increased levels of accommodation styles to suit the market. These may include:

o Backpacker: there is no backpacker style accommodation in the region o Glamping/Eco-Cabins: this style is currently being developed for adventure

tourists in other destinations o Appropriate location campsites: Campsites located where they can be

combined with experience, e.g. on horse trail or adjacent to kayaking o Unique Accommodation: special unique accommodation experience

appropriate to this market. e.g. tents suspended in the trees, camping on an island only accessed by kayak

• Positioning and Awareness A review of adventure/nature-based tourism online presence for the region would indicate significant levels of missed opportunity. Some examples include:

o Ispirock https://www.inspirock.com/ o Queensland Outdoor Recreation Federation https://qorf.org.au/discover/ o Department of Environment and Science (National Parks)

https://parks.des.qld.gov.au/ experiences o Paddle Safe http://www.waterwaysguide.org.au/paddlesafeapp

• Challenges: A number of challenges were identified, including: o Way-finding and Digital Online Services: Adventure /nature-based tourists

are strong users of online apps and services. Poor connectivity (phone and internet) in many parts of the region puts the region at a disadvantage when compared to others. This includes for the following:

▪ Communication during activity (safety issue); ▪ Way-finding - Trailhead locations, trail maps; ▪ QR coding - interpretive information.

o Availability: A number of the experiences in the region are only available on weekends or on-demand. This can present challenges with:

▪ Ability to package with other experiences that are open 7 days a week ▪ Difficult for consumer to add activities once in the region

o Public Transport: Lack of public transport to/around/from the region makes it difficult for tourists with no transport.

o Lack of Partnership: there are a number of tourism organisations and individual businesses in the region and a greater level of cooperation would benefit all.

o Regulations: there are numerous regulations imposed across water bodies in the Scenic Rim that make conducting commercial tourism difficult.

o Lack of Signage and Guides: there is a lack of signage and guides that could help connect visitors to experiences in a more efficient and safer manner.


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o Lack of Indigenous Tourism Products: Indigenous tourism is very popular, particularly with international visitors, however, there is a lack of Indigenous tourism product in the Scenic Rim.

o Leveraging Assets and Moving from Recreation to Tourism: the Scenic Rim has a number of key natural assets that could be leveraged more to generate considerable tourism outcomes. Currently, there is a real challenge transitioning from people recreating in the region to become an adventure tourism destination.

Many of these gaps were confirmed at a stakeholder workshop conducted in December 2020. Given the strong reliance on day-trip visitors and the significant existing adventure and nature-based tourism offering in the region, the lack of overnight accommodation is a critical gap in the region.

Overnight visitors spend more than day-trip visitors, providing a larger economic benefit. According to Tourism Research Australia, at the year ending June 2019, domestic overnight visitors in Queensland spent $188 per night compared to day-trip visitors, who spent an average of $109. It will be difficult to unlock this additional value without the region having more overnight accommodation.

The antidote to exhaustion isn’t rest. It's nature.

- Shikoba


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5.2 SWOT Assessment

A stakeholder workshop was held in December 2020 to refine the strengths, weaknesses, opportunities and threats for the Scenic Rim region.

The results of this workshop and the research conducted previously are highlighted in the following figure (Figure 5.1).

Figure 5.1 Scenic Rim, Adventure and Nature-based Tourism, SWOT Assessment

Weaknesses

• Poor local perception of adventure and nature-based tourism

• Varying definitions of adventure and nature-based tourism

• Overall adventure and nature-based tourism market characterised by weekend peaks and very low mid-week activity

• Dispersal of visitors outside of key tourism activity centres is limited

• Many small operators can only work part-time, limiting the availability of tourism product

• Visitors have misconceptions about the region (its size, activities and travel routes within the region)

• Need more support infrastructure for visitors

• Lack of public transport

• Lack of high quality signage

• Lack of guides and hosting

• Mobile phone and GPS coverage is very poor in some areas

• Market awareness of the region is poor and there is a lack of itineraries and info for visitors

Strengths

• A range of natural and environmental assets (including six national parks and the Gondwana Rainforests)

• Existing adventure tourism infrastructure is in place

• Existing eco accredited operators

• Access to the Gold Coast and Brisbane regions

• Engaged and passionate local tour operators and other stakeholders

• Scenic Rim Regional Council is supportive of tourism

• Strong linkages between food & wine, nature-based and eco-tourism experiences with adventure tourism

Threats

• Safety concerns for visitors who are not prepared and/or become lost

• Competition from other regions aggressively pursuing adventure/nature-based tourism

• Climate change and managing the interaction with the environment (to prevent overuse and degradation)

• Bushfires and severe storms

• Insurance premiums becoming unattainable

• Over tourism

Opportunities

• New accommodation development

• Mountain biking tourism

• Adventure events and festivals

• Rail trails

• Multi-day hiking and biking trails

• Collaborative marketing with Brisbane Marketing and the Gold Coast

• Create a central depot for information and itineraries

• Enhance digital marketing and engagement

• Enhance infrastructure (parking, toilets, digital infrastructure)

• Trade ready product and packages for domestic and international markets


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6. Adventure and Nature-based Tourism Strategy

6.1 Strategy Overview

Future modelling was conducted to identify the future potential outcomes from achieving the goal of this strategy. The benchmarking was used as the basis for the modelling and identified how many additional visitors could be attracted to the region over the next decade as a result of this strategy.

The modelling found that by 2031, the region could experience an additional:

• 371,000 visitors

• 289,750 visitor nights

• $49.9 million in visitor expenditure

• 209 jobs

The following figure (Figure 6.1) provides an overview of the Scenic Rim Adventure / Nature Tourism Strategy.

Figure 6.1. Scenic Rim Adventure Tourism Strategy


If you think adventure is dangerous, try routine. It’s lethal!

– Paulo Coelho

2. Marketing & Promotion

• Together with industry, undertake marketing campaigns

• Support adventure tourism events in the region


• Improve local signage

3. Business & Industry Development


• Regularly engage with industry to foster strong partnerships and collaboration

• Promote the value of adventure tourism in the region





• Encourage new adventure tourism products and experiences

Annual Action Plan and KPIs

Goal: To Become Queensland’s Leading Adventure and Nature-based Tourism Destination

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6.2 Investment Facilitation

Objective: to attract and facilitate adventure / nature-based tourism investment in the region.

Description:

As highlighted in the Gap Assessment and SWOT Assessment, there is a need for more investment into adventure /nature-based tourism infrastructure, which would include new accommodation stock. Council can play an important role in attracting and facilitating new investment through various marketing and promotional activities as well as assisting investors through the development approval process the region also requires additional, commissionable adventure / nature-based tourism product. New tours, attractions and other tourism experiences can help to grow and further enrich the adventure / nature-based tourism offerings in the Scenic Rim region.

Key initiatives:




• Encourage new adventure / nature-based tourism products and experiences

6.3 Marketing and Promotion

Objective: to raise the profile of the Scenic Rim region as an adventure / nature-based tourism destination.

Description:

Marketing and promotion are important for the tourism industry. As highlighted in the Gap Assessment and SWOT Assessment, the Scenic Rim has numerous adventure tourism assets, however, the visitor offer is not well known outside of the region and the state. Marketing the region, including attracting various events to the region, will help to raise the profile of the area as Queensland’s leading adventure / nature-based tourism destination.

Developing collaborative partnerships are critical to raising profile and include seeking out activity with online travel agencies, trade distributors and Adventure Queensland.

The Scenic Rim tourism industry has an important role to play in terms of promoting the region through their own marketing and advertising efforts. Wherever possible, Council and industry should collaborate on campaigns.

Key initiatives:

• Together with industry and trade distribution channels, develop and undertake marketing campaigns

• Support adventure /nature-based tourism events in the region


• Improve local signage


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6.4 Business and Industry Development

Objective: to assist local businesses improve their capability, capacity and digital presence.

Description:

Supporting local businesses is a key facet of the Regional Prosperity Strategy and will also be important for adventure /nature-based tourism. As highlighted in the Gap Assessment and SWOT assessment, many local providers can increase their digital and online presence, particularly as many adventure / nature-based tourists are very active online.

Engaging regularly with industry is important to foster an environment of collaboration and partnership. Adventure / nature-based tourism workshops should be held every six months in order to track progress on this Adventure and Nature-based Tourism Strategy as well as provide a forum for discussion, identification of emerging trends, opportunities or threats.

Key initiatives:

• Strengthen the region’s credentials in the important ‘eco’ destination space through supporting businesses and associated services to secure ECO Certification via ECO Tourism Australia

• Acquire and maintain ECO Destination Certification


• Regularly engage with industry to foster strong partnerships and collaboration

• Promote the value of adventure / nature-based tourism in the region


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7. Action Plan

The following table (Table 7.1) provides an action plan to implement this strategy. This action plan is meant to be the first year’s work program, which should be reviewed (with industry input) on an annual basis and adapted/changed as needed based on progress of individual projects and the changing needs and demand of the market.

Table 7.1. Scenic Rim Adventure / Nature Based Tourism Strategy Action Plan

Strategy/Initiative/Task Stakeholders Measure Time Frame


1.1 Identify and facilitate options for new accommodation

1.1.1 Identify potential sites to host a range of new accommodation DES Land owners

Complete site search >12 months

1.1.2 Document and promote accommodation opportunities DES Land owners

Prospectus developed >12 months

1.1.3 Engage with QLD DES to explore overnight experiences in National Parks DES Meeting with DES > 12 months

1.2 Ensure local planning processes support accommodation development

1.2.1 Provide a dedicated project manager for potential accommodation investments Proponents

Number of active projects > 12 months

1.2.2 Proactively identify any potential issues regarding accommodation development Proponents

Identification of any barriers > 12 months

1.3 Proactively seek to grow mobile phone coverage

1.3.1 Conduct a review of mobile coverage and identify blackspots Telecommunications providers

Review completed, dark spots identified > 12 months

1.3.2 Seek funding to support new mobile towers

Council State Government Australian Government

Funding applications made > 12 months


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1.4 Encourage new adventure tourism products and experiences

1.4.1 Engage with QLD DES regarding the development of a multi-day hiking trail with accommodation infrastructure DES

Identification of a new trail > 12 months

1.4.2 Evaluate the future potential for additional mountain biking trails DES

Identification of new MTB trails > 12 months

1.4.3 Support local businesses to expand or create new adventure tourism experiences Operators

Number of new experiences > 12 months

2. Marketing and Promotion

2.1 Together with industry, undertake marketing campaigns

2.1.1 Together with industry, undertake marketing campaign to attract adventure / nature-based visitors Industry Campaign results < 12 months

2.1.2 Work with local operators to develop trade ready tourism product Industry New product created > 12 months

2.1.3 Develop a definitive product inclusion / campaign with Online Travel Agencies, Trade distributors and Adventure Queensland Industry

Number of inclusions > 12 months

2.1.4 Participate in the Australian Tourism Exchange to promote adventure and nature- based products Industry Results of ATE > 12 months

2.1.5 Conduct a targeted on-line campaign Industry Campaign results < 12 months

2.2 Support adventure /nature-based tourism events in the region

2.2.1 Facilitate adventure / nature-based tourism events in the region Industry Number of new events < 12 months

2.3 Improve digital tools to enrich visitor experience

2.3.1 Create an online central depository for all adventure /nature-based tourism information Industry

Creation of online portal < 12 months

2.3.2 Consider need for additional digital infrastructure Industry Review of digital infrastructure > 12 months

2.4 Improve local signage

2.4.1 Develop a signage program to create and deploy signage across the region Industry New signs > 12 months


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3. Business and Industry Development

3.1 Support the development of local business capability and a quality online presence

3.1.1 Provide training workshops for local tourism operators to improve online presence Industry

Workshop participants < 12 months

3.1.2 Work with operators to create additional commissionable product Industry

Number of new products > 12 months

3.2 Regularly engage with industry

3.2.1 Conduct an annual adventure tourism forum Industry Forum completed < 12 months

3.2.2 Form a working group of adventure tourism stakeholders to update regularly Industry Quarterly meetings < 12 months

3.3 Promote the value of adventure tourism in the region

3.3.1 Identify and promote the value of adventure tourism and update annually

Council Industry Annual update Ongoing

3.3.2 Strengthen the nature-based tourism message through supporting businesses and associated services to secure ECO Certification

Ecotourism Australia Industry

Number of new certifications achieved > 12 months

3.3.3 Acquire and maintain ECO Destination Certification

Ecotourism Australia Industry

Certification achieved > 12 months


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8. Monitoring Framework

This strategy should be monitored on an annual basis in order to track progress towards the goal of becoming Queensland’s leading adventure / nature-based tourism destination.

It will be important to track progress in two distinct ways. Firstly, tracking the tasks in the action plan and ensuring they have been completed. Secondly, tracking visitation and value that is generated from adventure tourism in the Scenic Rim.

While this strategy (and action plan) provide a framework and clear direction regarding how adventure tourism in the Scenic Rim can grow into the future, there is no guarantee of future industry growth as numerous market dynamics are beyond the control of the Scenic Rim Regional Council and individual operators in the region. As such, it is important to track the tasks listed in the action plan and to separately track growth in adventure tourism visitors, nights and expenditure.

The action plan recommends that an annual adventure / nature-based tourism forum be conducted. This forum would provide an opportunity to re-engage with industry regarding the following year’s activities as well as present the results from the previous year, including the growth of visitors, nights and expenditure.


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References

Extra-Mile Tourism Management (2019). Scenic Rim Adventure Tourism Strategy 2019. Developed by Extra-Mile Tourism Management on behalf of the Scenic Rim Regional Council.

TRA (2020). National and International Visitor Surveys. Tourism Research Australia, Canberra.


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