Draft Tourism Strategy 2013-2018 (PDF - 2.9MB) - City of Whittlesea

TourismStrategy2014-2019

Boardwalk at Redleap Reserve, Mill Park2

Monteleone Restaurant, DonnybrookContentsExecutive summary 4Introduction 6Foreword 7Background 8The study approach 9Tourism and its value 10What is tourism? 11The value of tourism 12Tourism in the City of Whittlesea 13Case study – Funfields 14The current industry – snapshot 15SWOT analysis 16Tourism development 20Vision 21Target markets 22Priorities 24Implementation and action plan 26Monitoring and review 40Appendix 42Acronyms 43References 43Cover image: Whittlesea landscapeCity of Whittlesea | Tourism Strategy 2014-2019 3

Executive summaryThis Tourism Strategy outlines the framework for thedevelopment of tourism in the City of Whittlesea overa five year period, 2014-2019. Building on the previousTourism Strategy created in 2002, this plan indicates shortto intermediate and long-term actions to be implementedby Council in collaboration with key stakeholders.The purpose of this revisedstrategy is to develop an extensionof the 2002 Tourism Strategy andprovide clear direction for tourismdevelopment and growth withinthe City of Whittlesea, with theprimary objective of increasingtourism visitation, length of stayand spend.The City of Whittlesea Tourism Strategy 2014-2019 outlinesfive objectives aimed to increase visitation to and within theCity of Whittlesea, while building a unified, cooperative andsuccessful tourism industry that fosters tourism growth andmeets the needs of its stakeholders.These objectives are:To create a knowledgeable and well-informed tourismindustry characterised by consistent, strong customerservice, high standards of business best practice andopen communication between industry stakeholders.To increase awareness of and demand for, tourismexperiences from both local residents and visitorsto the area, while promoting the municipality as adesirable and accessible country-style destinationwithin the Melbourne metropolitan area.To create a unified and coordinated tourism industrythat provides industry stakeholders with a collectivevoice to Council and within the Victorian tourismindustry.To increase the range, quality and diversity of existingand new tourism features and events within the Cityof Whittlesea and to improve the visitor experience,encouraging visitor dispersal and retention, whilediversifying the experiences on offer within themunicipality.To work cooperatively with other industries withinthe City of Whittlesea and their related Councildepartments, to build a stronger and better connectedtourism industry.The Strategy will be viewed as a flexible document thatrecognises the need for participation and partnerships inorder to achieve the desired outcomes. A review process isoutlined to ensure that the strategy remains relevant andmeasurable in the dynamic tourism environment.4

Australia’s oldest operating Lutheran Church, the heritagelisted Thomastown Calvary Lutheran Church (1856)City of Whittlesea | Tourism Strategy 2014-2019 5

Quarry Hills Bushland Park, Gravlier Way, South MorangIntroduction6

ForewordTourism is an important contributor to the City ofWhittlesea’s social, cultural and economic vibrancy.The City of Whittlesea is placed in Melbourne’s northerngrowth corridor, offering a combination of both rural andmetropolitan locations, high levels of population growth,quality of life, a culturally and linguistically diverse (CALD)labour force, quality amenities and access to Melbourne’sroad transport network. The Hume Freeway, MetropolitanRing Road, CityLink and other major road networks provideaccess to the CBD, Melbourne Airport, the docks and railfreight terminals. The extension of the rail line to SouthMorang, which opened in April 2012, has helped to improveaccess to the area, although transport and accessibilityremains a challenge for the municipality.The City of Whittlesea incorporates the suburbs of Epping,Lalor, Mill Park, South Morang, Thomastown, WhittleseaTownship and part of Bundoora within the urban south.The rural north of the municipality includes the areas ofWollert, Woodstock, Donnybrook, Eden Park, Yan Yean,Humevale, Kinglake West and part of Beveridge.The City has an excellent supplyof high quality commercial andindustrial land and the extensionof Melbourne’s Urban GrowthBoundary to include thenorth-west of the municipalityhas the potential to attract futurebusiness investment to the area.Accommodating a population of approximately 163,000people, the City of Whittlesea is characterised by itsculturally diverse community, natural environment andpositive visitor experience. The population is expected togrow 73 per cent by 2031 1 , making the City of Whittleseathe second fastest growth municipality in Australia. Theoriginal inhabitants of the area and the Traditional Ownersof the land are the Wurundjeri Willum people. Whittleseahas the third largest population of people from culturallyand linguistically diverse (CALD) backgrounds in Victoria,with 43 per cent of residents speaking a language otherthan English at home. More than one third of residentswere born overseas, representing 140 different countries.The region is further characterised by being one of the largestmunicipalities in metropolitan Melbourne, covering an areaof approximately 489 square kilometres. Approximately70 per cent of the City is rural, and the other 30 per centis urban. This peri-urban location, together with the strongmulticultural populous within the municipality, providesa plethora of opportunities for tourism business growth.In addition, the City of Whittlesea is home to a numberof primary industry businesses and a significant numberof café, restaurant, cultural and recreation businesses 2 .1Forecast.id, 2010, City of Whittlesea Population Forecasts,accessed 18 September 2012 2City of Whittlesea, 2012, Annual Household Survey, p.p 24-35City of Whittlesea | Tourism Strategy 2014-2019 7

BackgroundThe 2002 Tourism Strategy undertook an investigationinto the existing tourism businesses, patterns ofvisitor activity, population growth and industry andstakeholder involvement in the City of Whittlesea.The output of the study was the development of 54key actions requiring implementation by stakeholdersin the municipality including Council, regional groups,local industries and operators.When the 2002 Tourism Strategy was developed, Councildid not have a dedicated Tourism Officer and this wasa major limitation to the growth of tourism. In 2010,the industry’s contribution to the prosperity of the Cityof Whittlesea was acknowledged through the appointmentof a Tourism Services Officer (TSO) within Council’sEconomic Development team.Since then, greater recognition has been given to thevalue of tourism to the City of Whittlesea’s social, cultural,environmental and economic standing and in furtheracknowledging this value, the 2014-2019 Tourism Strategyhas been developed.This Strategy has been preparedby Council, with input fromlocal tourism operators, tourismassociations and representativesfrom the Victorian tourism sector.8Community Festival

The study approachTo accurately review the outcomes of the 2002 TourismStrategy and assess its relevance to the tourism industryin the City of Whittlesea, the following industry researchwas undertaken:• A focus group discussion with twenty key industrystakeholders• One-on-one discussions with industry representatives• Input from internal Council departments affectedor contributing to the tourism industry• Research into tourism activity and planning insurrounding municipalities and other metropolitangrowth areas• Review of industry research, case studiesand publications.A Tourism Industry Forum was held by the City of Whittleseain 2011, bringing together twenty industry stakeholdersfrom various sectors, including accommodation, events,food/beverage, attractions, arts and culture, conferencing,entertainment and heritage.The purpose of the forum was to review the achievementsof the 2002 Tourism Strategy and to collaboratively identifythe priorities for tourism growth in the City of Whittleseaover the next three to five years. Upon conclusion of theforum, Council had:• Gained an understanding of stakeholder views andperspectives in relation to the current state of tourism• Gained an understanding of the industry’s aspirationsfor the future of tourism in the City of Whittlesea• Determined the five main priorities for tourism inthe City of Whittlesea• Explored potential ways to achieve these priorities.The review of the 2002 strategy concluded that, in general,the directions of the strategy remain relevant. Someadjustments are required to respond to the changingexternal environment and to achieve future growthpotential, particularly in relation to current resourcesand ongoing innovation.As a result of the review, the following recommendationshave been considered for the 2014-2019 Tourism Strategy:• Increase measurement and review throughout theimplementation stage to ensure parties are informedand on track• Increase emphasis on visitor research to informnew and existing businesses• Increase sector and product development• Improve industry standards to ensure greatervisitor satisfaction• Attract new investment in accommodation• Utilise digital media as a marketing tool in responseto consumer trends• Support the development of the events sector acrossthe municipality.City of Whittlesea | Tourism Strategy 2014-2019 9

Community Festival, Whittlesea Public GardensTourism andits value10

What is tourism?Tourism is “travel for recreational, leisure or businesspurposes”. Tourists are defined as those who “travel toand stay in places outside their usual environment for notmore than one consecutive year for leisure, business andother purposes not related to the exercise of an activityremunerated from within the place visited” 3 .There are many reasons why people visit the City ofWhittlesea. For the purpose of this Strategy, the followingdefinitions of tourism have been used:• Travel to an area for business reasons, leisure purposes,to visit friends and relatives, recreation/sport activitiesor for education.• The visitor’s purpose of travel is generally to visit or stayin a place, overnight or on a daytrip, which is outsidetheir usual place of residence.• Travel includes local residents from the City of Whittleseavisiting places and enjoying experiences (e.g. hostingvisiting friends and relatives) within their municipality.3World Tourism Organization. 1995. UNWTO technical manual:Collection of Tourism Expenditure Statistics (PDF). p. 14.As a service industry, tourism hasnumerous tangible and intangibleelements. Major tangibleelements include transportation,accommodation, food and wine,shopping and other componentsof the hospitality industry.Major intangible elements relateto the purpose or motivation forbecoming a tourist, such as rest,relaxation, the opportunity tomeet new people and experienceother cultures, or simply to dosomething different.City of Whittlesea | Tourism Strategy 2014-2019 11

The value of tourismThe economic benefits of tourism to the communityare extensive, with increased employment, increasedspending in the local area, economic diversification andinfrastructure being the most significant 4 .In 2011-12 the Victoriantourism industry accounted forapproximately $16.7 billion(or 5.5 per cent) of the State’seconomy and generatedapproximately 201,000 jobs 5 .Tourism also provides a variety of social, cultural andenvironmental benefits to the local community, including:• Increased community pride and social inclusion• Improved engagement between, and awareness andunderstanding of different social groups and cultures• Recognition and appreciation of cultural identity• Protection and preservation of local heritage• Increased awareness of local issues• Increased awareness of and investment in areasof significance• Improved infrastructure.4Tourism Queensland, 2010, How Tourism Benefits Communities, accessed30 August 2012 5Tourism Victoria, 2013, Economic Contribution of Tourism to Victoria 2011-12Hawkstowe Music Festival4 Tourism Queensland, 2010, How Tourism Benefits Communities, accessed30 August 2012 5 Tourism Victoria, 2012, Economic Contribution of Tourism to Victoria 2010-1112

Tourism in theCity of WhittleseaThe 2002 Tourism Strategy estimated that visitoractivity in the City of Whittlesea generates in the orderof $14 million annually in visitor expenditure andprovides approximately 210 jobs.Since the publication of the 2002 Tourism Strategy, theCity of Whittlesea has changed dramatically. As one ofMelbourne’s fastest growing municipalities, the populationhas increased from approximately 120,403 in 2002, withan estimated growth rate of 1.8 per cent per annum, toapproximately 163,539 in 2011, with a 2.94 per cent annualgrowth rate to 2031 6 .Accommodation and food services are the largest sectors ofthe tourism industry in Australia, accounting for 33 per centof total tourism income, followed by air, water and othertransport services, retail trade and education and training 7 .In the 2002 Annual Household Survey conducted by the Cityof Whittlesea, accommodation and food services accountedfor 4.4 per cent of employment in the City of Whittlesea.By 2012, accommodation and food services employmentincreased to 6.2 per cent 8 . Considering the substantialgrowth in population size during this time, the significanceof the industry is clear.The Whittlesea Courthouse Visitor Information Centreis currently the only Visitor Information Centre in themunicipality. Managed and operated by a committed teamof volunteers, the Centre is the main point of contact forvisitors to Whittlesea Township and surrounds. Since 2008,visitor numbers have increased significantly and withthe continued growth of the Whittlesea Courthouse asa community and exhibition space, it is expected thatvisitation will continue to grow.It must be noted that since the study was undertaken forthe 2002 Tourism Strategy, minimal research has beendone into visitor statistics and behaviour within the Cityof Whittlesea. Visitation and enquiry numbers are recordedthrough the Whittlesea Courthouse Visitor InformationCentre and can be used to give an indication of tourismwithin the municipality, but this information should beused as a guide only.As figure 1 indicates, visitation to the Visitor InformationCentre has increased significantly since 2008, when therewere 1955 visitors. By 2011, this figure had increasedto 3660, or by 87 per cent. These figures include peoplecontacting the Visitor Information Centre by telephone.Figure 1Visitor numbers to the Whittlesea CourthouseVisitor Information Centre 2008-2011Visitor Numbers4000350030002500200015001000500020082009 2010 2011These visitor numbers do not take into account repeatvisitors, visitors to areas other than Whittlesea Township orthose who are familiar with the municipality and thereforedo not visit the Visitor Information Centre. To give a widerscope of visitor behaviour and source, statistics of visitationto Funfields Amusement Park over a month-long period in2012 have also been provided.Processes for more accurate and comprehensiverecording of tourist visitation and demographic data willbe implemented as a priority of this strategy.6Essential Economics, 2002, City of Whittlesea Tourism Development Strategy7Tourism Research Australia, 2012, Tourism’s Contribution to the AustralianEconomy, 1997-98 to 2010-2011, p.78City of Whittlesea, 2012, Annual Household Survey, pp 24-35City of Whittlesea | Tourism Strategy 2014-2019 13

Case study – FunfieldsAs accurate visitor data for the City of Whittleseais limited, a study was undertaken to record visitationto one of the municipality’s leading attractions, Funfields.Located in Whittlesea, Funfieldsis one of Victoria’s leadingadventure parks and has playedan important role in attractingvisitation to the municipalityover the past 25 years.It is important to note that Funfields only representsone segment of the area’s visitor market. Visitor datarecorded for the month of January 2012 can be usedto give a snapshot of the origin of visitors travellingto the municipality.During this period, 2714 visitor groups were sampled,representing visitors from across Australia. The majorityof visitors were from Victoria (98 per cent) and the other2 per cent were made up primarily of visitors from NSWand several from QLD, SA and WA.The vast majority (41 per cent of Victorian visitors) werefrom the northern suburbs of Melbourne (mostly fromSouth Morang, Mill Park, Bundoora, Thomastown, Lalor,Epping, Craigieburn and Roxburgh Park). Visitors fromMelbourne’s western and eastern suburbs each accountedfor approximately 17 per cent of visitors.If visitor data from Funfields is used to represent generalvisitation to the City of Whittlesea, it is clear that theprimary target market for tourism activity is local residentsand those from neighbouring municipalities.14Funfields, Whittlesea

The currentindustry – snapshotThe tourism industry in the City of Whittlesea is made upof a wide range of stakeholders, including local tourismoperators, cellar door operators, restaurant and caféowners, Council, the Whittlesea and Plenty Valley TourismAssociation, the Whittlesea Courthouse Association, ParksVictoria, Melbourne Water, Whittlesea Historical Society,private investors and several volunteer groups.Marketing of tourism businesses is primarily done internallyby Council and through the Whittlesea and Plenty ValleyTourism Association for those operators who are membersof the Association. The Come See Whittlesea and Cityof Whittlesea websites provide basic listings of tourismoperators, restaurants and accommodation providerswithin the municipality, but there is an emphasis onbusiness listings, rather than experiences, and opportunitiesfor interaction with website visitors are limited. There iscurrently limited use of social media in the promotion oftourism within the municipality.The current competitive advantages for the City ofWhittlesea as a tourism destination are:• Accessibility for day trip visitors from the Melbournemetropolitan area• A variety of natural, built, historic and new tourismattractions and sites• The second fastest population growth municipality inAustralia which supports growth in the Visiting Friendsand Relatives (VFR) market• The opportunity to build niche experiences from existingtourism products and infrastructure.Whittlesea Country Music FestivalCity of Whittlesea | Tourism Strategy 2014-201915

SWOT analysisThe strengths, weaknesses, opportunities and threats outlined have been developed following analysis of the local andglobal economy, the current direction of relevant government policies and feedback provided by local tourism businessesand stakeholders. This SWOT analysis was conducted at the Tourism Industry Forum in 2011 with input from all industrystakeholders in attendance. It has since been updated to ensure that it accurately represents the current tourism industryin the City of Whittlesea.Plenty Ranges Arts & Convention Centre (PRACC), South Morang16

Strengths• Council commitment to the growth and developmentof tourism and recognition of the value of tourism• Proximity to metropolitan Melbourne• Proximity to Melbourne Airport• Extension of train system to South Morang• Increase in resident numbers within the municipalityand surrounding areas• Australian wildlife in natural settings• Funfields as a major drawcard• Home to two large established events, theWhittlesea Country Music Festival and the WhittleseaAgricultural Show• The City of Whittlesea’s Cultural Heritage Program,offering a plethora of historic and culturally significantevents/ activities• Closely positioned to other tourism regions (e.g.Murrindindi, Nillumbik, Hume and Mitchell Shire), somewith complementary tourism product and experiences• Unique tourism products that heavily self-promotetheir business and the destination (e.g. Funfields)• Two well-known and established golf courses,Growling Frog Golf Course and Whittlesea Golf Course• A number of established local produce providers thathave cellar door facilities• Extensive parks and gardens and waterways thatprovide walking and cycling trails throughout theCity of Whittlesea• The start and finish line for the Genovese Kinglake BikeRide which attracts more than 3,000 riders annually• Reputation amongst the local cycling community• The scenic views and country landscape throughoutthe City of Whittlesea• A Tourism Association that represents tourismoperators at local and surrounding area events• High quality conference, meeting and weddingspaces offering unique features (historic buildings,country landscapes)• Established Council Events team that havedemonstrated capacity to facilitate and host majorcommunity events, including City of WhittleseaCommunity Festival and Carols by Candlelight• Recent investment in restoring historic sites in themunicipality (Carome Homestead, Farm Vigano)• Culturally diverse community• Landscape and natural environment with a high levelof environmental significance and ecological diversity• Proximity to Kinglake National Park which prior to2009 bushfires received 200,000 visitors per year• Council emphasis on balancing the municipalities’rapid growth with protecting the natural environment.Weaknesses• Limited signage for product visibility• Poor gateway and directional signage• Lack of awareness amongst visitors and residentsof Whittlesea tourism experiences outside of majorattractions such as Funfields• Lack of awareness amongst residents of the tourismexperiences available throughout the City of Whittlesea• Lack of awareness of residents in surrounding suburbsas to the experiences available throughout the Cityof Whittlesea• Relatively small amount of traditional tourism product• Insufficient levels of accommodation particularly inthe north of the municipality• Lack of caravan/camping style accommodation withinproximity to major events• Insufficient major rail and road networks, particularlyin the north• Insufficient year-round experiences and activities meansthat the municipality experiences seasonal fluctuations• Lack of local tourism operator involvement in the TourismAssociation and activities outlined by the committee• Lack of high quality marketing collateral and a significantweb presence• The standard of visitor servicing varies across the Cityof Whittlesea (Whittlesea township is the only locationto offer a Visitor Information Centre)• As the Tourism Association is predominantly madeup of volunteers, tourism leadership and cooperativemarketing activities are not its primary functions• Changes to tourism businesses are not effectivelycommunicated throughout the industry• Tourism products are generally not accessible sevendays a week• Website content is not updated regularly and causesconsumer confusion• Some marketing activities undertaken by tourismbusinesses are not measured• Lack of awareness from businesses that do not realisethat they operate in the tourism industry• State zoning regulations limit some tourism activityin the City of Whittlesea• Limited cooperation between tourism businesses(e.g. packaging products)• Lack of pedestrian, equestrian and bicycle trailconnectivity to link the municipality and its tourismproducts (e.g. Mernda-Whittlesea Rail Trail)• Limited promotion of the City of Whittlesea as acycling destination• Reliance on volunteers• Limited range and varying quality of tourism product• Limited transport options to support visitation• Limited interpretive signage specifically at natural assets,historical features and water management areas• Difficulty in providing a streamlined standard of tourismservices across the public and private sector• Industry does not effectively manage the competingexpectations of its many stakeholders.City of Whittlesea | Tourism Strategy 2014-2019 17

Opportunities• Re-examine the main role of the Tourism Association withthe aim to assist with linkages between the WhittleseaCourthouse Association and the Whittlesea and PlentyValley Tourism Association• Target tourism marketing activity towards local andsurrounding residents to capture more of the VFR market• Build the events sector by increasing the number of smallevents throughout the year• Potential to produce cluster tours with existing tourismproduct (e.g. historical site tours or produce provider tours)• Potential to build niche experiences from existing tourismproducts based on the increasing popularity of foodpreparation and cooking• Provide more training and development opportunities fortourism businesses• Capitalise on fluctuating global economic conditions andpeople choosing to travel closer to home• Improve online content and investigate the benefits ofsocial media• Collaborate with surrounding municipalities to showcasethe north to intrastate, interstate and international visitors.This could be a stand-alone brochure or advertising in theMelbourne Visitors Guide• Utilise the potential of the Whittlesea Tourism website toincrease the profile of the area• Enhance and expand on the nature-based experiences andactivities available for visitors• Raise the profile of the Visitor Information Centre whileincreasing the scope of what the Centre can offer visitors• Extend visitor stays with greater accommodation options• Support a strategic and targeted approach to destinationmarketing, promotion and industry development• Improve tourism signage throughout the City (includinggateways)• Investigate opportunities to engage industry in destinationmarketing activities• Capitalise on the growth in domestic tourism in Australia• Support investment in ecotourism and agri-tourismopportunities within the Green Wedge zones• Implementation of satellite VIC’s (key locations wherevisitors expect information to be) throughout themunicipality to strengthen visitor dispersal• State Government changes to zoning and land use couldattract investment in tourism and accommodation.Threats• Climate change and natural disasters can affect theaccessibility of some of the area’s major attractions andcould affect the local produce providers that are active inthe tourism industry• Global financial conditions could result in peaks andtroughs in visitation• Strong competition from surrounding regions that areinvesting heavily in tourism promotion and facilities• Closure of tourism related businesses due to currenteconomic conditions• Increasing limitations to accessing and travelling throughthe region as the population grows and traffic congestionincreases• Potential impact of urban growth on regional areas andnature-based tourism activity.18

Yan Yean ReservoirCity of Whittlesea | Tourism Strategy 2014-2019 19

South Morang’s Wetlands, Great Eastern WayTourismdevelopment20

VisionBased on consideration of the 2002 Tourism Strategy and the current outlook thevision for tourism development in the City of Whittlesea is defined as follows;To grow a vibrant sustainable and accessibletourism destination for visitors and residentsalike by increasing local employment anddeveloping existing and new tourism product.Granite Hill, South MorangCity of Whittlesea | Tourism Strategy 2014-2019 21

Target marketsThe 2002 Tourism Strategy identified five key visitormarkets, based on anecdotal information provided bylocal operators. These visitor markets were Families,Seniors Groups, Motorcycle/Bicycle Riders, Culturaland Arts Enthusiasts and Potential New Residents.The main purpose of tourism visitation in 2002 was fornature-based activities and only 18 per cent of visitors wereresidents of the City of Whittlesea. With the constant urbansprawl and population growth within the municipality,the tourism landscape within the City of Whittlesea haschanged significantly over the past ten years. Although themunicipality is still home to a number of parks, gardensand historic natural sites, there are a growing number ofrestaurants, cafés, art exhibitions, local producers andcultural events.In light of the changing landscape of tourism withinthe City of Whittlesea, four target markets have beenidentified for the purposes of this strategy. They are LocalResidents, Visiting Friends and Relatives (VFR), Day Trippersand Cyclists. A detailed outline of each target market isprovided below.Local ResidentsConsidering the rapidly growing population in the City ofWhittlesea, the primary target market for tourism withinthe municipality is local residents. With ease of access totourism sites, the local community can not only experiencethe many attractions and experiences on offer in the localarea, but they can also benefit from investment in theirlocal community, improved social inclusion and increasedinteraction with their community.Results from the 2012 Annual Household Survey indicatethat approximately 14.4 per cent of the population is agedover 65 years and approximately 19.2 per cent are childrenunder 15 years, which form the two largest segments ofthe population. These statistics are in line with the rangeof tourism products on offer within the municipality,which are generally targeted to families and older residents.However, when considering household types, coupleswithout children is the fastest growing group, accountingfor 29 per cent of households in 2012.It is essential that local residents, including those whohave recently moved into the municipality, remain a toppriority for the promotion of the City of Whittlesea, as theyare most likely to participate, promote and benefit fromtourism activity within the region.Visiting Friends and Relatives (VFR)Closely connected to local residents, a major visitorsector for the City of Whittlesea is the VFR market, whichaccounted for 47 per cent of visitation to Melbourne’snorth * in 2011 9 . VFR is defined as “a form of travel involvinga visit whereby either (or both) the purpose of the trip orthe type of accommodation involves visiting friends and / orrelatives”. 10Considerable research has been conducted into this marketand its potential for Melbourne’s outer municipalities.In 2011, VFR visitors spent an estimated $2.8 billion acrossMelbourne and stayed for 16.4 million nights. For the sameperiod the ‘north’ sub-region * was reported to have thehighest proportion of visiting relatives, up by 6.5 per centon the previous year 11 .Targeting the VFR market can be seen as an extension ofthe current Council Live Local, Buy Local program, whichencourages residents to support local manufacturersand producers. By extending this program to the tourismindustry and encouraging residents and their visitors toexplore their own local area before travelling further afield,the benefits to the local community and opportunities foreconomic recirculation and growth will be enhanced.9Data Insights, 2012, VFR Travel to Melbourne year ended December 201110Backer, E, 2007, VFR Travel – An examination of the expenditures of VFRtravellers and their hosts. Current Issues in Tourism 10 (4) 366-377.11Data Insights, 2012, VFR Travel to Melbourne year ended December 2011* The North sub-region includes Banyule, Darebin, Hume, Moreland andWhittlesea.22

PrioritiesTo create a knowledgeable and well-informed tourism industrycharacterised by consistent, strong customer service, high standardsof business best practice and open communication betweenindustry stakeholders.1.1 Facilitate development and growth opportunities for businesses and individuals servicing visitorsto increase industry capability1.2 Provide relevant local, national and international information about networking, promotion andbusiness opportunities1.3 Facilitate the opportunity for businesses to strengthen ties across the industry1.4 Support ways to acknowledge and recognise achievements within the local tourism industry,particularly in relation to high standards of service and innovation1.5 Improve the visitor experience and the quality of information available to visitors1.6 Implement a process of accurately measuring tourism activity and trends within the City of WhittleseaTo increase awareness of and demand for tourism experiences fromboth local residents and visitors to the area, while promoting themunicipality as a desirable and accessible country-style destinationwithin the Melbourne metropolitan area.2.1 Identify opportunities for involvement in industry research and development2.2 Provide opportunities for tourism businesses to collectively market their business as part of a destination2.3 Develop opportunities for the industry to participate in, collaborate on and contribute to marketing activities2.4 Increase the use of digital media in promoting the City of Whittlesea as a tourism destination2.5 Leverage off the VFR data produced by Destination Melbourne and inspire members of the local communityto become ambassadors for the City of Whittlesea2.6 Increase awareness and use of the ‘Come See Whittlesea’ brand2.7 Advocate for the improvement of tourism signage across the municipality24View of Melbourne from Granite Hills at Quarry Hills Park, South Morang

City skyline at nightTo create a unified and coordinated tourism industry that providesindustry stakeholders with a collective voice to Council and withinthe Victorian tourism industry.3.1 Improve coordination between Council, tourism stakeholders and operators3.2 Increase involvement of business operators in guiding the future of tourism3.3 Develop greater alignment of the Whittlesea and Plenty Valley Tourism Association Inc and theWhittlesea Courthouse Association IncTo increase the range, quality and diversity of existing and new tourismfeatures and events within the City of Whittlesea and to improvethe visitor experience, encouraging visitor dispersal and retention,while diversifying the experiences on offer within the municipality.4.1 Create a supportive industry that encourages new business4.2 Support the development and growth of major and minor events that reflect the core brand of the destination4.3 Position the City of Whittlesea as an optimal cycling destination4.4 Support the development and promotion of trails4.5 Support the development of a range of accommodation options in the City of WhittleseaTo work cooperatively with other industries within the City of Whittleseaand their related Council departments, to build a stronger and betterconnected tourism industry.5.1 Maintain open communication channels with stakeholders across the events, business, arts and heritage industries5.2 Support new strategies and initiatives across related industries5.3 Support the development and promotion of arts and cultural trails5.4 Identify and promote opportunities for cross promotion of tourism and related industries5.5 Ensure timely promotion of all City of Whittlesea events through the Visitor Information Centre25

Two Beans and a Farm, MerndaImplementationand action plan26

The planThis implementation and actionplan provides a framework forinitiating change. As with allplans, change will be a gradualprocess and will require thesupport of many stakeholders.All actions have been given a priority status, based ontheir importance, timeliness and the extent to which theyrely on the achievement of other actions. It should benoted that the successful implementation of some actionitems will be dependent on the availability of additionalfunding and/or resources.Bushfire Management in the City of WhittleseaThe bushfires of 2009 remain a consideration for all future planning for the City of Whittlesea.Four years after the bushfires caused significant destruction in the north of the municipalityand surrounding areas, the recovery process remains ongoing.The Victorian Government’s proposed planning zone reforms will provide opportunities toincrease and diversify tourism development in Whittlesea’s green wedge. The benefits ofthese reforms must be balanced with recognition that the outcomes could attract more localresidents and visitors into locations and landscapes that are prone to bushfire attack.The City of Whittlesea is currently exploring the implications of these reforms to identifystrategic planning policy responses. This will ensure that future tourism development in themunicipality does not unnecessarily jeopardise people’s lives or investments. Any changes thatare implemented as a result of this investigation will be taken into account when planning forfuture tourism development.Rockin’ @ RedleapCity of Whittlesea | Tourism Strategy 2014-201927

Industry developmentTo create a knowledgeable and well-informed tourism industry characterisedby consistent, strong customer service, high standards of business best practiceand open communication between industry stakeholders.High (1-2 years), Medium (2-4 years) or Low (4-5 years)Growling Frog Golf Course, Yan YeanStrategy 1.1Facilitate development and growth opportunities for businesses and individualsservicing visitors to increase industry capabilityRef Action Priority Responsibility Resources Measure1.1.1 Undertake a comprehensive surveyof tourism and tourism-relatedbusinesses within the City ofWhittlesea, to establish needs andopportunities for growth.1.1.2 Run a series of networking events,allowing stakeholders to connectwith Council and one anotherin a productive and informalenvironment.1.1.3 Increase attendance of tourismoperators at existing City ofWhittlesea business events andseminars.1.1.4 Based on industry demand, expandthe business events schedule toinclude events specifically targetingthe tourism industry. The programwill be based on tourism trends andskills training.High Council Within existingresourcesMedium Council Within existingresourcesHigh Council Within existingresourcesMedium Council Within existingresourcesAt least 30% of operators participate insurvey, with representation from differentbusiness types.Twice yearly networking events are held,with representation from at least 15businesses at each event.At least two tourism representativesattending events each quarter.Two tourism-specific events run each year,with at least 60% of places filled.28

Strategy 1.2Provide relevant local, national and international information about networking,promotion and business opportunitiesRef Action Priority Responsibility Resources Measure1.2.1 Distribute a bi-monthly tourisme-newsletter to maintain contactwith stakeholders, provide updateson industry and identify externalopportunities for funding andprofessional development.1.2.2 Promptly distribute relevant researchdata to increase knowledge ofmarket information and trends.1.2.3 Collate and distribute annual visitorstatistics from industry to ensure aclear picture of the local market.High Council Within existingresourcesLow Council Within existingresourcesMediumCouncil,operators andWhittleseaCourthouseAssociation’Within existingresourcesBi-monthly newsletter distributed to alltourism and tourism related operators inthe City of Whittlesea. Increase tourismmailing list by 10% annually.Tourism stakeholders are informed ofstate and national tourism trends andopportunities via the bi-monthly newsletter.Annual report distributed to key industrystakeholders.Strategy 1.3Facilitate the opportunity for businesses to strengthen ties across the industryRef Action Priority Responsibility Resources Measure1.3.1 Develop a familiarisation programfor business operators within theCity of Whittlesea.1.3.2 Identify opportunities to work withneighbouring municipalities toencourage visitation to Melbourne’snorth.1.3.3 Promote opportunities for tourismoperators to undertake collaborativemarketing with businesses inneighbouring municipalities.1.3.4 Identify opportunities to work withParks Victoria and Melbourne Waterto encourage sustainable use of themunicipalities’ natural attractions.MediumCouncil andTourismAssociationWithin existingresourcesLow Council Within existingresourcesLowCouncil andTourismAssociationWithin existingresourcesLow Council Within existingresourcesAt least five tourism operators scheduledto host the first familiarisation program.Organise biannual meeting with TourismOfficers from neighbouring Councils.Identify two potential tourismcollaborations per annum via site visits.City of Whittlesea meets with keyrepresentatives from MelbourneWater and Parks Victoria annuallyto discuss opportunities.Strategy 1.4Support ways to acknowledge and recognise achievements within the local tourismindustry, particularly in relation to high standards of service and innovationRef Action Priority Responsibility Resources Measure1.4.1 Establish and implementbenchmarking guidelines and criteriafor business within the tourismindustry and distribute to tourismoperators throughout City ofWhittlesea.1.4.2 Introduce a process of recognisingindustry leaders and achievements.MediumMediumCouncil andindustry leadersCouncil andindustry leadersSomeadditionalresourcesrequired(industryassistance)Someadditionalresourcesrequired(funding)100% of local Tourism operators, asrecorded on the electronic database,are informed of the guidelines and madeaware of Council assistance to implement.Yearly assessment and recognitionof tourism achievements.City of Whittlesea | Tourism Strategy 2014-2019 29

Strategy 1.5Improve the visitor experience and the quality of information available to visitorsRef Action Priority Responsibility Resources Measure1.5.1 Audit existing Visitor InformationCentre (VIC) customer servicestandards and evaluate the currentmodel.1.5.2 Investigate best practice customerservice systems and implementwhere possible.1.5.3 Hold annual training events forCourthouse volunteers.1.5.4 Organise site visits/familiarisationtours of new tourism sites andevents within the municipality forCourthouse volunteers, TourismAssociation members and localoperators.1.5.5 Create guidelines for industryfamiliarisation events.1.5.6 Undertake usability testingof the website and identify prioritiesfor website change/re-design.1.5.7 Develop and maintain a websiteto promote tourism in the City ofWhittlesea to residents, aimed atgrowing the VFR market.MediumMediumHighLowCouncil andWhittleseaCourthouseAssociationCouncil andWhittleseaCourthouseAssociationCouncil andWhittleseaCourthouseAssociationCouncil, TourismAssociation andlocal operatorsSomeadditionalresourcesrequiredSomeadditionalresourcesrequiredWithin existingresourcesWithin existingresourcesLow Council Within existingresourcesMedium Council SomeadditionalresourcesneededHighCouncil andstakeholdergroupsSomeadditionalresourcesneededThe customer service model is reviewedand opportunities for improvement areidentified.Guidelines are produced on customerservice best practice, for industry use.Annual training event is attended byvolunteers, providing updates on industry,customer service and visitor recording.Annual volunteer familiarisation tourheld in September/October. New sitefamiliarisations conducted as required.Guidelines available for local operatorsplanning a familiarisation event for industrystakeholders.Usability testing completed and keyfindings and recommendations identified toguide future development of the website,resulting in an annual increase in websitetraffic.New/re-designed website launched withemphasis on tourism experiences andattracting the VFR market.Strategy 1.6Implement a process to accurately measure tourism activity and trendswithin the City of WhittleseaRef Action Priority Responsibility Resources Measure1.6.1 Undertake a review of existing datacollecting processes.1.6.2 Establish a straightforward andstreamlined process for VIC datacollection.1.6.3 Identify and work with industryleaders to encourage data collectionacross a range of key locations withinthe municipality.1.6.4 Conduct annual review of visitortrends and processes.High Council Within existingresourcesHigh Council Within existingresourcesMedium Council Within existingresourcesMedium Council Within existingresourcesAnalysis of current data collectingprocesses has been undertaken and areasfor improvement have been identified.Visitor data requirements are identified andnew processes implemented.Several key locations across themunicipality become core locations forvisitor data collection. Data collection isstreamlined across the industry.Annual report distributed to stakeholdersoutlining visitor statistics, trends andchanges.30

Marketing and CommunicationsTo increase awareness of, and demand for, tourism experiences from both localresidents and visitors to the area, while promoting the municipality as a desirableand accessible country-style destination within the Melbourne metropolitan area.High (1-2 years), Medium (2-4 years) or Low (4-5 years)Strategy 2.1Identify opportunities for involvement in industry research and developmentRef Action Priority Responsibility Resources Measure2.1.1 Source and utilise market research tosupport future marketing activity.2.1.2 Identify opportunities forinvolvement in state or local researchby the City of Whittlesea and tourismoperators.Medium– HighMedium– HighCouncilCouncilSomeadditionalresourcesneededWithin existingresourcesFuture marketing activities are supportedby industry research.The City of Whittlesea is involved in thedevelopment of future destination researchand regional marketing initiatives.Strategy 2.2Provide opportunities for tourism businesses to collectively market their business aspart of a destinationRef Action Priority Responsibility Resources Measure2.2.1 Identify industry sectors that couldbenefit from collaborative marketingactivities.2.2.2 Create packages and suggesteditineraries for promotion on tourismwebsite and through tourismoperators.2.2.3 Promote and support cross-sellingby tourism operators and industrystakeholders.Medium Council Within existingresourcesLowMediumTourismAssociationCouncil andTourismAssociationWithin existingresourcesWithin existingresourcesThe tourism survey (1.1.1) identifiesoperators who rely on, or who couldbenefit from, collaborative marketingopportunities.At least three packages or itineraries arepromoted on the tourism website andthrough the Visitor Information Centre.When conducting a site visit ensurelocal operators are aware of potentialopportunities for cross selling through onlinepromotions, website links and packaging.City of Whittlesea | Tourism Strategy 2014-2019 31

Strategy 2.3Develop opportunities for the industry to participate in, collaborate on and contributeto marketing activitiesRef Action Priority Responsibility Resources Measure2.3.1 Encourage local businesses toleverage off the VFR campaign.2.3.2 Conduct regular site visitations foruse in case studies.2.3.3 Include marketing updates inbi-monthly tourism e-newsletter,to keep industry informed.Medium Council Within existingresourcesHigh Council Within existingresourcesHigh Council Within existingresourcesAt least ten tourism businesses activelypromote VFR campaign on-site and throughtheir website.One site visit completed each month, withregular tourism features in business andtourism newsletters.Tourism e-newsletter includes summaryof recent and upcoming marketing activityundertaken by Council and the TourismAssociation.Strategy 2.4Increase the use of digital media in promoting the City of Whittlesea as a tourismdestinationRef Action Priority Responsibility Resources Measure2.4.1 Where appropriate utilise socialmedia to market the destination.2.4.2 Continue to maintain and improvethe tourism section of the Councilwebsite.2.4.3 Ensure the distribution of theTourism DVD to local businessesand surrounding visitor informationportals to be played at their venues.MediumHigh(ongoing)LowCouncil andTourismAssociationCouncilTourismAssociationWithin existingresourcesWithin existingresourcesWithin existingresourcesSocial media is utilised at least four timesper annum through the Discover YourOwn Backyard campaign in promotingthe destination.Unique page views of the ‘things to see anddo’ page increases from 3260 (September2011 to September 2012) by ten per centper year.Tourism DVD is played at 10 businesses/public buildings with DVD capabilities.32

Strategy 2.5Leverage off the VFR data produced by Destination Melbourne and inspire membersof the local community to become ambassadors for the City of WhittleseaRef Action Priority Responsibility Resources Measure2.5.1 Conduct a community survey toidentify what tourism experiencesthe local community value andwhere locals take visiting friends andrelatives.2.5.2 Invite local tourism product to beinvolved in the campaign.2.5.3 Develop a VFR campaign to promotelocal tourism experiences to the localcommunity.2.5.4 Promote the campaign through localmedia outlets.2.5.5 Produce promotional collateral toaccompany the campaign.Medium-HighCouncilWithin existingresourcesMedium Council Within existingresourcesMedium Council Within existingresourcesMedium Council FundingrequiredMedium Council Within existingresourcesStrategy 2.6Increase awareness and use of the ‘Come See Whittlesea’ brandRef Action Priority Responsibility Resources Measure2.6.1 Undertake a review of the ‘ComeSee Whittlesea’ brand to ensureit remains current, relevant andrepresentative of the industry(possibly in conjunction with 2.5.1).2.6.2 Update the image library particularlyin relation to cycling, landscapes,events and dining.2.6.3 Identify ways that businessescan incorporate the ‘Come SeeWhittlesea’ brand into their ownmarketing activity (possibly inconjunction with 1.1.1).MediumCouncil andTourismAssociationWithin existingresourcesMedium Council Within existingresourcesMediumCouncil andTourismAssociationWithin existingresourcesCommunity survey completed and anattractions audit is established, rankingattractions by theme, seasonality andpopularity.At least twenty business owners andor events are involved in first yearof campaign (five for each season).Campaign plan developed based onsurvey results, outlining annual campaignschedule.Quarterly advertising features in localpapers and online through City ofWhittlesea website.Campaign collateral produced anddistributed to local residents.Industry stakeholders, visitors and Councilprovide input into ‘Come See Whittlesea’brand and how it can be strengthened.The tourism image library is updatedand all images used in City of Whittleseamarketing are current and depict thestrengths of the area.The business survey identifies whetherthe businesses can incorporate the‘Come See Whittlesea’ brand into existingmarketing activities.Strategy 2.7Advocate for the improvement of tourism signage across the municipalityRef Action Priority Responsibility Resources Measure2.7.1 Assist tourism operators to secureeffective signage for major arterialsand municipal roads.2.7.3 Be involved in the interpretivesignage at key locations frequentedby visitors.Low(asrequired)CouncilWithin existingresourcesLow Council Within existingresourcesSignage enquiries and issues are addressedpromptly and to the satisfaction ofoperators.Clear and informative signage existsthroughout the municipality.City of Whittlesea | Tourism Strategy 2014-2019 33

Greater coordination and stakeholder unificationTo create a unified and coordinated tourism industry to provide industrystakeholders with a collective voice to Council and within the Victoriantourism industry.High (1-2 years), Medium (2-4 years) or Low (4-5 years)Palomba Antipasti at Whittlesea Country Music FestivalStrategy 3.1Improve coordination between Council, tourism stakeholders and local operatorsRef Action Priority Responsibility Resources Measure3.1.1 Clearly establish role andresponsibilities of each industrygroup.3.1.1 Identify projects that require inputfrom all industry groups.3.1.2 Survey members to identify theirpriorities and how the groups cancollectively achieve these priorities(crossover with 1.1.1).HighMediumHighCouncil andTourismAssociationCouncil andTourismAssociationCouncil andTourismAssociationWithin existingresourcesWithin existingresourcesWithin existingresourcesEach group takes ownership of itspre-determined responsibilities and tasks,with a focus on achieving industry goals.Opportunities for industry development areidentified and worked on collaboratively.30% response rate to member survey.Survey results presented back to membersfor future planning.34

Strategy 3.2Increase involvement of business operators in guiding the future of tourismRef Action Priority Responsibility Resources Measure3.2.1 Identify ambassadors/ leaders in theindustry who have demonstratedleadership and industry knowledge,who others can learn from.Medium Council Within existingresourcesStrategy 3.3Develop greater alignment of the Whittlesea and Plenty ValleyTourism Association Inc and the Whittlesea Courthouse Association IncRef Action Priority Responsibility Resources Measure3.3.1 Identify the benefits of greatercohesion between the twoassociations for the ultimate benefitof the industry they serve.HighCouncil, TourismAssociationand WhittleseaCourthouseAssociationWithin existingresourcesFive or more ambassadors are identifiedand promoted to the tourism industry.A plan is formed in consultation with thetwo associations to increase cohesion.City of Whittlesea | Tourism Strategy 2014-2019 35

Product developmentTo increase the range, quality and diversity of existing and new tourism featuresand events within the City of Whittlesea and to improve the visitor experience,encouraging visitor dispersal and retention, while diversifying the experienceson offer within the municipality.High (1-2 years), Medium (2-4 years) or Low (4-5 years)Whittlesea Country Music FestivalStrategy 4.1Create a supportive industry that encourages new business with local positivesocial outcomesRef Action Priority Responsibility Resources Measure4.1.1 Identify new and potentialbusinesses within the municipality.4.1.2 Encourage communication betweennew business owners, TourismAssociation and existing operators.High(ongoing)High(ongoing)Council andTourismAssociationCouncil andTourismAssociationWithin existingresourcesWithin existingresourcesContact is established with new businessesand Council support is provided as required.New business operators are invited toattend WPVTA meetings and are connectedwith other local operators.Strategy 4.2Support the development and growth of major and minor events that reflect the corebrand of the destinationRef Action Priority Responsibility Resources Measure4.2.1 Continue to support major eventsthrough industry marketing activity.4.2.2 Support the development of smallerevents which can draw crowds fromsurrounding areas.4.2.3 Continue to support the CulturalHeritage ProgramMedium Council Within existingresourcesLow(asrequired)MediumCouncilCouncil/IndustryStakeholdersWithin existingresourcesWithin existingresourcesIndustry is actively involved in promotingmajor events within the City of Whittlesea.Support is provided to local tourismoperators and stakeholders looking to setup small events within the municipality.Local operators are encouraged to beactively involved in the Cultural HeritageProgram.36

Strategy 4.3Position the City of Whittlesea as an optimal cycling destinationRef Action Priority Responsibility Resources Measure4.3.1 Utilise a variety of communicationtools to promote cycling activity inthe City of Whittlesea.4.3.2 Investigate the needs of thecycling tourist and the currenttravel patterns.4.3.3 In conjunction with the WhittleseaBicycle Plan establish means ofmeasuring cycling activity withinthe municipality.4.3.4 Explore the needs of the cyclingcommunity and identify ways toimprove accessibility, safety, facilitiesand amenities for this market.4.3.5 Influence the development ofinfrastructure that meets the needsof this market.4.3.6 Undertake marketing activities tomeet these needs, with a focus ondigital media.High Council Within existingresourcesHigh Council Funding andexternal supportrequiredHigh Council Funding andexternal supportrequiredMedium Council Within existingresourcesMedium Council Within existingresourcesMedium Council Within existingresourcesStrategy 4.4Support the development and promotion of trailsRef Action Priority Responsibility Resources Measure4.4.1 Advocate for the Mernda-WhittleseaRail Trail providing a shared path forwalking/cycling/horse riding.4.4.2 Establish a rail trail steering group togenerate community support for theproject.MediumMediumCouncil andstakeholdergroups (BicycleUser Group (BUG),communitygroups)Council andStakeholdergroups (BUG,communitygroups)Funding andadditionalresourcesrequiredWithin existingresourcesAt least two cycling promotions per annum.A clear picture of the current travel patternsof cycling tourists is developed and areas forgrowth are identified.Cycling volume is measured and analysedannually.Open communication is maintained withthe cycling community and issues affectingaccessibility, facilities and amenities aredealt with promptly.Bicycle and walking paths/ trails continue tobe improved and developed throughout themunicipality. An investigation is carried outinto the costs and application of a phoneapp and bike path/trail map.Utilise online presence of the WhittleseaBicycle Users Group, Bicycle Network Victoriaand other cycling groups to build the profileof City of Whittlesea as a cycling destination.Funding secured and initialenvironmental and heritage studiescompleted. Appropriate signage andpublic art considered.Rail Trail steering group established.Strategy 4.5Support the development of a range of accommodation options in the City of WhittleseaRef Action Priority Responsibility Resources Measure4.5.1 Advocate for investment inaccommodation facilities.4.5.2 Work with other Councildepartments to assist with barriersfacing potential new investors.4.5.3 Actively seek information on StateGovernment changes relating to tourismdevelopment in Melbourne’s north.MediumCouncil andTourismAssociationWithin existingresourcesMedium Council Within existingresourcesLow –MediumCouncilWithin existingresourcesOpportunities for investment are identifiedand adequately supported by Council.Comprehensive information on planningand Council requirements relating toaccommodation facilities is readily availableto developers and investors.Council and industry remain up-to-date onpolicy changes affecting accommodation inregional Melbourne.City of Whittlesea | Tourism Strategy 2014-2019 37

Industry engagement and cooperationTo work cooperatively with other industries within the City of Whittleseaand their related Council departments, to build a stronger and betterconnected tourism industry.High (1-2 years), Medium (2-4 years) or Low (4-5 years)Whittlesea Courthouse Visitor Information CentreStrategy 5.1Maintain open communication channels with stakeholders across the events,business, arts and heritage industriesRef Action Priority Responsibility Resources Measure5.1.1 Participate in consultation sessionsand strategy events for all arts,events, business and heritagestrategies and action plans.5.1.2 Promote local events in conjunctionwith tourism attractions andoperators.5.1.3 Incorporate Council events scheduleinto bi-monthly newsletters toindustry stakeholders.Medium Council Within existingresourcesMediumMedium– HighCouncil andTourismAssociationCouncilWithin existingresourcesWithin existingresourcesStrategy 5.2Support new strategies and initiatives across related industriesRef Action Priority Responsibility Resources Measure5.2.1 Actively seek out and support newinitiatives by Council and localstakeholders.38Low Council Within existingresourcesTourism Services Officer attends allrelevant consultation and strategysessions for related departments.Events in the City of Whittlesea arepromoted on the Tourism Associationwebsite and at key tourism sites.Newsletters feature ‘events’ sectionwith upcoming local events.The tourism industry is aware of andinvolved in new initiatives throughout theCity of Whittlesea.

Strategy 5.3Support the development and promotion of arts and cultural trailsRef Action Priority Responsibility Resources Measure5.3.1 Link with organised arts andcultural activities across the City ofWhittlesea as outlined in Council’srelevant strategies.5.3.2 Explore the needs of the local artscommunity and investigate possibleopportunities to boost the exposureof the local arts industry.5.3.3 Explore alliances with adjoiningmunicipalities.Medium Council Within existingresourcesMedium Council Within existingresourcesLow -MediumCouncilWithin existingresourcesEstablish at least two tourism businesslinks annually with the City of WhittleseaCulture & Arts program.The local arts community is representedin tourism marketing and events.City of Whittlesea tourism businessesare promoted at relevant events and keytourism sites in neighbouring municipalities.Strategy 5.4Identify and promote opportunities for cross promotion of tourism and related industriesRef Action Priority Responsibility Resources Measure5.4.1 Identify and promote opportunitiesfor local operators to participate in,and host, local events.5.4.2 Promote attendance of localoperators at major events.5.4.3 Provide ongoing support to tourismoperators looking to utilise theirpremises for alternative purposes(art exhibitions, events, markets, etc).5.4.4 Establish a network of satelliteinformation points (virtualcentres) at core tourism locationsthroughout the municipality.5.4.5 Identify and promote opportunitiesfor packaging golf experiences inthe municipality.Medium Council Within existingresourcesMediumCouncil andTourismAssociationWithin existingresourcesMedium Council Within existingresourcesMediumMedium- HighCouncil, TourismAssociation andbusinessesCouncil/IndustryStakeholdersSomeadditionalresourcesrequiredWithin existingresourcesTourism sites are regularly utilised for artsand community events.Local operators are representedat major events.At least one operator hosts a new culturalevent per year.At least three satellite information pointsoperating’ at key sites within the Cityof Whittlesea, which are maintainedby the Tourism Association and Council.At least two operators are packaginggolf experiences.Strategy 5.5Ensure timely promotion of all City of Whittlesea events through the VisitorInformation CentreRef Action Priority Responsibility Resources Measure5.5.1 Provide the Whittlesea Courthousevolunteers with bi-monthly updateson upcoming events within the Cityof Whittlesea.HighCouncil andWhittleseaCourthouseAssociationWithin existingresourcesVolunteers receive bi-monthly updates onupcoming events within the municipality.City of Whittlesea | Tourism Strategy 2014-2019 39

Growling Frog Golf Course, Yan YeanMonitoringand review40

Monitoring and reviewTo ensure the currency and relevance of this strategy,an annual review of its objectives and outcomes will beconducted. Given the changing nature of the tourismindustry and continued growth of the municipality, it isexpected that modifications will occur annually, to ensurethe strategy remains relevant, achievable and measurable.Council’s Tourism ServicesOfficer will organise a yearlyreview workshop with relevantparties, to discuss the ongoingimplementation and resultsof the strategy, while allowingfor the addition of actionsand adjustment of prioritieswhere required.The review will incorporate:• A discussion of the industry’s progress against thestrategies and actions outlined in the Tourism Strategy• Acknowledgement of industry achievements andrecognition of ambassadors• A review of visitor numbers and trends within themunicipality• A discussion of industry trends and changes which mayimpact the strategy• Review of stakeholder roles and responsibilities• Consideration of upcoming actions and theirimplementation.Council will be briefed annually on the progress of theTourism Strategy, following the review process.City of Whittlesea | Tourism Strategy 2014-2019 41

River Redgum, near Lyndarum EstateAppendix42

AcronymsVFR – Visiting Friends and RelativesEDU – Economic Development UnitWPVTA – Whittlesea and Plenty Valley Tourism AssociationWCHA – Whittlesea Courthouse AssociationVIC – Visitor Information CentreTSO – Tourism Services OfficerBUG – Bicycle Users GroupReferencesBacker, E, 2007, VFR Travel – An examination of the expenditures of VFR travellers and their hosts.Current Issues in Tourism 10 (4) 366-377.City of Whittlesea, 2012, Annual Household Survey, p.p 24-35Data Insights, 2012, VFR Travel to Melbourne year ended December 2011Essential Economics, 2002, City of Whittlesea Tourism Development StrategyForecast.id, 2010, city of Whittlesea Population Forecasts, accessed 18 September 2012Gartner, W.C, 1996, Tourism Development: principles, processes and policiesGawler Visitor Information Centre (n.d), The Social & Cultural Impacts of Tourism, pp.1-2Tourism Queensland, 2010, How Tourism Benefits Communities, accessed 30 August 2012Tourism Research Australia, 2012, Tourism’s Contribution to the Australian Economy, 1997-98 to 2010–11, p.7Tourism Research Australia, 2012, Travel by Australians March 2012 – Quarterly Results of the National Visitor Survey, p.4Tourism Victoria, 2013, Economic Contribution of Tourism to Victoria 2011-12Tourism Victoria, 2011, Melbourne – Market Profile Year Ending December 2010, p.1Tourism Victoria, 2011, Victoria’s Cycle Tourism Action Plan 2011-2015, pp.9-13World Tourism Organization. 1995. UNWTO technical manual: Collection of Tourism Expenditure Statistics (PDF). p. 14.Photos courtesy of Philip O’Brien and Marshall Dwyer.City of Whittlesea | Tourism Strategy 2014-2019 43

25 Ferres Boulevard, South Morang VIC 3752Locked Bag 1, Bundoora MDC, 3083t. (03) 9217 2170 - TTY 133 677e. info@whittlesea.vic.gov.auw. www.whittlesea.vic.gov.au