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Central Queensland Tourism Opportunity Plan 2 0 0 9 – 2 0 1 9
DISCLAIMER – STATE GOVERNMENT
The Queensland Government makes no claim as to the accuracy of the
information contained in the Central Queensland Tourism Opportunity
Plan. The document is not a prospectus and the information provided is
general in nature. The document should not be relied upon as the basis
for financial and investment related decisions. This document does not
suggest or imply that the Queensland State Government or any other
government, agency, organisation or person should be responsible for
funding any projects or initiatives identified in this document.
DISCLAIMER – CENTRAL QUEENSLAND REGIONAL TOURISM DISCLAIMER – EC3 GLOBAL
ORGANISATIONS
Any representation, statement, opinion or advice, expressed or implied in
The Central Queensland Regional Tourism Organisations make no claim this document is made in good faith but on the basis that EC3 Global is
as to the accuracy of the information contained in the Central not liable (whether by reason of negligence, lack of care or otherwise) to
Queensland Tourism Opportunity Plan. The document is not a any person for any damage or loss whatsoever which has occurred or
prospectus and the information provided is general in nature. The may occur in relation to that person taking or not taking (as the case may
document should not be relied upon as the basis for financial and be) action in respect of any representation, statement or advice referred
investment related decisions to in this document.
Executive Summary Emu Park,
Capricorn Coast
Purpose Central Queensland in 2019
The purpose of this Tourism Opportunity Plan (TOP) is to provide The Central Queensland Region encompasses the two tourism
direction for the sustainable development of tourism in the regions of Capricorn and Gladstone and is made up of the four
Central Queensland Region over the next ten years to 2019. Local Government Areas – Rockhampton, Gladstone, Central
Executive Summary
Highlands and Banana. Tourism in Central Queensland is a
The TOP aims to:
growing part of a large regional economy, one which is
Identify new and upgraded tourism product that meets currently primarily driven by the resource and mining industry
future visitor expectations and demands; boom. In the year ended December 2007, domestic overnight
Identify the need for new investment in infrastructure that leisure visitors spent over $507 million in the Fitzroy Region,
supports the ongoing development of tourism; with tourism accounting for 10.9% of all employment (8,000
Provide relevant research based information on tourism full-time equivalent positions) in the Capricornia Region in the
supply and demand; and 2007-08 year.
Provide an agreed focus and mechanisms for engagement Over the next 10 years, Central Queensland’s regional
with the tourism industry, infrastructure providers and economy, population growth and investment will continue to
private investors. be driven by the mining, mineral resources and energy
The audience of the report includes Local, State and Federal industries. While population growth in the region is not
Government agencies, regional economic development expected to grow as rapidly as the State average, the
agencies, regional and local tourism organisations, investors infrastructure requirements to meet the needs of industry will
and developers and tourism industry operators. be substantial. There will be increasing pressure on transport
infrastructure, community resources and utilities in these areas
The development of the TOP has been based on extensive in order to meet growing demand.
research as well as consultation with a diverse range of
regional and external stakeholders including government
agencies, tourism industry, tourism stakeholders, developers
Central Queensland Tourism
and investors. Over 100 stakeholders were consulted Opportunity Plan Vision
throughout this project, from survey consultation through to From the stakeholder consultation process, a number of
one-on-one interviews, forums and workshops. common themes can be identified as core elements of a vision
for the future growth and development of tourism in the
This TOP does not purport to canvass all possible projects for
Central Queensland region. The following development goals
the region. Recommendations made in this TOP were
were used as the basis for the vision for tourism opportunities
developed through an assessment of projects based on the
in Central Queensland to 2019.
following agreed set of criteria:
The types of development desired in Central Queensland are
1. Is the product unique or provide a competitive
projects that:
advantage for the region?
2. Does the project meet the needs of growth target Contribute to a positive image of the area as a destination
markets? in its own right (not just a stopover) for local and
3. Is the product/project demand driven? international visitors and business people;
4. Is the project aligned with Local, State or Federal Recognise and highlight the internationally and nationally
Government’s priorities and likely to gain support from significant natural and heritage assets;
the decision-makers? Successfully blend nature based and industrial tourism
5. Is the project aligned with the vision for the region and to create a spectrum of experiences that encourage an
community aspirations? increased length of stay;
1
Protect and enhance the lifestyle of residents in Central marine, sporting, business and events. A growing target
Queensland; market for the region will be international visitors including
Target a specific market that appreciates the regions Central Queensland as part of a larger coastal itinerary (Cairns
unique character and successfully provide infrastructure to Brisbane) travelling in hire cars or on long-distance buses.
suitable to their needs;
Products that match the natural assets of the region and Target Market Needs
provide immersive experiences where you can get-away In addition to the ‘Connector’ market regional stakeholders
from the crowds; and identified the following emotional needs that a Central
Support a profitable and sustainable tourism industry. Queensland holiday will meet for the visitor in 2020.
The recommended Central Queensland TOP Vision is: “Escape” Escape to Reality – Real Adventure, Real
Experiences, Real Holidays. From snorkelling the reef,
“Encourage profitable and sustainable development that fishing and surfing to gem fossicking, outback cattle
immerses the ideal visitor in experiences that are stations, scenic gorge country, or touring industrial giants –
sensitive to the unique natural, cultural and lifestyle the experience is real in Central Queensland, not
features of Central Queensland” manufactured. You can touch and feel everything about it.
“Discovery” Discovering nature, discovering industry,
Target Markets heritage, culture and discovering self. Experiences of
exploring, learning, reconnecting, understanding, reflecting,
Domestic Consumer Segmentation regenerating, rejuvenating.
Since the Central Queensland Destination Management Plans “Learning/Education” Learning about the lifestyle of the
(DMPs) were published, Tourism Queensland has undertaken a Central Queensland Region, learning about the industry and
new approach to identifying domestic target markets, based job opportunities, learning about nature, culture and
on consumer segmentation. The segmentation is a result of heritage of the region, and imagining what it would be like
research of some 6,000 Australian consumers, looking to to ‘live the life’.
Executive Summary
understand the emotional drivers for their ideal holiday “Adventure” Many adventurous things to do, fishing,
experience. Based on the results of this research the surfing, snorkelling, visit National Parks, gem fossicking,
consumer group best suited to Central Queensland is the visit coastal townships.
‘Connectors’. This group make up 32% of the travelling
domestic population including a wide range of lifecycle Catalyst Projects
segments from families to empty nest and retired couples.
Through the consultation and review process 16 catalyst
Connectors see holidays as a chance to connect with the projects have been identified for the Central Queensland
people they care most about. They will often compromise their Region over the next ten years. These projects are tourism
own preferences in terms of activities to ensure everyone has investment or infrastructure projects of regional significance
a good time. It’s about what is real and what’s really important; which are expected to act as a catalyst to a range of other
(Tourism Queensland, 20081) investment, marketing and product development opportunities.
The Central Queensland DMPs (2007) identify the core target These catalyst projects were identified as:
market segments that are expected to provide the greatest
Agnes Water/Seventeen Seventy Tourism and Recreation
potential for growth of tourism in the region. These target
Master Plan
markets align well with the ‘Connectors’ market segment,
Accessibility of Agnes Water/Seventeen Seventy
however it is important to note that ‘Connectors’ needs go
Backpacker Investments in Central Queensland
beyond that of a lifestage and look for experiences that bring
the group together. For the purpose of the TOP the following Development of a Gladstone Showcase Facility
target markets are the primary focus for product development GeoPark Tourism Attraction at Capricorn Caves
and marketing activities from 2007 – 2010 and should also Kroombit Tops Development
provide the focus for the TOP in recommendations made on Mount Morgan Tourism Development
infrastructure and investments priorities. Rockhampton and Gladstone Public Transport Link
Revitalising Great Keppel Island
Core Target Markets
Rockhampton 4-5 Star Accommodation
■■ Couples and families 35 years and over from Brisbane and
Rockhampton Riverfront Precinct
South East Queensland
Sapphire Gemfields Interpretive Centre
■■ Young parents from Regional Queensland (excluding South
East Queensland) Sports Tourism Development
■■ Couples and families 35 years and over from Northern New Sustainable Growth at Carnarvon Gorge
South Wales Rockhampton Zoo and Wetlands Research Centre
Yeppoon Beachfront Tourism Precinct
Special interest and developing markets include long-haul self-
drive, visiting friends and relatives, fishing, fly/drive, geo
tourism, golf tourism, adventure/nature-based, education,
1 Segmentation Analysis Discussion Paper, Tourism Queensland (November 2008)
2 Central Queensland Tourism Opportunity Plan 2009–2019
Regional Priority Projects Implementation
Ongoing investment in tourism products and tourism related For the Central Queensland Region’s vision for tourism
infrastructure is required in order to meet the future needs of opportunities to be realised in an effective and timely manner, a
visitors to each of the distinctive sub-regions of Central number of implementation mechanisms are necessary. The
Queensland. The TOP provides a summary of the tourism Central Queensland Regional Tourism Organisations will be
related development projects that have been identified by each responsible for managing and co-ordinating the
of the four sub-regions of Central Queensland (the Local implementation of the TOP in partnership with the State and
Government Areas of Banana, Central Highlands, Gladstone Local Government. The Destination Management Officers
and Rockhampton) as being essential in meeting the needs of (DMOs) will monitor progress and assist in forming project
future target markets and market demand. In addition to the groups of relevant agencies as required to take the project
Catalyst Projects, a number of regional priority projects are recommendations forward.
also identified.
The TOP aims to provide a clear set of priority projects for the
destination to guide product development partnerships and
Long-term Projects local planning. More importantly, the plan provides a vision and
Long-term projects are those that are likely to occur outside direction for future tourism development that meets the needs
the ten year timeframe of the TOP or are not feasible to be of the community and consumers alike.
undertaken at this stage, but remain important projects for
Central Queensland. A number of long term projects have also
been identified for the Central Queensland Region, grouped by
Regional Council.
These projects have been identified by stakeholders but
following investigation were not considered feasible to be
included in the TOP. This was due to either the fact that the
Executive Summary
project was not feasible within the ten year time horizon of the
TOP or due to significant barriers restricting the project’s
development. If these barriers and time restrictions can be
overcome, than these projects may be undertaken.
Scuba Diving, Fitzroy Reef Lagoon
3
Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 5.14 Sustainable Growth at Carnarvon Gorge . . . . . . . . . . . . 28
Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 5.15 Rockhampton Zoo and Wetlands Research Centre . . . . 29
5.16 Yeppoon Beachfront Tourism Precinct . . . . . . . . . . . . . . 30
1 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.1 What is a Tourism Opportunity Plan? . . . . . . . . . . . . . . . . 6 6 Regional Priority Projects . . . . . . . . . . . . . . . . . . . . . . . . . . 31
1.2 The Central Queensland Region . . . . . . . . . . . . . . . . . . . . 6 6.1 Region-Wide Priority Projects . . . . . . . . . . . . . . . . . . . . . 31
1.3 Future Tourism Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 6.2 Banana Shire Council Area . . . . . . . . . . . . . . . . . . . . . . . 32
6.3 Central Highlands Regional Council Area . . . . . . . . . . . . 32
2 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Contents
6.4 Gladstone Regional Council Area . . . . . . . . . . . . . . . . . 32
2.1 Tourism Opportunity Plan Development Methodology . . 10
6.5 Rockhampton Regional Council Area . . . . . . . . . . . . . . 33
2.2 Stakeholder Consultation . . . . . . . . . . . . . . . . . . . . . . . . 10
6.6 Major Infrastructure and Utilities . . . . . . . . . . . . . . . . . . . 33
2.3 Data Sources and Limitations . . . . . . . . . . . . . . . . . . . . 10
2.4 Project Assessment Criteria . . . . . . . . . . . . . . . . . . . . . . 11 7 Long Term Tourism Opportunity Plan Projects . . . . . . . . . 34
7.1 Banana Shire Council Area . . . . . . . . . . . . . . . . . . . . . . . 34
3 A Vision for the Central Queensland Region . . . . . . . . . . . 12
7.2 Central Highlands Regional Council Area . . . . . . . . . . . . 34
3.1 Central Queensland Tourism Opportunity Plan Vision . . . 12
7.3 Gladstone Regional Council Area . . . . . . . . . . . . . . . . . 35
4 GAP Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
7.4 Rockhampton Regional Council Area . . . . . . . . . . . . . . 35
4.1 Destination Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . 14
8 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
4.2 Planned Projects Supporting the Tourism
Opportunity Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Appendix 1: Tourism Opportunity Plan Methodology . . . . . . . . 37
4.3 Investment and Infrastructure Gaps . . . . . . . . . . . . . . . . 16 Appendix 2: Project steering Group . . . . . . . . . . . . . . . . . . . . 38
Appendix 3: Reference Network . . . . . . . . . . . . . . . . . . . . . . 38
5 Catalyst projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Appendix 4: Catalyst Projects – Implementation . . . . . . . . . . . 42
5.1 Agnes Water/Seventeen Seventy Tourism and Recreation
Master Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Appendix 5: Regional Priority Projects – Implementation . . . . 45
5.2 Accessibility of Agnes Water/Seventeen Seventy . . . . . . 20
5.3 Backpacker Investments in Central Queensland . . . . . . . 22
5.4 Development of a Gladstone Showcase Facility . . . . . . . 22
5.5 GeoPark Tourism Attraction at Capricorn Caves . . . . . . 23
5.6 Kroombit Tops Development . . . . . . . . . . . . . . . . . . . . . 24
5.7 Mount Morgan Tourism Development . . . . . . . . . . . . . . . 24
5.8 Rockhampton and Gladstone Public Transport Link . . . . 25
5.9 Revitalising Great Keppel Island . . . . . . . . . . . . . . . . . . 25
5.10 Rockhampton 4-5 Star Accommodation . . . . . . . . . . . . 26
5.11 Rockhampton Riverfront Precinct . . . . . . . . . . . . . . . . . . 26
5.12 Sapphire Gemfields Interpretive Centre . . . . . . . . . . . . . 27
5.13 Sports Tourism Development . . . . . . . . . . . . . . . . . . . . . 28
4 Central Queensland Tourism Opportunity Plan 2009–2019
Acronyms
Head Great Keppel Island
ABS Australian Bureau of Statistics
CHRC Central Highlands Regional Council
CTDO Capricorn Tourism Development Organisation
DEEDI Department of Employment, Economic Development and Innovation
DIP Department of Infrastructure and Planning
DME Department of Mines and Energy
Acronyms
DMP Destination Management Plan
DTMR Department of Transport and Main Roads
GAPDL Gladstone Area Promotion and Development Limited
GBRMPA Great Barrier Reef Marine Park Authority
GRC Gladstone Regional Council
DERM Department of Environment and Resource Management
IVS International Visitor Survey
LGA Local Government Area
LGMS Local Growth Management Strategy
LTO Local Tourism Organisation
NP National Park
NVS National Visitor Survey
QT Queensland Transport
QTS Queensland Tourism Strategy
QPWS Queensland Parks and Wildlife Service
RRC Rockhampton Regional Council
RTO Regional Tourism Organisation
STO State Tourism Organisation
TA Tourism Australia
TQ Tourism Queensland
VIC Visitor Information Centre
5
Dawn at Carnarvon Gorge
National Park 1 Context
1.1 What is a Tourism Opportunity The development of the TOP has been based on extensive
research as well as consultation with a diverse range of
Plan? regional and external stakeholders including government
The purpose of this Tourism Opportunity Plan (TOP) is to agencies, tourism industry, tourism stakeholders, developers
provide direction for the sustainable development of tourism in and investors. Over 110 stakeholders were consulted
the Central Queensland region over the next 10 years to 2019. throughout this project, from survey consultation through to
one-on-one interviews, forums and workshops.
The TOP aims to:
■■ Identify new and upgraded tourism product that meets The TOP also recognises the various other Government
future visitor expectations and demands; strategies and plans which may impact on tourism and which
1 Context
exist in the region including ‘Central Queensland; A New
■■ Identify the need for new investment in infrastructure that
supports ongoing development of tourism; Millennium Report’ (2002), which sets the regional planning
framework for the region.
■■ Provide relevant research based information on tourism
supply and demand; and
■■ Provide an agreed focus and mechanisms for engagement 1.2 The Central Queensland
with the tourism industry, infrastructure providers and Region
private investors.
The Central Queensland Region encompasses the two tourism
In November 2006, the Queensland Government delivered the regions of Capricorn and Gladstone. The region stretches from
Queensland Tourism Strategy, a 10-year vision for sustainable the coastal town of Agnes Water/Seventeen Seventy in the
tourism. To achieve this vision, Tourism Queensland (TQ) and south, along the Capricorn Coast to Stanage Bay in the north
the Queensland Tourism Industry Council (QTIC) in partnership and then west to Emerald, the Sapphire Gemfields, Carnarvon
with the Department of Employment, Economic Development Gorge and Isla Gorge. Map 1 provides an overview of the
and Innovation (DEEDI)1 developed six key themes. Under Central Queensland Region boundaries as defined by Tourism
theme 2 ‘Investment, Infrastructure and Access’ Tourism Queensland. The Central Queensland Region is made up of
Queensland in partnership with the Regional Tourism four Local Government Areas – Rockhampton, Gladstone,
Organisations (RTOs) was responsible for preparing Regional Central Highlands and Banana Councils.
Tourism Investment and Infrastructure Plans (RTIIPs) for each
tourism region across Queensland. The TOP is the new name
for the RTIIP, a title that is considered to better represent the
content and intent of the document. However apart from the
name change, the remainder of the document is a s was
developed in partnership with regional stakeholders over the
last 12 months.
The audience of the report includes Local, State and Federal
Government agencies, regional economic development
agencies, Regional and Local Tourism Organisations, investors
and developers and tourism industry operators.
1 Then known as the Department of Tourism, Regional Development and Industry.
6 Central Queensland Tourism Opportunity Plan 2009–2019
Map 1. Central Queensland Region
GR
DARWIN EA
TB
A
RR
IER
CAIRNS
REE
F
BLAIR ATHOL ROCKHAMPTON
STATE FOREST
Clermont Marlborough BRISBANE
BUNDOORA BYFIELD NP CANBERRA
B PERTH
CUDMORE NP STATE FOREST SYDNEY
REDROCK
GR EUGENE R U C E ADELAIDE
EG STATE FOREST Byfield
STATE FOREST Capella
HI
G KEPPEL BAY ISLANDS NP SO
U MELBOURNE
OR
HOBART
Y
Yeppoon Pumpkin Island
HW
TH
HI
The Caves Great Keppel Island
AY
ER
Anakie N
G
Gemfields GOODEDULLA Emu Park
KETTLE NP
GR
HW
STATE FOREST Wilson Island E
Keppel Sands AT
AY
Heron Island
B
Rubyvale Rockhampton
Sapphire
AR
ZAMIA Emerald CAPRICORN CAYS NP
icho STATE FOREST
Blackwater TAUNTON NP DUARINGA
RIE
Drummond Anakie Curtis Island Fitzroy Reef
CAPRI CO STATE FOREST
R N H I G H WA Y BLACKDOWN Duaringa Mt Morgan CURTIS ISLAND NP Llewellyn Reef
LAKE
R RE
Willows TABLELAND NP
MARABOON
EF
Willows CAPRICORN Dululu Mt Larcom Gladstone
N
Gemfields DAWSON RANGE DON RIVER Boyne Island Bustard Lady Musgrave Island
REGION SHOTOVER STATE FOREST STATE FOREST Y
WA Calliope Tannum Sands Head
N H Middle Island
G
STATE FOREST Baralba HI G Bustard Bay
Springsure Bernaraby Lady Elliot Island
B
S ON Round Hill Head
W EURIMBULA NP
RU
DA A Seventeen Seventy
C
WS D GLADSTONE Agnes Water
R
ON Callide
E H
SQUIRE HI REGION Miriam Vale DEEPWATER NP
IG
STATE FOREST
A
GH EXPEDITION BiloelaKROOMBIT
W Rolleston
MT HOPE A Y STATE FOREST TOPS NP
BU
Banana
R
STATE FOREST
N
Moura
H WA Y
Many Peaks
NE CANIA
T
BELMONT
T
Deepdale DAW GORGE KALPOWAR
G
Extension STATE FOREST
HI
S O N H I G H WA Y
NP STATE FOREST Moore Park
Salvator Rosa NUGA NUGA NP GH
Ka Ka Mundi LAKE
E
WA
Section Section CARNARVON NATIONAL PARK Y Bundaberg
MONDURAN Bargara
Theodore Monto Elliott Heads
LAKE PALMGROVE NP COOMINGLAH
Mt Moffatt Carnarvon STATE FOREST
Section NUGA NUGA THEODORE Gin Gin BURRUM COAST NP
Gorge
Section STATE FOREST
PRESHO Woodgate
H WA Y
Moolayemter LAKE WURUMA
Fraser Island
STATE FOREST ISLA GORGE NP Burrum Heads
HI G
Section BORANIA
EXPEDITION NP STATE FOREST GOODNIGHT Childers
DT
Hervey Bay
R
Eidsvold SCRUB NP
PRECIPICE NP
H HA
IC
Biggenden
LE
Mundubbera Maryborough
Taroom
Gayndah
7
1 Context
Tourism in Central Queensland is a growing part of a large > The price of oil has fallen by over 70% from its peak of
regional economy, one which is currently primarily driven by the US$147.00 per barrel in July 2008 to under US$40.00
resource and mining industry boom. In the year ended in late December. Australian fuel prices are falling
December 2007, domestic overnight leisure visitors spent over significantly, enhancing the price competitiveness of
$507 million in the Fitzroy Region, with tourism accounting for Australian inbound and domestic (especially drive)
10.9% of all employment (8,000 full-time equivalent positions) tourism.
in the Capricornia Region in the 07-08 year. In the year ended Notwithstanding these positive factors, the forecasts suggest
June 2008, the Central Queensland Region received over 1.33 that in 2009:
million visitors, staying for over 5 million visitor nights in the
> Inbound tourist arrivals will fall by 4.1%, but to rebound
region. Over the past 5 years, growth in the domestic market by 5.3% in 2010. This will result in the worst calendar
has been flat (accounting for 90% of visitation to the region) year performance for inbound tourism since the pilot
while the international market has grown by 6%. Currently, the strike of 1989, when inbound travel fell 7.5% due to the
intrastate market (mostly within 400km) is the most significant pilot strike.
for the Central Queensland Region, while Europe (excluding > Domestic tourism visitor nights will fall by 0.9% and
UK and Germany) is the primary international source market. increase by 1.0% in 2010.
Over the next 10 years, Central Queensland’s regional > Outbound Australian tourism departures will fall by 2.9%
economy, population growth and investment will continue to but bounce back in 2010.
be driven by the mining, mineral resources and energy The Tourism Forecasting Committee also suggest that while
industries. While population growth in the region is not there is a forecast downward trend in terms of activity, the
expected to grow as rapidly as the State average, the lower Australian dollar (and lower petrol prices) will support
infrastructure requirements to meet the needs of industry will growth in tourism spending in Australia. The lower Australian
be substantial. There will be increasing pressure on transport dollar will increase the purchasing power of international
infrastructure, community resources and utilities in these areas visitors, while lower oil/petrol prices will increase car travel for
in order to meet growing demand. Australians travelling domestically, boosting day trip
expenditure. Therefore, total spending on tourism in Australia
The challenge for resource-rich economies such as Central
(or total tourism consumption) is forecast to increase by 0.3%,
Queensland is the ability to diversify activities in order to ensure
with the 1.8% increase in the larger domestic visitor segment,
long-term economic and regional sustainability. Tourism
offsetting the 3.6% decrease in international consumption.
provides this opportunity, and while the mining and energy
boom means that the economic structure of the Central The long-term forecast is for an average annual increase of
1 Context
Queensland Region is not currently heavily reliant on tourism, 1.7% from 2007-2017, mainly from growth in inbound tourism.
the contribution of tourism related industries and visitor International visitor arrivals are projected to increase at an
expenditure to the region is growing. Tourism needs to be average annual rate of 3.7% over the period between 2007-
considered in the future infrastructure and services planning 2017 with China expected to become our second largest
and development for the region in order to support and inbound market (currently fifth) and New Zealand will remain
maximise the current industry growth in the region by providing our largest market albeit with lower share (forecast to be
lifestyle and recreation opportunities for residents. 15.6% in 2017 compared with 20.2% in 2007).
Therefore, the following table should be considered in the
1.3 Future Tourism Profile context of the revised forecasts. Key factors in Central
Future tourism demand to 2017 has been projected for the Queensland’s favour are the stronger domestic drive market,
Central Queensland Region based on Tourism Forecasting upon which Central Queensland relies for almost 80% of its
Committee report (September 2008)3 prepared prior to the visitors and the daytrip market which is supported by
global financial crisis. The underpinning assumption is that the population growth. As only 10% of visitors to Central
Central Queensland region can maintain its 2007 market share Queensland are international visitors and the majority of these
of international and domestic visitors and growth rates are are from the UK (20%), Germany (12.5%) and New Zealand
determined by the visitor night forecasts for Australia prepared (11%) the region will be less affected by other regions. The
by the Tourism Forecasting Committee. Tourism Forecasting Committee forecasts suggest that the UK
The Tourism Forecasting Committee has since released a market will grow 8.2% over nine years (2008-2017), and while
revised forecast. The revised Forecasts for 2009 and beyond the German market will only grow by 1.8%, the New Zealand
were released in early February and the key points are market is forecast to grow 11% over the same period.
summarised below. The Tourism Forecasting Committee
highlights that while lower world economic growth in 2009 will
have a negative impact on world tourism and, although
Australian tourism will not escape these impacts, several
factors will partly offset these effects, including:
> The fall in the Australian dollar from its ‘resources
boom’ peak (US$0.98 to US$0.62) which improves the
competitiveness of Australian inbound tourism against
other destinations, and the competitiveness of domestic
tourism against outbound travel.
3 Tourism Queensland provides no warranty for the figures provided by the Tourism Forecasting Committee in the September 2008 report prepared prior to the global
financial crisis.
8 Central Queensland Tourism Opportunity Plan 2009–2019Table 1 Central Queensland Domestic and International Visitation Forecasts
Avg. Annual
Increase on 07
(000’s) 2001 2007 2012 2017 increase
2012 2017 2007-12 2012-17
Domestic 1,261 1,177 1,291 1,349 114 172 1.9% 0.9%
Visitors International 128 129 171 219 42 90 5.8% 5.1%
Total 1,389 1,306 1,462 1,568 156 262 2.3% 1.4%
Domestic 4,800 3,804 3,616 3,691 -188 -113 -1.0% 0.4%
Visitor Nights International 567 779 1,016 1,294 237 515 5.5% 5.0%
Total 5,367 4,583 4,632 4,985 49 402 0.2% 1.5%
Domestic 3.8 3.2 2.8 2.7 -0.4 -0.5 -2.8% -0.5%
Avg stay (nights) International 4.4 6.0 5.9 5.9 -0.1 -0.1 -0.3% -0.1%
Total 3.9 3.5 3.2 3.2 -0.3 -0.3 -2.0% 0.1%
Source: Summary of forecasts prepared by Tourism Queensland (2008)
Based on the previous TFC forecasts (September 2008) daytrippers to the Central Queensland Region are projected to increase
from 1,997,000 in 2007 to 2,004,000 in 2017 – an additional 7,000 daytrippers or 2.2% per year (in line with population growth).
The combined forecast increase in the resident and visitor populations between 2007 and 2017 of an additional 28,300 persons
represents an increase of 13 percent over 2007 population levels based on the 2008 forecasts.
International Visitors Domestic Visitors
Visitor Projections
■■ Growth in overall international visitor numbers ■■ Slow to moderate growth in both interstate and intrastate
■■ Declining average length of stay markets
■■ Relative growth in the VFR market
■■ Declining average length of stay
1 Context
Demand Projections for Activities
■■ Growth in the demand for outdoor and nature based ■■ Growth in the demand for social activities – VFR, eating
activities out, events, daytrips etc
The TOP recommendations for catalyst projects take into account the long-term trends, rather than the short-term impacts of the
global financial crisis. That is, an annual average increase of around 1.7% per annum accounting for a returning international
inbound market and a slowing but still driving domestic market. It should be noted that trends towards shorter holidays, low-cost
air travel and more ‘experiential’ holidays remain underpinning social trends that impact on the type, if not the volume, of future
holidays. Central Queensland continues to be well-positioned with accessible reef, un-crowded coastlines, and unexplored
hinterlands within close proximity of growing population centres.
Botanical Gardens, Rockhampton
9Roundhill Head,
Seventeen Seventy 2 Methodology
Head
2.1 Tourism Opportunity Plan Department of Infrastructure and Planning
Development Methodology Department of Environment and Resource Management/
Queensland Parks and Wildlife Service
Consistent with the TOP template developed by Tourism
Other State Government agencies
Queensland, the methodology undertaken to develop the
Regional Development Australia
Central Queensland TOP included six key phases:
Community Organisations
■■ Phase I – Project Initiation Investors/Developers
2 Methodology
■■ Phase II – Situation Analysis Tourism Operators/Industry
■■ Phase III – Development of a Future Tourism Profile
Surveys were used to gain an initial understanding of the
■■ Phase IV – Analysis of Investment and Infrastructure
tourism industry in the region and seek input on the desired
■■ Phase V – Preparation of Draft TOP
future of tourism for Central Queensland. In-region workshops
■■ Phase VI – Preparation of Final TOP
and meetings with key stakeholders then allowed for the
A full summary of the methodology is provided in Appendix 1. identification of specific issues indicating infrastructure gaps
and investment and development opportunities in the region.
Individual meetings were held with key stakeholders such as
2.2 Stakeholder Consultation developers and investors. Appendix 3 provides a list of the
A high level of stakeholder consultation was undertaken in the stakeholders consulted throughout this process.
development of the TOP. The commitment and involvement of
the Steering Group was essential in the development of the
TOP. The Steering Group provided direction, feedback and
2.3 Data Sources and Limitations
input on the project and provided the consultant with valuable The consultants have used a combination of quantitative and
insight and advice on the future growth and development of qualitative primary and secondary data sources in the analysis
tourism in the region. Please refer to Appendix 2 for a list of and preparation of the TOP. Where possible, all quantitative
the Steering Group members. data sources have been verified and all reports associated with
the TOP have been presented to a wide range of stakeholders
A combination of stakeholder surveys, workshops and for verification and feedback. Efforts have been made to
interviews were used to engage and consult stakeholders provide a comprehensive profile of tourism development in the
throughout the TOP process. Key stakeholders were identified region, there are however inherent limitations in data sets and
to form part of a project Reference Network. The Reference sources.
Network was the key point for consultation throughout the
project in order to provide input into the development of the The Central Queensland Region covers a geographic region
plan and to gain ownership and engagement into the final plan 126,750 square kilometres, covering four Local Government
and its implementation. The wider consultative Reference Areas and 14 Statistical Local Areas. There are a number of
Network included key stakeholders from: challenges in presenting and analysing data for this large
region. Outlined below are the principles used in the sourcing,
Department of Employment, Economic Development and presentation and analysis of data for the Central Queensland
Innovation (formerly Department of Tourism, Regional Region:
Development and Industry)
Regional/Local Tourism Organisations ■■ Where possible, data has been presented for the entire
Central Queensland region;
Local Government representatives
■■ Statistical information has been presented for the Central
Department of Transport and Main Roads
Queensland region as per the definition in the DMPs;
Queensland Transport
10 Central Queensland Tourism Opportunity Plan 2009–2019■■ Visitor and population data has also been presented for the the product or investment opportunity fill a gap in meeting
Central Queensland region using the definition provided in visitor and community demands for infrastructure and
the DMPs; tourism related investment?
■■ Economic data has been presented for the four Local 4. Alignment with Government Priorities – Is the project
Government Areas within the Central Queensland region – likely to face insurmountable barriers or obstacles as a
Rockhampton, Gladstone, Central Highlands and Banana. result of not meeting the Local, State or Federal
Due to data restrictions at the time of publishing, the data Government’s priorities? Is the project likely to gain support
sourced for these regions has been based on the 12 from the key decision-makers?
Councils which merged on the 15th of March 2008 to form 5. Alignment with the Vision and Community Aspirations
the four new Regional Councils; – Is the project aligned with government, industry and
■■ Where data is not available for the four major Local community aspirations and vision for tourism in the Central
Government Areas, data is presented for the Fitzroy Queensland Region over the next 10 years?
Statistical Division. This division is used in the DMPs as Based on the agreed set of assessment criteria, the identified
representative of the Central Queensland Region. projects for the Central Queensland TOP will be classified into
The data provided in this report aims to provide an overall one of the following categories:
analysis of the Central Queensland region in order to ensure ■■ Catalyst Projects – These projects are tourism investment
that the final TOP provides a consistent approach to the or infrastructure projects of regional significance which are
investment, planning and development of tourism infrastructure expected to act as a catalyst to a range of other
for the entire Central Queensland Region. investment, marketing and product development
opportunities. These projects have undergone an initial
stakeholder and criteria assessment of their feasibility and
2.4 Project Assessment Criteria been agreed as a catalyst project for the region. Generally,
A wide variety of projects have been put forward as part of the a catalyst project will meet 4 – 5 of the assessment criteria
Central Queensland TOP process. In order to undertake an requirements.
initial assessment of the feasibility of these projects a set of ■■ Regional Priority Projects – These projects are tourism
assessment criteria were developed in consultation with key investment or infrastructure projects that are a priority for a
stakeholders. The agreed criteria for the assessment of the particular sub-region of Central Queensland. These projects
identified Central Queensland TOP projects were: have undergone an initial stakeholder and criteria
2 Methodology
assessment of their feasibility and been agreed as a priority
1. Product Uniqueness – Is the product or investment
for the area. Generally, a sub-regional priority project will
opportunity unique to the Central Queensland region or
meet 3 – 4 of the assessment criteria requirements.
within the competitive destination set? Will the project
■■ Long Term Projects – These projects are the additional
provide a visitor experience that is not currently available for
tourism investment or infrastructure projects that have been
the target market either somewhere else in the Central
identified throughout the stakeholder consultation process.
Queensland region or in another easily accessible
In the stakeholder and criteria assessment process, these
destination? Will the product provide a competitive
projects were identified as not feasible to be undertaken
advantage for the region?
either in the time horizon of the TOP or due to significant
2. Target Market Needs – Will the product or investment
barriers restricting the project’s development. Generally, a
opportunity meet the needs of new target markets in the
long term project will meet less than 3 of the assessment
future? In particular, will the product or investment
criteria requirements.
opportunity fill a gap in meeting the needs of the growth
target markets? Is the opportunity supply driven?
3. Demand Driven – Does the demand forecasts for future
activities and current target market demands support the
development of the project or investment opportunity? Will
Biloela
113 A Vision for the Central
Gladstone Marina Head
Queensland Region
The Central Queensland DMPs (2007), identify the vision for ■■ Target a specific market that appreciates the region’s
the region as ‘Support a partnership approach to tourism unique character and successfully provide infrastructure
development and marketing to create a sustainable and suitable to their needs;
3 A Vision for the Central
profitable tourism industry throughout Central Queensland’. ■■ Products that match the natural assets of the region that
provide immersive experiences where you can get away
Queensland Region
The Central Queensland; A New Millennium Report (2002) from the crowds; and
identifies the vision for the region as ‘Central Queensland
■■ Support a profitable and sustainable tourism industry.
aspires to be the most diverse and prosperous region in
Australia. This will be achieved by economic growth that is The recommended Central Queensland TOP Vision is:
ecologically sustainable and where people and industry work in
harmony with the environment for the benefit of both present “Encourage profitable and sustainable development that
and future generations whilst respecting the diversity of our immerse targeted visitors in experiences that are
past’. sensitive to the unique natural and cultural assets and
the lifestyle of Central Queensland”
In order for the recommendations of the TOP to be agreed by
stakeholders, prioritised and taken forward, there is a need to The Central Queensland region will provide a number of
develop a clear vision for tourism related investment and ‘signature experiences’ for both the domestic and growing
infrastructure in the Central Queensland region over the next international market. These experiences will be developed to
ten years. position the destination known for uncrowded nature-based
tourism, access to the Southern Barrier Reef and Islands,
hands-on geo-tourism, industrial and educational tourism, and
3.1 Central Queensland Tourism an experience of the relaxed, outdoors and active lifestyle of
Opportunity Plan Vision the people of Central Queensland. The catalyst and regional
From the stakeholder consultation process, a number of priority projects included in the TOP aim to deliver on these
common themes can be identified as core elements of a vision experiences while supporting economic growth and
for the future growth and development of tourism in the contributing to the quality of life of the destination’s residents.
Central Queensland region. The following development goals
were used as the basis for the vision for tourism opportunities 3.2 Target Markets
in Central Queensland to 2019.
Domestic Consumer Segmentation
The types of development desired in Central Queensland are Since the Central Queensland DMPs were published, Tourism
projects that: Queensland has undertaken a new approach to identifying
domestic target markets, based on consumer segmentation.
■■ Contribute to a positive image of area as destination in its
own right (not just a stopover) for local and international The segmentation is a result of research of some 6,000
visitors and business people; Australian consumers, looking to understand the emotional
drivers for their ideal holiday experience. Based on the results
■■ Recognise and highlight the internationally and nationally
significant natural and heritage assets; of this research the consumer group best suited to Central
Queensland is the ‘Connectors’. This group make up 32% of
■■ Successfully blend eco and industrial tourism to create
the travelling domestic population including a wide range of
a spectrum of experiences that encourage an increased
lifecycle segments from families to empty nest and retired
length of stay;
couples.
■■ Protect and enhance the lifestyle of residents in Central
Queensland;
12 Central Queensland Tourism Opportunity Plan 2009–2019Connectors see holidays as a chance to connect with the Target Market Needs
people they care most about. They will often compromise their
In addition to the ‘Connector’ market regional stakeholders
own preferences in terms of activities to ensure everyone has
identified the following emotional needs that a Central
a good time. It’s about what is real and what’s really important;
Queensland holiday will meet for the visitor in 2020.
(Tourism Queensland, 2008)4
■■ “Escape” Escape to Reality – Real Adventure, Real
The Central Queensland DMPs (2007) identify the core target Experiences, Real Holidays. From snorkelling the reef,
market segments that are expected to provide the greatest fishing and surfing to gem fossicking, outback cattle
potential for growth of tourism in the region. These target stations, scenic gorge country, or touring industrial giants –
markets align well with the ‘Connectors’ market segment, the experience is real in Central Queensland, not
however it is important to note that ‘Connectors’ needs go manufactured;
beyond that of a lifestage and look for experiences that bring ■■ “Discovery” Discovering nature, discovering industry,
the group together. For the purpose of the TOP the following heritage, culture and discovering self. Experiences of
target markets are the primary focus for product development exploring, learning, reconnecting, understanding, reflecting,
and marketing activities from 2007 – 2010 and should also regenerating, rejuvenating;
provide the focus for the TOP in recommendations made on ■■ “Learning/Education” Learning about the lifestyle of the
infrastructure and investments priorities. Central Queensland Region, learning about the industry and
job opportunities, learning about nature, culture and
Core Target Markets heritage of the region, and imagining what it would be like
■■ Couples and families 35 years and over from Brisbane and to ‘live the life’;
South East Queensland ■■ “Adventure” Many adventurous things to do, fishing,
■■ Young parents from Regional Queensland (excluding South surfing, snorkelling, visit National Parks, gem fossicking,
East Queensland) visit coastal townships.
Couples and families 35 years and over from Northern New
3 A Vision for the Central
■■
South Wales
Queensland Region
Special interest and developing markets include long-haul self-
drive, visiting friends and relatives, fishing, fly/drive, geo
tourism, golf tourism, adventure/nature-based, education,
marine, sporting, business and events. A growing target
market for the region will be international visitors including
Central Queensland as part of a larger coastal itinerary (Cairns
to Brisbane) travelling in hire cars or on long-distance buses.
Biloela
4 Segmentation Analysis Discussion Paper, Tourism Queensland (November 2008)
13Roslyn Bay 4 GAP Analysis
Head
The following gap analysis is based on a combination of stakeholder consultation and feedback, desktop research and an analysis
of relevant secondary data and information. This gap analysis focuses on the future investment and infrastructure potential for the
region and was used to underpin the development of recommendations contained within the TOP.
4.1 Destination Challenges
Destination Strengths Destination Weaknesses
4 GAP Analysis
■■ Diverse range of natural attractions ■■ Lack of internationally ready product
■■ Proximity to reef and access to un-crowded beaches ■■ Low consumer awareness and preference
■■ Niche / special interest experiences and attractions ■■ Public transport availability
including geo-tourism ■■ Limited conference and events facilities
■■ Marina facilities ■■ Reliance on the domestic market, in particular the VFR
■■ Road / rail access market
■■ Strong drive touring destination ■■ Accommodation room stock for business and leisure
■■ High conversion rate visitors who are aware of then visit ■■ Perceived as a gateway or stop-over destination
Central Queensland ■■ Limited availability of commercial tours including industrial
■■ Increasing air capacity tours
■■ Emerging international destination ■■ Lack of destination identity in leisure tourism
■■ Range of adventure and educational product
■■ A number of major events
■■ Industry and Local Government support for tourism
development
Aerial Seventeen Seventy
14 Central Queensland Tourism Opportunity Plan 2009–20194.2 Planned Projects Supporting the Tourism Opportunity Plan
The TOP aims to identify new projects and opportunities, which will build on a range of projects already planned or underway. While
not an exhaustive list, the projects identified below have been identified in Central Queensland through the stakeholder consultation
process:
Regional transport upgrades that benefit tourism
■■ Air: Significant upgrades are planned for the Emerald airport and the Gladstone Airport to allow aircraft operating direct
services to Cairns, Brisbane, Sydney and Melbourne
■■ Road: Rubyvale – Clermont Road (sealing in 5-6 years), Anakie – Capella (improvements), Blackwater – Rolleston Road,
Agnes Water – Seventeen Seventy
■■ Rail: Gladstone to Rockhampton Rail line upgrade
■■ Public Transport: Qconnect public transport program, Gladstone Region Public Transport and Road Signage Study,
Rockhampton flood, road, rail transport study, regular local bus in Seventeen Seventy and Agnes Water with a possible
extension to run between Gladstone, Bundaberg and Agnes Water/Seventeen Seventy in the future. Greyhound have
commenced services along the Capricorn Highway servicing locals and the backpacker market.
■■ Sea: Gladstone Marina upgrades
Trail development
■■ Dig the Tropic – geo-tourism education and adventure trail from Boulia to Rockhampton
■■ Carnarvon Gorge Great Walk
■■ Mapping upgrade of the existing Bicentennial National Trail
■■ Regional Arts Development Fund proposal to develop a Cultural Trail across the region
■■ Upgrade of the ‘Nature Trail’ and Balloon Cave Heritage Trail at Carnarvon Gorge with interpretation
■■ Accreditation of the rail line in Mt Morgan.
Precinct development
4 GAP Analysis
■■ Emerald CBD revitalization, Emu Park CBD redevelopment
■■ Zamia Parklands (Springsure)
■■ Sandstone Country Draft Plan
■■ Review of the Callide Mine Lookout development opportunities
■■ Rockhampton Cultural Centre relocation to a new cultural precinct in the CBD
■■ Rockhampton Exhibition Centre
■■ Benaraby Raceway Motorsports facilities upgrade and Master Plan
■■ Seventeen Seventy foreshore redevelopment and walkway project as part of a Q150 grant
■■ Rockhampton Riverfront development
■■ Upgrading of interpretive signage at Lake Nuga Nuga National Park, Lonesome National Park and the Mount Moffatt section
of Carnarvon National Park
■■ Middle Island (off Seventeen Seventy) corporate camping and team building tours
■■ Mount Morgan Tourism Plan implementation
■■ Moura Mine viewing platform
■■ Yeppoon Civic Centre Precinct development has been put forward for funding by the Federal Governments local
infrastructure fund
15Accommodation development and upgrades
■■ Capricorn Resort Yeppoon 15 year Masterplan including refurbishment of the existing facilities and the development of up to
280 new rooms across a variety of star ratings
■■ Gemfields Accommodation – Sapphire Motel (16 rooms), Motel at Anakie (36 rooms), Tavern / Motel in Springsure (65
rooms), 60 Unit Motel in Emerald (old Sawmill site), Capella Motel (69 room)
■■ Redevelopment of Great Keppel Island – Tower Holdings have an extensive development plan for the island
■■ Hummock Hill – The proposed Hummock Hill development includes two resort hotels with 350 rooms total, a conference
centre, health spa, 18 hole golf course, residential development and an educational facility in addition to the road access,
boat ramps, iconic bridge and precincts for commercial, leisure, and residential use
■■ Barracks Hotel Complex in Rockhampton – military museum and conference facility
■■ Hotel and residential development on Quay St Rockhampton
■■ The Strand Hotel refurbishment, Echelon and Indigo Blue development at Yeppoon
■■ Rockhampton Airport Hotel (proposed)
■■ Accommodation at Rosslyn Bay Inn Resort (proposed)
■■ Caravan and Campervan park at Seventeen Seventy (development approval stage)
■■ Extensions to the Seaspray and Zilzie Bay Resorts on the Capricorn Coast
■■ Ecotourism and backpacker accommodation at Koorana Crocodile Farm including an over-water (over the crocodile
enclosure) Croc Farm-Stay
4.3 Investment and Infrastructure Gaps
Provided below is a summary of the investment and infrastructure challenges and gaps that have been identified for the Central
Queensland Region for the future development and growth of tourism. These are the current gaps that are limiting the region from
achieving sustainable tourism growth and meeting the needs of the priority target markets. This overview of investment and
infrastructure gaps is broken down by Local Government Area and is based on a combination of stakeholder consultation and
4 GAP Analysis
desktop research.
Banana Shire Council Area
■■ Lack of a collective vision, approach and focus that links tourism, lifestyle and economic development
■■ Local understanding of the value of tourism and the need for investment
■■ Local Government challenge in balancing attracting investment and still regulating development
■■ Making the most of the local and regional tourism assets
■■ Increasing need for medical and educational services with a growing population
■■ Need for further development and investment into existing businesses
■■ Attracting a tourism labour force due to competition with industrial and mining industries
■■ Lack of budget accommodation
■■ Actions identified in the Biloela Tourism Strategy that have not been taken forward
■■ Creation of a tourist drive or itinerary for the Dawson Highway called the ‘Gorges Way’.
■■ Intra-regional public transport
■■ Recognising tourism as an important part of economic development – particularly when the mining boom is over
■■ Town and airport presentation
■■ Water
Central Highlands Regional Council Area
Emerald/Gemfields
■■ Utilities, Services and Infrastructure including sewerage, communications – mobile coverage, broadband, and pedestrian
linkages
■■ Residential land development is held-up (native title)
■■ Roads linking the townships need to be sealed – Springsure – Tambo, Duaringa – Bauhina Downs (Woorabinda section)
■■ Skilled staff attraction and retention – commitment to train (link to liveability)
■■ TAFE in Emerald is under utilised
■■ Carnarvon Gorge infrastructure – walkways, power supply (brown-outs) and air access
■■ Self-contained travellers need parking areas and dump-points (should be user pays)
■■ Fossicking areas are hard to get into and around (wash-outs, corrugations)
16 Central Queensland Tourism Opportunity Plan 2009–2019Central Highlands Regional Council Area
Sandstone Country Plan
■■ Increasing traffic and impacts/safety of road particularly in key sections to encourage increased dispersal
■■ Increasing demand on electricity
■■ Desire for more interpretation
■■ Management of weeds and feral animals
■■ Secure parking, particularly for the great walks
■■ Increasing demand for new or lesser visited locations
■■ There is going to be more of the high spending visitors around (eco and luxury pampering)
■■ Confusing and missing signage
■■ Safety in terms of mobile phone coverage
■■ Lack of health services nearby
■■ Access – Getting deliveries, supplies and basic services
■■ Communication (between local stakeholders)
■■ Sustainability/ecological footprint of visitors (in terms of getting here as well as getting around the park)
■■ Accommodation for staff
Gladstone Regional Council Area
Gladstone
■■ The image of tourism and residents negative perceptions of things to do in Gladstone
■■ Lack of marina facilities at Boyne River
■■ The southern entrance to Gladstone needs improving
■■ Transport within the Gladstone region for those without their own car
■■ Increasing transport costs and access to cheap flights
4 GAP Analysis
■■ Not a vibrant city heart at night or on weekends
■■ Lack of indoor/wet weather options
■■ No international direct flights
■■ Distances between towns
■■ Charter fishing trips take a week – no day tours
■■ Land suitable for resorts is owned by State Govt (DNR)
■■ Raising the HMAS Gladstone to a site adjacent to the harbour
Agnes Water/Seventeen Seventy
■■ Water/Sewerage
■■ Lack of Government planning/vision for town plan
■■ Indoor/Wet weather options
■■ Transport – road to Agnes, intra-regional transport, parking
■■ Medical facilities and 24/7 medical services
■■ Upgraded Marina facilities and creek depth at Seventeen Seventy
■■ Lack of meeting facilities
■■ Changing the town name
■■ Options for swimming in stinger season
■■ Access closed to drive on key beaches (Chinaman’s, Rocky Creek, Spring Creek)
■■ Lack of retail development
■■ Managing accommodation and residential development within the coastal vernacular
■■ Activities for kids
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