STRATEGIC PLAN 2018 to 2028 - Reflections Holiday Parks
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STRATEGIC PLAN 2018 to 2028
NSW Crown Holiday Parks
Land Manager respectfully Mission
acknowledges the Traditional
Owners of country throughout
To transform our
traditional caravan and Vision
Australia and pays respect to camping parks into To be a leading
the most desirable provider of recreational
the ongoing living cultures of
destinations that exceed destinations that
Australia’s First People. the recreational and excite guests, energise
accommodation needs communities and
of visitors from Australia showcase sensational
and overseas. NSW locations.
Little Ngargens Aboriginal Dancers at Reflections Holiday Park
2 Reflections Holiday Parks Strategic Plan 2018 to 2028 3
Killalea for KidsFest ShellHarbour 2017 - Photographer Bernie Fischer
Lake Glenbawn
Values From the CEO
Reflections Holiday Parks is still a We recognise that our people are
Inspired Good to Great: Trusted very new organisation and was born
out of the need to transform 37
key to delivering outstanding results.
We cannot hope to create guest
Solutions: Delivering Relationships: underperforming Crown land holiday experiences that delight and surprise
Elevating the outstanding Establishing parks and state parks into benchmark without, ourselves, being excited
The ability of our team to think
standard results lasting operations. The first stage of the and energised about our work and
outside the box, in all that we do
for holiday parks relationships journey has consolidated 37 parks
and reserves into one organisation
the opportunity we have to make
a positive impact on all those who
and every decision we make, will
drive our innovative products and
thus achieving significant economies enjoy our parks and reserves.
We will: We will: We will: services. Key to our transformational
of scale. In just four years we have Reflections will achieve this
thrust is prudent asset allocation
• Use nature to inspire • Deliver the best outcomes • Follow through on our turned many, non-compliant, mission by stepping beyond the
and reinvestment which will deliver a
practical solutions to in every aspect of our work commitments and treat undercapitalised and underperforming standard and creating iconic and
premium service that will ultimately
opportunities each other with respect parks into renewed establishments innovative experiences based on the
• Continuously learn lift our revenue and thus our
• Challenge ourselves to and strive to exceed • Collaborate, build delivering considerable annual growth philosophies of immersion in nature
investment into Crown lands by 60%
innovate and find creative performance expectations and maintain trusted of 5% and more. and giving back to communities.
by 2028.
solutions relationships To achieve our objectives, we will Over the next decade we will; create
• Celebrate success This plan articulates our journey to
• Lead change and and demonstrate pride • Seek to understand continue to change and grow, this is a new point of difference in the
now and how we will build a culture
welcome different ways in our work before making decisions an ambition everyone at Reflections industry; and, achieve extraordinary
that is adaptive to change and our
of doing our work or taking action shares. This plan sets out our strategy results from the resources and
• Exceed guest’s customer ever-evolving industry.
for Reflections Holiday Parks, it funding available to us.
• Create guest experiences service expectations • Build guest loyalty and
articulates our objectives and outlines
that delight and surprise advocates
the strategies we will use to steer our Steve Edmonds
efforts over the next decade. CEO
4 Reflections Holiday Parks Strategic Plan 2018 to 2028 5
2018
FERRY RESERVE
MASSY GREENE
TERRACE RESERVE
Reflections operate 37
CLARKES BEACH holiday parks with 28 coastal
LENNOX HEAD
SHAWS BAY
parks, representing 75% of
Reflections Holiday Parks’
offerings. Our coastal parks
BALLINA
COPETON WATERS
Armidale EVANS HEAD
RED ROCK
are located across the length
MOONEE
BEACH
CORINDI BEACH of the east coast from Eden to
BOAMBEE
CREEK RESERVE
COFFS HARBOUR Brunswick Heads. Nine inland
MYLESTOM
URUNGA
holiday parks, representing
LAKE KEEPIT HUNGRY HEAD
NAMBUCCA
HEADS
25% of Reflections Holiday
SCOTTS HEAD
Port
Macquarie
Parks’ offerings are located on
BONNY HILLS major water storage dams with
LAKE NORTH HAVEN
GLENBAWN
TUNCURRY
1,500km between Copeton
FORSTER BEACH
Waters in the north of NSW to
CUDGEGONG
Burrinjuck in the south.
SEAL ROCKS
RIVER
HAWKS NEST We have led the industry by offering
JIMMYS BEACH
LAKE BURRENDONG
coastal park management contracts
Newcastle
MOOKERAWA WATERS for a 10-year period, allowing
Orange park managers the opportunity
Sydney to settle their families into the
GRABINE LAKESIDE local community whilst providing
WYANGALA WATERS a stable base for our 10-year park
Wollongong
KILLALEA development strategies.
RESERVE
ell Track
Hume & Hov
BURRINJUCK WATERS
Canberra
BERMAGUI
PAMBULA
EDEN
6 Reflections Holiday Park - Jimmys Beach Reflections Holiday Parks Strategic Plan 2018 to 2028 7
we give back... Our Operating Environment
it’s in our nature Overall Industry Capital Investment Industry Technology Change – Low. Regulation of the Industry – Low.
- Medium. According to IBIS, the industry Overall, regulation of the Caravan Parks
For every $1.00 spent on capital, an exhibits low technological change. and Camping Grounds industry is light
estimated $4.33 is spent on wages. Reflections Technology Change – and the industry receives little direct
REDUCE Reflections Capital Investment - Low. assistance, this has remained relatively
70M
NON-RENEWABLE
ENERGY $ High.
Reflections currently spends $1.00
Until 2018, Reflections has lacked the
capability to provide advancements
steady over the past five years.
Regulation of Reflections - Medium.
CONSUMPTION in capital to every $1.50 of wages. in technology such as providing WiFi The level of regulation for Reflections is
DIRECT ECONOMIC Reflections’ parks has had to invest in to inland parks. higher than industry requirements due
ASSET BASE VALUE TO capital to make our parks competitive Future Reflections Technology to the added complexities associated
within the industry and address the with managing assets on Crown Land.
IS GROWING REGIONAL NSW infrastructure backlog.
Change.
Reflections is on the verge of Future Regulation of Reflections.
Future Reflections Capital embarking on the implementation of Regulation will continue to be higher
Investment exciting new technologies such as than the industry with; increasing focus
This will grow over the next 5 years number plate recognition. on Native Title; and the Crown Land
to $1.00 in capital to every $0.81 in Industry Revenue Volatility – Low. Management Act 2016.
wages. If the industry spend remains
95M
Industry Risks - Medium.
$
The Caravan Parks and Camping
static, we will be reinvesting 535%
Grounds industry has displayed Whilst the industry risk levels are
more back into capital than the
low revenue volatility over the past relatively low the number of variables
industry.
five years. that come into play with guests moving
INDIRECT Reflections Revenue Volatility – large vans and vehicles within the park
ECONOMIC VALUE Low. raises the level to medium. Quantity and
TO REGIONAL NSW Reflections Reflections revenue volatility has
variety of assets used daily such as plant,
equipment and electrical appliances
invests over 300% also been low with revenues growing
contribute to increased risk levels.
at a rate of 3% per annum faster
more back into than the industry overall. This is due Reflections Risks – Medium.
capital than the to improving infrastructure, better Reflections have inherited numerous
Our Products Our Revenue Our Guest Origins industry average customer service and increased parks which had significant non-
marketing. compliance issues. WHS risks are
Future Reflections Revenue increased due to innate nature of the
7% Volatility. work including regular, awkward manual
1% 1%
13% 6% handling and labour intensive tasks.
18% Reflections aims to grow tourist
revenue by 6% per annum from FY18. Future Reflections Risks.
6% Within five years, in 2023, we will grow Reflections risk is trending down
21%
revenue by 8% and within 10 years, in as we progressively work through
30% 56%
66% 2028, by 6.4%. remedial work over the past two years.
75%
Reflections aims for zero harm to
people and the environment, including
zero lost time injuries (LTIs) across the
Reflections Holiday Park - Clarkes Beach
decade. We aim to increase our long
range HSE programs from two to 10
Tourist Caravan & Camping Sites New South Wales
Cabins & Roofed Accommodation Queensland by 2028 to improve safety and overall
Holiday Vans & Permanents Victoria environmental performance.
Reserves & Day Visitation Fees Other (Including International)
Zero harm to people and
the environment by 2028
8 Reflections Holiday Parks Strategic Plan 2018 to 2028 9
Our Trends
According to the IBIS Caravan Parks
and Camping Grounds – Australia
Accommodation trends
Market Research Report1, Rise of Megabrands. Multi-national hotels and accommodation conglomerates
continue to expand in size and are prolific within the Australian accommodation
the industry is projected industry. According to the Deloitte Tourism and Hotel Outlook2 “Australia will
to experience modest see a significant number of new hotel properties come online” over the next 15
annual growth of 1.2% years.
over the next five years Growth of private rental market: AirBnB, Stayz and other private holiday
rental options impact directly on the caravan and camping industry as they are
with rising competition from alternate
typically aimed at a similar market segment and price point. These channels
accommodation providers. Providing
encompass the “sharing economy” which aims to create efficiencies by allowing
Reflections can secure debt funding
people to rent out vacant houses and caravans.
sufficient to support investment,
our growth rate is predicted at 5-7% Accessible and inclusive tourism: An aging and increasingly mobile population
during the same period. is driving the accessible and inclusive tourism sector across Australia with
almost 20% of the Australian population identifying as having a disability.
PriceWaterhouse Coopers predicts demand for accessible accommodation will
double in the next 20 years to 20303.
Caravan and camping industry: The past five years have seen marked
improvement across the industry in the quality of facilities, increased
investment in cabins, units and upgraded powered sites.
2018 to 2028 Target
Percentage Revenue by Source 2018 2028
Powered Sites
Unpowered Sites
Tourist Accommodation (Roofed)
Other
0% 10% 20% 30% 40% 50% 60% 70%
Reflections Holiday Park - Bonny Hills
Revenue ($) by Source 2018 2028
Powered Sites
Unpowered Sites
Tourist Accommodation (Roofed)
Other
$ $10M $20M $30M $40M $50M $60M
Reflections Holiday Park - Lake Burrendong
1
IBIS Caravan Parks and Camping Grounds – Australia Market Research Report, December 2017
2
Deloitte Access Economics Tourism and Hotel Market Outlook – Edition 1, 2018
3
University of Technology Sydney - Inclusive Tourism: Economic Opportunities, 2017
10 Reflections Holiday Park - Seal Rocks Reflections Holiday Parks Strategic Plan 2018 to 2028 11
By 2028
Our
People
nature never felt so good We have a ‘people first’ mindset,
recognising that our people
are key to elevating our holiday
parks and delivering outstanding
results.
Competitors Customers Special interest We put emphasis on recruiting
Holiday Park Operators are Most visitors to caravan parks market trends the best people with guest-
becoming larger and realising and camping grounds in Australia centric attitude, knowledge and
Special interest groups offer an
significant efficiencies in scale. These are domestic travellers with over
opportunity for our industry to expand experience. We invest heavily
include owned holiday park groups; 90% of nights spent in industry
by providing specific services and in training to ensure our people
Discovery Parks, NRMA and Ingenia. accommodation attributable to
facilities for these groups. These develop and grow during their
Member Organisations provide domestic travellers. International
include:
membership services and collective tourists also use the industry’s time with us, providing both
services, although to a much lesser • Pet Lovers who currently
branding to caravan and holiday formal and informal learning
extent than Australian residents. contribute 4.3% of revenue per
park operators across Australia. pathways through mentoring and
annum to Reflections, we aim to
These include: Big4, Top Tourist Parks • Couples and Singles: Domestic in conjunction with organisations
increase our engagement with pet
of Australia and Family Parks. travellers aged under 35 currently
lovers by including more facilities like the University of Newcastle
Interrupters: AirBnB and Stayz are account for 12% of the market worth
like gated off-leash areas near and TAFE NSW.
already significant competitors to $4.5M Australia wide.
cabin precincts.
cabin accommodation in holiday • Families: Domestic travellers We engage high-profile
• Water sport enthusiasts include
parks. AirBnB offer over 5,300,000 aged between 35 and 55 currently consultants to work with our
water skiers, surfers, jet skis, kayaks
accommodation listings worldwide account for 33% of the market people to encourage heightened
and stand up paddle boarders
welcoming over 300,000,000 guests worth $12M Australia wide. performance and better
who take advantage of our stellar
per year. The HomeAway Group • Grey Nomads: Domestic travellers waterside locations awareness of self and others.
(owned by Expedia including Stayz) aged over 55 account for 50% of
• Groups and Clubs can include Our internal review process
lists over 2,000,000 holiday rentals business worth $80M Australia wide.
across 190 countries with gross church groups, Lions Club, car encourages our teams to work in
• International travellers: clubs or even niche vintage
bookings of over $2 billion in 2017. a collaborative and open manner
International visitors account for caravanning clubs consistent with our values
a small but increasing share of
• Fishing enthusiasts can utilise offering tailored success profiles
industry revenue.
similar services to water sport
and regular quarterly reviews.
enthusiasts. Special events,
competitions and guided tours can Our wins are celebrated and
be effective ways to develop and areas for improvement identified
grow this market. so we can focus our efforts on
• Nature lovers can enjoy providing continual opportunities
We will be instrumental in delivering bird watching, walking and for improving engagement and
over $165M of economic value photography. Organised events and
tours can be developed to further
creating a backdrop for our
to regional New South Wales annually. align to our tagline “nature never
guests to make memories!
felt so good”.
12 Reflections Holiday Parks Strategic Plan 2018 to 2028 13
Targets to 2028 TRIPLE BOTTOM LINE
Reduce
Regional
non-renewable
Economic Value
energy
Added will be
consumption to
$111M by 2028
>8% by 2028
Improve guest
satisfaction
achieving NPS*
of >70% by 2028
*Net Promoter Score
Hawks Nest Beach
PERFORMANCE ECONOMIES OF SCALE
Brand recall will
Grow tourist Increase
be 70% in 2028. Zero harm to
revenues by profitability of
Brand loyalty people and the
6%pa to 2028 the group by
will be environment
>32% by 2028
55% in 2028.
ENGAGEMENT
Drive increased By 2028 all We will have Every key position will
ROI (appropriate to parks will have a established have a formal succession
Increase
asset base). Coastal comprehensive plan Community plan in place. employee
parks 13% ROI and of development with Engagement >90% of key positions engagement
Inland parks 2% ROI works actioned or Practices compliant will hold formal
by 2028 underway qualifications relevant
survey results to
with the Act*
to their role >80% by 2028
*Crown Land Management Act
14 Reflections Holiday Parks Strategic Plan 2018 to 2028 15
giving back is in our nature
Reflections Holiday Parks is a self-
funded organisation, appointed as
Crown land manager for 37 of the
State’s most iconic coastal and inland
holiday parks and numerous reserves.
Our shareholders are the people of
New South Wales, everything we do
is for the benefit of the people of New Scotts Head Recreation Hall - Before
South Wales and our guests.
Our charter under the Crown Land
Management Act 2016 is to encourage
“public use and enjoyment” of Crown
land for all persons. It is our job to
develop and maintain this land, we aim
to create unforgettable experiences
for our visitors and guests to enjoy.
Our surplus profits are redirected back
into our holiday parks, reserves and
community open spaces to ensure
better facilities and services for our
customers and the community to
enjoy now and into the future. Our Moonee Beach Reserve Access Stairs Scotts Head Recreation Hall - After
developments not only benefit paying
guests but provide public facilities for
locals and visitors.
We provide; coastal erosion
management; tree maintenance
and replacement; installation and
upgrades of playground facilities,
boatramps, boardwalks, bike trails,
BBQs, and; major infrastructure
upgrades like fire-fighting and fuel-
filling facilities – all for the enjoyment
of locals and tourists alike.
From festivals and fishing
competitions, to markets and
sporting events, many of our parks
and reserves are also important
community destinations. They are
places to meet with friends, get active,
Fuel Station at Wyangala Waters
or to simply sit back, relax and enjoy
the natural surrounds.
Fire Pumphouse Grabine Lakeside
16 Reflections Holiday Parks Strategic Plan 2018 to 2028 17
Appendix
Reflections Terms of Reference
1. “Improve the financial viability of the Trust through more strategic
management of limited funding and reinvestment to facilitate strategic
business growth.”
2. “Ensure consistent policies and procedures for operational, asset and risk
management.”
3. “Use economies of scale to provide improved support with marketing,
human resource, financial and corporate systems”
4. “Make strategic investment decisions across the portfolio to balance social,
environmental and economic outcomes.”
5. “Oversight backlog of infrastructure renewals to comply with health and
environmental regulatory standards”
6. “Maintain customer, community and staff engagement.”
Definitions
1. NSWCHPT or NSWCHPLM = NSW Crown Holiday Parks Land Manager.
2. Reflections Holiday Parks: Brand name given to NSW Crown Holiday Parks
Land Manager.
3. Tourist Revenue = Total of Cabin Revenue and Tourist Site Revenue.
4. EBITDA = Earnings before Interest, Tax, Depreciation, Amortisation and
excludes profit distributions.
Key Assumptions
1. Reflections Holiday Parks is a Category 1 Land Manager under the Crown
Land Management Act 2016.
2. Financial modelling does not include expenses related to National Tax
Equivalents nor Distributions of OPAT.
3. BDO, 2013, Economic Benefit Report – Spending Patterns of Commercial
Campers and Non-Commercial Campers provides that the Regional
Economic Value Added for every $1 of tourist income, $1.38 of local
economic activity is generated by the individual park.
4. Debt funding for a significant capital works program is secured.
References
1. IBIS Caravan Parks and Camping Grounds – Australia Market Research
Report, December 2017
2. Deloitte Access Economics – Tourism and Hotel Market Outlook, Edition 1,
2018, p. 9. Accessed https://www2.deloitte.com/au/en/pages/consumer-
industrial-products/articles/tourism-hotel-outlook.html
3. University of Technology Sydney: Institute for Public Policy and Governance
– Inclusive Tourism: Economic Opportunities, 2017, p.13. Accessed
https://www.uts.edu.au/sites/default/files/2018-02/UTS%20Inclusive%20
tourism%20economic%20opportunities.pdf
18 Reflections Holiday Park - Burrinjuck Waters Reflections Holiday Parks Strategic Plan 2018 to 2028 19reflectionsholidayparks.com.au
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