Tourism Opportunity Plan 2012-2016 - The Whitsundays - Tourism and Events ...
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The Whitsundays Tourism Opportunity Plan 2012–2016
DISCLAIMER – Whitsundays Marketing and Development and Tourism Queensland make no claim as to the accuracy of the information contained in the Whitsundays 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 decision. DISCLAIMER – STATE GOVERNMENT The Queensland Government makes no claim as to the accuracy of the information contained in the Whitsundays 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.
Executive Summary Long Island
Purpose
The purpose of the Whitsunday Tourism Opportunity Plan (TOP) is The TOP does not purport to canvas all possible projects for
to provide direction for the sustainable development of tourism in the region. Further it is not a list of projects to be delivered by
Executive Summary
the Whitsunday region. government. Recommendations made in this TOP following
initial stakeholder consultation have been developed through an
This document is an update of the Mackay Whitsundays Regional
assessment of projects based on an agreed set of criteria:
Tourism Investment and Infrastructure Plan (RTIIP) 2006-2016.
This particular document however, relates only to the Whitsundays The project meets the needs of target markets;
region (a separate document has been developed for the Mackay The project capitalises on a particular destination attribute that
region). creates appeal;
The original Mackay Whitsunday RTIIP was the very first created in The project has the potential to stimulate growth in the
Queensland. This new document focuses on the priority catalyst Whitsunday Region over the next 5-10 years;
projects for the Whitsunday region as determined in consultation The development of new products compliments and does not
with the Queensland State Government, Whitsunday Regional unnecessarily compete with existing products;
Council, Whitsundays Marketing and Development, Regional
There is a strong level of interest and support from local
Development Australia Mackay Whitsunday Issac (RDA) and
stakeholders;
industry. This reflects the change in priorities over the last five years
and also notes that some of the existing catalyst projects identified The project is aligned with the vision for the region and
in the previous RTIIP have already been completed. community aspirations;
The likely net benefits span across the social, environmental
The TOP aims to:
and/or economic outcomes;
Identify new and upgraded tourism product that meets future Aligns with Local/State/Federal Government priorities and is
visitor expectations and demands; likely to gain political support.
Identify the need for new investment and infrastructure that
supports the ongoing development of tourism;
Provide relevant research-based information on tourism supply
and demand; and
Provide an agreed focus and mechanism for engagement with
the tourism industry, infrastructure and private investors.
The audience of the TOP includes Local, State and Federal
Government agencies, regional economic development agencies,
Regional and Local Tourism Organisations, investors and
developers and tourism industry operators.
i
Luncheon Bay
Catalyst Projects Key Infrastructure Projects
Seven catalyst projects are identified for the Whitsunday region. Four key infrastructure projects which require immediate attention1
These are tourism investment or infrastructure projects of regional and which are canvassed in this TOP are:
Executive Summary
significance and which are expected to act as a catalyst to generate
1. Increasing the supply of potable water to the regions (the
a range of other investment, marketing and product development
Burdekin Dam Pipeline Project and/or support for water
opportunities.
recycling);
Airlie Beach Water Park — utilising the existing lagoon 2. Improving electricity supply and service delivery to the regions;
infrastructure;
3. Improving the supply of telecommunications services to the
Airlie Beach Flow Rider Attraction — developed as part of the regions; and
water park linked to the exising Airlie Beach Lagoon;
4. Introducing effective waste management systems, especially
Airlie Beach Tourist Precinct — project to link the key tourism for boat sullage.
elements of Airlie Village including the main street, foreshore,
5. Monitor and improve road access to the region.
lagoon, Port of Airlie, lookout and visitor centre, botanic
gardens and bicentennial walkway, and a marine discovery
centre;
Airlie Beach Community, Event and Conference Venue — to
serve as a multipurpose community and tourist facility that
could also be integrated with a major car park close to the main
street of Airlie Village;
Bowen Produce Centre — to serve as a focal point for the sale
and presentation of locally grown fruit and vegetables, seafood
and gourmet produce;
Whitsundays Dive Wreck Trail — to start from the Bowen Jetty,
with other sites including Stone Island, Hideaway Bay, and
various sites off Airlie Beach and surrounding Whitsunday
island;
Airlie Beach Development — consolidation and updating of
Airlie Beach plans for development; and
Whitsunday Coast Airport Runway Extension – a proposed
270m extension to 2300m to increase the airport’s capability.
1 Projects 1-4 were noted by infrastructure agencies, councils, operators and developers-investors in the development of the original Mackay Whitsundays RTIIP
2006-2012. Project 5 was identified in the RTIIP review in 2012.
ii
Contents Hamilton Island Golf Course, Dent Island
Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I 6 Key Infrastructure Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Purpose. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i 6.1 Increasing the Supply of Potable Water to the Region . . . 16
Catalyst Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii 6.2 Improving electricity supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Key Infrastructure Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii 6.3 Improving the Supply of Telecommunications Services. . 17
6.4 Introducing Effective Waste Management Systems. . . . . . 17
Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
6.5 Monitor and Improve Road Access to the Region . . . . . . . . 17
1 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
7 Investment Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
1.1 What is a Tourism Opportunity Plan?. . . . . . . . . . . . . . . . . . . . . . . 3
7.1 Accommodation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
1.2 The Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
7.2 Attractions and Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
1.3 Tourism in the Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
7.3 Transport. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2 Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 7.4 Superstructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
2.1 TOP Development Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . 7 7.5 Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
2.2 Project Assessment Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 7.6 Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3 A Vision for The Whitsundays Region. . . . . . . . . . . . . . . . . . . . . . 8 7.7 Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3.1 Vision and Themes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 7.8 Human Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.2 Target Markets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 7.9 Infrastructure Opportunities and Issues. . . . . . . . . . . . . . . . . . 24
3.3 Whitsunday Regional Council Community Plan. . . . . . . . . . . . 9 8 Implementation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4 Gap Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.1 Destination Opportunities and Challenges . . . . . . . . . . . . . . . 10
4.2 Potential Growth Segments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
5 Catalyst Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
5.1 Airlie Beach Water Park. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
5.2 Airlie Beach Flow Rider Attraction . . . . . . . . . . . . . . . . . . . . . . . . 12
5.3 Airlie Beach Tourist Precinct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.4 Airlie Beach Community, Event and Conference Venue. . 13
5.5 Bowen Produce Centre. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
5.6 Whitsundays Dive Wreck Trail. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
5.7 Airlie Beach Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
5.8 Whitsunday Coast Airport Runway Extension . . . . . . . . . . . . 15
1
Acronyms Catseye Bay, Hamilton Island
DMP Destination Management Plan
DSDIP Department of State Development, Infrasturcture and Planning
DTS Destination Tourism Strategy
EW Enterprise Whitsundays
GBR Great Barrier Reef
Acronyms
GRP Gross Regional Product
IVS International Visitor Survey
LGA Local Government Area
LTO Local Tourism Organisation
NVS National Visitor Survey
QPWS Queensland Parks and Wildlife Service
QTIC Queensland Tourism Industry Council
QTS Queensland Tourism Strategy
RDA Regional Development Australia Mackay Whitsunday Isaac
RTIIP Regional Tourism Investment and Infrastructure Plan
RTO Regional Tourism Organisation
TOP Tourism Opportunity Plan
TQ Tourism Queensland
VIC Visitor Information Centre
WM&D Whitsundays Marketing and Development
WRC Whitsunday Regional Council
2
1 Context Tongue Bay, Whitsunday Island
1.1 What is a Tourism Opportunity Plan? one-on-one interviews, attending council meetings and hosting
interactive stakeholder forums. The update of this plan to a TOP in
The purpose of this Tourism Opportunity Plan (TOP) is to provide 2012, involved consultation with key stakeholders the Queensland
direction for the sustainable development of tourism in The State Government, Whitsunday Regional Council, Whitsundays
Whitsundays region over the next five to ten years. Marketing and Development, Regional Development Australia
Mackay Whitsunday Issac (RDA) and industry leaders.
The TOP aims to:
1 Context
The TOP provides a platform which focuses specifically on tourism
Identify new and upgraded tourism product that meets future
product, investment and infrastructure needs that are critical to the
visitor expectations and demands;
future growth and development of tourism in the region.
Identify the need for new investment in infrastructure that
supports the ongoing development of tourism;
Provide relevant research based information on tourism supply 1.2 The Region
and demand; and
The Whitsundays region is supported by its own regional tourism
Provide an agreed focus and mechanisms for engagement organisation (RTO)2 and by its own Destination Tourism Strategy
with the tourism industry, infrastructure providers and private (DTS)3.
investors.
The Whitsundays Destination Tourism Strategy, in articulating the
The Queensland Government held the inaugural DestinationQ agreed tourism direction for the destination, provides the strategic
forum in Cairns on 25 and 26 June 2012. The forum provided an platform for:
opportunity for more than 300 tourism industry representatives to
Guiding Tourism Queensland, Whitsundays Marketing and
contribute to the policy direction of the Queensland Government.
Development’ and other stakeholder’s individual planning and
The forum culminated in the development of a Partnership
activities; and,
Agreement between industry and government. A key element of the
Partnership Agreement included the recognition that both industry Fostering the efficient, effective and coordinated use of
and government must work together cooperatively, and contribute resources to grow sustainable tourism development in the
jointly, to achieving the Tourism 2020 goals. This principle will also Whitsundays up to 2016
apply to the projects outlined in this TOP. This will require that
The Whitsundays region incorporates part of the Great Barrier
industry, and federal, state and local governments all play a role in
Reef Marine Park, its associated islands (resort and National Park
delivering these projects.
islands) and adjacent mainland areas.
The audience of the TOP includes Local, State and Federal
For the purposes of this TOP, the tourism nodes and precincts have
Government agencies, regional economic development agencies,
Regional and Local Tourism Organisations, investors and been identified within the region as including.
developers and tourism industry operators. Whitsunday mainland: north of Laguna Quays through to
The development of the original RTIIP was based on extensive Bowen including Proserpine, Cannonvale and Airlie Beach, with
research as well as consultation with a diverse range of regional a focus on the leisure tourism concentration in Airlie Beach and
and external stakeholders including government agencies, tourism the Bowen Coast.
industry, tourism stakeholders, developers and investors. Hundreds Islands: the islands seaward of the regions’ coast, including the
of stakeholders were consulted throughout this project, through Whitsunday Islands.
2 Whitsundays Marketing and Development.
3 The DTS is a tourism strategy document for The Whitsundays region until 2016. A wide range and number of reports, plans, data and other current information used
to compile this Destination Tourism Strategy and critical to its implementation is also available on Tourism Queensland and Whitsundays Marketing and Development
websites: www.tq.com.au and www.tourismwhitsundays.com.au
3
Table 1: Map of The Whitsundays Region
LEGEND
Major Airport
Small Airport
(light aircraft only)
Train Route
G RE
DARWIN
AT
BA
R
R
IE
R
R
EE
CAIRNS
F
AUSTRALIA BRISBANE
THE WHITSUNDAYS
NORTHERN TERRITORY
CANBERRA
PERTH
ADELAIDE SYDNEY
MELBOURNE
HOBART
SOUTH
AUSTRALIA
Pacific Ocean
1 Context
NEW SOUTH WALES
Fairy Reef Net Reef
Oublier Reef
Knuckle Reef
The Great Barrier Reef
Townsville Marine Park Line Reef
Bowen
Hook Reef
Elizabeth Reef
Bait Reef Hardy Reef
Hayman Island
Black Reef
Collinsville
Hydeaway Bay
Dingo Beach
Hook Island
P a ci f
ic C
oa
st
To
u ri n
gR Whitsunday Island PERTH
ou Daydream Island
South Molle
te
Whitsunday Airport Island
(B
ru
Whitehaven
ce
ig Beach
H
hw Airlie
a y)
Beach Shute Harbour
Peter Faust Dam
Long Island Great Barrier Reef Airport
Proserpine
Cedar Creek Hamilton Island
Pr o Falls
se
rp
C on
in
e Riv
wa y
er
Na
Whitsunday Lindeman Island
t io
Coast Airport
na
lP
k
ar
Laguna Whitsundays
Brampton Island
Mackay
Midge Point
© Tourism Queensland 2010
4
The Whitsundays region is characterised by a coastal district and What is the current tourism profile of the Region?
islands within the Whitsunday Regional Council Area.
Tourism is the mainstay of the Whitsundays economy and makes
The Whitsundays region’s visitor experiences are found mostly on the a significant contribution to the sustainable development of the
region’s islands and Airlie Beach and Bowen on the mainland. Marine regional economy and community.
based activities are predominant with supporting mainland activities
In the year ending March 2012, the Whitsundays was host to5:
becoming a key development focus for the region.
■■ 576,000 domestic overnight visitors;
1.3 Tourism in the Region ■■ 165,000 international visitors; and
■■ 308,000 day trip visitors.
How has tourism in the Region changed over the This visitation in turn makes a significant contribution to the
last ten years? Whitsundays regional economy. In 2007/086
The Whitsundays is one of Australia’s most aspirational holiday
■■ 3,400 jobs in the Whitsundays region are directly supported by
destinations and popular with international visitors. Centrally
tourism; and
located on the Queensland coast in the heart of the World Heritage
listed Great Barrier Reef, the region encompasses the Whitsundays ■■ Whitsundays tourism contributes $253 million to the regional
Coast mainland (Proserpine, Cannonvale, Airlie Beach, Bowen and Queensland economy.
and Collinsville) and the Whitsundays Islands. The region is home (For more detail and current information visit
to some of Australia’s most iconic tourism experiences including www.tq.com.au/destinations)
Heart Reef, Whitehaven Beach, Hamilton, Hayman and Daydream
Islands and Airlie Beach, and has two regional airports serviced
by daily services from Brisbane, Sydney, Melbourne and Cairns.
Approximately half of the region is national park. Contribution to the Queensland Gross Regional
Tourism growth was initially driven by locals from the mainland Output ($m) in 2007–08
1 Context
as well as visiting cruise ships and by the mid 1930’s resorts were Whitsundays
operating on Lindeman, South Molle, Long, Daydream and Hayman 253
Islands. However it wasn’t until the 1950’s and 1960’s that the region
saw significant growth. Tourism product development was bolstered
as accessibility from the mainland, particularly Shute Harbour was
improved, helicopter and light aircraft tours and transfers were
introduced, investment in the refurbishment and redevelopment
of key tourism infrastructure on both the islands and mainland
occurred and airline attraction became a key driver of growth in Rest of Queensland
8939
visitor numbers.
The value of the tourism output to the Whitsundays in 2007/08
was $685 million. This was 17.7 percent of the overall output from
the region, making it the third most tourism dependent region
in Australia after Central Northern Territory and Phillip Island in Contribution to the Whitsundays Regional Product
Victoria.4 ($m) in 2007–08
The Whitsundays 74 Island Wonders is a tourism brand platform Tourism
that was introduced in 2010 with long term vision for the region as 17.70%
a tourism destination. It is an evolution of the The Whitsundays, 74
Islands Out of the Blue brand introduced in 2006. The evolution
of the brand is the result of a shift in Queensland’s marketing
approach to focus on the tourism experience and the consumer’s
emotional response rather than just focussing on the Whitsundays’
attributes. Other Industries
82.30%
4 Source: Economic Importance of Tourism in Australia’s Regions Report Department of Resources, Energy and Tourism www.ret.gov.au/tra
5 Source: TQ (2012) Whitsundays Regional Snapshot, year ended March 2012
6 Source: STCRC (2010) Regional Economic Contribution of Tourism Destinations in Queensland. (This most recent 2007-08 data came out of a major research study
which produced the first set of estimates of tourism’s economic contribution at the destination level.)
5
What will the next ten years of tourism in the Queensland Market Trends
Region hold? Visitors are seeking natural encounters, islands and beaches,
Faced with increasing competition from other island destinations Queensland lifestyle, and adventure
globally which are able to present alternative holiday types at a Visitors want fun, relaxing and care-free experiences and to
cheaper price, tourism stakeholders in The Whitsundays need to escape the crowds
work in a common direction to maximise the tourism potential An industry shift towards experience segmentation – targeting
of the region so as to achieve a balance of economic, social and visitor needs and wants
environmental outcomes. The region will need to identify new
and innovative ways to compete as a preferred island holiday Region Trends
destination that focuses on providing value for money experiences Visitors to the Region enjoy long holidays and value being able
and service rather than a focus on competing on price. In addition to take their time
there are a number of consumer and market trends that are likely
Visitors enjoy discovering / exploring new things on holiday
to influence the future development and marketing of tourism in
the region. A summary of the range of trends and influences are Visitors are realistic in expectations about service and luxuries;
outlined below: however
Visitors are also looking for ‘delighters’ – both tangible and
Global Consumer Trends intangible unexpected experiences and interactions
Increasing use of the internet and social networking
Over the next ten years, visitation to the Whitsundays will also be
Improved access and affordability of air travel
influenced by a wide range of external factors that will impact not
A strong exchange rate and access to low cost air travel is only on visitation to the region but to Queensland and Australia as
making it easier for Australians to travel overseas a whole. Provided below is a summary of the Tourism Forecasting
Value for money is critically important Committee forecasts for future tourism demand to 2018 in Australia
Destination ‘brag-ability’ is increasingly important and Queensland.;
1 Context
Visitors seeking more ‘meaningful’ experiences Domestic Trends and Forecasts
Growth in ‘voluntourism’, community oriented-tourism and ‘off- Stable numbers of domestic trips
the-beaten track’ travel Increased domestic visitor nights in Queensland
Slight decline in domestic VFR in regional Queensland
Australian Market Trends
How you feel is more important than how old you are – the International Trends and Forecasts
emergence of ‘psychographic’ segmentation Recovery of Australia’s inbound tourism market
There is a trend towards shorter holidays and shorter lead Increased seat capacity into Australia
booking times
Growth in overall international visitor numbers
The ‘Experience Seekers’ are looking for learning experiences
Increase in average length of stay
Visitors are seeking authentic interactions with locals, nature
Increase in international VFR in regional Queensland
and destinations
62 Methodology Blue Pearl Bay, Hayman Island
This document is an update of the Mackay Whitsundays Regional
Tourism Investment and Infrastructure Plan (RTIIP) 2006-2016. This
2.2 Project Assessment Criteria
particular document however, relates only to the Whitsundays region A wide variety of projects have been put forward as part of the
(a separate document has been developed for the Mackay region). region’s TOP process. In order to undertake an initial assessment
of the feasibility of these projects a set of assessment criteria were
2 Methodology
The original Mackay Whitsunday RTIIP was the very first created in
developed in consultation with key stakeholders. The agreed criteria
Queensland. This new document focuses on the priority catalyst
for the assessment of the identified TOP projects were:
projects for the Whitsunday region as determined in consultation
with the Queensland State Government, Whitsunday Regional Target Market Aligned – does the project meet the needs of
Council, Whitsundays Marketing and Development, Regional growth target markets for the region?
Development Australia Mackay Whitsunday Issac (RDA) and Destination attributes – does the project capitalise on a
industry. This reflects the change in priorities over the last five years particular destination attribute that would stimulate destination
and also notes that some of the existing catalyst projects identified appeal & visitor interest?
in the previous RTIIP have already been completed. Regional Growth – does the project have the potential to
stimulate growth in the Region over the next 10 years?
2.1 TOP Development Methodology Value Added Experiences – does the development of new
products complement rather than unnecessarily compete with
The methodology undertaken to develop The Whitsundays RTIIP in existing products?
2006 and subsequently this TOP in 2012 included the following key Stakeholder Support – does the project have a strong level of
steps: interest from local stakeholders and is the project aligned with
Review of existing background research, reports and literature the vision for the region and community aspirations?
with relevance to tourism in the Region; Sustainability – do the likely net benefits of the project span
across the social, environmental and/or economic outcomes for
Consultation with a wide range of stakeholders throughout
the Region?
this project through one-on-one interviews, attending council
meetings and hosting interactive stakeholder forums; Strategic Alignment – does the project align with Local, State
or Federal Government priorities and is it likely to gain support
Analysis of key tourism product gaps and opportunities for the
from the decision makers?
Region;
Prioritisation of tourism product opportunities against agreed Based on the agreed set of assessment criteria, the identified
criteria; and projects for the Region’s TOP have been classified into one of the
following categories:
Review of proposed projects with key stakeholders to develop
final plan. Catalyst Projects – There are the seven catalyst projects
identified for the Whitsunday region. These are tourism
Stakeholders consulted throughout the project included investment or infrastructure projects of regional significance
representatives from: and which are expected to act as catalysts to generate a range
■■ Federal Government
of other investment, marketing and product development
opportunities.
■■ State Government
Key Infrastructure Projects – These region-wide projects are
■■ Local Government tourism infrastructure projects which address identified region
■■ Regional Tourism Organisations wide issues and are expected to act as enablers for further
■■ Tourism Associations
investment and product development opportunities.
Investment Opportunities – A number of other tourism
■■ Local Tourism Organisations
investment or infrastructure projects are highlighted as potential
■■ Tourism operators investment, marketing and product development opportunities
for the Region.
73 A Vision for The Whitsundays Region Dent Island
3.1 Vision and Themes For the Whitsundays to achieve it’s aspiration for 2016 it is critical
that there is:
The vision in The Whitsundays Destination Tourism Strategy 2012 –
■■ a coordinated approach to destination marketing and
2016 is for the region to be:
promotion;
Globally recognised as one of the world’s ■■ innovative product and infrastructure development across the
leading tropical island and marine leisure holiday region that delivers the marketing promise; and
3 Vision
destinations. ■■ a tourism industry that is operating at the highest standards
of service, safety and sustainability through effective industry
The Whitsundays, 74 Island Wonders
development programs.
The Whitsundays is one of the world’s leading tropical destinations
and is working towards being renowned as a best practice
destination for its lifestyle, leisure, business and environmental 3.2 Target Markets
tourism offerings.
Traditional methods of market research have defined consumers
To achieve this vision, there is a need for the region to offer island by demographic and life-stage variables that assume everyone in
and mainland experiences that better cater to visitor markets, the same age group or with the same income act in a similar way.
particularly international and interstate leisure visitor markets that In order to better understand the consumers’ needs and wants,
have been targeted for growth. This includes upgrading the facilities maximise the impact of the development, the marketing dollar
(accommodation, supporting facilities and activities etc) on many of and to communicate more effectively with the consumer, Tourism
the Whitsunday islands. Queensland has adopted a needs-based segmentation approach
To offer such experiences, tourism nodes at Airlie Beach and for identifying both domestic and international target markets. This
on the Bowen waterfront will also need to be enhanced. Other approach is similar to the experience-based segmentation adopted
enhancements required to achieve the short and long term visions by Tourism Australia for targeting international markets.
include the following. All tourism development and promotional activity is based on
Preserving the relaxed beachside look and feel of Airlie Beach consumer needs. The following target markets for the Whitsundays
and its environs. include the current targets and those identified for development in
order to achieve the region’s 2016 potential.
Encouraging the development of mainland attractions and
activities to offer visitors more than the maritime experiences Domestic Visitor Segments
currently on offer.
Tourism Queensland’s segmentation model is a result of research
Providing pedestrian-friendly waterfront paths; cycle-ways and of some 6,000 Australian consumers, looking to understand the
other experiences in Bowen. emotional drivers for their ideal holiday experience. Based on the
Upgrading the look and feel and quality of many resorts and results of this research the consumer groups best suited to the
hotels in the region. Whitsundays Region are:
Underpinning this, tourism stakeholders in the Whitsundays need Connectors who see holidays as a chance to connect with the
to work in a common direction to maximise the tourism potential people they care most about. They will often subordinate their own
of the region so as to achieve a balance of economic, social and preferences in terms of activities to ensure everyone has a good
environmental outcomes. A significant shift is required if the region time.
is to achieve strong levels of repeat visitation from the interstate
Social Fun-seekers the essence of a holiday is having a fun time.
and intrastate visitor markets7 or if it is to grow its share of the
While they do a lot of different activities, it is sharing the experience
inbound visitor market.
with friends and other holiday makers that makes the difference.
7 Current repeat visitation is estimated at 25% of domestic visitors only.
8Active Explorers are about pushing boundaries through challenging Primary:
themselves via physical activity. They enjoy the company of others, ■■ Connectors in Brisbane and Regional Queensland
but their focus is on exploring the extremes of their physical
■■ Social Fun Seekers in Sydney and Melbourne
environment and themselves. It’s about feeling alive.
■■ United Kingdom, the Americas and Europe (Germany, France
International Visitor Segments and Italy).
Internationally, Tourism Australia works to promote the Australian Secondary:
experience to the ‘Experience Seeker’s market through tailored
■■ Scandinavia, other Europe and Korea
marketing messages.
Emerging:
Experience Seekers are marketing, advertising and technologically
savvy, more open minded, less materialistic, more driven and can ■■ Active Explorers in Sydney & Melbourne
be any nationality. Experience Seekers: ■■ New Zealand, China, Hong Kong, Japan, India and Middle East.
Tend to stay longer in Australia and therefore have the potential
to spend more; 3.3 Whitsunday Regional Council
Are experienced travellers who are often on their second visit to
Australia;
Community Plan
These priority projects link to the Whitsunday Regional Council
Seek authentic personal experiences that touch their senses Community Plan (2011 – 2021). The delivery of the catalyst projects
and challenge them; will assist the implementaton of the Whitsunday Regional Council
Love to get off the beaten track and therefore more likely to Community Plan by:
disperse throughout the region experiencing the different
Helping to strengthen the importance and value of tourism
natural landscapes; and
throughout the region;
See the unique Australian culture as a stark contrast to their
Offering a far more integrated approach via the projects
own so they will immerse themselves in local culture, people
identified;
3 Vision
and food.
Through the development of investment opportunities and
It is considered that the nature, rural and adventure attractions and improved community amenities and assets;
experiences developed for the domestic market will provide a sound Enhancing the capacity and capabilities of tourism operators
basis for targeting the International market. and providing more product that they can leverage from; and
Helping to offer more land based tourism opportunities which
Target Markets for The Whitsundays encourages diversification without weakening traditional water
The following target markets for the Whitsundays include the based tourism experiences.
current targets and those identified for development in order to
A copy of the Whitsunday Regional Council Community Plan can be
achieve the region’s 2016 potential
downloaded from www.whitsundayrc.qld.gov.au.
Council Community Plan Tourism Opportunities Integration With Catalyst Tourism Projects
Maintain and developing a focus of integrated tourism within The projects aim to link various tourism elements to offer a more
the region including the promotion of the region as a tourism integrated approach to tourism and including wider regional visitor
destination. dispersal and associated community and economic benefits.
Understand, monitor and mitigate impacts associated with Development of the produce centre at Bowen, the enhancements
industrial development on the tourism industry. to the Collinsville historic museum and improvements to Airlie
Beach provide greater understanding and help reduce any negative
impacts between potentially conflicting land users.
Understand, monitor and mitigate impacts of infrastructure on the Introduction of projects such as the dive wreck trail will help
tourism industry. encourage stronger environmental controls and greater appreciation
for waterways from Bowen through to the Whitsunday islands.
Enhance, maintain and develop opportunities and facilities for The multipurpose centre and other projects address the
tourists and residents in the region including Indigenous/cultural opportunity for offering far more land based tourism opportunities
opportunities, land based tourism opportunities, heritage based which also act as major community assets. In addition, a
tourism, etc. more integrated planning approach for Airlie Beach provides
opportunities to set aside land for RVs, caravans, campervans etc.
Increased accessibility to the region by lobbying airlines to invest Increasing land based tourism attractions, new conference and
and increase flight availability to the region and for State and event facilities, major integrated produce centre for Bowen etc will
Federal Governments to invest in the flood proofing of the Bruce act as a catalyst to stimulate greater visitation to the Whitsundays
Highway. and stimulate more air access and servicing etc.
Encourage and support the diversification and commencement of Development proposed for Collinsville, Bowen and Proserpine
industrial and rural based land use tourism opportunities. all provide diversified product recognising and building on the
industrial and rural strengths in these areas.
Encourage and promote further investment in the region through Most projects identified will require a private sector investment
public/private partnerships. partner or consortium and will help stimulate further investment.
94 Gap Analysis
4.1 Destination Opportunities and High quality local produce (meat, fruit and vegetables) and
potential to develop a local produce centre.
Challenges To stimulate new investment in the regions, including from
The following gap analysis is based on a combination of major brand operators (major hotel brands, retailers etc).
4 Gap Analysis
stakeholder consultation and feedback, background research Diversify markets to appeal to different consumer groups e.g.
and an analysis of secondary data and information. This analysis incentives and romance.
was used to identify key infrastructure and investment gaps To improve occupancy rates and yield on a seven day basis and
for the Region and was used to underpin the development of smooth out seasonality peaks to increase economic impact,
recommendations contained within the TOP. and stimulate reinvestment of exisitng product and creation of
new product.
Destination Opportunities
To identify, protect and develop the unique elements of the
To create a built environment that complements the natural
region and to avoid copycat development.
environment, particularly marine environment around the
Whitsunday Islands and Airlie Beach. Address the limited supply of both skilled and unskilled staff.
Ensure community and service infrastructure requirements Development of further infrastructure to support growth in
keep pace with a growing population so as to support conventions and events.
sustainable tourism growth. Compete on the value proposition of the destination’s
To create a mix of visitor attractions and activities to extend distinctive experiences, high standard operators and
lengths of stay and to improve visitor yields, including mainland spectacular landscapes rather than on price, and grow a quality
product. service delivery culture across all sectors of the tourism industry
to meet the brand promise.
To spread the economic benefits of tourism more widely across
the region and improve visitation during shoulder periods. Gain wider community appreciation of the true value of tourism
to the local economy, social development and environmental
To position the Whitsundays region as a destination for key
sustainability.
inbound markets.
Presence of three marinas in the region present opportunities
To increase domestic air capacity including ongoing route
for increased tourism product development & retail.
development for the Great Barrier Reef (Hamilton Island) and
Whitsunday Coast (Proserpine) Airports.
Destination Challenges
To capitalise on demand generated by population growth
High operating costs for island resorts and mainland operators.
through a growing resources sector for leisure experiences.
The effect of the Global Financial Crisis (GFC) and the impact of
To reposition the region through product development and
consumer and trade perceptions from tropical weather patterns.
targeting the domestic market.
The closure of multiple tourism businesses including island
Increase appeal of visitation to Airlie Beach through the
resorts and marine based tours/charters.
development of Airlie Beach main street and adjacent precincts,
including the integration of the town’s key tourism nodes to Fragmentation in the region through pricing wars and
increase visitor usability and regional dispersal. discounting rather than working together to provide a quality
experience.
To increase the demand for dive based experiences through the
creation of a dive trail. A lack of leisure oriented attractions and activities that are
mainland based.
Protection and managed access of natural icons such as
Whitehaven Beach, and the World Heritage status of the Great Perceived as an expensive destination compared to
Barrier Reef. neighbouring Asian pacific island destinations e.g. Thailand, Fiji
and Bali
10Variable service standards, including within general retail
facilities.
4.2 Potential Growth Segments
Air access and connectivity. The following opportunities will need to be progressed for the
Whitsundays to achieve its vision for 2016:
Reliable road access during wet season.
Difficulty securing and retaining skilled and semi-skilled staff, Foster stronger coordinated, stakeholder marketing and
particularly against the growth of the resources sector. campaign alignment.
Lack of affordable housing for staff. Respond to new experience segments.
Lack of clear regional and town brands. Improve visitation during shoulder seasons.
Lack of co-ordination between tourism infrastructure projects; Create a built environment that complements the natural
precincts and nodes. environment of the region and which provides a unique selling
point.
Lack of experienced operators and the growth in lifestyle
operators. Compete on the value proposition of the destination’s
distinctive experiences, high standard operators and
Water; electricity and telecommunications services constraints.
spectacular landscapes rather than on price, and grow a quality
Lack of consistent and effective interpretive and directional service delivery culture across all sectors of the tourism industry
signage. to meet the brand promise.
Impact of the mining boom and particularly competition for Attract and facilitate ongoing investment in enhanced tourism
staff, utility resources, housing and short term commercial product development.
accommodation.
Address the limited supply of both skilled and unskilled staff.
The lack of consistent quality food and beverages product and
Plan for seasonal and extreme weather patterns.
services.
Assist industry in areas of domestic and international
4 Gap Analysis
The lack of infrastructure led development resulting in
market readiness, customer service, online marketing, and
pressures on infrastructure capacity (sewage, potable water,
sustainability of operations.
traffic management), particularly in prime areas in and around
Airlie Beach. Ensure community and service infrastructure requirements
keep pace with a growing population so as to support
Road infrastructure that lacks touring circuits and loops.
sustainable tourism growth.
Avalanche of plans (across all sectors) with limited action
Gain wider community appreciation of the true value of tourism
actually achieved on a timely basis for addressing issues and
to the local economy, social development and environmental
problems.
sustainability.
Low repeat visitation levels among leisure visitors.
Airlie Beach
115 Catalyst Projects Airlie Beach
Continued investment in tourism products and tourism related
infrastructure is required in order to meet the future needs of
5.1 Airlie Beach Water Park
visitors to the region. The top seven catalyst tourism projects The Airlie Beach lagoon is a key visitor attraction and community
identified from across the Whitsundays region are listed below. amenity which generates significant use all year round. A new water
5 Catalyst Projects
These projects are considered to be the marquee projects that park will add to and enhance this family friendly attraction.
represent the character and appeal of the region and which will
A site in in the North West corner of the 3.2 hectare existing
drive ongoing growth and development of tourism across the
landscaped gardens adjacent to the small beach and northern
Whitsundays:
public car park has been identified as ideal with 450 m2 (280 m2
purely for the water play equipment and surrounding wet surface
Project Timing
deck). An existing shade structure and barbeque area can be
1. Airlie Beach Water Park 2012 – 2014 relocated next to the water park and the infrastructure for the play
area should comprise the latest water play equipment. Surrounding
2. Airlie Beach Flow Rider Attraction 2013 – 2015 areas would need to be returfed and replanted utilising the existing
irrigation system and with ongoing pool and grounds maintenance
3. Airlie Beach Tourist Precinct 2012 – 2015
to become part of the existing overall lagoon contract.
4. Airlie Beach Community, Event and 2012 – 2015 The water park would form part of the larger overall Airlie Beach
Conference Venue
revitalisation project. As a significant visitor experience within the
5. Bowen Produce Centre 2012 – 2015 Whitsundays, the water park will add considerable value to the
existing Airlie Beach lagoon and will provide a very family friendly
6. Whitsundays Dive Wreck Trail 2012 – 2014 visitor attraction that is able to be utilised all year round.
7. Airlie Beach Development 2012 Opportunity:
Securing funding to complete the water park;
8. Whitsunday Coast Airport Runway 2013 - 2014
Extension Once all funding is confirmed, to complete the detailed design
work (as the next phase from the concept design work); and
To undertake a tendering process for the works and to fill the
contract as soon as practically possible.
5.2 Airlie Beach Flow Rider Attraction
The opportunity exists to create a wave/flow rider experience
component as a value add-on to the new water park for the Airlie
Beach lagoon. Whilst the water park enhancement would be funded
by Government and be a free (non-ticketed) experience, the wave/
flow rider would only be developed as a private sector investment
initiative.
A flow rider attraction is best described as a man made construction
consisting of a sheet wave that traverses over a curved gradient to
form a stationary wave. The flowrider can be surfed on your knees
or in a stand up position on specially designed flow rider boards
and can be experienced by all skill levels. Such an attraction would
12harness interest from surfboarders, wakeboarders, skateboarders Addressing car parking issues by creating more off street
and snowboarders alike that are passing through the region. parking options including car parking stations;
Ensuring that Shute Harbour Road is upgraded from Airlie
With over 500,000 visitors utilising the existing Airlie Beach lagoon
Beach to Shute Harbour to cope with future traffic movements
annually, the water park project and the wave/flow rider experience
which boat trailer parks and other developments will generate in
can be expected to increase visitation to Airlie Beach. As this is an
the future;
all year round visitor experience, the potential exists to attract a
large number of fee paying users which is expected to make the Address directional and interpretative signage needs to
wave/flow rider an attractive commercial venture. promote island and mainland attractions;
Enhance street furniture, soft landscaping and lighting;
Opportunity:
Develop facilities to retain and grow the backpacker market, as
To work with Whitsunday Regional Council to ensure that the well as other higher yielding target markets; and
wave/flow rider attraction is integrated into the water park
Link Airlie Beach with Cannonvale ensuring that view shafts to
experience;
the water are not lost and that vegetation is introduced to avoid
To seek expressions of interest from well experienced operators urban ribbon development occurring. The end result will be a
to supply and operate the attraction; unique, cohesive built environment which stands out from other
To ensure that the design and operations of the wave/flow State coastal towns and which appeals to visitor markets and
rider entirely complement the new water park attraction being residents alike.
developed;
To determine an appropriate commercial lease arrangement Opportunity:
with Whitsunday Regional Council for the commercial operator; Whitsunday Regional Council and State Government agencies
and along with industry groups and community to develop an
5 Catalyst Projects
Where possible, to ensure that the construction and fit out for implementation program for the integration of Airlie Beach;
the wave/flow rider occurs in tandem with the construction of A civil works program to be created based on the various
the water park as an integrated project. components of urban design work that have already been
undertaken;
5.3 Airlie Beach Tourist Precinct To create walkways and cycle ways as a priority with attractive
way finding signage;
This project recognises the need for greater connectivity between To address future car parking needs through a detailed traffic –
the Airlie Beach main street, foreshore area, lagoon, Port of Airlie parking demand study; and
development precinct, a proposed lookout and visitor centre, the To identify locations on walkways for small scale events and
botanic gardens and bicentennial walk, and a proposed marine activity nodes for signage, sculptures and art work, as part of
discovery centre. Airlie Beach is currently characterised by: the integration.
Development which traditionally has supported a backpacker
5.4 Airlie Beach Community, Event and
and younger aged visitor market;
A streetscape with little design appeal;
A lack of sense of being one of the gateways to the Great Conference Venue
Barrier Reef and Whitsunday Islands;
Whilst the Whitsundays offers a variety of stunning water based
Having constraints on storm water run off capacity etc; experiences for much of the year, there are times when sea
Extensive apartment development which has changed the conditions and seasonality necessitate all-weather attractions
beach holiday village feel; and to offer an alternative experience for visitors as well as locals.
Traffic congestion along Shute Harbour Road. A multipurpose facility is required to fill this need and to offer a
number of important components to help grow tourism for the
While Airlie Beach has the potential to be a primary tourism node Whitsundays including:
and an attractive destination of State significance, currently it is not
Conferencing facilities with break out/meeting rooms;
fulfilling this role. This integration of Airlie Beach aims to:
A cinema facility which can also double as an auditorium for
Integrate the Airlie Beach main street with the lagoon and visiting shows and the local theatre group;
waterfront by providing far stronger street and laneway
A major car parking station to alleviate the current traffic
connectivity with attractive and safe walkways;
congestion and parking problems in Airlie Beach;
More detailed planning of side streets;
A safe haven as a cyclone evacuation centre ‘from conference
Addressing storm water capacity issues; venue hire, renting space for major events, offering longer term
Addressing electricity supply issues; car parking spaces to businesses in Airlie Beach, generated
Introducing effective traffic calming measures to make Shute from a cinema as well as through the lease of space to local
Harbour Road at Airlie Beach more pedestrian friendly; special interest groups.
Introduction of design guidelines to improve the street and Whitsunday Regional Council has already identified a location
urban design aesthetics, particularly to reflect a more relaxed adjacent to Shute Harbour Road in Airlie Beach on land that may be
holiday image (including a colour scheme which conveys some suitable for this purpose.
sense of uniformity and uniqueness);
13Council will require a joint venture partner to fund and develop To commission a feasibility study to demonstrate the costs
the multipurpose centre. Revenue streams would be able to be and benefits and highlight how it can operate on a cost neutral
generated (eg: from conference venue hire, renting space for major basis, at a minimum;
events, offering longer term car parking spaces to businesses in On the basis that the feasibility study generates a positive
Airlie Beach, generated from a cinema as well as through the lease outcome, to identify sites in Bowen for the produce centre;
of space to local special interest groups).
To form an action group for driving the produce centre from
The potential exists to create an all weather visitor attraction (such concept through to opening; and
as the marine discovery centre) within the multipurpose facility and To determine a management and operational structure that can
as a fee paying experience. There may also be the potential for guarantee quality control and acceptable returns to all major
public-facing Government agencies that require a more central site stakeholders.
at Airlie Beach to be offered office and display space to lease.
Opportunity:
A feasibility study is required to determine the level of market
5.6 Whitsundays Dive Wreck Trail
demand for the various components and to identify the capital Whitsundays Marketing and Development, commissioned a
cost of developing the multipurpose facility; feasibility study for a dive wreck trail in the region. The study
highlighted that whilst there were a number of challenges
On the basis that a positive result is generated from the
associated with introducing dive wrecks into the Great Barrier Reef
feasibility study, expressions of interest should be requested
Marine Park, there was sufficient market demand to support the
from joint venture parties to develop the facility; and
commercial viability of a dive wreck trail.
Once a preferred tender has been identified a works
program should be created to enable the development of the Research has highlighted that there are vessels which need to be
disposed of by State Government(s) for which a Whitsundays dive
5 Catalyst Projects
multipurpose facility either in whole or in stages as agreed to by
Council and the private sector development partner. wreck trail may provide a solution. There is, therefore, a supply
need from those agencies, as well as a market demand need from
recreational divers. Fishers are also often strongly supportive of
5.5 Bowen Produce Centre dive wrecks as these are known to stimulate significant habitats for
marine life within a relatively short period of time after the wrecks
The need for a regional produce centre was identified in the first are created. The concept could include a network of dive wrecks,
Regional Tourism Investment and Infrastructure Plan (RTIIP), utilising decommissioned ships and aircraft which would be sunk at
2006-2016, with Bowen identified as a preferred location due to its different depths to:
proximity to the region’s producers and fishers. A produce centre
will provide an opportunity to showcase the area’s high quality Create an opportunity to train recreational divers in wreck
regional tropical produce, vegetables and seafood. diving, but at shallower and safer depths
To offer a graduated scale of difficulty through different depths
In addition to offering for sale fresh produce, the potential exists to
for training and recreational purposes; and
create value adding experiences such as an interpretative facility
to enable visitors to sample and buy produce and learn about To support the dive industry by offering additional product to
local food production, growing techniques and innovation and the stimulate greater length of stay in the region.
engagement of local and/or celebrity chefs to prepare dishes using
The creation of a dive wreck trail has the potential to extend
local produce as well as linking in with existing festivals (e.g. Bowen
length of stay and generate new visitation, increased levels of
Seafood Festival) and creating new culinary festivals and events.
visitor expenditure, and additional marketing and promotional
A produce centre would also act as a catalyst for the creation opportunities.
of a broader food tourism experience in The Whitsundays that
The potential exists to commence the dive wreck trail at or near the
embraces the ‘100-mile concept’, integrating food production,
Bowen Jetty, extending to Stone Island, Hideaway Bay, and linking
processing and dining experiences that highlight regionality and
to sites off Airlie Beach and the surrounding Whitsunday Islands.
drive business to those that demonstrate and promote the use of
local produce. It also has the potential to further develop a local Opportunity:
wholesale distribution supply chain to provide faster, fresher access
Form an action group including Whitsunday Regional Council,
of regional produce to the wider food service sector and grocers.
Whitsundays Marketing and Development and relevant State
The produce centre recognises the importance of Bowen as a major and Commonwealth Government agencies;
produce growing area not only for the region, but one that has State Build upon the feasibility study already completed by
and national significance. Ideally, the produce centre should be commissioning a marine environmental study to confirm
located near a major road to attract passing traffic and to encourage specific sites, the location and depth for each dive wreck etc;
the impulse traveller to stop, sample and buy.
Develop an operational plan for managing the dive wreck trail;
Opportunity: and
To establish a working party focused on food tourism and Work with State Government agencies for the sinking of vessels
including TQ, Queensland Government, Whitsunday Regional etc to create the trail.
Council, Whitsundays Marketing and Development and the
Bowen District Growers Association;
145.7 Airlie Beach Development community and region. The support required for the region’s
tourism industry is to ensure a steady stream of aircraft arrival and
Various statutory and non-statutory master plans, reports departures from key generating markets.
and related documents have already been completed for the
The current runway at Whitsunday Coast Airport is the longest in
Airlie Beach area. Each of these plans, urban studies and other
the region and the only airport in the region that has the ability to
documentation provides a very important component for the
extend. A runway extension of 270m would take the airport to the
enhancing and updating of Airlie Beach. They need however to be
same capability as the Gold Coast and open up the region for direct
consolidated into an action plan (implementation schedule) which
charter and regular passenger transport operations and provide
offers a clear vision and staging process for development that
a direct link to the highlighted emerging markets (refer pages
aligns with the Whitsunday Regional Council Community Plan.
8-9). Currently the airport has the capability to arrive and depart
Opportunity: international flights from short haul destinations and accept 767
/ A330 wide bodied aircraft from mid haul destinations, however
Whitsunday Regional Council and Queensland Government to
constraints on the take off run of the aircraft with a full payload
review all the master plans and other documentation;
would require a technical fuel stop on the departing leg.
Develop a clear vision and process for development
implementation; Opportunity:
Workshop the recommended implementation program with key Identification of suitable generating markets
stakeholders and refine if needed; Extension of the runway by 230m from 2073m to 2300m
Advise the community and other stakeholders of the Scoping of required works including taxiways and aprons
implementation program; and
Development of required works completed, potentially in
Where updating of plans is required, to develop a brief for any conjunction with required runway resurfacing works (scheduled
5 Catalyst Projects
outstanding requirements and the updating of information etc. for 2012/13)
Utilisation initially of Australian registered aircraft until AFFRS is
5.8 Whitsunday Coast Airport Runway established
Extension
Provide facilities for International Charter flights using wide
bodied aircraft and co-ordination of applicable Federal
The Whitsunday Coast Airport has strategic value to the State and Government agencies
Whitsunday region. It is the closest mainland airport to Airlie Beach Creating non simultaneous International Arrival and Departure
and the Whitsunday Islands, and provides important transport of Charter services
infrastructure for the local tourism industry. With tourism being International charter engagement: where possible relationships
a major contributor to the local economy a successful mainland are established on an international charter basis to support the
airport facility is paramount for the future growth of the region. Tourism industry. Specifically ADHOC, China, New Zealand
As a result of State and Local Government investment in upgrading and key generating markets determined by TQ and WM&D.
the existing terminal and associated car parking facilities during Supported by high level logistic, planning and co-ordination to
2011/12, both levels of government are anticipating a substantial ensure charter movements are successful.
return on investment for further investment into the facility,
Airlie Beach Lagoon
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