WESTERN AUSTRALIAN Cruise shipping strategiC plan Library... · 5“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12 6“Global Cruise Market Report:

Cruise shipping strategiC plan2012 – 2020

WESTERN AUSTRALIAN

NOVEMBER 2012

3Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020

Message FrOM the hOn Dr KiM haMes Mla, Minister FOr tOurisM WESTERN AUSTRALIAN CRUISE ShIppINg STRATEgIC pLAN 2012-2020

i am pleased to present the

Western Australian Cruise

Shipping Strategic Plan

2012-2020.

Cruise shipping is an important

part of the state’s tourism

industry. it not only attracts

visitors to Western australia, it

also showcases our extraordinary

regions and makes a significant

contribution to the economy. in

2011-12, the sector generated

$185.7 million in expenditure,

which is a significant growth of

150 per cent compared to the

previous year.

i would like to congratulate the Cruise

Wa Committee and its Chair, professor

ross Dowling OaM, for taking the lead

role in implementing this strategy with

support from the state government.

i look forward to seeing the results of the

strategic plan in years to come.

DR KIM hAMES MLA

DEpUTY pREMIER

Minister FOr tOurisM

the state government aims to double

the value of tourism in Western australia

from $6 billion in 2010 to $12 billion

by 2020. Cruise ship visits will play an

important role in achieving this goal.

the Cruise Wa Committee has developed

the Western Australian Cruise Shipping

Strategic Plan 2012-2020, to ensure the

state’s cruise port destinations deliver

quality experiences for passengers as well

as maximise the economic benefits of

cruise shipping to Western australia.

the plan also provides the state

government and industry with a clear

direction on the initiatives required to

make Western australia a desirable and

capable cruise destination.

4 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020

Cruise Western australia COMMittee intrODuCtiOn pROfESSOR ROSS DOWLINg OAM, ChAIR

Cruise shipping is an important part

of the Western australian tourism

industry which is experiencing

incredible levels of growth.

the Wa cruise shipping industry

recorded a total of 102 cruise

ship visit days in 2011-12, which

was a significant increase from 68

visits in the previous year. these

visits generated $185.7 million in

expenditure, which was a great

outcome for Western australia.

We look forward to working in

collaboration with the state government

and relevant stakeholders to make Western

australia a desirable cruise shipping

destination that delivers on its promise of

providing extraordinary holiday experiences

for cruise visitors.

pROfESSOR ROSS DOWLINg OAM

ChAIR

Cruise Western australia COMMittee

the Cruise Western australia Committee

has developed the Western australian

Cruise shipping strategic plan 2012-2020

to ensure to maximise the economic

benefits of cruise shipping to WA.

the purpose of the strategic plan is to

provide world-class cruise destinations,

unique and extraordinary tourism

experiences and deliver high value

benefits for cruise passengers and local

communities.

this will be achieved by marketing

the state as a world-class cruise

destination, enhancing the individual

cruise destinations, providing necessary

infrastructure and services as well as

building industry capacity.

fREMANTLE


table OF COntents

Overview OF THe CrUiSe SHiPPiNG SeCTOr 6

Global Cruise Shipping Context 6

Cruise Shipping in Australia 9

Cruise Shipping in Western Australia 11

DevelOPiNG THe STraTeGiC PlaN 12

SWOT Analysis 12

Key Business Areas 13

Cruise Destinations - Current and Future Status 14

Strategic Direction 16

Critical Success Factors 18

iMPleMeNTaTiON 20

Implementation Plan 20

Targets and Indicators of Success 27


OvervieW OF the Cruise shipping seCtOrWhere are we now?

the global cruise shipping industry

is continuing to develop rapidly.

since 1980, the average annual

percentage growth rate for cruise

lines worldwide has been more

than 7.5%. in 2008, cruising in

established markets such as the

usa and uK increased by 5% and

12% respectively while over the

same period australia’s growth

reached 26%.1

gLOBAL CRUISE ShIppINg CONTExT

Continued passenger growth

increased focus on “baby boomers”,

family and multi- generational travel

the continued emergence of

mega liners

Significant growth in the number

of asian passengers

More ships home based in australia

an increase in circumnavigation

itineraries around australia

Significant investment in cruise port

facilities in emerging markets such

as asia.

pOTENTIAL BENEfITS fOR WESTERN AUSTRALIA:

the global cruise capacity, in terms

of the number of berths, recorded

a compound annual growth rate of

7.24% during 2005-2010. For the year

ended December 31, 2010, the berth

capacity was registered at 423,913,

an increase of 8.3% against that of

391,304 in 2009.

the cruise industry worldwide carried

around 18.80 million passengers in

2010, which increased to 20.23 million

in 2011, an increase of 7.6%. it is

anticipated that between 2011 and

2015, the cruise industry compound

annual growth rate will average 3.81%

and by 2015 is expected to reach 23.49

million passengers.2

repeat cruisers make up half of

passenger worldwide manifests, and

these passengers are continuously

searching for new destinations.

the saturation of traditional

cruise destinations and increasing

sophistication among cruise passengers

will inevitably see the emergence of

Asia, Australia and the South Pacific as

serious cruise markets. passengers were carried by

the cruise industry worldwide

in 2011.

20.23M

1 “A Summary of Consultation with Western Australia’s Cruise Shipping Sector” Tourism WA, July 20112 “Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12


ExMOUTh


MAp - AUSTRALIA & SOUTh EAST ASIA

fremantle/perth

geraldton

Darwin

Brisbane

SydneyCanberra

Melbourne

hobart

Adelaide

Christmas island

Malaysia

Singapore

IndonesiaPapua New

Guinea

Australia

bali(benoa)

port Moresby

exmouth

port hedland

broome

augustaalbany

Queensland

tasmania

northern teritory

Western australia

victoria

south australia

new south Wales

esperancebunbury

port Klang

Jakarta

Kuala lumpur

singapore

penang

Indian Ocean

esperance to albany 224 nautical miles 11 hours

geraldton to exmouth 520 nautical miles 1 day 2 hours

albany to bunbury 266 nautical miles 13 hours

exmouth to port hedland 337 nautical miles 17 hours

bunbury to Fremantle 100 nautical miles 5 hours

port hedland to broome 253 nautical miles 13 hours

Fremantle to geraldton 213 nautical miles 10 hours

broome to Christmas island 1063 nautical miles 2 days 5 hours

DISTANCES BETWEEN pORTS

N


the australian cruise market has

shown a significant increase in

the number of cruise passengers

over recent years. even during

the global recession, the

australian market experienced

significant growth. In fact, the

australian cruise market is one

of the fastest growing cruise

markets worldwide.3

the australian cruise shipping industry

recorded significant growth of 29.6%

in the number of cruise ships visits in

2011-12, with strong growth in both

international transit ships and ships that

based themselves in australia for part of

the year.

the strong growth is primarily attributed

to the growth in port visits recorded

by sydney (34.9%), brisbane (36.5%),

Melbourne (55.6%), Fremantle

(37.9%) and geraldton (325%); jointly

accounting for nearly two thirds of the

total increase in the total number of

port visits during 2011-12.4

CRUISE ShIppINg IN AUSTRALIA

3 “Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12 4“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12” CDU August, 2012

increasing consumer awareness of

cruise holidays as a value for money

holiday option

Increased product diversification of

cruise holiday offerings appealing

to a broader range of audience

an increasing choice of cruise

itineraries provided by various

cruise companies to popular

tourism regions

an increase in the number of cruise

ships operating from australia.

ThE KEY fACTORS CONTRIBUTINg TO ThE gROWTh Of ThE AUSTRALIAN CRUISE INDUSTRY INCLUDE:

Increase in the number of cruise

ship visits in australia.

29.6%

pORT hEDLAND

Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 10

the australian cruise industry is

projected to reach one million

cruise passengers by the year

2020, registering an average

growth rate of over 5% during

the coming years.5

the majority of australian cruise

itineraries currently comprise smaller

vessels, with ships based in australia

and new Zealand operating itineraries to

destinations in relatively close proximity

such as to regional australia and new

Zealand and neighbouring islands.

the relocation of larger mega liners on

seasonal deployment such as Voyager

of the Seas to asia and australia is an

indicator of the future growth in the

australian cruise sector.

it is anticipated that an increasing

number of mega liners will incorporate

australia into their world cruise

itineraries with strong demand predicted

for south east asian cruise circuits that

incorporate northern australia.

the australian cruise industry is

projected to touch the mark of one

million cruise passengers by the year

2020, thereby registering a growth

rate of over 5% during the coming

years6, which is significantly more than

the projected global industry growth

rate for the period. this estimate is

based on ongoing domestic influences

of robust household incomes, tourism

preferences and scope for further

cruise market penetration (based on

international comparisons).

CRUISE ShIppINg IN AUSTRALIA CONTINUED

102

australian economic impact was

$2.43 billion

736 cruise ship visits to australia

(from 573 in 2009 –10)

an increase in total passenger days

at port

an increase in passenger spend from

$302.9 million to $443.1 million

an increase in crew expenditure

from $43.5 million to 60.3 million

total crew days at port up from

237,386 to 324,660

total port-related expenditure

increased year on year from $440.6

million to $733.2 million

CRUISE DOWN UNDER RESEARCh7

ON ThE IMpACT Of CRUISINg IN AUSTRALIA 2011-12:

Cruise ship visit days in 2011-12.

5“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12 6“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-127“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12, Final Report” CDU August, 2011

gERALDTON


$185.7 M

Western australia has experienced

significant industry growth with

expenditure increasing from $22

million in 2004-5 to $185.7 million

in 2011-12, with average growth

over the period of 35% annually.9

in 2011-12, the industry in Western

Australia recorded a significant increase in

the number of base port visits, the majority

of which were based out of Fremantle. the

industry generated approximately $185.7

million of expenditure, which resulted in an

additional $87.8 million in value added10,

representing an increase exceeding 150%

when compared with 2010-11. a major

contributor to growth was expenditure

from the Athena and Sun Princess being

based out of Fremantle for numerous trips.

the Western australian cruise shipping

industry recorded a total of 102 cruise

ship visit days in 2011-12, a significant

increase from 68 visits in 2010-11. the

majority of ports (except bunbury and

albany) recorded an increase, with

Fremantle and geraldton recording

the largest increase in 2011-12 (when

compared with 2010-11). Overall, the

total passengers aboard the ships visiting

Western australia increased from 67,586

in 2010-11 to 158,691 in 2011-12, or a

235% increase.

CRUISE ShIppINg IN WESTERN AUSTRALIA

8“Expenditure” is direct and indirect expenditure by cruise industry crew, operators and passengers9“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12” CDU August, 201210“ Value Added” is the total contribution of the industry to the economy including the total consumption, investment and government expenditure, plus exports of goods

and services, minus imports of goods and services due to the industry.11“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12” CDU August, 2012

The most significant region within

Western australia in terms of cruise

shipping impacts was perth serviced

by the port of Fremantle. in 2011-

12, the cruise shipping industry

generated approximately $160.6

million of expenditure within

Perth, up significantly from $65.3

million in 2010-11. this stimulus

generated additional wages income

of approximately $44.5 million and

554 Ftes. the industry contributed

approximately $75.8 million to

Perth’s Value Added, a significant

economic contribution.

broome recorded $6.5 million in

total expenditure from the industry

in 2011-12, providing the stimulus

for $1.8 million in wages income,

30 Ftes and value added of $3.1

million to the regional economy.

these results were well above the

2010-11 figures.

port hedland recorded $0.8 million in

total expenditure from the industry in

2011-12, providing the stimulus for

$0.2 million in wages income, 4 Ftes

and value added of $0.4 million to

the regional economy.11

exmouth and geraldton recorded

$14.4 million in total expenditure

from the industry in 2011-12, a

result significantly above the 2010-

11 contribution.

bunbury recorded $0.6 million in






These figures were well below

2010-11 and what is expected in

2013/14.

albany recorded $2.1 million in






esperance recorded $0.6 million in






as at 2012, Western australia offers

eight cruise port destinations as

identified above. A marina facility is due

to open in augusta (gateway to the

Margaret river Wine region) in 2013

providing a ninth cruise destination

opportunity for the state.

the Cruise Western australia Committee

(CWaC) has recently been established

to guide the implementation of the Wa

Cruise shipping strategic plan.

the value of the cruise shipping

sector in Western australia for

2011-12


the state government strategy

for tourism in Western australia

2020 identifies a key goal for

tourism Wa, other government

agencies (state and local) and

the broader tourism industry to

achieve by 2020:

Cruise shipping has been identified in

the strategy as a key initiative that will

contribute to this goal.

in 2011-12 tourism Western australia

conducted extensive consultation to

ascertain the strengths, weaknesses,

opportunities and threats for the

industry and the key business areas

where efforts of government and

industry should be focused in order to

realise the potential of cruise shipping

for the state.

Diverse locations and unique

experiences

Capacity at Fremantle to

accommodate mega liners

Mediterranean climate in the

south and tropical climate in the

north has the capacity to support

ships all year round

extensive range of quality land and

water based activities and cultural

experiences to satisfy the needs of

the international cruise passenger

viewed by cruise passengers as a

safe and exotic destination

research conducted in

2011 – 12 identified Broome as

a key destination influencing

consumers’ cruise itinerary choice

the Kimberley, ningaloo and

South West regions are profiled

tourism destinations at the state

and Federal level.

tourism product is underdeveloped

and inadequate to support cruise

ship visitation at some regional

destinations

Insufficient regional marine

infrastructure to adequately service

large cruise vessels

seasonal weather conditions

impact current cruising itineraries

increasing number of Western

australian cruise destinations

competing for the same market

Cruise lines lack the general

awareness of Western australia’s

regional destinations in terms of

facilities and capabilities.

STRENgThS WEAKNESSES

WESTERN AUSTRALIAN CRUISE INDUSTRY SWOT ANALYSIS

TO DOUBLE ThE VALUE Of TOURISM IN WESTERN AUSTRALIA – fROM $6 BILLION IN 2010 TO $12 BILLION BY 2020.

Closest western destination to

south east asia, the world’s fastest

growing tourism source market

improved co-operation and

co-ordination within Western

australia’s Cruise sector

Capitalise on Western australia’s

ability to deliver quality indigenous

experiences to cruise ship passengers

expand and enhance destination

product for shore excursions and

pre and post touring options

leverage projected increase in

home berthed ships in australia

as ships are relocated to se asia/

australian waters

increasing number of “baby

boomers” coming into retirement.

strong global competition to

attract cruise lines to destinations

impacts Western australia’s ability

to grow market share

increasing fuel costs impact

upon Western australia’s appeal

as a cruise destination due to

remoteness

Competition from other industry

sectors for resources and

investment.

OppORTUNITIES ThREATS

DevelOping the strategiC plan


KEY BUSINESS AREAS

$12bgoal to double the value of

tourism in Western australia -

from $6 billion in 2010 to

$12 billion by 2020

A. DESTINATION AWARENESS & MARKETINg

identify the priority gaps (particularly

in relation to marine and terrestrial

port infrastructure and amenities)

and implement necessary activities

to improve capacity to facilitate

growth within the cruise sector.

B. pORT INfRASTRUCTURE & pOLICY

Facilitate a cooperative

statewide approach to realise the

state’s cruise industry growth

through identification of lead

agencies and tourism organisations

to provide leadership and build

capacity (such as tCWa, FaCet,

rDCs, rtOs, and port authorities).

C. STRENgThEN INDUSTRY CApACITY & OWNERShIp

visitor servicing infrastructure and

development of new shore excursion

options (including indigenous

experiences content) and pre and

post cruise touring activities to

generate additional visitor nights/

spend. these four business areas

form the basis of the Western

australia cruise shipping industry

priorities and are reflected in the

strategic goals incorporated into the

strategic plan.

D. LANDSIDE DESTINATION DEVELOpMENT

The following four key business areas have been identified in consultation with stakeholders:

Forge relationships within the cruise

industry and initiate marketing

activities to increase cruise

ship visitation, length of stay and

expenditure.

ALBANY


During stakeholder consultation

and through cruise passenger

research several key Western

australian cruise destinations

have been identified as having the

greatest influence on the future of

cruise shipping in the state.

CRUISE DESTINATIONS - CURRENT AND fUTURE STATUS

global and local passenger and

cruise line preferences

state tourism priorities

infrastructure and capability

development requirements and

funding.

Cruise destinations have been

categorised into tiers to reflect their

current status and projected future

status based on their ability to impact

strategically on the growth of the sector.

Destination awareness and

marketing

port infrastructure and policy

industry capacity and ownership

landside destination experiences

and amenities

TIER 1 CRUISE DESTINATIONS are turn-around ports that score highly in the four

criteria above. that is, they have a high level of port infrastructure to support

visitation from large cruise ships, a high level of destination awareness among

the cruise industry, a high degree of industry capacity and port infrastructure to

support turn around visits, a high level of tourism destination infrastructure to

support cruise ship visitation such as attractions, accommodation, activities, access

and amenities, and the destination is an international air gateway.

TIER 2 CRUISE DESTINATIONS score on average a medium rating across the four

criteria. therefore they may have a high degree of port infrastructure to support

visitation from cruise ships but lack the tourism destination infrastructure , industry

capacity or destination awareness among the cruise industry. alternatively, the

destinations may have a high level of destination awareness and industry capacity

but lack the port infrastructure to rate highly across all four criteria.

TIER 3 CRUISE DESTINATIONS score on average a low rating across the four

criteria. For example, while the port offers a medium level of infrastructure, the

destination marketing and awareness is low, industry capacity is low and the

tourism destination infrastructure cannot service the market adequately.

the forward vision is that by 2020

Western australia will offer two

turnaround ports (Fremantle and

broome) and seven well established

transit ports.

the strategic plan must guide decision

making and choices regarding these

destinations, and do so in a way that

effectively considers:

the tiering of ports is based on the

following key criteria:


Cruise Shipping Strategic Plan | 2012 - 2020

the following table shows each cruise destinations assessed 2012 tier status, and its planned tier status during the

strategy timeframe at 2016 and 2020.

YEAR TIER 1 TIER 2 TIER 3

2012 Fremantle albany augusta

broome exmouth

bunbury port hedland

esperance

geraldton

2016 Fremantle albany augusta

broome exmouth

bunbury port hedland

esperance

geraldton

2020 broome albany

Fremantle augusta

bunbury

esperance

exmouth

geraldton

port hedland

CURRENT STATUS Of KEY CRUISE DESTINATIONS

pORTDESTINATION AWARENESS

AND MARKETINg

pORT INfRASTRUCTURE

AND pOLICY

INDUSTRY CApACITY

AND OWNERShIp

LANDSIDE DESTINATION

DEVELOpMENT

TIER

RANKINg

Fremantle h h h h 1

broome h M M M 2

bunbury M M h M 2

albany M M M M 2

esperance M l M l 2

geraldton M l M l 2

exmouth M l l l 3

port hedland l M l l 3

augusta* l l l** M 3

* Due to open tender facility by October 2013** Non-operational as at 2012 therefore no experience in servicing cruise ship arrivals

in the following table each port is assessed as high (h), medium (M) or low (l) against the four strategic business areas.

CRUISE DESTINATIONS - CURRENT AND fUTURE STATUS CONTINUED


the purpose of this strategic

plan is to bring together Western

australia’s cruise shipping

industry stakeholders and

influencers around a common

understanding and direction for

the development of a sustainable,

co-ordinated and achievable

future for the sector.

STRATEgIC DIRECTION

ThE WESTERN AUSTRALIAN CRUISE ShIppINg STRATEgIC pLAN ENABLES pRIORITIES TO BE:

ThE STRATEgY IS DESIgNED TO ENgAgE STAKEhOLDERS BY ENSURINg ThE pLAN:

agreed and implemented

integrated with state and local

business plans

Monitored and updated as

required.

is achievable and addresses main

local and state priorities to align

with overarching state and national

tourism plans to 2020

is owned and understood by

industry and other key stakeholders

so it will be implemented

Identifies strategic risks and critical

success factors

enables local stakeholders to be

involved in choices between and

within priorities.

it is important that this strategic plan also

integrates with other tourism and industry

plans and initiatives as there are multiple

industry stakeholders that influence and

are influenced by this Strategy.

MISSION

To contribute significantly to the economic growth of tourism and the

State, by providing world class cruise destinations and extraordinary

tourism experiences that deliver high value benefits for the cruise industry,

cruise passengers and local communities.

ALBANY


goal 1 position and market Western Australia as a world class cruise destination

Business Area 1: Destination Marketing and Awareness

1 promote Western australia as a world class cruise destination

goal 2 Enhance Western Australia’s individual cruise destinations

Business Area 2: Landside Destination Development

1 enhance visitor servicing infrastructure in destinations to meet

the needs of the cruise sector

2 expand the shore excursion touring options and experiences to

exceed visitor expectations

3 Develop pre and post cruise / stay options in turnaround port

destinations

4 promote the delivery of quality tourism product servicing the

cruise market

goal 3 Provide efficient and safe port facilities and services that meet the needs of the cruise sector

Business Area 3: port Infrastructure and policy

1 Develop and enhance maritime facilities to meet the needs of

current and future cruise ship specifications

2 provide safe and welcoming port facilities to meet passenger

requirements

goal 4 Build and foster Industry partnerships

Business Area 4a: Strengthen Industry Capacity and Ownership

1 establish and develop industry relationships to showcase

Western australia to cruise shipping industry decision-makers

2 Develop and implement stakeholder communication and

engagement strategy

3 provide and support industry education, training and

development programs

4 advocacy for the industry and the strategy

Business Area 4b: Ensure Industry Sustainability

1 Conduct market research to validate and inform

implementation of the strategic plan

2 secure sustainable funding, investment and support

the strategic goals indicate the

four priorities identified to achieve

the industry’s planned growth and

development targets for 2020.

Four of these goals are aligned

to the four priority business

areas identified from Tourism

Western australia’s consultations

with industry in 2011-12, and

integrate with state and national

tourism and other related plans

and strategies. The final priority

aims to ensure sustainability of

the cruise industry in Western

australia. the goals with their

objectives are detailed to the right.

1999 gOALS


CRITICAL SUCCESS fACTORS

in developing the strategic

plan four critical success factors

have been identified. These

factors influence and enable the

strategic goals, and contribute

to successful implementation of

the plan and achievement of its

priorities.

1 Integrating with other industry, State, National and International

tourism supply and demand strategies

The Strategy must complement and co-ordinate with other plans to ensure that

funding and resources are best utilised across all sectors to address multiple

priorities and achieve the 2020 goals

2 Actively supporting key stakeholders for the industry and the Strategic

plan (including Tourism WA, CWAC, CDU, cruise lines, port Authorities,

ITOs, LgAs and local suppliers)

The Strategy covers a large geographic area in an industry with diverse local

assets and needs. A co-ordinated approach to gain active local and broad

support for the Plan is vital.

3 CWAC successfully leading this Strategy and representing the WA cruise

shipping sector

CWAC will provide the necessary leadership, co-ordination and monitoring of

the Strategy. It is critical that it adequately represents and advocates for and

with industry and is supported internally and externally in fulfilling this role.

4 Tourism WA sponsoring and taking an active partnership role with

CWAC for this Strategy implementation through to 2020

Tourism WA has provided the impetus to formalise this industry Strategy.

It is important that it commits to an active role until 2014, but maintains a core

role as the industry grows and develops.

Measures to achieve and monitor these critical success factors have been

incorporated into the Kpis and monitoring of this strategic plan.

CRITICAL SUCCESS fACTORS

Risk analysis of this Strategy identifies the critical role of the CWAC in ensuring

the successful growth and development of the Western australian cruise industry;

specifically in the following areas:

Leading industry and stakeholders throughout the development and

implementation of the Strategy

Ensuring that stakeholders work together so that cruise shipping

demand and supply strategies and initiatives are co-ordinated and

consistent with the Strategy, and individual port and industry priorities

are balanced

STRATEgIC RISKS


ESpERANCE


iMpleMentatiOn

IMpLEMENTATION pLAN

successful implementation

of the strategic plan relies on

appropriate prioritisation and

integration, correct risk analysis,

and stakeholder engagement and

support.

The Strategic Plan aspires to grow and

develop the cruise shipping industry

in Western Australia to incorporate

opportunities from global and local

cruise shipping growth, to anticipate

and deal with challenges and risks, and

to integrate with the State and Federal

Governments’ tourism strategies to

achieve the goal of doubling the value

of tourism by 2020.

The goals reflect the four business

areas identified through stakeholder

consultation and define actions that

are prioritised as high, medium or

low in terms of their priority ranking

for implementation.

A glossary of key terms and acronyms

used in the Strategic Plan is included

as Appendix One.

gOAL 1: pOSITION AND MARKET WESTERN AUSTRALIA AS A WORLD CLASS CRUISE DESTINATION

Objective 1: promote Western Australia as a world class cruise destination

STRATEgIES ACTIONS pARTNERS pRIORITY

Develop and implement a dedicated and co-ordinated strategy to position and market Western australia as an attractive cruising destination aligned to the “experience extraordinary Western australia” brand, as well as Cruise Down under and tourism australia marketing programs at a national level

research and establish a dedicated marketing strategy that considers all forms of marketing activities (digital, social, traditional, trade event, pr, familiarisations)

Marketing strategy to identify the roles and responsibilities of all stakeholders

high

Work with neighbouring countries and jurisdictions to position Western australia within the asian cruise zone

implementation, monitoring and review of the marketing strategy

regular reporting of outcomes and achievements

BUSINESS AREA 1: DESTINATION AWARENESS AND MARKETINg

BUNBURY

photo courtesy of troy Mayne


gOAL 2: ENhANCE WESTERN AUSTRALIA’S INDIVIDUAL CRUISE DESTINATIONS

Objective 1: Enhance visitor servicing infrastructure in destinations to meet the needs of the cruise sector


Develop partnerships with industry stakeholders to ensure a collaborative approach to visitor servicing

CWaC and lCCs to ensure that industry / stakeholder partnership opportunities are fully explored and implemented

CWaC

vCs

lCCs

high

utilise cruise passenger research to identify enhancements and improvements at cruise destinations (land side)

analyse research to identify opportunities and constraints at cruise destinations relating to:

hygiene factors (shade, water, seating)

transport provision

retail – including opening hours

Food and beverage

Welcome activities/services

visitor information and signage

Opportunities for cross-agency communication and partnering

CWaC

tWa

CDu

ateC

lgas

vCs

lCCs

MeDiuM

establish and implement visitor infrastructure development plans at cruise destinations (land side)

Conduct infrastructure audit at destinations CWaC

tWa

lga

vCs

lCCs

MeDiuM

establish an action plan identifying and costing infrastructure requirements

secure resources for implementation of the plan

Objective 2: Expand the shore excursion touring options and experiences to exceed visitor expectations


Develop shore excursions that support destination positioning

Conduct an audit of existing shore touring product to identify gaps

CWaC

tWa

rtOs

vCs

WaitOC

ateC

lCCs

high

Work with currently uncontracted product, or work to establish new product, including indigenous/cultural experiences

investigate current ground transport infrastructure issues at destinations (with identified challenges) and identify options to remedy these challenges

promote the new/enhanced product offering to travel intermediaries, aiming to expand shore activity choices, encourage repeat visitation and ensure better customer experiences in destinations

Work with tour operators to educate industry on standard cruise commission structures/terms

BUSINESS AREA 2: LANDSIDE DESTINATION DEVELOpMENT


IMpLEMENTATION pLAN CONTINUED

gOAL 2: ENhANCE WESTERN AUSTRALIA’S INDIVIDUAL CRUISE DESTINATIONS

Objective 3: Develop pre and post cruise / stay options in turnaround port destinations


encourage increased length of stay by expanding pre/post cruise stay in Western australia in turnaround ports (Fremantle currently)

Work with travel intermediaries to encourage packaging pre/post cruise stay and travel options in Western australia

CWaC

tWa

ateC

CDu

rtOs

lCC

MeDiuM

Work with cruise lines and inbound tour operators to develop opportunities to promote tailored packages for crew

Objective 4: promote delivery of quality tourism product servicing the cruise market


promote tourism quality through industry accreditation programs and best practice templates for all stakeholders

Develop and implement an industry guidelines and development kit for all stakeholders, especially suppliers

CWaC

tCWa

MeDiuM

implement an industry-driven accreditation process

BROOME


BUSINESS AREA 3: pORT INfRASTRUCTURE AND pOLICY

gOAL 3: pROVIDE EffICIENT AND SAfE pORT fACILITIES AND SERVICES ThAT MEET ThE NEEDS Of ThE CRUISE SECTOR

Objective 1: Develop and enhance maritime facilities to meet the needs of current and likely future cruise ship specifications


Port - Marine

identify port facility status and marine infrastructure development requirements to service the cruise shipping market

research and report on port marine facilities – status, infrastructure development needs (immediate, medium and long term - refer to current and planned tier status on page 15)

state and Federal governments

port authorities

high

prioritise port marine infrastructure requirements and ensure integration into state and regional infrastructure plans

secure resources to implement priority marine infrastructure needs

Port - Terrestrial

build capacity of port (terrestrial) facilities to enhance visitor experiences at embarkation and disembarkation (i.e. shade areas, walkways, etc)

identify the gaps and enhancement requirements of port terrestrial facilities

local, state and Federal governments

lCCs

visitor Centres

port authorities

high

prioritise port terrestrial facilities requirements and ensure integration into state and regional infrastructure plans

secure resources to implement priority needs

investigate alternative forms of infrastructure funding

Objective 2: provide safe and welcoming port facilities to meet passenger requirements


Coordinate passengers and port operations in a safe and efficient manner

improve people and activity management DOt

port authorities

lgas

lOW

enhance effective transport, processing and servicing operations

Develop ship scheduling guidelines

Continually improve port systems and processes that impact on ships and passenger experiences

streamline systems, activities and processes DOt

port authorities

lgas

lOW

improve customer service

plan passenger facilities to maintain passenger comfort and streamline processing

Consult widely on the design of cruise facilities to meet the requirements of key stakeholders

DOt

port authorities

lgas

lOW

Create a secure passenger terminal and port area

incorporate best practice security arrangements DOt

port authorities

lgas

lOW



BUSINESS AREA 4: STRENgThEN INDUSTRY CApACITY AND OWNERShIp

gOAL 4A: BUILD AND fOSTER INDUSTRY pARTNERShIpS

Objective 1: Establish and develop industry relationships to showcase Western Australia to cruise shipping industry decision-makers


establish a peak cruise shipping industry body for Western australia

Establish an effective and efficient Cruise WA Committee (CWaC)

tWa and industry stakeholders

MeDiuM

Foster the development of lCCs in port destinations

CWaC to become interface with national bodies including Cruise Down under, tourism australia, ateC, ret (e.g. access Working group under national long term tourism strategy)

CWaC to communicate regularly with national bodies

CWaC

tWa

MeDiuM

ensure that tourism Wa maintains membership to Cruise Down under (CDu)

integrate cruise shipping plans and strategies with other state, national and international tourism strategies

bid to host CDu Conference 2014

CWaC to become the interface for regional cruise destinations

identify, engage and establish relationships with industry decision-makers and influencers

CWaC

lCCs

MeDiuM

Develop and implement a calendar of engagement with identified stakeholders

Objective 2: Develop and implement stakeholder communication and engagement strategy


implement key issues and communications plan

agree and implement with CWaC on purpose, scope, context and content of communications plan

CWaC high

identify and survey key industry stakeholders to better understand their interests, expectations, needs and concerns

Design and implement stakeholder survey CWaC

tWa

ateC

MeDiuM

Report findings and main recommendations

Monitor and evaluate the communications and engagement plan

survey and consult with stakeholders and incorporate feedback into plan improvements

CWaC lOW



gOAL 4A: BUILD AND fOSTER INDUSTRY pARTNERShIpS

Objective 3: provide and support industry education, training and development programs


Facilitate industry training and development

Work with industry bodies (e.g. tCWa, ateC) and all levels of government to build capacity and capability within the industry

CWaC

tWa

tCWa

ateC

high

Deliver industry-specific training (e.g. cruise ready workshops, tour guide training)

Deliver development programs, including insights and industry intelligence

engage with local communities to educate on the expectations of cruise consumers during shore visits

identify and work with local stakeholders (e.g. lga, CCi) to educate cruise destination communities, particularly retail and hospitality, as to the needs of the cruise consumer during shore visits

CWaC

tWa

lCCs

vCs

high

Objective 4: Advocacy for the industry and the Strategy


encourage support for implementing the Western australian Cruise shipping strategic plan

engage key industry stakeholders to commit to supporting the Western australian Cruise shipping strategic plan

CWaC

high

CWaC to be the united voice and advocate working towards raising the profile of the cruise industry in Western australia

Develop a prioritised and staged Western australian cruise shipping industry infrastructure development and marketing budget

Engage industry decision-makers and influencers, including all levels of government, to secure suitable and sustainable infrastructure funding

CWaC

tWa

DOt

Dlg

rDl

DOp

high




gOAL 4.B ENSURE INDUSTRY SUSTAINABILITY

Objective 1: Conduct research to validate and inform a sustainable Strategy


implement Cruising Wa health Check to monitor performance against target indicators

Develop indicators and reporting methodology CWaC high

undertake industry health checks

undertake research activities to provide reliable intelligence to inform a sustainable strategy:

research the economic value of cruise shipping for Western australia

research to inform marketing activities

research on destination satisfaction to inform infrastructure, servicing and experience requirements.

Develop ongoing market research program to monitor economic contribution of the cruising industry and implement research programs (when required) to research project specific requirements (e.g. customer satisfaction)

CWaC

tWa

tra

CDu

MeDiuM

partner CDu and tra (where possible and appropriate) on research programs

regularly engage cruise industry to proactively identify issues and trends, and ensure that cruise line profiles are kept updated

Objective 2: Secure sustainable funding, investment and support


secure appropriate level of funding to:

implement marketing activities

implement port/destination infrastructure needs

support industry training and education

support governance structure

Engage industry decision-makers and influencers, including all levels of government, to secure suitable and sustainable infrastructure funding

state and Federal governments

high

government to consider recurrent funding for marketing of the state as a cruise destination

apply for CDu Cruise research Funding

Facilitate individual discussions with funders and investors


TARgETS AND INDICATORS Of SUCCESS

the Cruise Wa Committee will

review the initiatives identified

in the Western australian Cruise

shipping strategic plan annually

to ensure the plan remains

current, relevant and makes a

significant contribution to the

State Government Strategy for

Tourism in Western Australia

2020 goal to double the value of

tourism to the state’s economy.

in line with this statewide goal,

this strategic plan seeks to

increase the value of the cruise

shipping sector from $185.7

million in 2011-12 to $274.4

million in 2020, using an average

annualised growth rate of 5%,

based on the national average

projected industry growth to

2020.12

the table to the right outlines the

2013-14 measures and targets

for each strategic business area.

increase the number of cruise line

companies visiting Western australia

1 additional cruise company (from

2011/12 base)

increase the number of cruise ship visits

to Western australia

5% increase on 2011/12

lead or participate in trade marketing

events/road shows/activities

3 significant activities

increase or update Western australia

shore excursion product featuring in

cruise itineraries/brochures

5% increase on 2011/12

undertake passenger survey research

every second year

next passenger research survey to be

completed in 2013/14

investigate Western australian port

infrastructure requirements to service

the cruise sector

broome 2013/14

Deliver cruise ready educational programs

in Western australian cruise ports

Delivered in all 9 ports

secure state membership of Cruise Down

under

Ongoing membership to CDu secured

establish a co-ordinated approach to

cruise ship arrivals

local Cruise Committees established to

manage all visits

2013-14 MEASURES

2013-14 MEASURES

2013-14 MEASURES

2013-14 MEASURES

2013-14 TARgETS

2013-14 TARgETS

2013-14 TARgETS

2013-14 TARgETS

1. DESTINATION AWARENESS AND MARKETINg

2. LANDSIDE DESTINATION DEVELOpMENT

3. pORT INfRASTRUCTURE AND pOLICY

4. STRENgThEN INDUSTRY CApACITY AND OWNERShIp

the Wa Crusie shipping strategic

plan 2012-2020 seeks to increase

the value of the cruise shipping

sector from $185.7 million in

2011-12 to $274.4 million in 2020.

$274.4M

12“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12


AppENDIx ONE: gLOSSARY Of TERMS AND ACRONYMS

ATEC australian tourism export Council

CCI Chamber of Commerce and industry

CDU Cruise Down under

CWAC Cruise Western australia Committee

DLg state Department of local government

DOp state Department of planning

DOT state Department of transport

fACET Forum advocating Cultural and eco tourism inc.

fIT Free and independent traveller

gh ground handler

hp home port

ICCA international Cruise Council australasia

ITO inbound tourism Operator

LCC local Cruise Committee

LgA local government authority

NLTSS national long term tourism strategy

pA port agent

RDC regional Development Commissions

RDL state Department of regional Development and lands

RTO regional tourism Organisation

STO state tourism Organisation

TCWA tourism Council Western australia

TRA tourism research australia

Tp transit port

TWA tourism Western australia

VC visitor Centres

WAITOC Western australian indigenous tourism Operators Council


pERTh


Appendix Two: MAjor Cruise shipping indusTry sTAkeholders in wesTern AusTrAliA

The major stakeholders of the western Australia cruise shipping industry include:

Cruise shipping passengers and potential passengers

Major Cruise lines currently operating in Australia and potential new cruise lines

Cruise down under as the Australian peak cruise industry association charged with growing and developing the Australian Pacific region as the world’s leading cruise destination providing economic, social and environmental benefits

shipping Agents that handle the operational aspects for cruise lines while cruise ships are in port

inbound Tour operators (ground handlers) who develop and operate shore excursions in Australia and generate revenue for cruise lines from the sale of shore excursions

regional development Commissions and other state government Agencies which can provide local support and may assist with infrastructure assessments and local co-ordination

port Authorities that provide marine infrastructure and manage the arrival and departure of cruise vessels

port Facility and service providers including shops and transport or tour providers

local, regional, state and national Tourism Authorities to assist and support industry in implementing this Strategy

local government Authorities across the State which play a vital role in facilitating numerous on ground services and amenities to assist in providing cruise passengers with a comfortable and enjoyable visitor experience

porT hedlAnd

Tourism Western Australia

level 9

2 Mill street

perth Wa 6000

gpO box X2261

perth Wa 6847

tel: 08 9262 1700

Fax: 08 9262 1702

[email protected]

westernaustralia.com

tourism.wa.gov.au

issn 1834-2418For an electronic copy of

this document or further

information on the Western

Australian Cruise Shipping

Strategic Plan 2012-2020

please visit:

www.tourism.wa.gov.au

prepared by Our Community pty Ltd

August 2012.

Dolphin Cover Image: Troy Mayne

Documents

WESTERN AUSTRALIAN Cruise shipping strategiC plan Library... · 5“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12 6“Global Cruise Market Report: