Destination Management Plan

Together with consultants ‘Destination Marketing Store’, the Destination Management Plan (DMP) has been prepared following detailed research including a baseline analysis; product and experience audit; and extensive stakeholder consultation. The Plan’s identified growth forecasts are ambitious, but also attainable based on various opportunities that have been uncovered through the baseline analysis.

Downloads these documents here:

  1. Destination Management Plan
  2. Action Plan
  3. Game-changer projects

DMP Outcomes:

The DMP identifies the MidCoast’s competitive advantage and looks to a future which more effectively leverages the region’s natural assets, local character and environmental credentials to promote the MidCoast as a leading provider of nature and adventure-based tourism.

  1. The short-term action plan includes priorities achievable using existing resources and provides guidance on realising quick gains based on ‘where we are now’.
  2. The DMP also proposes some ‘game-changing’ projects that would require additional resources and/or partner organisations to implement, giving us some aspirational goals to strive for.
  3. The DMP includes strategies to maintain and potentially grow existing markets, encouraging repeat visitation and increasing the length of stay.
  4. The DMP also outlines approaches to attract new markets with the greatest potential for growing the visitor economy.

Vision:

MidCoast is renowned as a place where outstanding natural beauty meets vibrant country living, inspiring healthy and active lifestyles.

Destination Positioning:

Blaze your own trail and revel in new possibilities as energising as our nature is breathtaking.


DMP Process:

The MidCoast Council Destination Management Plan is the result of a process that has involved the following steps:

  1. Great Lakes Destination Management Framework and detailed consultation with stakeholders
  2. Council amalgamation creating MidCoast Council
  3. Inception Meeting with MidCoast Council
  4. Baseline Analysis & presentation to MANEX
  5. Product & Experience Audit
  6. Consultation workshops and meetings across MCC, including with NPWS, State Forests, MANEX and Tourism Strategic Working Group
  7. Tourism Demand Driver Infrastructure (TDDI) Grant Application – Great Lakes Great Walk & Aquatic Trail Network
  8. Further consultation meeting, including with Local Aboriginal Land Councils and Tourism Strategic Working Group
  9. Consultation with MCC identity brand consultant
  10. MCC Destination Management Framework (DMF)
  11. High-level consultation on the DMF, including with Tourism Strategic Working Group and MANEX
  12. Draft MCC Destination Management Plan (DMP)
  13. Public exhibition process and final community and industry consultation on and presentation of the draft DMP
  14. Presentation of final DMP to Council
  15. Development of the destination Brand Strategy & Guidelines

Destination Management Plan FAQs

What does a meaningful Destination Management Plan involve?

  1. Adopting a visitor-centric approach to boundary identification, product and experience development and marketing.
  2. Strengthening partnerships with stakeholders and businesses across sectors.
  3. Applying local meaning to global and domestic trends (Think Global, Act Local) and informed by consumer and visitor research and stakeholder consultation.
  4. Identifying the experience framework and signature experiences that can be promoted as the region’s lead products.
  5. Allocating resources and accountabilities and evaluating outcomes against Key Performance Indicators.

What goals are set for MidCoast Council’s Destination Management Plan?

  1. It addresses both supply and demand – that is, experience development and marketing.
  2. Long-term vision with prioritised short, medium and longer-term initiatives.
  3. Short-term Action Plan, which includes priorities achievable within existing resources.
  4. Identify game-changing projects that would require additional resources and/or partner organisations to implement.
  5. Clearly articulate the region’s competitive advantage or point of difference, destination positioning and visitor-facing brand framework.
  6. Identify strategies to:
    1. Maintain and potentially grow existing markets to encourage repeat visitation and increase length of stay
    2. Attract new markets (those that have the greatest potential to grow the visitor economy) to increase visitor numbers and yield.
  7. Ensure seasonality, regional dispersal and linkages to other sectors are addressed.