WESTERN AUSTRALIAN
Cruise Shipping Strategic Plan
2012 – 2020
NOVEMBER 2012
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.
The State Government aims to double
I would like to congratulate the Cruise
the value of tourism in Western Australia
WA Committee and its Chair, Professor
from $6 billion in 2010 to $12 billion
Ross Dowling OAM, for taking the lead
by 2020. Cruise ship visits will play an
role in implementing this strategy with
important role in achieving this goal.
support from the State Government.
The Cruise WA Committee has developed
I look forward to seeing the results of the
the Western Australian Cruise Shipping
Strategic Plan in years to come.
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.
Dr Kim Hames MLA
DEPUTY PREMIER
MINISTER FOR TOURISM
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
3
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.
The Cruise Western Australia Committee
We look forward to working in
has developed the Western Australian
collaboration with the State Government
Cruise Shipping Strategic Plan 2012-2020
and relevant stakeholders to make Western
to ensure to maximise the economic
Australia a desirable cruise shipping
benefits of cruise shipping to WA.
destination that delivers on its promise of
The purpose of the strategic plan is to
provide world-class cruise destinations,
for cruise visitors.
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
4
providing extraordinary holiday experiences
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Professor Ross Dowling OAM
CHAIR
CRUISE WESTERN AUSTRALIA COMMITTEE
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
5
Overview of the Cruise Shipping Sector
Where are we now?
Global Cruise Shipping context
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
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
POTENTIAL BENEFITS FOR
WESTERN AUSTRALIA:
Continued passenger growth
ended December 31, 2010, the berth
capacity was registered at 423,913,
Increased focus on “baby boomers”,
an increase of 8.3% against that of
family and multi- generational travel
391,304 in 2009.
The cruise industry worldwide carried
The continued emergence of
mega liners
around 18.80 million passengers in
2010, which increased to 20.23 million
Significant growth in the number
in 2011, an increase of 7.6%. It is
of Asian passengers
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
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.
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.
20.23M
passengers were carried by
the cruise industry worldwide
in 2011.
1
6
“A Summary of Consultation with Western Australia’s Cruise Shipping Sector” Tourism WA, July 2011
2
“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Exmouth
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
7
Map - AUSTRALIA & SOUTH EAST ASIA
Malaysia
Penang
Kuala Lumpur
Port Klang
Singapore
Singapore
Jakarta
Papua New
Guinea
Indonesia
Port Moresby
Bali
(Benoa)
Christmas Island
Darwin
Northern
Teritory
Broome
Indian Ocean
Port Hedland
Exmouth
N
Western
Australia
Australia
Brisbane
Geraldton
South
Australia
Fremantle/Perth
Bunbury
Augusta
Queensland
New South
Wales
Esperance
Albany
Adelaide
Sydney
Canberra
Victoria
Melbourne
Tasmania
DISTANCES BETWEEN PORTS
Hobart
Esperance to Albany
Geraldton to Exmouth
224 nautical miles 11 hours
520 nautical miles 1 day 2 hours
Albany to Bunbury
Exmouth to Port Hedland
266 nautical miles 13 hours
337 nautical miles 17 hours
Bunbury to Fremantle
Port Hedland to Broome
100 nautical miles 5 hours
253 nautical miles 13 hours
Fremantle to Geraldton
Broome to Christmas Island
213 nautical miles 10 hours
1063 nautical miles 2 days 5 hours
8
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Cruise Shipping in Australia
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 key factors contributing to
the growth of the Australian
cruise industry include:
holiday option
29.6%
Increased product diversification of
ship visits in Australia.
Increasing consumer awareness of
cruise holidays as a value for money
Increase in the number of cruise
cruise holiday offerings appealing
to a broader range of audience
An increasing choice of cruise
The Australian cruise shipping industry
itineraries provided by various
recorded significant growth of 29.6%
cruise companies to popular
in the number of cruise ships visits in
tourism regions
2011-12, with strong growth in both
international transit ships and ships that
An increase in the number of cruise
based themselves in Australia for part of
ships operating from Australia.
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
“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12
“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12” CDU August, 2012
3
4
PORT HEDLAND
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
9
Cruise Shipping in Australia CONTINUED
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 projected global industry growth
The majority of Australian cruise
rate for the period. This estimate is
itineraries currently comprise smaller
based on ongoing domestic influences
vessels, with ships based in Australia
of robust household incomes, tourism
An increase in total passenger days
and New Zealand operating itineraries to
preferences and scope for further
at port
destinations in relatively close proximity
cruise market penetration (based on
such as to regional Australia and New
international comparisons).
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
Australian economic impact was
years , which is significantly more than
$2.43 billion
6
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
736 cruise ship visits to Australia
(from 573 in 2009 –10)
An increase in passenger spend from
$302.9 million to $443.1 million
Zealand and neighbouring islands.
The relocation of larger mega liners on
Cruise Down Under research7
on the impact of cruising in
australia 2011-12:
102
Cruise ship visit days in 2011-12.
Australia into their world cruise
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
itineraries with strong demand predicted
for South East Asian cruise circuits that
incorporate Northern Australia.
“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12
“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12
7
“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12, Final Report” CDU August, 2011
5
6
GERALDTON
10
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Cruise Shipping in Western Australia
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 Added ,
10
representing an increase exceeding 150%
when compared with 2010-11. A major
The most significant region within
Bunbury recorded $0.6 million in
Western Australia in terms of cruise
total expenditure from the industry
shipping impacts was Perth serviced
in 2011-12, providing the stimulus
by the Port of Fremantle. In 2011-
for $0.2 million in wages income,
12, the cruise shipping industry
3 FTEs and Value Added of $0.3
generated approximately $160.6
million to the regional economy.
million of expenditure within
These figures were well below
Perth, up significantly from $65.3
2010-11 and what is expected in
million in 2010-11. This stimulus
2013/14.
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.
contributor to growth was expenditure
Broome recorded $6.5 million in
from the Athena and Sun Princess being
total expenditure from the industry
based out of Fremantle for numerous trips.
in 2011-12, providing the stimulus
The Western Australian cruise shipping
for $1.8 million in wages income,
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.
$185.7 m
30 FTEs and Value Added of $3.1
million to the regional economy.
These results were well above the
Albany recorded $2.1 million in
total expenditure from the industry
in 2011-12, providing the stimulus
for $0.6 million in wages income,
10 FTEs and Value Added of $1.0
million to the regional economy.
Esperance recorded $0.6 million in
total expenditure from the industry
in 2011-12, providing the stimulus
for $0.2 million in wages income,
3 FTEs and Value Added of $0.3
million to the regional economy.
2010-11 figures.
As at 2012, Western Australia offers
Port Hedland recorded $0.8 million in
eight cruise port destinations as
total expenditure from the industry in
identified above. A marina facility is due
2011-12, providing the stimulus for
to open in Augusta (gateway to the
$0.2 million in wages income, 4 FTEs
Margaret River Wine Region) in 2013
and Value Added of $0.4 million to
providing a ninth cruise destination
the regional economy.11
opportunity for the State.
Exmouth and Geraldton recorded
The Cruise Western Australia Committee
$14.4 million in total expenditure
(CWAC) has recently been established
from the industry in 2011-12, a
to guide the implementation of the WA
result significantly above the 2010-
Cruise Shipping Strategic Plan.
11 contribution.
The value of the cruise shipping
sector in Western Australia for
2011-12
“Expenditure” is direct and indirect expenditure by cruise industry crew, operators and passengers
“Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2011-12” CDU August, 2012
10
“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
8
9
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
11
DEVELOPING THE STRATEGIC PLAN
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:
To double the value of tourism
in Western Australia – from $6
billion in 2010 to $12 billion by 2020.
Western Australian Cruise Industry SWOT analysis
Strengths
Weaknesses
Diverse locations and unique
Tourism product is underdeveloped
experiences
and inadequate to support cruise
Capacity at Fremantle to
ship visitation at some regional
accommodate mega liners
destinations
Mediterranean climate in the
Insufficient regional marine
south and tropical climate in the
infrastructure to adequately service
north has the capacity to support
large cruise vessels
ships all year round
Extensive range of quality land and
Cruise shipping has been identified in
water based activities and cultural
the Strategy as a key initiative that will
experiences to satisfy the needs of
contribute to this goal.
the international cruise passenger
In 2011-12 Tourism Western Australia
Viewed by cruise passengers as a
conducted extensive consultation to
safe and exotic destination
ascertain the strengths, weaknesses,
Research conducted in
opportunities and threats for the
2011 – 12 identified Broome as
industry and the key business areas
a key destination influencing
where efforts of Government and
consumers’ cruise itinerary choice
industry should be focused in order to
The Kimberley, Ningaloo and
realise the potential of cruise shipping
South West regions are profiled
for the State.
tourism destinations at the State
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.
and Federal level.
Opportunities
Closest western destination to
Strong global competition to
South East Asia, the world’s fastest
attract cruise lines to destinations
growing tourism source market
impacts Western Australia’s ability
Improved co-operation and
to grow market share
co-ordination within Western
Increasing fuel costs impact
Australia’s Cruise sector
upon Western Australia’s appeal
Capitalise on Western Australia’s
as a cruise destination due to
ability to deliver quality indigenous
remoteness
experiences to cruise ship passengers
Competition from other industry
Expand and enhance destination
sectors for resources and
product for shore excursions and
investment.
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.
12
Threats
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
KEY BUSINESS AREAS
The following four key business areas have been identified in consultation with stakeholders:
A. D
estination awareness & marketing
B. Port infrastructure & policy
$12b
Forge relationships within the cruise Identify the priority gaps (particularly industry and initiate marketing in relation to marine and terrestrial activities to increase cruise port infrastructure and amenities) ship visitation, length of stay and and implement necessary activities Goal to double the value of
to improve capacity to facilitate tourism in Western Australia -
growth within the cruise sector.
from $6 billion in 2010 to
expenditure.
$12 billion by 2020
D. L andside destination development
C. S
trengthen industry capacity & ownership
Facilitate a cooperative Visitor servicing infrastructure and Statewide approach to realise the development of new shore excursion State’s cruise industry growth options (including indigenous through identification of lead experiences content) and pre and agencies and tourism organisations post cruise touring activities to to provide leadership and build generate additional visitor nights/
capacity (such as TCWA, FACET, spend. These four business areas RDCs, RTOs, and Port Authorities). form the basis of the Western Australia cruise shipping industry priorities and are reflected in the Strategic Goals incorporated into the
Strategic Plan.
ALBANY
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
13
CRUISE Destinations - Current and Future Status
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.
The Strategic Plan must guide decision
The tiering of ports is based on the
making and choices regarding these
following key criteria:
destinations, and do so in a way that
effectively considers:
Global and local passenger and
cruise line preferences
State tourism priorities
Infrastructure and capability
development requirements and
Destination awareness and
marketing
Port infrastructure and policy
Industry capacity and ownership
Landside destination experiences
and amenities
funding.
Cruise destinations have been
The forward vision is that by 2020
categorised into tiers to reflect their
Western Australia will offer two
current status and projected future
turnaround ports (Fremantle and
status based on their ability to impact
Broome) and seven well established
strategically on the growth of the sector.
transit ports.
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.
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Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
CRUISE Destinations - Current and Future Status CONTINUED
In the following table each port is assessed as high (H), medium (M) or low (L) against the four strategic business areas.
CURRENT STATUS OF KEY CRUISE DESTINATIONS
Destination 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
Port
* Due to open tender facility by October 2013
** Non-operational as at 2012 therefore no experience in servicing cruise ship arrivals
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
2012
Tier 1
Fremantle
Tier 2
Tier 3
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
Cruise Shipping Strategic Plan | 2012 - 2020
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
15
STRATEGIC DIRECTION
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.
The Western Australian
Cruise Shipping Strategic Plan
enables priorities to be:
Agreed and implemented
The Strategy is designed to
engage stakeholders by
ensuring the Plan:
Is achievable and addresses main
local and State priorities to align
Integrated with State and local
with overarching State and National
business plans
tourism plans to 2020
Monitored and updated as
Is owned and understood by
required.
industry and other key stakeholders
so it will be implemented
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.
Identifies strategic risks and critical
success factors
Enables local stakeholders to be
involved in choices between and
within priorities.
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
16
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
17
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.
Critical Success Factors
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.
STRATEGIC RISKS
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
18
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
ESPERANCE
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
19
ImplementATION
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
The goals reflect the four business
develop the cruise shipping industry
areas identified through stakeholder
in Western Australia to incorporate
consultation and define actions that
opportunities from global and local
are prioritised as high, medium or
cruise shipping growth, to anticipate
low in terms of their priority ranking
and deal with challenges and risks, and
for implementation.
to integrate with the State and Federal
Governments’ tourism strategies to
achieve the goal of doubling the value
of tourism by 2020.
A glossary of key terms and acronyms
used in the Strategic Plan is included
as Appendix One.
IMPLEMENTATION PLAN
Business Area 1: Destination Awareness and Marketing
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
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
Actions
Research and establish a dedicated
marketing strategy that considers
all forms of marketing activities
(digital, social, traditional, trade
event, PR, familiarisations)
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
BUNBURY
Photo courtesy of Troy Mayne
20
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Partners
Marketing strategy to identify
the roles and responsibilities of
all stakeholders
Priority
HIGH
Business Area 2: Landside Destination Development
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
Strategies
Develop partnerships with industry
stakeholders to ensure a collaborative
approach to visitor servicing
Actions
CWAC and LCCs to ensure that industry /
stakeholder partnership opportunities are fully
explored and implemented
Partners
CWAC
Priority
HIGH
VCs
LCCs
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
CWAC
MEDIUM
TWA
CDU
ATEC
LGAs
VCs
LCCs
Visitor information and signage
Establish and implement visitor
infrastructure development plans at
cruise destinations (Land side)
Opportunities for cross-agency communication and partnering
Conduct infrastructure audit at destinations
Establish an action plan identifying and costing
infrastructure requirements
Secure resources for implementation of the plan
CWAC
MEDIUM
TWA
LGA
VCs
LCCs
Objective 2: Expand the shore excursion touring options and experiences to exceed visitor expectations
Strategies
Develop shore excursions that support
destination positioning
Actions
Conduct an audit of existing shore touring product
to identify gaps
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
Partners
CWAC
Priority
HIGH
TWA
RTOs
VCs
WAITOC
ATEC
LCCs
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
21
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
Strategies
Encourage increased length of stay
by expanding pre/post cruise stay in
Western Australia in turnaround ports
(Fremantle currently)
Actions
Work with travel intermediaries to encourage
packaging pre/post cruise stay and travel options in
Western Australia
Partners
CWAC
Priority
MEDIUM
TWA
ATEC
Work with cruise lines and inbound tour operators to
develop opportunities to promote tailored packages
for crew
CDU
RTOs
LCC
Objective 4: Promote delivery of quality tourism product servicing the cruise market
Strategies
Promote tourism quality through
industry accreditation programs
and best practice templates for all
stakeholders
Actions
Develop and implement an industry guidelines and
development kit for all stakeholders, especially
suppliers
Implement an industry-driven accreditation process
BROOME
22
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Partners
CWAC
TCWA
Priority
MEDIUM
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
Strategies
Port - Marine
Identify port facility status and
marine infrastructure development
requirements to service the cruise
shipping market
Actions
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)
Partners
State and Federal
Governments
Priority
HIGH
Port Authorities
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
Prioritise port terrestrial facilities requirements
and ensure integration into State and regional
infrastructure plans
Secure resources to implement priority needs
Local, State
and Federal
Governments
HIGH
LCCs
Visitor Centres
Port Authorities
Investigate alternative forms of infrastructure funding
Objective 2: Provide safe and welcoming port facilities to meet passenger requirements
Strategies
Coordinate passengers and port
operations in a safe and efficient
manner
Actions
Partners
Improve people and activity management
DOT
Enhance effective transport, processing and servicing
operations
Port Authorities
Priority
LOW
LGAs
Develop ship scheduling guidelines
Continually improve port systems and
processes that impact on ships and
passenger experiences
Streamline systems, activities and processes
DOT
Improve customer service
Port Authorities
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
Create a secure passenger terminal
and port area
Incorporate best practice security arrangements
LOW
LGAs
DOT
LOW
Port Authorities
LGAs
DOT
LOW
Port Authorities
LGAs
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
23
IMPLEMENTATION PLAN CONTINUED
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
Strategies
Establish a peak cruise shipping
industry body for Western Australia
Actions
Establish an effective and efficient Cruise WA
Committee (CWAC)
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
Partners
Priority
TWA and
industry
stakeholders
MEDIUM
CWAC
MEDIUM
TWA
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
MEDIUM
LCCs
Develop and implement a calendar of engagement
with identified stakeholders
Objective 2: Develop and implement stakeholder communication and engagement strategy
Strategies
Actions
Partners
Priority
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
MEDIUM
Report findings and main recommendations
TWA
Monitor and evaluate the
communications and engagement
plan
Survey and consult with stakeholders and
incorporate feedback into plan improvements
24
ATEC
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
CWAC
LOW
Business Area 4: Strengthen Industry Capacity and Ownership
Goal 4A: Build and Foster Industry Partnerships
Objective 3: Provide and support industry education, training and development programs
Strategies
Facilitate industry training and
development
Actions
Work with industry bodies (e.g. TCWA, ATEC) and all
levels of government to build capacity and capability
within the industry
Deliver industry-specific training (e.g. cruise ready
workshops, tour guide training)
Partners
CWAC
Priority
HIGH
TWA
TCWA
ATEC
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
HIGH
TWA
LCCs
VCs
Objective 4: Advocacy for the industry and the Strategy
Strategies
Encourage support for implementing
the Western Australian Cruise
Shipping Strategic Plan
Actions
Engage key industry stakeholders to commit to
supporting the Western Australian Cruise Shipping
Strategic Plan
Partners
Priority
CWAC
HIGH
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
TWA
DOT
DLG
RDL
DOP
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
25
IMPLEMENTATION PLAN CONTINUED
Business Area 4: Strengthen Industry Capacity and Ownership
Goal 4.B Ensure Industry Sustainability
Objective 1: Conduct research to validate and inform a sustainable Strategy
Strategies
Actions
Implement Cruising WA Health Check
to monitor performance against
target indicators
Develop indicators and reporting methodology
Undertake research activities to
provide reliable intelligence to inform
a sustainable Strategy:
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)
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.
Partners
Priority
CWAC
HIGH
CWAC
MEDIUM
Undertake industry health checks
TWA
TRA
CDU
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
Strategies
Secure appropriate level of funding to:
Implement marketing activities
Implement port/destination infrastructure needs
Support industry training and education
Support governance structure
26
Actions
Engage industry decision-makers and influencers,
including all levels of government, to secure
suitable and sustainable infrastructure funding
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Partners
State and Federal
Governments
Priority
HIGH
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.
1. Destination awareness and marketing
2013-14 Measures
2013-14 targets
Increase the number of cruise line
1 additional cruise company (from
companies visiting Western Australia
2011/12 base)
Increase the number of cruise ship visits
5% increase on 2011/12
to Western Australia
Lead or participate in trade marketing
3 significant activities
events/road shows/activities
2. Landside Destination Development
2013-14 Measures
Increase or update Western Australia
2013-14 targets
5% increase on 2011/12
shore excursion product featuring in
cruise itineraries/brochures
Undertake Passenger Survey research
Next passenger research survey to be
every second year
completed in 2013/14
3. Port Infrastructure and Policy
2013-14 Measures
Investigate Western Australian port
2013-14 targets
Broome 2013/14
infrastructure requirements to service
the cruise sector
4. Strengthen industry capacity and ownership
$274.4M
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.
2013-14 Measures
2013-14 targets
Deliver cruise ready educational programs Delivered in all 9 ports
in Western Australian cruise ports
Secure State membership of Cruise Down Ongoing membership to CDU secured
Under
Establish a co-ordinated approach to
Local Cruise Committees established to
cruise ship arrivals
manage all visits
“Global Cruise Market Report: 2012 Edition - June 2012” Koncept Analytics 2011-12
12
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
27
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
28
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
PERTH
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
29
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
30
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
Tourism Western Australia
Level 9
2 Mill Street
PERTH WA 6000
GPO Box X2261
PERTH WA 6847
Tel: 08 9262 1700
Prepared by Our Community Pty Ltd
Fax: 08 9262 1702
August 2012.
cruiseshipping@westernaustralia.com
westernaustralia.com
Dolphin Cover Image: Troy Mayne
tourism.wa.gov.au
ISSN 1834-2418
For 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