ECONOMIC DEVELOPMENT QUARTERLY
• The social / cultural environment must provide
for educational, recreation, leisure, wellbeing
and artistic pursuits, and efforts to promote
a region’s social and cultural heritage must
authentic.
2. Quality Infrastructure and Services: These
include both private and public sector items that
are essential for accommodating, entertaining,
informing and transporting visitors. There are five
aspects that must be attended to:
• Entertainment and cultural attractions (both
natural and built) catering for a wide variety of
needs;
• Hospitality services,which must be of the
highest order to be competitive;
• The quality of accommodation and ‘value for
money’;
• Events, which are the key to promoting a region
and cultural diversity, attracting visitors who may
not otherwise come; and
• Transport by road (including cycling), water, rail
and air and reliable modern communications,
particularly given the generally-held expectation
of the 21st Century tourist that they be
connected to the world 24/7.
3. Effective Information Management: With a
conducive environment and quality infrastructure
and services provided, the region concerned has
something to offer to the visitor market, and this
will need to be effectively promoted. There are four
aspects that must be attended to:
•
•
•
•
Research is an essential aspect of business
development that is best carried out centrally.
Up-to-date data on visitor preferences, wants
and needs is essential in delivering appropriate
services;
Marketing must be directed at the relevant
market segments in an effective way using
the full range of media available, including,
importantly, social media;
Visitor Information must be readily available to
prospective and ‘captured’ visitors to ensure
they are able to access all of the attractions and
experiences on offer that suit their needs; and
Wayfinding is an important aspect that facilitates
access to attractions and experiences.
4. Collaborative Governance: This is the glue that
binds it all together. There are four aspects that
must be attended to:
• Stakeholder co-ordination is normally a
key public sector function that can assist
stakeholders (public and private sector) to work
together for mutual benefit;
• Business support is required, particularly for
small to medium-sized businesses that make up
the bulk of visitor service providers;
• Training is an important aspect of business
support and it also enables greater workforce
participation; and
• Investment attraction is a key aspect of
enhancing the quality and range of attractions
and services that can be targeted and this is
most effective when undertaken in a strategic,
informed and collaborative fashion.
By focusing on these ‘enablers’, action plans
can be developed that are relevant and effective,
resulting in sustainable growth in the regional visitor
economy.
REFERENCES
Australian Regional Tourism Network (2018), Guide to Best Practice
Destination Management
IBISWorld (November 2018), Tourism in Australia
Tourism Australia (August 2018), Tourism Investment in Regional
Australia
Tourism Australia (December 2011), Tourism 2020
https://www.austrade.gov.au/Australian/Tourism/Policy-and-
Strategy/labour-and-skills viewed 15th February 20149
http://www.tourisminvestment.com.au/en/investment-opportunities/
Regional-Australia.html viewed 15th February 2019
ABOUT THE AUTHORS
Sasha Lennon (B.Ec., Grad. Dip. Advanced Economics,
M.Journalism, ACEcD) is a Brisbane-based consultant
specialising in the preparation of economic development
and tourism strategies. He is the Director of SC Lennon &
Associates Pty Ltd. Go to www.sashalennon.com.au.
Roger Gibbins (Grad. Dip. Economics, M.Urban Planning,
Dip. Applied Science (Town Planning) is a Melbourne-based
consultant specialising in economic impact assessment
and business case preparation including for tourism-related
projects. He is an Associate with SC Lennon & Associates.
VOL.12 NO.1 2019 | 32