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
5Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
6 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
7Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
ExMOUTh
8 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
9Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
11Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
$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
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.
These figures were well below
2010-11 and what is expected in
2013/14.
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.
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 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
13Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 14
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:
15Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 16
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
17Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 18
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
19Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
ESpERANCE
20 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
21Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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 ACTIONS pARTNERS pRIORITY
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
STRATEgIES ACTIONS pARTNERS pRIORITY
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
22 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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 ACTIONS pARTNERS pRIORITY
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
STRATEgIES ACTIONS pARTNERS pRIORITY
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
23Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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 ACTIONS pARTNERS pRIORITY
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
STRATEgIES ACTIONS pARTNERS pRIORITY
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 24
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 ACTIONS pARTNERS pRIORITY
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
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
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
25Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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 ACTIONS pARTNERS pRIORITY
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
STRATEgIES ACTIONS pARTNERS pRIORITY
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 26
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 pARTNERS pRIORITY
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
STRATEgIES ACTIONS pARTNERS pRIORITY
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
27Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 28
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
29Western Australian Cruise Shipping Strategic Plan | 2012 - 2020 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
pERTh
30 Western Australian Cruise Shipping Strategic Plan | 2012 - 2020
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
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