Destination Management Plan
Charters Towers, QLD
The Charters Towers region in North Queensland is inland from Townsville, covering an area the size of Tasmania. Grand 19th Century architecture provides glimpses into the region’s rich gold mining history while the region’s significant role in World War II is revealed through remnants of defence troop activity
Project purpose
Seasonality, a reliance on grey nomads, and limited industry collaboration and leadership have curbed the region’s tourism achievements. To reap greater benefit for local communities, the business sector and local government, Charters Towers aspires to grow its visitor economy.
This requires a commitment to stimulating new development and investment, and ensuring that the necessary processes, funding and supporting infrastructure are in place.
Project overview
This Destination Management Plan (DMP) is the first strategic tourism plan that has been developed by Charters Towers Regional Council (CTRC) to guide the region’s tourism development. The development of the DMP was a collaboration between Tilma Group and JJ Strategic Consulting.
To ensure the DMP is supported by the local tourism industry, engagement with tourism operators and the community was a central element in its development.
Development of the DMP occurred concurrently with the preparation of the Charters Towers Economic Development and Innovation Strategy. Local business and community commentary highlighted that tourism is considered the economic driver that offers the most value for the region’s growth over the next five years.
Tilma Group also collaborated with graphic design firm Embarking to create a new destination brand for the region. Undertaking consultation for the DMP and the new brand simultaneously allowed for project efficiencies.
Project outcomes
The DMP draws together practical actions to support the industry in recovery from COVID (and beyond) by optimising the region’s assets and strengths. The focus is on rethinking target visitor markets and the experiences offered, and enhancing and adding value rather than reinventing the wheel - working smarter to get the most out of the existing knowledge and quality tourism product within the region.
A clear process for implementation and the associated resourcing are critical to the activation of this DMP. During engagement with the local tourism industry the message was clear that without the means to drive projects, tourism development and success in the region will continue to be limited.
The DMP identifies priority projects to build a flourishing visitor economy in the Charters Towers region. Many of the projects will also benefit local communities through increased recreational and social amenities, services and employment opportunities, and enhanced community pride. The projects are phased across the five-year term of the DMP.
As an industry-owned DMP, industry has an important role in its activation. Formation of a regional Industry Advisory Group is recommended; one which draws together industry and community representatives to be tasked with overseeing the implementation of the DMP and managing specific projects.
Referee
Melanie Lavelle-Maloney
Tourism, Trade and Investment Advisor
Charters Towers Regional Council
0418 216309
mlavelle-maloney@charterstowers.qld.gov.au
www.charterstowers.qld.gov.au
