MARKETING

STRATEGY AND
ACTION PLAN
2021-2025
2
AIM
COUNCIL HAS IDENTIFIED TOURISM, LIVEABILITY AND INVESTMENT AS KEY ECONOMIC GROWTH
OPPORTUNITIES FOR THE SHIRE. COUNCIL SEEKS TO IMPLEMENT A CREATIVE AND INNOVATIVE MARKETING
STRATEGY THAT LEVERAGES COUNCIL’S RESOURCES AND BUDGET CONSTRAINTS TO INCREASE VISITATION
EXPENDITURE.
This marketing strategy extends beyond visitation as Council aims to improve local business engagement and support
the community as a whole. The objective is to present the lifestyle of inspiring locals contrasted against the stunning
natural setting to target audiences through effective marketing strategies. Opportunities for growth and actions to
achieve specific goals will be discussed.

During 2019 the Hinchinbrook Visitor Information Centre (VIC) estimated the Shire had a total of 14,728 domestic
tourists and 2,673 international tourists totalling 17,401 visitors. Council’s marketing strategy aims to increase
visitation by five percent annually over this four year plan. Council aims to attract new visitors and increase the length
of stay for visitors with effective strategies. Overall, Council aims to provide a destination for visitors to discover that
make people fall in love with the environment enticing their decision to move to the area and invest in entrepreneurial
enterprises.

SCOPE THE HINCHINBROOK WAY

Hinchinbrook Shire encompasses

BRAND POSITION
2,810km2, nestled within the Herbert
River Valley, just over an hour’s drive north
from Townsville and three hours south of
Cairns, Queensland. With a multicultural ‘The Hinchinbrook Way’ aims to take visitors or locals on a journey
population of approximately 10,690 as that tells a story about the Hinchinbrook Shire and the unique lifestyle
of 2019, most of whom call the heart of that it offers. There are five elements reflected in ‘The Hinchinbrook
the Shire Ingham, home. The region has Way’ logo, which include adventure, food, nature, art and culture.
several annual events supporting its rapid These elements are a range of experiences, products and lifestyle
growth of 33 percent annual average choices that reflect ‘The Hinchinbrook Way’. Council believes that
visitation between 2012 and 2017. During those who are involved with one or more themes start to gain an
2019, it was recorded that there were 1348 insight into lifestyle and come to love ‘The Hinchinbrook Way’.
registered businesses in the region. The
‘The Hinchinbrook Way’ is embodied within the logo; it has no
Agriculture, Forestry and Fishing industry
beginning and no end. Each colour flows seamlessly, demonstrating a
is the largest sector, with 53.3 percent
timelessness and respect for all cultures and ways of life throughout
(reference 2). The Gross Regional Product
the Hinchinbrook Shire. The logo reflects the Rainbow Serpent,
was 0.61 billion dollars in the year ending
mirrors the meandering of the mighty Herbert River, follows the
June 2019 (reference 3).
flow of the Wallaman Falls, travels the path of ploughed fields and
captures the essence of Italian culture in strands of multi-coloured
spaghetti. The logo is both simplicity and complexity that truly reflects
‘The Hinchinbrook Way.

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 IMAGE BUILDING
‘The Hinchinbrook Way’ is a unique regional story voiced through
locals, visitors, ambassadors, businesses, marketing, experiences,
photos, recipes, customer service and events. Council’s goal is to attract
visitation, increase visitation stay and spend and improve engagement
with the Shire’s local businesses. Council aims to build on and establish
relationships within the community to receive consistent feedback
both online and verbally. This will improve the Shire’s online presence
and demonstrate that ‘The Hinchinbrook Way’ is on the forefront of
everyone’s mind whether it is for a holiday, a new place to call home, or
entrepreneurial enterprises.

DESIRED METHODOLOGY
OUTCOME
Visitors engaged in the • Consistent high quality information provided on
brand marketing collateral reflecting ‘The Hinchinbrook Way’;
and
• Visitors creating organic content online for re-posts
#hinchinbrookway

Visitors increasing their • Develop a range of quality, innovative and authentic

length of stay products, services and experiences;
• High quality customer service;
• Tourism Ambassador Program; and
• Assisting businesses such as motels to develop
strategies to encourage an increased stay or return
visit.

Visitors promoting ‘The • Providing quality experiences and exceptional customer

Hinchinbrook Way’ service;
• Build relationships with visitors to ensure positive
word-of-mouth; and
• Marketing collateral at businesses encouraging visitors
to share their experience with ‘The Hinchinbrook
Way’ and referring them to Trip Advisor, Instagram,
Facebook etc.

Visitors plan a return and • Focus on marketing the opportunities with farming,
potentially stay boutique retail, nursing, teaching, real estate etc;
• Development of the Investment Prospectus;
Business owners involved • Educate businesses on ‘The Hinchinbrook Way’ and the
in promoting ‘The importance of upholding quality customer service to
Hinchinbrook Way’ encourage repeat visitors; and
• Improvement of business workshops.

TARGET AUDIENCE
To ensure that Council is achieving the desired actions and targets set out in the
marketing strategy, we have defined the Shire’s target audience into four main
pillars being community, regional, national and international. This will allow
Council to identify marketing strategies to specially target their individual needs.

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COMMUNITY
Council has defined the community as the families, individuals, community
groups and businesses who are bound between the borders of the Shire.
Those who have embraced ‘The Hinchinbrook Way’, celebrate small
town living and continue to be inspired by our natural environment. The
Hinchinbrook community is culturally diverse, prosperous, supportive,
connected and resilient. We have a flourishing community that is an
exemplar of modern North Queensland tropical living.

According to the Australian Bureau of Statistics (ABS), as of 2016 the

Hinchinbrook Shire has a population of approximately 10,885 people. Our
most common occupations include Technicians and Trade Workers 16.1%,
Labourers 12.8%, Managers 15.4% and Professionals 12.8%. Council
acknowledges that we have a community that is culturally diverse, and we
are seeking to reach their individual social, economic and environmental
needs for the growth and development of the Shire.

TARGET MARKETING CHANNELS

AUDIENCE
Families • Destination Guide;
• Print media
• Social media;
• Visiting schools;
• Day cares and play groups;
• Brand Ambassador Program; and
• Workshops
Individuals • Social media;
• Council’s websites;
• Word-of-mouth; and
• Community noticeboards.
Seniors • Print media e.g. senior and newspapers;
• Senior Groups;
• Churches; and
• Direct mail marketing.
Community Groups • Hinchinbrook Shire Council website;
• Social media;
• Word-of-mouth;
• Workshops; and
• Progress Reports and meetings.
Businesses • Email communication;
• One-on-one engagement;
• Hinchinbrook Shire Council’s website and social media; and
• Business workshops.
Council Staff • Email communication;
• One-on-one engagement; and
• Internal staff e-newsletter.

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 REGIONAL
The regional pillar comprises of tourists who can easily visit the Shire
for the day or overnight. Regional tourists are travelling via their own
use of transport including cars and boats. They are generally coming
from areas within a 500km radius of the Shire from coastal areas such
as Mackay up to Cairns and Western regions encompassing Hughenden
and Richmond. These tourists generally leave their home in the morning
and go home the same evening or stay for the weekend.

Regional tourists love visiting the Shire for the tropical lifestyle, quality
customer service and small town living. Regional tourists are generally
travelling for a purpose or experience, for example those who are visiting
friends and relatives, adventure seekers and eventgoers. Activities these
tourists may be involved in include Australian Italian Festival, Ingham
Races, Ingham Sugar City Rodeo, Maraka Festival, local markets, marine
activities, aviation or visiting natural landscapes such as Wallaman Falls.

TARGET MARKETING CHANNELS

AUDIENCE
Visiting Friends and • Word-of-mouth;
Relatives (VFR)
• Billboards;
• Social media; and
• Incentives to locals for bringing friends and relatives
who live outside the Shire borders to events e.g.
discounts.
Adventure Seekers • Social media and websites;
• Hinchinbrook Way blog;
• Social media influencers;
• Hinchinbrook Destination Guide; and
• Print media e.g. Pakmag.
Backpackers • Billboards;
• Social media and website;
• Visitor information centres in surrounding areas; and
• Hinchinbrook Destination Guide.
Event Goers • Connect with tourism state based organisations on
social media e.g. Townsville Enterprise (TEL) & Tourism
Tropical North Queensland (TTNQ);
• Align events with those in surrounding areas;
• Social media and websites;
• What’s on guide;
• Print media e.g. newspapers; and
• Stalls at events.
Nature Lover • Social media and websites;
• Hinchinbrook Way blog; and
• Potential partnerships with influencers.

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NATIONAL
Council defines national tourists as those who will be travelling to the
Shire for a weekend, week or longer. National tourists are travelling from
Australia wide and can be using their own transport which includes cars or
caravans. Alternatively, these tourists are using transport methods such as
buses, trains or planes. These tourists are contributing immensely to the
economy as they are staying in hotels, motels and eating out at the Shire’s
cafes, restaurants and pubs.

National tourists love to discover and explore what North Queensland and
the Hinchinbrook Shire lifestyle is all about. It is the adventurer, backpacker,
grey nomad, culture vulture, nature lover and history buff. National tourists
usually have disposable income and are willing to pay extra for quality
customer service and experiences. The Hinchinbrook Shire aims to show
these tourists a way of life to fall in love with by taking them on a journey, with
the hope that one day they will call the Shire home.

TARGET MARKETING CHANNELS

AUDIENCE
Adventure Seekers • Hinchinbrook Destination Guide;
• Billboards;
• Social media and websites;
• Partnerships; and
• Travel expos.

Backpackers • Social media and websites;

• Hinchinbrook Way blog;
• Connect with influencers and partnerships; and
• Hinchinbrook Destination Guide.

Grey Nomads • Social media and websites;

• Print media e.g. Caravan Parks and Wanderer magazines;
• Hinchinbrook Destination Guide;
• Caravan and camping expos; and
• RV traveller networks.

Nature Lover • Social media and website;

• Hinchinbrook Way blog;
• Potential partnerships with influencers; and
• Collaboration with tourism industry bodies.

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 INTERNATIONAL
International tourists are those who cross international borders and
visit the Shire for leisure, business or other purposes. These tourists are
generally arriving at Townsville or Cairns Airport, then making their way
to the Shire via hire cars, buses, caravans or trains. International tourists
may be staying for the day, weekend or longer. Council aims to extend
their length of stay by encouraging them to immerse themselves into
‘The Hinchinbrook Way’ and experience a unique lifestyle, culture and
community. The natural environment and experiences are key attractions
for International tourists to visit the Shire. Wallaman Falls, Jourama
Falls, Yanks Jetty, Zoe Bay, the Great Barrier Reef and fishing trips are
just a few reasons why the International travellers are visiting the Shire.

TARGET MARKETING CHANNELS

AUDIENCE
Adventure Seekers • Hinchinbrook Destination Guide;
• Billboards;
• Social media and websites;
• Partnerships;
• Transport companies; and
• Travel agents and tour guides.

Backpackers • Social media and websites;

• Hinchinbrook Way blog;
• Connect with influencers and partnerships;
• Hinchinbrook Destination Guide;
• Visitor Information Centres; and
• Transport companies.

Culture Vulture • Social media and websites; and

• Print media.

Nature Lover • Social media and website;

• Hinchinbrook Way blog;
• Potential partnerships with influencers;
• Collaboration with tourism industry bodies; and
• Transport companies.

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9
 SWOT ANALYSIS
A SWOT Analysis is a strategic planning tool that evaluates the strengths, weaknesses, opportunities and threats
related to the organisation. It is a technique to determine what the organisation is excelling in and identifies areas for
improvement.

STRENGTHS WEAKNESSES
• Accessibility to Townsville and Cairns via Bruce Highway; • Lack of investment into tourism sector (in the past);
• Access to largest single drop waterfall in the southern • Minimal one-on-one engagement with local
hemisphere - Wallaman Falls; businesses;
• Access to Hinchinbrook Island; • No direct schedule for social media platforms;
• Access to Great Barrier Reef; • Minimal activities and night-time economy;
• Walking Trails; • Lack of understanding the benefits of tourism
throughout the community and businesses;
• Waterfalls and waterholes;
• Lack of unique product development; and
• TYTO wetlands;
• Minimal marketing for businesses.
• RV Park, CMCA Park and others;
• A unique fishing destination;
• The farming and agricultural sector;
• The longest jetty in the southern hemisphere – Lucinda Jetty;
• World leader in cane production;
• Cultural foods;
• Historical tours;
• Largest sugar Mill in the southern hemisphere – Victoria Mill;
• Direct airport access to the Shire;
• Large range of aged care facilities; and
• Close proximity to specialist doctors.

OPPORTUNITIES THREATS
• Improve engagement with local businesses; • Unforeseen environmental and weather related
disasters;
• Development of CBD and beaches;
• Unforeseen health crisis;
• Development marketing strategy and online presence;
• Ageing population; and
• Focus on product development of unique offerings;
• Lack of skilled and qualified community members.
• Improve tourism products and infrastructure; and
• Increase promotion of investment opportunities and liveability
within the Shire.

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ACTION PLAN
This action plan outlines the desired
outcomes required to achieve Council’s
four year strategy:

• To increase visitation by five percent

annually over the next four years;
• Increase awareness of The Hinchinbrook
Way brand and Council services;
• Maintain effective communication and
support for internal stakeholders; and
• Promote investment opportunities and
liveability in the Hinchinbrook Shire.
The following action items will provide
measurable goals for Council to work
towards to complete each desired
outcome. The following desired outcomes
are deemed necessary to achieve the
above goals that were discussed.
 01
DESIRED OUTCOME
INCREASE VISITATION REGIONALLY

3,526 2,837 2,302

FURTHER
THAN WITHIN LOCALLY
300KM 300KM
VISITORS

Statistics gathered suggest that the Shire’s most frequent visitors are arriving from ‘Other Queensland’. This is defined
as those residing in areas further than a radius of 300km from the Shire. This segment represented 3526 of our
2019 visitors. Followed closely behind are those who are travelling within a 300 kilometre radius of the Shire with
2837 visitors. The Shire’s third segment in our regional target market, are those travelling locally with a total of 2302
visitors. The action items outlined below are measurable goals for Council to increase visitation regionally.

ALIGNMENT TO CORPORATE PLAN:

3.3 INFLUENCING OTHER LEVELS OF GOVERNMENT AND 5.3 TOURISM DEVELOPMENT

ACTION COLLABORATE WITH STATE- ACTION BUILD ON RELATIONSHIPS ACTION IMPROVE MARKETING

1.1 1.2 1.3

WITH REGIONAL-BASED COLLATERAL WITH A FOCUS
BASED ORGANISATIONS.
TOURISM ORGANISATIONS. ON DIGITAL ASSETS.

• Support existing partnerships • Attend relevant workshops and • Implement digital call to action where
e.g. Queensland Information webinars; applicable e.g. QR codes;
Centres Association, Caravanning
• Continue membership with TEL; • Stay relevant with social media
Queensland;
trends e.g. use of Instagram stories
• Maintain relationship with TTNQ and
• Develop new partnerships with and live TV; and
Tropical Coast Tourism (TCT); and
relevant stakeholders; and
• Frequent sharing of organic content
• Establish relationship with Tropical
• Utilise these partnerships to on social media.
Tablelands Tourism (TTT).
increase brand awareness for ‘The
Hinchinbrook Way’.

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 ACTION BUILD RELATIONSHIPS WITH ACTION IMPROVE MARKETING

1.4 THE COMMUNITY, ONLINE

AUDIENCES AND RELEVANT 1.5 COLLATERAL WITH A FOCUS
ON DIGITAL ASSETS.
STAKEHOLDERS.
• Continue to adhere to the Customer • Implement digital call to action where
Service Charter; applicable e.g. QR codes;
• Promptly respond to messages and • Stay relevant with social media
enquiries across all channels; trends e.g. use of Instagram stories
and live TV; and
• Regularly follow and engage with
appropriate partnerships on social • Frequent sharing of organic content
media e.g. TEL; and on social media.
• Actively promote the use of
#hinchinbrookway.

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 02
DESIRED OUTCOME
INCREASE VISITATION NATIONALLY
16,344 14,728
TOP STATES
NSW

TOP STATES
VIC

2018 2019 TOP STATES

SA

During 2018 Council estimated a total of 16,344 domestic tourists visited the Shire. The visitation rate decreased
during 2019 with 14,728 domestic visitors. The top three states where the Shire’s visitors reside in include New South
Wales, Victoria and South Australia. The Shire has identified its competitive advantage being natural environment,
culture, fishing, events and history for the national visitors’ pillar.

ALIGNMENT TO CORPORATE PLAN:

5.3 TOURISM DEVELOPMENT

ACTION BUILD AWARENESS OF THE ACTION IMPROVE MARKETING ACTION COLLABORATE WITH SOCIAL
2.1 AMBASSADOR PROGRAM.
2.2 COLLATERAL DISTRIBUTION.
2.3 MEDIA INFLUENCERS.

• Actively promote the Ambassador • Increase the distribution of • Actively monitor social media for
Program through website and social destination guide; appropriate influencers;
media; and
• Distribute destination guide to • Maintain relationships with current
• Attend schools to engage with Visitor Information Centres in key influencers; and
younger demographics. locations such as Cairns, Townsville,
• Integrate social media influencers
Whitsundays and Western regions;
with the promotion of the project and/
• Target tourist destination ‘hot spots’; or events where applicable.
and
• Engage with distribution companies.

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 ASSIST THE SHIRE’S
ACTION BUSINESSES TO MAINTAIN ACTION IMPROVE SOCIAL MEDIA
2.4 QUALITY MARKETING
COLLATERAL.
2.5 STRATEGIES.

• Host a variety of workshops that • Invest in a scheduling platform to

cover relevant topics; make planning of posts efficient and
effective;
• Provide resources to local businesses
where applicable; and • Promote Facebook Events with paid
campaigns; and
• Maintain a high level of
communication with businesses. • Council employees to participate in
relevant workshops and webinars.

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 03
DESIRED OUTCOME
INCREASE VISITATION INTERNATIONALLY
3,443 2,673

INTERNATIONAL
2018 2019
VISITORS

In 2018 the Shire had a total of 3443 international visitors which decreased to 2673 visitors during 2019. Combining
domestic and international visitors, in 2019 it was recorded that international visitation was the third top segment of
visitors. Tourism Australia suggests that the main motives for visiting Australia include natural environments, exciting
activities, cultural value, food and wine experiences and aquatic experiences (reference 5). International visitors
stimulate economic growth, create jobs, increase brand awareness and has positive impacts on social and cultural
influences. It is essential to invest in international visitors to improve awareness of the Shire as being a ‘must see’
tropical Queensland destination.

ALIGNMENT TO CORPORATE PLAN:

3.3 INFLUENCING OTHER LEVELS OF GOVERNMENT AND 5.3 TOURISM DEVELOPMENT

ACTION IMPROVE DISTRIBUTION OF ACTION ACTIVELY ENGAGE WITH KEY ACTION BUILD RELATIONSHIPS WITH

3.1 3.2 3.3

INTERNATIONAL TRANSPORT NATIONAL BASED TOURISM
MARKETING COLLATERAL.
HUBS. ORGANISATIONS.

• Target tourist attractions and • Investigate advertising the marketing • Attend workshops and webinars; and
accommodation in surrounding collateral at Bus Depots, Train
• Actively follow organisations on
areas; and Stations and Information Centres in
social media to stay knowledgeable
key international tourist locations
• Investigate viability of translating with information and trends.
such as Cairns and Townsville.
marketing collateral to target key
languages. • Make contact to provide information
on upcoming events and updates;
and
• Distribute current and updated
marketing collateral.

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 COLLABORATE WITH
ACTION IMPROVE SOCIAL MEDIA ACTION COMPANIES THAT HAVE
3.4 STRATEGIES.
3.5 A HIGH PERCENTAGE OF
INTERNATIONAL VISITATION.

• Actively engage on social media; • Distribute marketing collateral to

hire car, van and caravan companies;
• Monitor current hashtags for tourism
industry and international travel; • Investigate advertising marketing
collateral at Townsville and Cairns’
• Council employees to engage in
Airport information desks;
relevant professional development
opportunities; and • Collaborate with tourism and/or
hospitality organisations that attract
• Implement a social media
a high percentage of international
management and scheduling
visitation e.g. Whitsundays, Cairns,
platform.
Townsville etc.

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 04
DESIRED OUTCOME
INCREASE THE LENGTH OF STAY FOR OUR
REGIONAL AND NATIONAL GREY NOMADS
13.5% 26%

OVER
65’S 2010 2051

The ABS confirmed in 2010 that 13.5 percent of the population was over the age of 65 (reference 4). This is expected to
more than double by 2051 to be over 26 percent (reference 4). Research suggests that older demographics are moving
away from the usual trend of escaping to the beach and are now touring around Australia. This increasing trend proves
that our regional and national grey nomads are an important pillar of the target market.

ALIGNMENT TO CORPORATE PLAN:

5.3 TOURISM DEVELOPMENT

ACTION TARGETED DISTRIBUTION OF ACTION REVIEW CURRENT BILLBOARD ACTION

4.1 4.2 4.3
FOCUS ON PRINT MEDIA
MARKETING COLLATERAL. PROMOTION STRATEGY

• Focus on industry relevant activities • Improve signage with relevant images • Review assets and update with
and events; that reflect ‘The Hinchinbrook Way’; relevant imagery; and
• Continue promoting through • Assess if placement of current signs • Regularly monitor the success of
appropriate print media; and is still suitable; and advertising through print media.
• Investigate collaboration and cross • Determine if placement in alternative
promotion with relevant social media areas will be more beneficial.
groups.

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 ACTION INCREASE PROMOTION OF RV ACTION REPRESENT THE SHIRE AT A

4.4 4.5
VARIETY OF TRAVEL EXPO’S
AND CARAVAN PARKS
AND CARAVAN SHOWS.

• Promote through website and social • Actively communicate with state-

media; based organisations such as
Caravanning Queensland; and
• Update imagery of RV and caravan
parks in the Shire; and • Attend expos to increase awareness
of the Hinchinbrook Way and the
• Promote through industry relevant
Shire as a destination.
print media.

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 05
DESIRED OUTCOME
ENHANCE THE VISITOR EXPERIENCE
IN THE HINCHINBROOK VISITOR
INFORMATION CENTRE
VIC’s play a significant role in tourists’ experience as they are a central place for visitors to obtain information on
places, experiences, events and general suggestions. They give the Shire an opportunity to build relationships with
the tourists and create positive experiences. VIC’s can often be the first point of contact for tourists. They can also
be a place for tourists to purchase destination merchandise and tickets for experiences. VIC’s can provide critical
information regarding visitation data and feedback to the Shire (reference 6).

ALIGNMENT TO CORPORATE PLAN:

3.2 COMMUNICATION WITH THE COMMUNITY AND 5.3 TOURISM DEVELOPMENT

ACTION IMPROVE THE MERCHANDISE ACTION COLLABORATE WITH LOCAL

5.1 5.2
PRODUCT ASSORTMENT TO BUSINESSES
REFLECT THE HINCHINBROOK
WAY BRAND
• Widen the range of products offered • Source local products from
e.g. coolers, fishing shirts, caps, businesses to sell at the VIC; and
water bottles; • Increase the amount of business
• Ensure the merchandise incorporates advertisements on flyer display.
the brand logo; and
• Develop the presentation of
merchandise displays to entice the
community and visitors.

ACTION EDUCATE AND INVEST IN OUR ACTION ASSESS THE RELEVANCE OF

5.3 5.4
VOLUNTEERS THE VIC AND ADAPT TO MEET
CURRENT EXPECTATIONS

• Host volunteer workshops and • Improve signage as required;

famils; and • Monitor environment for
• Development and promotion of the improvements;
Ambassador Program. • Implement digital call to actions
on assets and in the VIC e.g. QR
codes on marketing collateral and
information signs; and
• Investigate alternative models for VIC
operations.

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06
DESIRED OUTCOME
IMPROVE ENGAGEMENT WITH SMALL
BUSINESSES

Small businesses provide opportunities for entrepreneurs, create jobs within the Hinchinbrook community, stimulate
local economic growth and produce local products. In the past, Council has offered support by hosting a variety of
workshops and acting on feedback passed on to Council. In the future, Council hopes to evolve and support our small
businesses by adapting to a personal approach.

ALIGNMENT TO CORPORATE PLAN:

3.2 COMMUNICATION WITH THE COMMUNITY

ACTION DEVELOP AN ONLINE ACTION ACTIVELY COMMUNICATE ACTION CONTINUALLY SEEK WAYS TO

6.1 PRESENCE FOR SMALL

BUSINESSES. 6.2 WITH BUSINESS OWNERS
6.3
ADVANCE WORKSHOPS.

• Use Council website and/or • Utilise a variety of communication • Actively search for relevant guest
social media channels to promote methods e.g. emailing, one-on-one, speakers;
appropriate events and activities; and website;
• Stay up to date with relevant topics
• Assist with organising workshops • Ensure resources are accessible to and trends that will assist business
for business owners related to all community members; owners; and
social media, website design and
• Continued promotion of Council • Expansion of involvement from small
e-commerce;
Connection, Media Releases and businesses regarding the content.
• Actively update and promote latest news; and
Hinchinbrook Way Business
• Obtain business statistics to measure
Directory; and
visitation and effectiveness of
• Form relevant committees and/or marketing campaigns.
workshops.

ACTION ENSURE THAT COUNCIL ACTION INCREASE THE

6.4 ACTIVITIES ARE RELEVANT TO

ALL SMALL BUSINESSES IN 6.5 UNDERSTANDING OF THE
HINCHINBROOK WAY BRAND.
THE SHIRE.
• Continue to provide an opportunity • Engage with business owners and
for involvement in council activities; personally educate them on the
and Hinchinbrook Way brand;
• Maintain open communication with • Increase accessibility of Hinchinbrook
all small businesses. Way marketing materials;
• Encourage the use of Hinchinbrook
Way logo on businesses marketing
materials and merchandise; and
• Host information sessions promoting
the brand.

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 07
DESIRED OUTCOME
ACTIVELY ENGAGE WITH HINCHINBROOK
SHIRE RESIDENTS

The locals of Hinchinbrook come from a long line of pioneers and hard workers. They are resilient, entrepreneurial,
creative, determined and accepting of change and growth. Council believes that every person in the Shire should have
job opportunities, high standards of living, a variety of consumer selection and services that add value and elevate the
broader community. With strong meaningful civic leadership Council aims to deliver services and activities that are
valued by the community.

ALIGNMENT TO CORPORATE PLAN:

3.2 COMMUNICATION WITH THE COMMUNITY

ACTION ACTIVELY INVITE COMMUNITY ACTION INCREASE ONLINE ACTION CONTINUE TO INFORM THE

7.1 7.2 7.3

FEEDBACK AND COMMENTS PRESENCE COMMUNITY ON COUNCIL
DECISIONS AND ACTIVITIES

• Provide a variety of communication • Post updates and notices on social • Provide a variety of communication
means such as public consultation, media platforms; methods such as print, letterbox drop
surveys, phone and email; and offs, website, social media, email,
• Increase promotion of local activities
e-newsletters, noticeboards etc.
• Continue to promptly respond to targeting Shire residents; and
requests that come through via the
• Utilise relevant technologies to live
Council website.
stream General Meetings.

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08
DESIRED OUTCOME
ASSIST COMMUNITY GROUPS WITH
GROWTH OF LOCAL EVENTS AND
ACTIVITIES
Community events and activities can include markets, sporting events, fundraisers and those of a similar nature.
These events are significantly important for a community as they are a way of bringing people together, keeping
traditions alive, encouraging participation and offering volunteer and networking opportunities. Community events
and activities can attract visitors at a regional, national and international level and increase cultural, economic and
environmental development.

ALIGNMENT TO CORPORATE PLAN: 3.2 COMMUNICATION WITH THE COMMUNITY, 4.3

COMMUNITY PARTNERSHIP SUPPORT AND 5.3 TOURISM DEVELOPMENT

ACTION OFFER PROMOTIONAL ACTION MAINTAIN A HIGH LEVEL

8.1 ASSISTANCE THROUGH THE

COUNCIL’S MARKETING 8.2 OF COMMUNICATION WITH
COMMUNITY GROUPS
CHANNELS.
• Actively communicate with • Offer a variety of communication
community groups; methods e.g. word-of-mouth, email
communication and website;
• Encourage the use of the
Hinchinbrook Way marketing • Enhance involvement with community
materials and logo; and groups; and
• Promote on Council website and • Participation in Progress Association
social media channels where meetings and gatherings.
applicable.

ACTION EFFECTIVELY PROMOTE ACTION IMPROVE ACCESSIBILITY

8.3
COUNCIL’S COMMUNITY
ACTIVITY GRANT. 8.4 TO INFORMATION ON
COMMUNITY EVENTS AND
ACTIVITIES
• Continue to promote on Council’s • One centralised calendar for all
website and social media; and community events and activities in
• Focus on email marketing the Shire.
campaigns.

ACTION PROVIDE MARKETING GUIDANCE TO COMMUNITY GROUPS AND

ORGANISATIONS
8.5
• Host a variety of workshops to offer knowledge and skills with promoting events
effectively;
• Assist community groups and organisations with networking opportunities; and
• Actively engage with community groups and organisations.

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 09
DESIRED OUTCOME
DEVELOP MARKETING PRESENCE OF
REGIONAL EVENTS

Regional events are known to increase destination development as they impact the economic, social, environmental
and cultural elements for a community. These events have direct and indirect impacts for the hosting destination.
Regional events build volunteering opportunities and provide skill development and participation experience for those
who are involved. These events can also draw visitors in from areas outside of the Shire’s borders. As a result, this can
increase the visitation rate which may lead to people considering the Shire as a place to call home or entrepreneurial
enterprises.

ALIGNMENT TO CORPORATE PLAN: 3.2 COMMUNICATION WITH THE COMMUNITY, 4.2

PROVISION OF RECREATION OPPORTUNITIES AND 5.3 TOURISM DEVELOPMENT

ACTION IMPROVE DIGITAL PRESENCE ACTION COLLABORATE WITH EVENT ACTION DEVELOP THE WHAT’S ON
9.1 FOR REGIONAL EVENTS.
9.2 COORDINATORS, INDUSTRY
BODIES AND LARGE 9.3 GUIDE.

CORPORATIONS, POTENTIAL
PARTNERSHIPS OR SOCIAL
MEDIA INFLUENCERS.
• Continue to promote through • Continue to build on and establish • Implement a plan to advance the
Facebook events and encourage the new relationships with event guide;
community to share these events; coordinators;
• Integrate digital components to the
• Encourage the use of • Collaborate with Queensland Events guide; and
#hinchinbrookway at events; and Tourism and Events Queensland
• Ensure the guide is accessible across
for promotional assistance;
• Invest in Instagram Photobooth a variety of platforms.
Frames for events; • Actively monitor for opportunities
to partner with social media
• Use of widgets on Council’s website
influencers; and ACTION CONTINUE TO ENGAGE WITH

9.4
linking to event pages;
MEDIA
• Continue approaching TAFE and
• Utilise The Hinchinbrook Way blog to
Universities for undergraduate
promote events; and
involvement opportunities.
• Go Live at events across social media • Invite the media to events; and
channels.
• Provide the media with high quality
digital multimedia and imagery.

ACTION FOCUS ON MARKETING

9.5
COLLATERAL

• Promotional signage in the CBD for

upcoming events; and
• Increase distribution of marketing
collateral throughout the Shire.

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DESIRED OUTCOME
INCREASE DIGITAL PRESENCE

In the digital age, it is crucial for an organisation or business to develop a digital presence. Despite if the organisation
conducts business online, users are expecting an organisation to be online through channels such as social media.
A digital presence can increase brand awareness, reach a large audience, create organic content, build relationships,
enhance accessibility and improve customer service.

ALIGNMENT TO CORPORATE PLAN:

3.2 COMMUNICATION WITH THE COMMUNITY AND 5.3 TOURISM DEVELOPMENT

ACTION CREATE A SCHEDULED AND ACTION ACTIVELY ENGAGE WITH THE

10.1 STRUCTURED APPROACH TO

SOCIAL MEDIA. 10.2 HINCHINBROOK WAY BLOG.

• Improve organisation with social • Moving forward publish an article

media; regularly;
• Ensure the brand stays consistent • Promote updates through Council
across all channels; and website and social media; and
• Implement a social media • Actively research current trends and
management and scheduling blog topics.
platform.

ACTION COLLABORATE WITH SOCIAL ACTION HIGHLIGHT ORGANIC

10.3
MEDIA INFLUENCERS.
10.4 CONTENT.

• Partner with appropriate social • Monitor and save Instagram posts

media influencers for promotion of that can be shared in the future;
events and/or activities; and
• Continue to actively engage with
• Actively explore for potential users; and
partnerships.
• Actively promote the use of
#hinchinbrookway

ACTION INCREASE COMMUNICATION WITH STATE BASED TOURISM INDUSTRY

10.5 ASSOCIATIONS.

• Attend workshops and webinars with TEL;

• Maintain relationships with TEL and TTNQ;
• Establish a relationship with TTT; and
• Continue to use hashtags that are relevant and appropriate at the time.

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 11
DESIRED OUTCOME
CONTINUE TO DEMONSTRATE EFFECTIVE
COMMUNICATION AND SUPPORT WITH
ALL INTERNAL STAKEHOLDERS
Council is a community focused organisation. With strong leadership and Council’s highly skilled workforce we work
towards delivering the objectives and initiatives outlined in the Corporate and Operational Plans endorsed by Council.
We pride ourselves on delivering quality and innovative services that meet the needs of our diverse community. With
effective interpersonal communication skills and an emphasis on support, all internal stakeholders will feel valued in
a high quality workplace environment.

ALIGNMENT TO CORPORATE PLAN:

3.2 COMMUNICATION WITH THE COMMUNITY

ACTION UPHOLD A VARIETY OF

11.1 COMMUNICATION METHODS

• Continue to regularly deliver the

Grapevine;
• Maintain all noticeboards with
current information; and
• Ensure the Councillor Portal is
updated with the most current
information.

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12
DESIRED OUTCOME
INCREASE AWARENESS OF COUNCIL
SERVICES

Council offers a variety of community services, some of which include the TYTO Precinct, Venue Hire, Art Gallery,
Library, Double Daw Recording Studio, and the Mini Military Museum. Council services are the ultimate place to
discover art, culture, nature and knowledge. Year round it is the perfect place to host a range of events, conferences,
activities, workshops and tours.

ALIGNMENT TO CORPORATE PLAN: 3.2 COMMUNICATION WITH THE COMMUNITY,

4.1 ART AND CULTURAL INVESTMENT AND 5.3 TOURISM DEVELOPMENT

ACTION IMPROVE MARKETING ACTION CREATE A DIGITAL PRESENCE

12.1 COLLATERAL
12.2 FOR COUNCIL FACILITIES

• Photoshoot of Council facilities for • Incorporate the use of digital call to

current images; and actions e.g. QR codes on marketing
collateral;
• Update collateral to reflect services
offered such as Conference Centre • Use of multimedia to conduct virtual
options. tours and Storytime;
• Utilise website, social media and blog
to promote Council facilities; and
• Encourage visitors to use
#hinchinbrookway.

ACTION IMPROVE AWARENESS IN

12.3 THE COMMUNITY

• Focus on print media e.g. local

newspapers and magazines;
• Target local businesses to utilise
facilities such as Conference and
Meeting Rooms; and
• Effectively promote upcoming events
held in Council facilities.

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 13
DESIRED OUTCOME
MARKET UNIQUE PRODUCTS WITHIN THE
SHIRE TO RELATED STAKEHOLDERS

Council has identified five main themes that define The Hinchinbrook Way being adventure, culture, nature, food and
industry. These themes have distinctive products that attract regional, national and international target audiences.
Council aims to highlight products such as Wallaman Falls, Hinchinbrook Islands, TYTO Wetlands, events and more
to increase visitation in the Shire.

ALIGNMENT TO CORPORATE PLAN:

5.3 TOURISM DEVELOPMENT

ACTION INCREASE AWARENESS ACTION TARGET OUR ADVENTURE ACTION FOCUS ON GENERATING

13.1 13.2 13.3

OF THE SHIRE’S NATURE SEEKERS PILLAR TO AWARENESS ON THE SHIRE’S
PRODUCTS SHOWCASE RELATED CULTURAL CUISINES
PRODUCTS
• Collaborate with bird watching • Investigate methods to collaborate • Focus on marketing the Australian
organisations; with Trek Tour companies; Italian Festival to a wider audience;
and
• Investigate options to partner with • Collaborate with tourism adventure
bush walking organisations; groups and tour organisations; and • Investigate selling local products in
the Hinchinbrook VIC.
• Increase marketing collateral for • Distribute Destination Guides to
waterfalls and swimming spots in the travel agents and experience booking
Shire; and centres.
• Market the Shire’s marine facilities
as the best access to the Great

ACTION DEVELOP PROMOTIONAL

Barrier Reef and the Hinchinbrook
Islands. STRATEGIES FOR THE
13.4 CULTURAL PRODUCTS AND
SERVICES
• Improve signage at Ingham
Cemetery;
• Preserve the Shire’s cultural and
heritage products; and
• Collaborate with Australian Museum
and Art organisations.

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14
DESIRED OUTCOME
GENERATE AWARENESS OF INVESTMENT
OPPORTUNITIES AND LIVEABILITY WITHIN
THE SHIRE
The Shire has unique entrepreneurial enterprises such as tourism, agribusiness, real estate and retail opportunities.
The Shire aims to attract new investments, support developed businesses and stimulate innovation across the range
of business activities. In addition, Council aims to showcase the natural setting, well resourced medical and healthy
industry and safe rural educational system to all visitors and locals. The investment opportunities combined with
liveability and natural setting offers an exclusive North Queensland destination for visitors to one day call home.

ALIGNMENT TO CORPORATE PLAN:

3.2 COMMUNICATION WITH THE COMMUNITY, 4.4 LIVING WELL OVER 60 WITH A HIGHLY
DESIRABLE LIFESTYLE, 4.5 REGULATORY FUNCTIONS THAT UNDERPIN LIVEABILITY

ACTION DEVELOP AND MAINTAIN THE ACTION ACTIVELY PROMOTE

14.1 14.2
INVESTMENT PROSPECTUS INVESTMENT
OPPORTUNITIES

• Collate relevant data and statistics to • Develop relevant partnerships in

clearly define key industries; surrounding areas;
• Design marketing collateral to • Increase digital presence of
promote investment opportunities; investment opportunities through the
Hinchinbrook Way pages; and
• Create digital content to promote key
industries; and • Actively update business directory.
• Effectively engage and work
collaboratively with businesses to
achieve outcomes outlined in the
Investment Prospectus.

ACTION INCREASE PROMOTION OF ACTION COLLABORATE WITH

HINCHINBROOK CHAMBER
14.3 14.4
LIVEABILITY WITHIN THE
SHIRE OF COMMERCE, INDUSTRY
AND TOURISM INC.
• Focus on promoting our unique • Engage with Chamber to ensure
offerings through digital channels; marketing collateral is consistent
and across all channels; and
• Increase signage in the CBD that • Collaborate with Chamber to
promotes the Hinchinbrook Way to implement targeted marketing
visitors. campaigns that focus on liveability
and investment.

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 15
DESIRED OUTCOME
MEASURE THE EFFECTIVENESS OF
MARKETING STRATEGIES

Evaluation is an essential element of the marketing strategy as it allows Council to determine the success of
campaigns. It gives an opportunity to amend strategies for those that haven’t been effective or efficient. This stage
also allows Council to justify costs and amend to fit with the needs of the current budget. Lastly, evaluation ensures
that the marketing strategies are reflecting Council’s mission, goals and strategies outline in the Corporate Plan and
relevant documents.

ALIGNMENT TO CORPORATE PLAN:

5.3 TOURISM DEVELOPMENT

ACTION IMPLEMENT MEDIA ACTION IMPLEMENT METHODS ACTION IMPLEMENT A SOCIAL

15.1 15.2
MONITORING SOLUTIONS TO TRACK ENGAGEMENT MEDIA MANAGEMENT AND
OF PRINT AND DIGITAL 15.3 SCHEDULING PLATFORM
COLLATERAL
• Monitor website traffic; • Use digital call to actions e.g. QR • Implement a platform that easily
codes where applicable; and allows for engagement monitoring;
• Follow up on direct e-mail marketing
and
via tracking how many opened links; • Apply URL shorteners to allow for
and targeted monitor across collateral. • Actively investigate the content that
has been successful to determine
• Minimise email bounce backs.
trends.

ACTION ACTIVELY MONITOR

STATISTICS AND COMPARE
15.4 WITH PAST DATA.

• Observe visitation statistics regularly

to determine if Council is on track to
increase visitation;
• Actively monitor and assess event
statistics;
• Monitor Council data on distribution
of destination guide to ensure
Council targets new channels and
regions;
• Actively monitor volunteer statistics
and aim to increase involvement of
younger demographics; and
• Collaborate with businesses to attain
their visitation statistics and feedback

30
 REFERENCE LIST
Australian Bureau of Statistics. (2019). 2016 Census QuickStats. Australian Bureau of Statistics.
https://quickstats.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA33800

Economy.id. (2020). Hinchinbrook (S) Businesses by industry. Economy.id.

https://economy.id.com.au/fnqroc/number-of-businesses-by-industry?WebID=170

Economy.id. (2020). Hinchinbrook (S) Gross Regional Product. Economy.id.

https://economy.id.com.au/fnqroc/gross-regional-product?WebID=170

Litster, J. Patterson, I. Pegg, S. (2011). Grey Nomads on Tour: A revolution in travel and tourism for older adults. Tourism Analysis. Vol 16. pp. 283-294
https://www.researchgate.net/publication/233577253_Grey_Nomads_on_Tour_A_Revolution_in_Travel_and_Tourism_for_Older_Adults

Tourism Australia. (2019). Tourism Investment in Regional Australia. Tourism Australia.

https://www.tourisminvestment.com.au/content/dam/assets/document/1/6/z/2/m/2005006.pdf

Tourism Research Australia. (2011). Destination Visitor Survey Strategic Regional Research. Tourism Research Australia.
file://hsc.gov/Profiles/HSCProfile/caitlin1934/Downloads/DVS_SRR_SA_Regional_Visitor_Information_Centres_WEB_FINAL.pdf

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