Q. What is Clarence River Way?
The Clarence is more than a River it’s a way of life. The challenge has been to develop a framework that integrates the possibilities, overcomes accessibility issues (it’s a big river, covering a vast area), and breaks down self perceptions to make way for new thinking.
CRW is a destination development initiative that aims to position the Clarence as one of the nation's great river experiences.
Q. Where did the concept come from?
The concept had its origins within the Northern Rivers Regional Development Board back in 2002. In June 2006 Clarence Valley Council adopted an economic strategic plan for the Clarence Local Government Area. The strategic planning process found that Clarence River Way was inherently linked to future growth and prosperity of the region.
Council commissioned the preparation of the Clarence River Way Masterplan in December 2007 having secured state and federal government funding to assist with the costs of the planning phase.
Q. Why a touring region and not a touring route?
The notion of a branded touring route has become very prevalent in recent years, and there are now a significant number of branded routes and drives nationally. In the Clarence, practically every road is a touring route (more than 20 of them), many offering very little to see or do. Additionally the radial road network of the Valley limits the potential for loop drives, a core criteria for a touring route.
The Masterplan proposes the Clarence package itself as a touring region based on core product themes with a focus between Nymboida/Copmanhurst and Yamba. This approach provides visitors with the opportunity and flexibility to mix and match itineraries, ulitise more than one mode of transport and remain within the Valley catchment.
Q. The project has five themes, what are they?
Currently there are almost too many options and choices in the Clarence.
To help visitors make decisions about the destination and be able to quickly identify what there is to do, the Valley’s tourism products, services and experiences have been grouped into 5 themes.
1. A continuous culture
2. A productive landscape
3. Life from the River
4. A creative community
5. A history of play
These five themes (think of them as storylines) will form the basis of visitor itineraries and visitor marketing moving forward.
Q. What are the key elements of the project?
The Masterplan is structured on 10 foundation elements which respond to issues and opportunities consistently identified throughout the process:
1. Establish the Clarence River as the primary driver of destination development.
2. Build on the strong assets between Yamba and Grafton and develop a series of visitor hubs between these nodes supporting land and river based activity.
3. Position Yamba as the gateway port to the Clarence, capitalising on existing visitation patterns, infrastructure and market awareness.
4. Reposition Grafton as a visitor hub around the concept of a River City.
5. Simplify touring routes to a single ‘touring region’ focused on core hubs delivering experiences based on CRW themes.
6. Capitalise on the Pacific Coast Touring Route and build east west connections and partnerships.
7. Develop the river’s upper reaches through the provision and facilitation of greater visitor access, infrastructure and commercial investment.
8. Develop opportunities in the Wilderness Arc surrounding the Valley that value add to CRW themes.
9. Create linkages between the river and core industry sectors, facilitating access, investment and infrastructure.
10. Build regional links with the Green Cauldron, Rainforest Way and Waterfall Way.
Q. How long will the project take?
The Masterplan is attached to a ten year implementation schedule.
Q. Why is there no marketing until 2013?
There is a great deal to do to build the destination to the point where it is truly market ready. This will require a significant investment in infrastructure including river-based assets such as boardwalks, jetties, launching areas and places to see the river. Allied to this is investment in training for the tourism industry to meet target market expectations. After the physical infrastructure is in place then it is time to consolidate and roll-out marketing. It is vital that the Clarence meets visitor expectations, fulfils its market promoise and does not disappoint.
Q. What is the cost of the project?
An indicative budget has been developed for anticipated public sector contributions to support priority elements of the Masterplan. The probable cost for key elements attributable to the public sector in today’s dollars is estimated at $75million.
A spend of this magnitude is not unusual with many destination development programs in neighbouring regions valued well above CRW anticipated costs.
The financial implications will need to be balanced with the costs of no action and the opportunities lost in terms of employment creation, community asset development, and relocation and investment attraction generated as a result of the project.
Q. How will the project be funded?
Potential investors in the project include: Infrastructure Australia, state agencies, Council as well as private investors encouraged to make contributions through voluntary planning agreements.
Private sector projects, currently on the drawing board and meeting CRW objectives are valued in excess of $300 million.
Q. Why is Council undertaking this project now?
The Clarence Valley is challenged by a lack of quality product on-ground, strong visitor hubbing in neighbouring LGAs and increased marketing power and consumer awareness of competitor destinations. This is occurring at the same time that regions across the State and nationally are aggressively progressing destination development on a macro scale to improve market share and economic performance.
An intervention on the scale proposed by the Masterplan provides a pathway to establishing the Clarence Valley as a competitive destination whilst delivering strong community outcomes.