CONTEXT AND STRATEGIC ALIGNMENT The Coffs Coast Explorer App and Digital Kiosks were jointly funded by the Australian and NSW Government’ s Bushfire Local Economic Recovery Fund in association with the City of Coffs Harbour. The project was developed within a broader strategic context that recognises the visitor economy as a key driver for the region. Tourism is not viewed solely as a promotional function in the Coffs Coast, but as an integrated system that supports employment, small business sustainability, place activation, and community pride.
The initiative aligned closely with the City’ s Economic Development Strategy 2, which prioritises attracting visitors, strengthening local businesses, and supporting sustainable growth across the region. It also reflected the Coffs Coast Tourism Strategy 3, particularly its focus on dispersal, experience-led travel, and improved visitor servicing. At a state level, the project responded to Destination NSW’ s emphasis on digital capability, experience development, and encouraging visitors to explore beyond headline attractions 4.
With 16.6 per cent of the region’ s residents identifying as First Nations, being able to showcase the amazing work and business acumen of our local people was important.
Market research identified three priority visitor segments for the region: affluent families, young couples, and sports event visitors. Each group demonstrated a strong preference for mobile-first information, flexible itineraries, and authentic local experiences. However, existing visitor servicing tools were largely static and fragmented, making it difficult to respond to these preferences in real time. This gap presented an opportunity to use digital infrastructure to better connect visitors with experiences across the region while supporting local operators to participate more effectively in the visitor economy.
Importantly, the App was positioned from the outset as a long-term platform rather than a one-off campaign. Strategic alignment ensured the project could evolve alongside changing visitor behaviours, new content partnerships, and emerging economic priorities. This approach helped secure internal support, partner buy-in, and confidence that the initiative would deliver value beyond traditional destination marketing outcomes.
DESIGNING AND DELIVERING THE INITIATIVE The development of the App followed a structured yet adaptive process, combining research, stakeholder engagement, and continual refinement. Rather than starting with a predetermined technology solution, the City focused first on understanding user needs, business capability, and the broader visitor journey.
Identifying needs and opportunities Early planning involved consultation with tourism operators, visitor servicing staff, and community stakeholders to identify pain points in existing systems. Feedback consistently highlighted difficulties accessing up-to-date information, limited visibility for smaller operators, and missed opportunities to guide visitors beyond well-known attractions. These insights confirmed the need for a mobile-friendly, real-time solution that could support both visitors and businesses.
Platform design and data integration A key design decision was to integrate Australian Tourism Data Warehouse( ATDW) content within the App, ensuring accuracy while reducing duplication for operators. This approach allowed businesses to manage listings through a single, nationally recognised platform that also feeds the destination’ s website and digital kiosks. By building on ATDW’ s existing digital infrastructure, the City avoided creating a standalone system that would require additional time, costs, and expertise to maintain.
The App was designed to be intuitive and accessible, with clear navigation, location-based search functions, and curated content that supports exploration. Features such as trip planning, self-guided trails, event listings, and essential visitor services were included to reflect the full visitor journey, from pre-trip planning to on-ground discovery.
Implementation and rollout Implementation involved a coordinated rollout that combined technical delivery with capacity building and promotion. Content migration, business onboarding, and staff training were undertaken alongside the development of promotional materials and stakeholder toolkits. This ensured the platform was supported by people as well as technology, reinforcing its role as a practical visitor servicing tool rather than a passive marketing channel.
COLLABORATION AND COMMUNITY CO-CREATION Collaboration was a defining feature of the project and a key contributor to its success. The City acted as a convener, bringing together training providers, industry groups, community organisations, researchers, and cultural contributors to shape both the platform and its content.
Partnerships with the region’ s three Chambers of Commerce, Tourism Tribe, Visitor Point, and Coffs City Centre marketing supported business onboarding and advocacy for ATDW participation. These relationships enabled targeted engagement with operators and helped position the App as a shared regional asset rather than a council-owned product.
The University of Newcastle’ s Business School played an important role through facilitated focus groups and user testing. Insights from these sessions informed refinements to navigation, filters, and homepage design, ensuring the platform reflected real user behaviour rather than internal assumptions.
Community involvement extended beyond consultation into content creation. Local artists, schools, and cultural groups contributed to public art and storytelling trails featured in the App. The Friends of the North Coast Botanic Garden collaborated on educational content and audio-guided experiences, adding depth and local voice to the platform. These contributions reinforced a sense of ownership and authenticity, strengthening community advocacy and uptake.
This co-creation model demonstrated that digital visitor servicing is most effective when it reflects lived local knowledge. By embedding community perspectives, the App became a tool that locals were proud to recommend, not just something built for visitors.
ECONOMIC DEVELOPMENT JOURNAL VOL 19 NO 1 2026 19