Iles [Harris], A. \u0026 Prideaux, B. (2011). The Savannah Way: Developing a successful touring route.

Iles [Harris], A. & Prideaux, B. (2011). The Savannah Way: Developing a successful touring route. In Carson, D. & Prideaux, B. (Eds.), Drive Tourism – Trends and Emerging Markets, (Vol.17) Routledge, UK.

Introduction

The Savannah Way is the route that stretches 3,699 kilometres across the top end of

Australia. From Cairns on the east coast to Broome on the west coast, the Savannah

Way includes 5 World Heritage Areas, 15 national parks and remarkable diversity in

topography, geology, history and heritage (www.savannahway.com.au). The idea of

themed route linking the Pacific and Indian Oceans via the Outback was first suggested

in the 1980s but wasn’t formalised by Western Australia, Queensland and the Northern

Territory until the late 1990s (Probe, 2002). The development and levels of commitment

across two states and one territory have not been without some variation.

Despite this, the Savannah Way has developed into a prominent touring route.

Awareness of the route is relatively high, elevating it to a level similar to other great,

iconic Australian touring routes such as the Nullabor (from South Australia to Western

Australia and including the world’s longest stretch of straight road) and the Overlander

(from the Great Barrier Reef to Uluru). Hardy et al (2006) found that most

Queenslanders had high recognition of traditional highway names but the same could

not be said of themed route names, with the exception of the Savannah Way. They

suggested that this may be attributed to the number of organisations using the word

Savannah title rather than through extensive marketing.

One such organisation is the well established and internationally recognised Savannah

Guide program. The program is a network of guides at various sites along the Savannah

Way (with stronger representation in Queensland where the program began), who are

rigorously trained and offer interpretive insight to those visitors stopping along the route.

The simultaneous development of the Savannah Way as a touring route along with the

growth of the Savannah Guides program reflect a touring route whose success comes

from both a ‘top down’ and ‘bottom up’ approach.

This chapter will look at the development of the drive market in Australia, with particular

focus on the themed route touring market. Additionally, the concurrent development of

the Savannah Way (as a government initiative) and the Savannah Guides (as a regional

stakeholder initiative) will be discussed, particularly in terms of success factors and on-

going management.

Drive Market The drive market is one which is important to Australian tourism particularly in terms of

regional dispersal (Ballantyne et al., 2008, Carson et al., 2002), management of small

numbers of visitors to sensitive areas (Carson and Waller, 2002) and growing demand

from the domestic market.

Scott (2002) reflected that the area of ‘drive tourism’ is very loosely defined. In the

Australian context, Carson and Waller (2002) attributed this to the inadequacies of

Australian tourism statistics to capture the market’s complexities, along with the lack of

historical data consistency, lag between data collection and release and the definitional

and methodological differences between data sources available. They did note,

however, that data available pointed to the significance of this market stating that some

80 per cent of domestic tourists arrive at their destination by car.

Tourism Queensland defines the drive market as

Those travellers away from home for at least one night on holidays or visiting

friends and relatives using their own or a rented vehicle

This definition is very broad and encompasses a wide variety of road traveller. While the

drive market is not homogenous (Yann Campbell Hoare Wheeler, 1999, Sivijs, 2003,

Hardy, 2003, Olsen, 2003), it does share certain characteristics; lack of pre-booking

arrangements and a desire for the opportunity for flexibility in decision making (Gountas

and Gountas, 2008, Prideaux and Carson, 2003, Ballantyne et al., 2008), along with en-

route decision making using a variety of sources (Ballantyne et al., 2008, Hardy et al.,

2006) and a desire for interpretive, rich experiences as part of their journey (Hardy et al.,

2006).

Touring visitors A wave of research in the late 1990s explored the drive market culminating in

publications focused on the better understanding and conceptualising this market, see

Carson, Waller and Scott, Drive Tourism: Up the Wall and around the Bend (2002) and

Journal of Vacation Marketing (2003 Volume 9, Number 4) for examples. While the

search for practical parameters initially emerged from both academic and industry based

research, subsequent tactical and strategic research has seen different approaches to

segmenting this market. Prideaux and Carson (2003) suggested that factors including

type of activity, degree of structure within the itinerary, type of vehicle used,

accommodation type used, duration and number of stops during the trip along with

demographics are some factors which can be used to segment the drive market.

Yann Campbell Hoare Wheeler (1999) distinguished three categories of road traveller by

stops made, they are; 1. Travel from A to B in the shortest time making minimum stops

2. Travel from A to B enjoying stops along the way

3. Travel in a general direction, taking time and stopping constantly

Tourism Queensland later identified 4 market segments based on duration of trip (Olsen,

2003).

1. Short Break – one to three nights

2. Short Tours – four to seven nights

3. Big Tour – eight to 21 nights

4. Grand Tour – more than 22 nights

More recently, personality segmentation of the drive market has emerged. The figure

below outlines four ‘orientations’ of the touring holiday maker.

Imaginative Personality Orientation • interested in the mysteries of the

world • able to cope with ambiguity • can construct touring images &

itineraries with little information • more likely to be risk takers

Action Personality Orientation • prefer to explore the world through

actions/ behaviours • able to understand emotional

needs of self and others • higher need for social status and

recognition

• touring decisions based on emotional benefits

Materialistic Personality Orientation • prefer well organised tours • like detailed information • comfort and predictability are

higher priorities • more likely to engage in sedentary

or low level physical activities

Logical-Thinking Personality Orientation • need for knowledge drives their

exploration and adventures • interested in historical/ cultural

aspects of a touring region • motivated primarily by intellectual

pursuit • social and physical activities

support the intellectual needs Figure 1 Adopted from Gountas and Gountas, 2008

Growth in themed touring routes As interest and significance of this touring market has grown so to has the need to

understand the factors necessary for the management and sustainability of product to

meet the demands of this market.

Themed routes have the potential to generate tourism demand, disperse visitors to

regional areas and raise awareness of social, cultural and environmental significance

(Olsen, 2003, Hardy, 2003). Previous literature supports the notion that geographically

clustered attractions have the capacity to strengthen a region’s drawing power by

offering a variety of product and experiences to satisfy a more diverse range of visitor

needs (Tideswell and Faulkner, 1999, Gunn and Var, 2002). Additionally, touring visitors

can drive the entire route, parts of the route or include side trails as an adjunct to the

route (Hardy, 2003, Tourism Queensland, 2004), depending on their needs.

Olsen (2003 p.35) identified three levels of themed tourist routes;

1. Themed tourist ways of national, state or regional significance

2. Tourist drives of regional or local significance

3. Short drives of local significance only

Themed touring routes can be linear or circular corridors which link a number of key

destinations and attractions with ‘a unique story to tell which is interesting to visitors’

(Olsen, 2003). As the name suggests, they are characterised by a common theme or

experience, which is reflected in development of product and marketing initiatives (Sivijs,

2003). Definitions of themed touring routes suggest that they are larger in size and are

usually driven by bodies at state or federal level (Hardy, 2003) but cooperation and

support from both agencies and stakeholders is crucial (Olsen, 2003, Tourism

Queensland, 2004). Themed touring routes are also defined in terms of the integration of

information for users (such as visitor information networks and signage), interpretation

opportunities and product and Olsen’s model (see figure 2) shows the inter-relationships

between these factors.

Figure 2 Spectrum of themed routes (Olsen, 2003)

What makes a successful touring route?

Themed touring routes involve linkages between points of attraction and multiple

interests and motivations and effective management must work towards reconciling

these factors (Hardy, 2003). The research reveals several themes relating to the

success of touring routes. Much of the research points to the roads, signage, maps,

promotional material, variety of interpretive experiences (attractions and activities) and

facilities to accommodate the driving motorist which are driven at meeting the needs of

the touring visitor (Gountas and Gountas, 2008, Hardy, 2003, Olsen, 2003, Ballantyne et

al., 2008). It has been noted, however, that the development of such services to the self-

drive market have previously been ad hoc without consideration of the differences

between segments and how they behave (Prideaux and Carson, 2003).

Hardy (2003) proposed a model which outlined those factors necessary for the success

of a themed route.

10 Ps of Successful Touring Routes Place Route and associated attractions must be of interest to the visitor Product Elements included in the route Promotion Targeted and effective marketing of the route People Involvement of stakeholders from conception to on-going management Paraphernalia Route information such as internet, brochures or maps Path Clearly defined path and usage of signs Presentation Consistent marketing of the whole product Principles of Interpretation

Interpretative material prior to and during travel such as brochures, internet, visitor centres, static signs and guided tours

Price Cost effective for the maintenance and management of the route and offer value to the visitor.

Protection Sustainable management of the natural and cultural heritage of the route.

Source: Hardy 2003

Beyond accommodating the needs of touring route travellers, the development and

origins of the route itself may also contribute to its own success. Two main approaches

to the planning, implementation and management of touring routes have emerged from

the existing research;

1) Top-down approach

2) Bottom-up approach

The ‘top-down’ approach is one where the planning, implementing and marketing the

route is driven by government, who then engage stakeholders (typically relevant

departments, regional representatives, tourism associations then communities).

Undeniably themed touring routes require planning on a wide scale to provide both the

‘hard’ infrastructure (such as roads and signage) and ‘soft’ infrastructure (such as maps

and guides.)

Where the ‘top-down’ approach can be limited is at fostering community support as is

reflected in comments made in the Overlander’s Way Implementation Plan,

‘each town will be responsible for selling the total corridor as a themed journey

made up of a variety of attractions and experiences.’ (National Centre for

Tourism, 2004).

The reality of this occurring both consistently and enthusiastically demonstrates the

shortcomings of the approach.

The ‘bottom-up’ approach is one grounded in stakeholder involvement and organic

development. Some routes develop from other purposes, such as the historical Silk

Road in China, others have been roads of significance which have been adopted by

popular culture elevating them to iconic status, such as Route 66 in USA. Largely,

however, themed touring routes which develop from the ‘bottom-up’ do so because the

communities and enterprises along the corridors identify themselves with a theme or

experience and recognise the synergies and benefits of a united approach (Hardy,

2003). The degree to which such an approach can be successful without intervention or

support from government and agencies is uncertain but coordination and facilitation is

required between stakeholders and across geo-political boundaries for the growth of a

themed touring route of any significant scale.

Ultimately the recognition of public and private sector involvement at industry,

government and community stakeholder levels in the planning, implementation and

sustainable management stages of touring route development is widely recognised as a

fundamental success factor (Prideaux and Carson, 2003, Hardy, 2003, Olsen, 2003,

Tourism Queensland, 2004).

The following section reviews the development of themed touring routes in Queensland

which have broadly developed from with the ‘top-down’ approach. A notable exception to

this is the Savannah Way which evolved from both the ‘top-down’ and ‘bottom-up’

approaches simultaneously resulting in a strongly identified brand, a rich and varied

product underpinned by outstanding interpretation and a network of stakeholders

committed to its on-going success.

Development of Queensland touring routes The state of Queensland has long recognised the value of the drive market and

substantial research was undertaken in the late 1990s to understand the market and

plan in a way that could harness the potential. The Strategic Tourism Roads Study

(2000) undertaken by Tourism Queensland and Main Roads Queensland identified

tourism hotspots and corridors and, among its recommendations suggested the

‘integration of visitor trails and themed routes’. Ten themed routes were proposed (of

which nine have been implemented), these were aimed to ‘promote the tourism-related

driving experience rather than the destination’ (Sivijs, 2003: 396).

Subsequently, the Drive Tourism Program 2000-2002 sought to develop an integrated

range of services to the important self-drive visitor market. A joint initiative of the

Queensland Heritage Network Trails (QHNT), Department of Main Roads (DMR), Local

Government Association of Queensland (LGAQ) and Tourism Queensland (TQ) its main

objectives were:

• provide a major stimulus to Queensland's regional and rural tourism industry;

• establish a state-wide marketing framework and identity for road-based tourism

across the state's strategic tourism routes;

• promote Queensland Heritage Trails Network project sites and Queensland's

Heritage sites in general; and

• enhance the experience of the motoring tourist throughout the state.

(www.tq.com.au)

The program was delivered in two phases and the development of the Savannah Way

was one of the four routes selected for Stage 1, which began in 2000 and was

completed in May 2003.

With considerable research and state funding, the Savannah Way was provided with a

clear blueprint for development with respect to signage, promotional material, supporting

infrastructure.

The Savannah Way

The Savannah Way stretches 3,699km from Cairns in Queensland to Broome in

Western Australia via Katherine in the Northern Territory, of which 700 kms is unsealed.

It offers an alternative route via Dunbar and Daly Waters (3,872kms), with 2,990kms of

unsealed roads.

It passes through a third of Australia’s World Heritage Areas (Great Barrier Reef, Wet

Tropics, Ravensleigh, Katherine Gorge, Purnalulu) along with 15 National parks. The

route traverses some of the 1.9 million square kilometres of Australia’s tropical

savannahs. In broad terms the tropical savannahs are landscapes of dense grasses and

scattered trees stretching across northern Australia but the bio-diversity is reflected in

the rocky gorges, wetlands, arid areas, grassy woodlands, tropical rainforests, river

habitats and mangrove swamps which support diverse and unique flora and fauna.

(www.savannahway.com.au).

The climatic zone of the tropical savannahs provides two distinct seasons. The ‘dry’

season from May to October, which sees little rainfall and mild weather, is contrasted by

the ‘wet’ season from December through to March where bursts of heavy downpours

occur regularly and are often associated with monsoonal lows and tropical cyclones. The

seasons markedly transform the landscape but can also limit access along the route.

Touring visitors can also witness a number of climatic phenomena along the Savannah

Way (depending on the timing) such as the Staircase to the Moon in Broome, a visual

illusion when the moon is rising over the mudflats at low tide on Roebuck Bay and the

Morning Glory Cloud in Burketown, a giant rolling cloud stretching across the horizon

which sweeps the sky just after dawn.

Beyond the natural assets found along the route, the Savannah Way incorporates

heritage sites including sites of historical significance (Camp 119, the last camp of

explorers Burke and Wills) and remains from the Goldrush days of the 1800s. From a

cultural perspective, the area reflects the rich indigenous culture along with the

interaction of all outback peoples with their environment. While sparsely populated

(fewer than 350,000 residents) a driving tourist can expect to encounter a diverse range

of people in quintessential Australian settings, from Aboriginal communities to outback

cattle stations.

Industrial tourism (based on the natural assets) also attracts visitors, from the Century

Mine (rich in history and minerals) to the Argyle Diamond mine (which produces 95% of

the world’s supply of rare, pink diamonds) to the pearling industry (both past and

present) on the west coast.

Savannah Guides Program

The Savannah Guides program commenced with the establishment of a not-for-profit

company in 1998 with the goal of providing ‘access for tourists to unique natural features

on private, leased or public property in a manner which protected the region’s assets’

(www.savannah-guides.com.au). The opportunities for regional and remote locations

were recognised and articulated, particularly in terms of economic benefits (increased

business and employment) and enhanced linkages for small tourism operators

(Kleinhardt-FGI Pty Ltd, 1998).

A planned approach to expansion of the Savannah Guides program was taken with

some very clear objectives in mind.

Primarily they were:

• act as interpreters of a remote environment

• act as protectors of the natural environment

• manage impact of visitors on private or leased property by negotiation whilst

maintaining the conservation values of the region

• harness tourism for the benefit of remote communities, including aboriginal

communities

(Kleinhardt-FGI Pty Ltd, 1998)

From its beginnings some 20 years ago, the Savannah Guides program has stretched

across Queensland and the Northern Territory to underpin the Savannah Way touring

route (the Savannah Guides do not currently operate in Western Australia). Self drive

visitors along the route can stop along the well signed Savannah Way and clearly

identify Savannah Guide sites, operators, stations or master operators (see figure 3)

The program has two schools per year where specialists, observers, trainees and guides

can come together and learn from each other. Guides need to go to at least one of the

two schools each year as part of their employment. The guides start as Trainee Guides

then work their way to a higher status, similarly the operators can be elevated from

Savannah Guide Operator to Master Operator.

Category Level Entry Requirement Entry Description Savannah Guide Station 1. Tour of substance

involving natural and/or cultural assets.

2. Camping and/or accommodation facilities

3. More than 100 kms from another Savannah Guide location

A location of major significance and high level commitment to Savannah Guides’ philosophy

Savannah Guide Site Part time tour involving natural and/or cultural assets

A location of developing importance

Savannah Guide Operator/ Master Operator

Tours into the Savannah Gulf region

A promoter of the Savannah region through tour/ transport operations

Figure 3 Savannah Guides Categories (Kleinhardt-FGI Pty Ltd, 1998)

The Savannah Guides are ‘a not-for-profit organisation that provide a marker for the

expansion and the accomplishment of nature-based and culture-based outback tourism

in the Australian outback’ (Hillman, 2003: 2).

There is a culture among the guides, operators and sites within the Savannah Guides

program based on ‘a collective sense of identity and recognition as an exclusive

ecotourism organisation’ (Hillman, 2003: 9). This culture runs deeper than the uniforms,

badges and signage which contribute to psyche of the group and the consistent branding

and image they project. Hillman suggested that the guides ‘present themselves as

cultural brokers and educative interpreters to the ecotourists’ (2003: 9) and this culture is

reflected in their generic logo; Savannah Guides, Protectors and Interpreters of the

Outback. [figure 4]

Figure 4 Savannah Guides logo with tag line

Savannah Guide Level Description of Level Accreditation Requirements Savannah Guide Senior guide with

supervisory duties of capabilities

1. Attendance of at least two guide schools over a two year period

2. Minimum two years as a Roving/ Site Interpreter

3. Current First Aid Certificate 4. Aussie Host attendance 5. Met all requirements to be a

Savannah Guide Site Interpreter High level professional

guide with in-depth regional knowledge

1. Attendance of at least one school

2. Current First Aid Certificate 3. Aussie Host attendance

Roving Interpreter High level professional guide with in-depth knowledge across a wide area

As above

Trainee Guide A guide with a career vision committed to the Savannah Guides and undertaking continued training with a Savannah Guide mentor

1. Potential acknowledged by a member of the Joongai to progress to a higher level

2. Attendance of at least one school

3. Current First Aid Certificate 4. Aussie Host attendance

Source: (Hillman, 2003)

KAY’S STORY

Kay has guided at Undara for 16 years and is the senior guide responsible for training

the other guides on the site. She has collected information along with approximately 500

photos to put together an interpretive display for visitors to the site. The intention is to set

up a display where different species of local flora and fauna can be identified and

catalogued and visitors returning from their tours can use this facility to add to their

experience. She believes the guides are successful because of their broad guiding

training along with their specialised knowledge.

TIM’S STORY

Having previously worked as a tour guide in the Daintree (north of Cairns), Time was

working at Undara at a Site Interpreter level. As part of his on-going training he was

working on a project to achieve Savannah Guide statue which involved contacting

approximately 10 of the 20 Savannah Guide sites to write a report on their weed and

pest management programs. The information was then to be shared at the next

Savannah Guides school to obtain the next level in the program. He explained that such

projects ensure best practice and assist in the sharing of information between sites. He

added that he is motivated by the opportunity to network at the schools. Stating that,

‘when you walk into the room at these schools, you have at least 100 years of guiding

experience before you’.

Success of the Savannah Way

Widely considered to be a successful themed touring route, the success of the

Savannah Way can be attributed to elements of the route itself and also the way in

which it has developed.

The following demonstrates the contribution of the Savannah Guides program to the

success of the Savannah Way using Hardy’s 10 Ps model (2003) for a successful

touring route (see fig 5).

10 Ps of Successful Touring Routes – The Savannah Way Place 5 World Heritage sites, 15 National Parks, varied landscapes (tropical

savannah, beach, bush, rainforest), historically significant, culturally rich, extractive industries

Product Accommodation, tours, sites Promotion Savannah Guides is strongly promoted in the area and by the

individual businesses involved in the program to their respective markets

People Savannah Guides has evolved from stakeholders in the Savannah Gulf and grown organically

Paraphernalia Web site, brochures or maps distributed both by Savannah Way and Savannah Guide referring to each other

Path Savannah Guide sites are signposted with Savannah Way signs Presentation Standards, training, uniform, branding ensures consistency of the

Savannah Guide product Principles of Interpretation

Savannah Guides share knowledge at a minimum one Savannah Guides school per year

Price Membership based organisation and individual product price is driven by the economic forces of private enterprise

Protection “Protectors and Interpreters of the Outback” Figure 5 10 Ps of Successful Touring Routes – The Savannah Way

The Australian Government’s 10 Year Plan for Tourism (2002) specifically mentioned the

Savannah Way as an example whereby regional groups who can work cooperatively to

develop a tourism product with a focus on ‘quality and value and are not constrained by

regional boarders’ (2002: 35).

Figure 6 Savannah Guides and Savannah Way logos

Many themed routes have been implemented across Queensland (Matilda Way, Great

Green Way, Overlander) since the recommendations of the Tourism Queensland/

Queensland Roads report and the subsequent Drive Strategy (Tourism Queensland,

2009) outlining the infrastructure development and marketing of themed routes as part of

the QHNT. Despite the planning and research, the strategy of themed routes does not

appear to be as successful as it could have been. Ware & Budge (2002) found that less

than 25 per cent of participants were aware of the Great Green Way (from Townsville to

Cairns in Far North Queensland) prior to their study. Hardy, Carter et al (2006) also

identified poor recognition of route names by Queensland intrastate drive visitors,

instead noting there was high recognition of traditional highway names (such as the

Bruce Highway running from Brisbane to Cairns). They noted, however, that the

Savannah Way was an exception. They attributed, ‘the higher than expected recognition

of the Savannah Way suggests the power of cross promotion and the benefit of

coordinated product and route branding creating traveller recognition of themed routes

(Hardy et al., 2006: 22).

This is no coincidence given that the Strategic Plan for the Proposed Expansion of the

Savannah Guide Network (Kleinhardt-FGI Pty Ltd, 1998) states the marketing objectives

as being;

• Increase the number of visitors utilising the services and facilities provided by

enterprise members

• Increase both enterprise and individual membership, as well as corporate

involvement in the network

A number of initiatives were outlined to achieve these goals, including consultation with

the organisation’s board of management, recruiting local ‘Friends of the Savannah

Guides,’ operating in local business hubs and undertaking joint marketing and product

packaging with other Savannah Guide members.

The author travelled the Savannah Way and observed that travellers not only recognised

the name of route but regularly mentioned the Savannah Way in their discussions of

their travels along the route. The success of the Savannah Way as a themed touring

route, supported by the Savannah Guide Program offering product (attractions,

accommodation) and interpretation (tours, information) offers an interesting case study

into the successful elements and the development of the route.

Figure 7 Top-down and Bottom-up development of the Savannah Way, adapted from Hardy 2003

Connectivity between visitors, community, industry and theme of the route

Product which is thematically consistent and packaged to meet the drive market’s needs

Adoption of branding across local business and communities

Identification with the proposed themed route from community, industry and local government

Efficient, user friendly information network and products

Clear directional and tourist signage

Safe and efficient road network

Unique drive experiences and attractions distinctive to the route eg heritage, landscapes, scenery

Management infrastructure of stakeholders

On-going market research

Product development appropriate to the route

Route and brand marketing

Cooperative marketing activity

Adequate service infrastructure for drive market

Top-down and Bottom-up development of the Savannah Way

Figure 7, outlines the factors which have contributed to the development and success of

the Savannah Way as a themed touring route. The ‘top down’ approach reflects the

progression from identifying the opportunity (landscapes, scenery, heritage, culture,

ecology), through the development of hard infrastructure (signage, roads, rest stops,

lookouts) and soft infrastructure (information centres, brochures, websites) to the

establishment of plans to engage stakeholders (Corridor Management Plan,

Interpretation Plan). Finally research (where funding is provided to businesses,

organisations and education institutions) and marketing (as part of the broader

Queensland Drive Strategy).

The flip side shows the ‘bottom-up’ development which concurrently occurred with the

development of the Savannah Guides. Firstly the inception of the Savannah Guides;

where the idea of developing a specific regional program was based on identifying with

the unique tropical savannah region of northern Australia. This was followed by a

strategic plan which outlined objectives grounded in the protection and interpretation of

the region and gaining benefit for members and their communities. Further, the plan

clearly articulated branding, training requirements, membership specifications,

community engagement and provided a blueprint for cooperative activity amongst

members and between members and communities, authorities and government (at all

levels).

A common theme has emerged analysing the success factors of the Savannah Way as

a themed touring route. The desire, commitment, cooperation, implementation and

management of themed touring routes is dependent of the integration of government,

industry and community (Carson et al., 2002, Hardy, 2003, Olsen, 2003, Tourism

Queensland, 2004).

Of course themed touring routes are not a panacea for the challenges facing regional

tourism (Prideaux and Carson, 2003), furthermore there is a risk that over-supply

(particularly in the case of Queensland) could dilute the market (Olsen, 2003).

Overwhelmingly, however, the Savannah Way enjoys the prospect of a healthy future

with strong product, good brand recognition and strong support from stakeholders and

visitors who have toured the route.

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