Central Highlands Council

Economic Development Plan August 2008

Sinclair Knight Merz ABN 37 001 024 095 590 Orrong Road, Armadale 3143 PO Box 2500 Malvern VIC 3144 Australia Tel: +61 3 9248 3100 Fax: +61 3 9248 3400 Web: www.skmconsulting.com

LIMITATION: This report has been prepared on behalf of and for the exclusive use of Sinclair Knight Merz Pty Ltd’s Client, and is subject to and issued in connection with the provisions of the agreement between Sinclair Knight Merz and its Client. Sinclair Knight Merz accepts no liability or responsibility whatsoever for or in respect of any use of or reliance upon this report by any third party.

The SKM logo trade mark is a registered trade mark of Sinclair Knight Merz Pty Ltd. Contents

1. Executive Summary 5 1.1. Snapshot of the Central Highlands Community 5 1.2. Central Highlands SWOT 6 1.3. Developing a Vision for the Central Highlands 7 1.4. Economic Development Action Plan 7 Central Highlands’ Economic Development Action Plan 4 1.5. Levels of Opportunities 9 1.6. Proposed implementation structure 9 1.7. Proposed projects for initial implementation 11

2. Introduction 13 2.1. Study objectives 13 2.2. Study Approach 13 2.3. Report Structure 14

3. Central Highlands Today (a brief social, economic and tourism profile) 15 3.1. Population 15 3.2. Education 16 3.3. Country of birth 17 3.4. Conclusions 17 3.5. Economic Profile 17 3.5.1. Employment 17 3.5.2. Labour Market 18 3.5.3. Income 18 3.5.4. Central Highlands Journey to Work 19 3.5.5. Agriculture 19 3.6. Conclusions 19 3.7. Tourism Profile 20 3.7.1. Tourism Management/Marketing Plans for the Region 20 3.7.2. Regional Marketing by Tourism Tasmania 21 3.7.3. Marketing through Touring Routes 21 3.7.4. Tourism Associations 21 3.7.5. Tourism data 22 3.7.6. Conclusions 24

4. The Community View 25 4.1. Current economic and tourism situation 25 4.1.1. Economic 25

4.1.1.1. Agriculture, forestry and fishing 25 4.1.2. Tourism 29 4.1.2.1. Stakeholder Perspectives 29 4.2. Social/community 38 4.3. Current and/or planned Significant Development Opportunities 41 4.4. Community Perceptions of the region’s SWOT 42

5. The Strengths and Challenges of the Central Highlands 43 5.1. Economic Development Issues and Implications 43 5.2. Economic Development Objectives/Requirements 45 5.3. SWOT 46

6. Towards a Vision 48 6.1. Community views 48 6.2. Elements of a vision 48 6.3. The Central Highlands in 2030 49 6.4. Economic Development Action Plan 50 Central Highlands’ Economic Development Action Plan 9

7. Potential Opportunities and Challenges 56 7.1. Levels of Opportunities 56 7.2. Proposed implementation structure 57 7.2.1. State-local government partnership agreement 57 7.2.2. Council-community relationship 63 7.3. Long list of Opportunities 65 7.4. Evaluation and short listing of opportunities 70 7.4.1. Implementation Issues 70 7.4.2. Development rationale/principles 71 7.4.3. Prioritisation of opportunities 71 7.4.4. Short list of Opportunities 81 7.5. Additional Criteria 82

8. Key Development Opportunities 84 8.1. Economic and Community Development infrastructure and Local area planning 84 8.2. Regional (Economic/Tourism/Community) Development Officer 84 8.3. Fishing 85 8.3.1. Actions needed to drive the economic development of fishing in the CHC 89 8.4. Caravanning 89 8.4.1. Actions needed to drive the economic development of caravanning in the CHC 98 8.5. Hunting 99

8.5.1. Actions needed to drive the economic development of hunting in the Central Highlands LGA 99 8.6. Education and Training 99 8.6.1. Actions needed to drive education and training in the Central Highlands LGA 100 8.7. Seal Roads Great Lake Highway and Marlborough Highway 100 8.7.1. Actions needed to facilitate Road Sealing in the Central Highlands LGA 100 8.8. Development of a Hallmark Event for the Central Highlands Region 102 8.8.1. Actions needed to develop and implement a hallmark event 104 8.9. Funding Opportunities 104 8.10. Higher value agriculture/horticulture 105 8.10.1. Actions to assist the development of higher value agriculture/horticulture 105 8.11. Attraction of additional population 106 8.11.1. Actions to assist the attraction of new residents 106 8.12. Regional customer service program 106 8.13. Development of a regional tourism and other data collection process 107 8.14. Small business advisory one stop shop 109 8.14.1. Actions needed to develop and implement small business advisory one stop shop 110 8.15. Proposed projects for initial implementation 110

Appendix A 112

Central Highlands Today (a social, economic and tourism profile) 113 Population 113 Education 117 Country of birth 118 Language spoken at home 120 Conclusions 121 Economic Profile 121 Employment 122 Skills 123 Labour Market 124 Income 125 Central Highlands Journey to Work 126 Agriculture 128 Conclusions 131 Tourism Profile 131 The Context in Tasmania 131 Tourism Management/Marketing Plans for the Region 134 8.15.1.1. Regional Marketing by Tourism Tasmania 134 Marketing through Touring Routes 135 Tourism Associations 135 Tourism data 135

Conclusions 143

Appendix B Skills Shortages 144 Agriculture 144

1. Executive Summary

Sinclair Knight Merz and Omenica were commissioned by the Central Highlands Council, with support from the Department of Economic Development Tasmania, to produce an Economic Development Plan for the municipality. This report identifies and outlines the economic development opportunities for the municipality, including an action plan to realise these opportunities.

1.1. Snapshot of the Central Highlands Community

The population of the Central Highlands LGA in the 2006 census was 2,241 residents. The population had decreased from 1996 but is almost the same as in 2001. There is significantly lower than expected proportion of young adults with the majority of the population in the 45-65 age group. The LGA also has a smaller proportion of people over the age of 80 than in Tasmania as a whole. While the Central Highlands has a relatively small permanent population, the total population could potentially triple over some weekends and at holiday periods due to an influx of owners of holiday homes (shacks).

The key industries in the Central Highlands by employment are agriculture, forestry and fishing (39.55%), tourism (12%) and public administration and community services (18%) which is made up of education (5%), health care and social assistance (5%) and public administration and safety (8%). The retail and wholesale sectors (5%) and construction (6%) are also key sectors.

There is considerable potential to increase the yield from tourism in the Central Highlands. In 2006/2007, a large number of visitors passed through the Central Highlands without stopping to look (24,000 through Bothwell and nearly 65,000 through Derwent Bridge) and while a large number did stop to look (nearly 16,000 in Bothwell and just over 53,000 in Derwent Bridge) less than 10% stayed overnight (7% in Bothwell and 9% in Derwent Bridge). These data suggest that there is potential to increase tourism if travellers can be persuaded to stay or stay longer, particularly staying overnight.

The data also show that there is a significant demand for the key regional assets of high quality fishing and interesting golf experiences. The Central Highlands is uniquely placed to cater for these demands with its internationally recognised lakes and fishing resources and historic golfing facilities and heritage.

Because of the small rate base in the Central Highlands and the large geographic area of the municipality, the Council resources are limited.

1.2. Central Highlands SWOT

The Central Highlands Strengths, Weaknesses, Opportunities and Threats (SWOT) indicated in the community consultation are set out Section 5.3. The key strengths and weaknesses are identified below:

Key Strengths

Relative proximity to Hobart and to a lesser extent Launceston

Lakes and rivers

Wild Brown Trout and other fish

Region’s heritage and history and its built heritage

Access by designated touring routes

Existing agriculture and horticulture depth and diversity

Number of key projects recently operational or planned

Region’s environment, natural resources and rural character

Region’s unique golfing history and experience with Ratho (oldest) Golf Course and Australasian Golf Museum. Further developments are currently proposed for both of these facilities

Key Weaknesses

Limitations in resources to develop and implement new ideas/projects

Funding available for studies but not for implementation

Infrastructure limitations

No security of tenure for water

Limitations on information and data to plan services, develop projects and demonstrate sector importance

Some labour shortages and limitations in access to skilled labour and business skills/experience

Variability of regional service quality, region’s size and access routes reduce collaboration across the whole region

Possible limitations in flexibility of the planning scheme.

1.3. Developing a Vision for the Central Highlands

The community indicated some key objectives that suggest a vision for the Central Highlands. These include:

Increased population

Sustainable environment

Diverse economy and community

Increased employment, particularly employment for younger people

Increased community participation and input into decisions and implementation (increased community self reliance, decision making and development of a ‘can do’ attitude)

Attractive municipality (improve towns’ appearance, streetscape, points for visitors to stop, more community activities, present heritage well, and value and improve rural landscape). These are practical and measurable objectives and if achieved a number of the other requirements/objectives will follow. For example, an attractive municipality will encourage visitors to stay longer; more visitors will offer opportunities for investment in accommodation, cafes, restaurants, coffee shops etc. Some of these objectives may be conflicting, for example, an increased population may have impacts on the environment. In this case the aim will be to balance the objectives, and where necessary, explicitly trade off the conflicting objectives. A vision backed by a limited number of important measureable objectives allows the Council to report progress over time and to demonstrate that there is movement towards the vision.

SKM attended a meeting with the Central Highlands Council and the Department of Economic Development in August 2008. At this meeting, the following vision for the municipality was agreed upon:

“Our vision is for the Central Highlands to provide residents and visitors opportunities to participate in and enjoy a vibrant local economy, rewarding community life, cultural history and a natural environment that is world class.”

1.4. Economic Development Action Plan

The following table sets out the action plan for moving towards the proposed Vision and achieving the Central Highlands region’s goals and objectives. This table has been developed by the Council with assistance from the Department of Economic Development Tasmania.

Central Highlands’ Economic Development Action Plan

INITIATIVE POPULATION TOURISM PROMOTE NEW AGRICULTURAL INFRASTRUCTURE RECREATIONAL SKILLS, GROWTH DEVELOPMENT BUSINESS DEVELOPMENT FACILITIES EDUCATION AND OPPORTUNITIES LABOUR FORCE TIMEFRAME Short-term Stabilise declining Increase the number of Promote and expand business Maximise agricultural Address immediate Enhance region for Increase adult training visitors that stop by 10 per development opportunities to development in region infrastructure deficiencies enjoyment of Central and educational objectives population cent assist in increasing Highlands community and opportunities within employment and retention of visitors Central Highlands central highlands population

Short-term More available land for Seek funding for Tourism Review business development Facilitate access to capital Access to broadband Council to: Access funding use within existing Precinct Project opportunities for farmers opportunities to promote initiatives semi-urban area Water – ensure funding so develop priorities for the increased access to Identify an iconic event to Work with the Department of Investigate new market Shannon project proceeds region education Development of a develop for community and (1-2 yrs) Economic Development opportunities promotional campaign visitors Develop a relationship Tasmania Improve roads’ conditions seek and support funding for strategy with UTAS for on-farm recreational facilities Investigate potential for new training opportunities for Maintain an adequate event Lobby for access to better undergraduates level of community mobile phone coverage implement recreational plan services to keep up our Review new and upgraded for Central Highlands population here investment opportunities

Develop picnic facilities Evaluate the level of Council to determine the across the region essential services branding for the needed to support municipality growth and development in the community

Long-term Increase population by Increase the number of To promote and expand Broaden and diversify Ensure infrastructure is in place Provide adequate funding to To increase adult 10 per cent in next 5 visitors that stop by 20 per business development agricultural developments in to support sustainable economic develop and maintain training and educational objectives years cent opportunities to assist in the region growth and development facilities in the Central opportunities within increasing employment and Highlands region Central Highlands retention of central highlands population

To see expansion in business sector and opening of new market opportunities

Long-term Retention of existing Develop key targeted Council to attract new Review land capability and Develop integrated Transport Develop a community tourism strategies for the industry, with assistance from high risk issues Strategy for community college at Ouse initiatives public access to and municipality Department of Economic increase public Development Tasmania transport within the Ensure water security for (1-5 yrs) Develop tourism forums farmers and agricultural region” every 12 months to share business by developing new ideas water opportunities Develop a strategy to access employment Work with the Irrigation programs Development Board to identify new water sources and supplies to provide wider opportunities for agricultural development and diversity of land use.

Encourage the development of the dairy industry within the region

1.5. Levels of Opportunities

The opportunities proposed can be categorised into two levels of opportunity:

Local area opportunities driven and implemented by the Council and community and supported as appropriate by State Government, in particular the Department of Economic Development.

State and national issues that impact on the Central Highlands where the Council and community have a watching brief with lobbying as needed. In undertaking this brief, the Council would, as far as possible, collect relevant local information to support the positive impacts on their local community and feed this information into the state knowledge base. Further, the council may offer to provide the opportunity for a pilot project to assess the impacts and benefits of the initiatives on the community as a means of providing the evidence for potential wider implementation within Tasmania. 1.6. Proposed implementation structure

In commissioning this project the Council and Department of Economic Development noted the limited resources available to the Council for the implementation of economic development opportunities. This concern on the potential limited availability of implementation and, to a lesser respect, planning resources, was reinforced in the community consultation.

To meet the objectives and provide resources to develop the opportunities identified, an implementation process based on a two level partnership structure is proposed as follows:

State-local government partnerships where there is a formal and meaningful partnership agreement between DED and the Central Highlands Council that sets out the clear responsibilities of each party, including: the policy initiatives the agreement relates to, and provides clear expected outcomes some of which should be measurable.

A Council community working relationship based on Council leadership and community support. It is proposed that implementation activities from this study are divided into interest areas as part of an overall portfolio. For example, these could be general areas that would cover all Council activities such as, tourism, agriculture, community infrastructure, planning and data collection initiatives. An alternative approach initially would be to align special interest areas with the implementation projects and continue to manage the remaining significant area of Council business as a general Council.

The sub-committees would report back to each full Council meeting with decisions that need full Council approval considered and possible future decisions foreshadowed and appropriate

delegations approved. A summary of these reports could be provided to the community via the Council newsletter.

The process is designed for Council to provide an overall leadership role but with the extra resources available through the sub- committees assisting with increased responsiveness. The sub- committee structure still has a delegated leadership role with responsibility for ‘steering’ the required planning and/or implementation activity, and not a direct action responsibility.

Action is provided by Council officers, contractors, other agency staff and community members. The aim is to formalise the action arrangements through the:

Appointment of a Central Highlands Economic Development Officer; and

Establishment of project specific initiative pacts between the Council (usually negotiated by the relevant sub-committee) and the community and other agencies. The project pacts will include a requirement to set up a designated task force or working group to assist in the implementation of the agreed project. The project pacts would relate to the requirements for specific project opportunities and would set out the objectives, expected outcomes, the required tasks (scope of works), the entities involved and their responsibilities (tasks) and the required resources (people, materials, plant and equipment, funds). It is envisaged that under this arrangement community input would normally be provided through a community group that could be formally or informally constituted but could include individual input as required.

Relevant induction and other training would be provided to community members. This in itself could provide an opportunity for additional skills enhancement and for training to be delivered locally.

Based on the interest during the consultation, it is envisaged that community input will be at two stages:

During formulation of project ideas; and

Planning and implementation of specific projects.

The project pacts relate mainly to the latter process. In order to provide community input into project formulation we propose that the Council should consider community input into the annual strategic planning process that reviews progress over the year, reviews the Central Highlands Vision and SWOT, revises as necessary the direction for the next five years and confirms priority activities for the next year. This process would provide input to the annual plan and budget.

Community input could include written submissions and community workshops designed to inform a formal Council Strategic Planning workshop. This last workshop would include all Councillors, key Council Officers and could include other members of the portfolio committees. The output from this workshop would be the Council’s five year strategic plan.

1.7. Proposed projects for initial implementation

Based on the initial short-listing, on a logical staging of the proposed projects and on the Council’s resource constraints and the need to develop the proposed new implementation structure we recommend the initial implementation program should include:

Establishment of the proposed implementation structure including signing a partnership agreement with DED. We recommend that this agreement include funding, at least in part for the Regional Development Officer as access to this resource will be fundamental to the successful implementation of the proposed program (Section 8.1)

Appointment of a Regional Development Officer. Ideally this position should be full time and guaranteed for at least two years (Section 8.2)

Establishment of the business case for the development of an appropriate Central Highlands Tourism Precinct at Bothwell. As noted, the business case options should consider the precinct and Visitor Centre as a hub for visitor information and services and a showcase for regional products for the whole Central Highlands as well as its linkages with the golfing history of the region through Ratho and the Australasian Golf Museum (Section 8.2)

Early determination of the range of data needed to justify further developments including regional and local tourism, agricultural and community data. Establishment of the range of data collection methods and start of data collection. The data collection process is likely to involve community input including collation of published data and survey administration, provision of data by relevant government agencies and some commissioned research (Section 8.13)

Building on Central Highlands strengths to further develop and market the international quality fishing experience (Section 8.3)

Development of an integrated caravan strategy for the region including consideration of increased camping and caravanning infrastructure (Section 8.4)

Establishment of a hall mark event and the development of an integrated event calendar (Section 8.8)

Marlborough Highway, development of higher value agriculture/horticulture, changes to the planning scheme to attract increased population and the development of a regional customer service program.

2. Introduction

The Central Highlands Council, with support from the Department of Economic Development Tasmania has commissioned a project to produce an Economic Development Plan for the municipality. Sinclair Knight Merz and Omenica have been commissioned by Council to undertake this project.

2.1. Study objectives

The project covers all land and economic activities in the municipality and includes, but is not limited to, agriculture, resource development, tourism and recreation, manufacturing and processing, housing and construction, commerce, retail and service industries.

The principal objective of the project is to present a realistic picture of the future of Central Highlands’ municipality. In particular, the report seeks to outline economic development opportunities for the municipality, including required steps to realise these opportunities in a sustainable fashion.

The key outcomes of the project are:

• The development of a shared vision and future economic direction for the municipality

• Identification of the key natural, resource and cultural assets of the region and their role in the economic development of the Central Highlands

• An understanding of the nature, scale and diversity of the Central Highlands economy and the key drivers for development and growth across the municipality

• An understanding of the barriers to promoting economic growth and development in the region. Identification of the key constraints on industry and business sustainability including critical infrastructure and resource needs that must be addressed in delivering the shared vision

• Identification of key opportunities for growth, development and renewal of economic direction, including identification of the opportunities with the strongest prospects for delivering the agreed shared vision

• Development of an action plan to identify priority areas for action or investment in the future which will have the greatest impact on economic development.

2.2. Study Approach

The study has involved:

Desk research including the review of relevant reports and other relevant information and the collation and analysis of relevant statistics and other data

Consultation with the Central Highlands Council and community

Interviews and discussions with a range of key informants. 2.3. Report Structure

The report provides an overview of the Central Highlands (Appendix A), discusses the community’s view on the vision of where the municipality should head, its strengths, weaknesses, opportunities and threats, the strategic principles it should adopt in considering future development opportunities, identified key opportunities and the process for implementing them. The report is structured as follows:

Brief description of the social, economic and tourism profile of the central highland- Chapter 3

The results of the community consultation including current activities, potential sustainable development opportunities and the barriers and issues to successful development- Chapter 4

The strengths and challenges of the Central Highlands - Chapter 5

Development of a sustainable vision - Chapter 6

Potential opportunities and challenges - Chapter 7

Key development opportunities-Chapter 8

Comprehensive description of the social, economic and tourism profile of the Central Highlands - Appendix A

3. Central Highlands Today (a brief social, economic and tourism profile)

This chapter sets the scene for the Central Highlands Economic Development Plan, briefly exploring the social profile of the Central Highlands LGA. The population and population distribution, dwelling and household structure, education profile, country of birth and language spoken at home data of the area are discussed.

More comprehensive information is found at Appendix A

3.1. Population

The population of Central Highlands at the 2006 Census was 2,241 people, a decrease in almost 200 people since 1996, however, it should be noted that this population decrease occurred during the 1996 to 2001 period with the population remaining static over the next five years. Figure 1 shows the population distribution of Central Highlands in 2006.

Figure 1: Central Highlands LGA Population Distribution 2006

100+ Females 90-94 Males

80-84

70-74

60-64

50-54 Age

40-44

30-34

20-24

10-14

0-4

-150 -100 -50 0 50 100 150

Dwelling and Households

The household type in both Central Highlands and Tasmania in 2006 is presented in Table 1. At the 2006 Census, there were 991 households in Central Highlands and 189,067 households in Tasmania.

Table 1 Household type in Central Highlands and Tasmania in 2006 Central Highlands Tasmania Couple family with no children 295 30% 51,345 27% Couple family with children 233 24% 53,064 28% One parent family 82 8% 21,055 11% Other family 4 >1% 1,743 >1% Lone person household 262 26% 48,925 26% Group household 11 1% 5,771 3% Other household( c) 104 10.5% 7,164 3.8% Total 991 189,067 Source: ABS Census 2006

3.2. Education

The number of those attending an educational institution in Central Highlands in 2006 was 599, a decrease from 624 in 1996, as shown in table 2. The number and proportion attending pre-school has decreased from 35 in 1996 to just 8 in 2006. A similar pattern can be observed in the number and proportion attending a secondary school. Post secondary attendance at TAFE fell between 1996 and 2001 but recovered and rose in 2006.

Table 2 Type of institution attending in Central Highlands in 1996, 2001, 2006

Central Highlands 1996 2001 2006 Persons Percentage Persons Percentage Persons Percentage

Pre-school 35 6% 31 5% 8 1% Infants/Primary: 260 42% 227 40% 196 33% Secondary: 114 18% 100 18% 90 15% Technical or Further Educational 40 6% 32 6% 65 11% Institution(a): University or other tertiary 14 2% 18 3% 19 3% Institution: Other type of Educational Institution: 6 1% 16 3% 10 2%

Type of educational institution not 136 22% 131 23% 191 32% stated Overseas visitors 13 2% 3 >1% - -

Total 624 564 599 (a) Includes 'Technical and Further Educational Institution (including TAFE colleges)'. Source: ABS Census 1996, 2001, 2006

3.3. Country of birth

Most of the population of Central Highlands were born in Australia (1,959) compared with a slightly more diverse population in Tasmania as a whole (391,202 born in Australia). The only other significant birth place is the United Kingdom, which accounts for 3% of the Central Highlands population and 5% in Tasmania.

3.4. Conclusions

The total population could potentially triple over some weekends and at holiday periods due to an influx of owners of holiday homes (shacks). Most of the households are couples, either with children or without. Most of the dwellings are separate houses, the proportion of which is also growing, and most dwellings are either owned or being purchased. Of those attending an education institution, most are in a primary school, although this data is relatively unreliable due to a response rate of less than 70%. The majority of Central Highlands’ residents left school at Year 10 or below. An overwhelming majority of residents were born in Australia and as expected therefore only speak English at home.

3.5. Economic Profile

The following section explores the economic conditions in the Central Highlands LGA compared with Tasmania as a whole. This includes employment by industry, occupation, labour force status, unemployment levels and incomes. It also includes regional agricultural data.

3.5.1. Employment

There is a significant difference in the occupation profile of Central Highlands and Tasmania. Whilst the percentage of managers in the Central Highlands LGA was over 27% in 2006, an increase from 25% in 1996, the proportion in Tasmania decreased from 14% in 1996 to only 13% in 2006. To a large extent this reflects the extent of farming in the Central Highlands as farmers are classified as ‘managers’.

Due to the importance of agriculture to the region it is worth noting that there are significant skill shortages in the industry across Tasmania (see Appendix B for details).

Similarly, the tourism industry (which, as noted above, is of growing importance to Central Highlands) is also experiencing skill shortages. Key shortages are listed at Appendix B.

There have not been any specific programs outlined to address the tourism and hospitality industry skills shortage. However, there are general policies that aim to address the Tasmanian skill shortage. The Industry Development Plan is one such policy, which aims to attract, build and retain the skilled labour force through the following policy documents: State of Learning; Response to Competition Index initiatives; Fast Track Skills. There also exists an E-learning program which provides flexible learning for VET clients throughout Tasmania. Tasmania’s Vocational Education and Training Plan 2006-2008 also outlines several programs to address skills shortages. For example, the Skills for Growth budget proposal of 2006 to provide $12.6 million over 4 years to address the problem through:

-supporting Enterprise Development (subsidised training provided by TAFE Tasmania);

-skills Direct (short training programs); and

-establishing stronger links between the education and training sectors and between education and working for both mature aged students and those straight out of school.

3.5.2. Labour Market

From the 2006 Census, of the 1,827 people of working age living in Central Highlands, slightly less than 50% are in the labour force. Some 48% or 853 people are employed whilst 3% or 59 people are unemployed. Conversely, in Tasmania as a whole, 57% are in the labour force, a considerably greater proportion than in Central Highlands, though Tasmania has a higher (4%) unemployment level.

3.5.3. Income

In 2006, over 66% of the population of Central Highlands earned between $150 and 599 a week – which is consistent with the Tasmanian statistics. The median weekly income in the Central Highlands was between $250-$399, compared with $400-$599 per week for the rest of Tasmania. Further, almost 17% of residents of the Central Highlands earned less than $150, compared with only 13% in Tasmania. Some 6% of Tasmanians earn over $1,300 per week, as opposed to only 3.2% in Central Highlands.

3.5.4. Central Highlands Journey to Work

A higher number of employed people live in the Central Highlands (851) than the employment available (641) in the region. Some 60% of Central Highlands employed residents work in the municipality. A further 22% work in the municipalities to the south including Derwent Valley, Glenorchy and in Hobart.

3.5.5. Agriculture

The region produces a range of pasture and broadacre crops including wheat, oats and barley, hay and silage, non cereal crops including legumes, field beans and lupins, canola, poppies and peppermint. At different times other niche crops may be grown. The production of Poppies has been indicated as a potential growth opportunity. From the Agricultural Census the region included just over 750 ha of poppies over 20 establishments (some 10% of the area producing poppies in Tasmania and just over 4% of the establishments).

3.6. Conclusions

In the Central Highlands LGA in 2006, less than 50% of the population were in the labour force, and about 3% were unemployed. Half of those employed are managers and labourers and almost 40% are employed in the agriculture, forestry and fishing industry.

The median income of Central Highlands residents is lower than the Tasmanian median income.

Some 850 residents of the Central Highlands indicated that they were in employment with 511 employed in the municipality. The remainder work in a variety of locations in Tasmania with a small number (15) indicating that they work outside Tasmania in the rest of Australia. The majority of employed residents who work outside the municipality, work in the municipalities towards and in Greater Hobart (at least 192). The data indicate that at the time of the census 130 jobs in the Central Highlands were filled by non residents with some 73 filled by residents of the municipalities towards and in Greater Hobart.

The Central Highlands supports a large and diverse agricultural sector with a range of broadacre cereal crops, non cereal oilseeds production, a range of other broadacre crops including poppies, a significant livestock sector including meat and milk production with over 15% of the State’s sheep and lambs, and a growing horticulture sector including stone fruits, berries, grapes and cut flowers.

The Central Highlands supports both dryland and irrigation agricultural production with a number of currently small scale, emerging or ephemeral activities with potential to grow with access to additional and more secure water.

3.7. Tourism Profile

The Central Highlands region, like its diverse landscape, consists of a variety of different tourism experiences. The Bothwell region, which has recently associated itself with a ‘Highlands Theme’, includes a significant number of attractive sandstone heritage buildings. Rather like the midlands, the township is surrounded by grazing farmland and has a distinct rural ambience.

Bothwell remains an important stopping point for fishermen and hunters who can collect supplies before visiting the Great Lakes region to the north. Visitors to Bothwell can visit and play Australia’s oldest golf course, Ratho, visit the renowned golfing museum and visitor centre within the township, wander through the heritage listed township and visit the local shops.

A recent streetscape plan was prepared by Inspiring Place1 which suggested a range of beautification projects which could capitalise on the history of the township and the location of the Golfing Museum.

Given the historic position of golf in Bothwell and the proposed development of the Ratho Golf Course to provide accommodation, dining and interpretation as well as its unique golfing experience, the proposed development of the Central Highlands tourism precinct at Bothwell offers a key opportunity for the region. As such, the findings of this report support the development of the business case for the two development options proposed in the Inspiring Places report and subsequent implementation of the best option.

3.7.1. Tourism Management/Marketing Plans for the Region

At the time of writing this report, with the exception of the Rivers Run Touring Route Association and the Bothwell Tourism Association, there are no formalised systems for managing or marketing tourism specifically within the Central Highland Region. The Department of Sport and Recreation has recently developed a Central Highlands Municipality Sport and Recreation Plan, which addresses recreation needs and was formally endorsed by council in 2007. However, this does not address tourism specifically.

1 Highlands Heritage and Tourism Centre Plan, Inspiring Place P/L, August 2007

3.7.2. Regional Marketing by Tourism Tasmania

Tourism Tasmania has recently released a new marketing approach for the state of Tasmania. Instead of marketing the State as single destination, the State has been divided into five Zone Marketing Groups and will be marketed accordingly. Operators and local government may choose which zone marketing groups they choose to belong to. This will be particularly pertinent to operators who are located on the boundaries of the new zones as it will be possible for them to participate in campaigns across two zones should they believe it to be appropriate. For local councils whose boundaries reach across one or more zones (such as the Central Highlands Council which is within both the “Western Wilderness” and the “Hobart & Surrounds” Zones) it will be possible to direct their funding to more than one campaign zone.

3.7.3. Marketing through Touring Routes

Prior to the development of the Zone Marketing Groups, the designation of touring routes was one of the major ways in which the state was divided and marketed. The majority of the Central Highlands Council region is part of ‘The Rivers Run Touring Route’ (incorporating Hamilton, Ouse, Derwent Bridge, Wayatinah, the Tyenna Valley, Ellendale, Fentonbury and Bothwell). The Great Lakes region is not represented within any of the major touring routes in Tasmania.

The recent release of the five Zone Marketing Groups will impact on the operational of the Tasmanian Touring Routes. According to Tourism Tasmania, Zone Marketing Groups will consider the touring routes as they plan their marketing and promotions but their continuation will depend on discussion between those operators and local governments who support them. Moreover, their success and return on marketing dollars invested will be continually monitored. They will be considered to be useful tools to educate consumers as to how they can travel around the State but not be significant holiday drives in themselves.

The Rivers Run Touring group has received approximately 15% of its funding from the Central Highlands Council and is considered to be an active tourism association.

3.7.4. Tourism Associations

In addition to the Rivers Run Touring Route Association, there is also an active Bothwell Tourism Association within the Central Highlands Region. This association, whose mandate is to represent the entire Central Highlands region but is primarily focussed on Bothwell, has been instrumental in a variety of projects in the Bothwell region, such as maps of the region, the refurbishment of the Golf Museum and town beautification projects such as tartan street signs within Bothwell.

3.7.5. Tourism data

The number of visitors to Bothwell peaked in the year between October 2004 and September 2005 at 3,982 visitors and most recently, between October 2006 and September 2007 the number of visitors was 2,900. The total number of visitors to the southern region was the same in the two most recent years, at 138,100 visitors. There are, therefore, a great number of visitors in the Central Highlands region that are not staying overnight in Bothwell.

Table 3 Number of visitors that stay overnight between 2001 and 2007

Oct 01-Sept 02 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05-Sept 06 Oct 06 - Sept 07 Bothwell 1004 1786 2161 3982 2800 2,900 Derwent Bridge 1200 12,000 Total Southern 138,500 161,300 137,000 138,100 138,100 Source: Tourism Tasmania

Figure 3 displays the number of visitors which passed through Bothwell, Derwent Bridge and the total southern region. The number of people to pass through Bothwell has increased considerably from 2001 to 2007, when 23,800 people passed through. The data for Derwent Bridge across the same time scale is not comparable, however, in 2007, significantly more people (64,700) drove through the area than drove through Bothwell.

Figure 2 Number of visitors just passing through between 2001 and 2007

70000 Bothwell

Derwent Bridge (from July 2006)* (data 60000 doesn’t make sense) Total Southern

50000

40000

30000

20000

10000

0 Oct 01-Sept 02 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05- Sept 06 Oct 06 - Sept 07

Source: Tourism Tasmania

The number of visitors who stopped in Bothwell, Derwent Bridge and the total southern region is presented in figure 3.

Figure 3 Number of visitors that stopped and looked around but did not stay overnight between 2001 and 2007

250000 Bothwell Derwent Bridge Total Southern

200000

150000

100000

50000

0 Oct 01-Sept 02 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05-Sept 06 Oct 06 - Sept 07

Source: Tourism Tasmania

Figure 4 presents the average number of nights that an overnights visitor spends in the three localities. The average number of nights spent in Bothwell has dropped by 50% from the year ending September 2006 to year ending 2007: visitors are only spending 1.4 nights there. Visitors, on average, spend 1.4 nights in Derwent Bridge also. In the total Southern region, visitors are more inclined to stay longer (perhaps in multiple locations): the average length of stay in 2007 was 3.3 nights.

Figure 4 Average number of nights spent in each destination between 2002 and 2007

3.5 Bothwell Derwent Bridge 3 Total Southern

2.5

1.5

0.5

0 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05-Sept 06 Oct 06 - Sept 07

Source: Tourism Tasmania

3.7.6. Conclusions

A very large number of visitors passed through the Central Highlands and did not even stop for a day trip (some 24,000 through Bothwell in 2006-07 and nearly 65,000 through Derwent Bridge) and while a large number did stop to visit (nearly 16,000 in Bothwell and just over 53,000 in Derwent Bridge) less than 10% stayed overnight (7% in Bothwell and 9% in Derwent Bridge). These data suggest that there is a considerable potential to increase the yield from tourism in the Central Highlands if travellers can be persuaded to stop for a visit as they pass through or stay longer, particularly staying overnight.

4. The Community View

This chapter discusses the findings from the community consultation and the submissions made by community members. It discusses the issues and opportunities raised by the key regional sectors of agriculture, tourism and community services. It notes the development of the region’s perceived strengths, weaknesses, opportunities and threats. It also sets out a number of common issues and themes put forward by the community.

4.1. Current economic and tourism situation

This section sets out the current economic and tourism situation as indicated from the community consultation as such it expands the information set out in Chapter 3.

4.1.1. Economic

The key industries in the Central Highlands by employment are agriculture, forestry and fishing (40%), tourism (12%) and public administration and community services (17%) including education (5%), health care and social assistance (5%) and public administration and safety (8%). The retail and wholesale sectors (5 %) and construction (6%) are also key sectors. Significant parts of the retail trade are likely to service the tourism sector and would benefit from initiatives designed to expand visitor numbers.

The community’s views are discussed by the following industry sector:

agriculture

forestry and fishing

public administration

community services

tourism 4.1.1.1. Agriculture, forestry and fishing

The agricultural industry follows the two key river valleys of the Derwent and the Clyde and the hills on either side. Traditionally the Clyde catchment area was a grazing area with sheep and cattle on the hills with cropping along the river. With access to irrigation water there has been a move towards more cropping in the valley with irrigated poppies, cereal crops, fodder and small seed crops. There is also a successful tulip farm. Other cash crops have been and are grown but are dependent on access to secure water sources.

There was a successful sheep dairy which is currently closed because of lack of reliable access to the necessary water. The owner still operates a successful goats’ cheese manufacturing facility based on goats’ milk purchased from Lilydale in North Eastern Tasmania.

Grazing in the Clyde area includes production of prime lamb, beef and wool.

The Derwent Valley includes 13 dairy farms producing on average some 6-7000 litres per day. This number of farms is more than twice the number of establishments recorded in the Agricultural Census discussed in the previous chapter. The number of farms has reduced over time with the remaining farms having larger herd sizes. Establishment of a new farm requires a $2.5-3 million investment.

The region has one reasonably large berry producer with some 80 tonnes of blackcurrant production, an emerging production capacity in stone fruit including cherries and olives and a developing potential for grapes. In addition there is one large nursery and a cut flower operation. Again as noted in the community consultation, with secure water and the right blocks in terms of size, soil and access the horticultural sector offers growth opportunities. The consultation suggested that 5-20 acre blocks or say up to 10 ha blocks can be an appropriate size for family run commercial operations and for a lifestyle operations that provide a sound top up for off farm income or retirement superannuation. It was noted that 4 ha of cherries/berries can provide a good living. Ten ha seems broadly in line with the average area used for fruit and berry production in Tasmania from the Agricultural Census data above.

There was a suggestion that the Central Highlands could develop as a broader food bowl region with access to secure water. Without secure irrigation, opportunities for the future would be for the region to continue grazing with a potential rationalisation of properties into fewer larger units.

There were mixed messages in relation to the efficient use of water with some farmers suggesting that water was used as efficiently as possible while others suggested there was still scope to improve water use.

There were concerns that water will become more expensive which will encourage more efficient water use. It was also noted that more intensive agricultural uses can carry higher water costs economically. One of the reasons for introducing water trading is to provide a mechanism that allows water to be transferred from low value uses to higher value uses.

Opportunities The consultation noted that there is significant potential for increasing the arable land in the Clyde Valley with secure access to water. It was also noted that this and similar access in the Derwent Valley offers a number of development opportunities including:

Increased poppy production. Securing and meeting contracts means secure access to water

Expansion of tulip and possibly other cut flower production: this also offers a potential seasonal tourism opportunity with visitors able to look at the fields of different colour tulips and potentially purchase bulbs. There may be additional opportunities by growing other varieties of flowers at other times of the year and possibly through linking with RTBG and promoting the region through its annual tulip festival

Increased production of small seed crops

Ability to reopen an expanded sheep milk dairy and cheese making – it was suggested that demand could be developed to justify a 2,000 head dairy with strong export orders

Potential to produce more vegetables and tomatoes

Possible additional aquaculture opportunities to produce seed stock for trout and salmon

New dairies in the Derwent Valley

Sub division for rural living blocks and for more intensive agriculture-smallest agricultural sub division allowed is 20ha (50 acres). However, smaller but commercial sized blocks may be allowable under rural residential zoning

Potential to produce more cherries and possibly other stone fruit and grapes

Potential to produce a range of berries – note above that 4 ha of cherries/berries can provide a good living

Potential for farm tourism including farm stay, open farm operations where visitors can visit a dairy for milking, watch sheep shearing or pick your own berry/cherry operations

Government support for water meters and cost of installation to encourage efficient use

Consideration of water management processes that managed catchments and water allocations based on the total net community benefit generated

Development of regional agricultural statistics to support the case for more secure water allocations

Appointment of an economic development officer

Agricultural opportunities that have been suggested and tried in other areas which were not mentioned but could be considered include: ¾ The development of a regional brand such as Central Highlands prime lamb although this could cut across the broader Tasmanian food branding. King Island has developed a very successful regional brand ¾ Direct marketing of produce by mail order or the development of a regional farmers’ market. That is either packing high quality product for despatch to a national market or supporting a regional market that provides high quality local produce to customers

attracted to the region. The proximity to Hobart could support a regional market making it an attractive half day or day trip destination ¾ Climate change adaptation initiatives.

Constraints The constraints vary across the municipality, in the Clyde Valley the key constraint is limitations in water supply. The proposed implementation of the Shannon project which is designed to provide an additional 5000ML per annum to the Clyde Valley will provide additional security. The unbundling of water rights from individual properties allowing water to be traded both temporarily and permanently also provides flexibility, encourages water to move to the highest value product, encourages efficient use of water and hence overall tends to increase security for efficient farmers. The Government provides support to improve the use and management of water for efficient farm management through its SMART farming initiatives.

While water security is also an issue in the Derwent Valley it does not appear to be as critical as in the Clyde Valley.

The Clyde Valley traditionally has a relatively short growing season which is also a constraint on expanding more intensive cropping activity. There is also a risk of frost which could be an issue if the horticulture sector expands. However, the consultation noted that the climate seemed to be getting milder with fewer frosts than in the past and with year round grazing in higher areas. If this is a result of climate change this could improve the prospects for expanding the range and value of produce produced in the region subject to secure access to water.

Land was noted as being overpriced. However, it was also noted that when land was up for sale it was often purchased by a neighbour.

Access to skilled labour was also noted as a potential constraint although this view was not held by all people consulted. These concerns were higher in the Clyde Valley which is, or is felt to be, a little isolated and more difficult to get to than the Derwent Valley side of the municipality. It was also suggested that accommodation was limited for both permanent and contact labour. The Nant Whiskey Distillery had to find a house for their key person.

There were also concerns about difficulties in access to general labour such as fruit pickers and the labourers employed for picking cut flowers in season including their ability to get transport to the region and again temporary accommodation. However, again other views suggested that it was not difficult to get fruit pickers.

There were a number of suggestions for mitigating any potential difficulties including increased mechanisation of agricultural activities that reduced the required labour. Some very specific issues were mentioned such as a difficulty in recruiting a cheese maker but while there appear to be some

28 shortages of specialists, in general the agricultural sector in the region does not appear to have had a major labour shortage to date. This said, further development in the sector and the expansion of the more intensive agriculture and horticulture sectors may result in shortages.

Access to skilled labour appears to be more difficult and shortages of labour may occur in the other regional industry sectors.

Concerns about the regional roads were raised in all the community forums including the unsealed sections of road on the Lake Highway and the Marlborough Highway and safety concerns related to sections of the Lyell Highway. However, these relate more to tourist and community use.

4.1.2. Tourism

4.1.2.1. Stakeholder Perspectives

Consultations were held with 47 individuals involved or interested in tourism in the Central Highlands Council (CHC) region. Most meetings were held face to face with individuals, with the exception of two workshops, which were held in Bothwell and Ouse where 2 and 15 people attended, respectively. Five written submissions were also received through the public consultation process, pertaining to tourism.

Overall it was found that stakeholders from similar sectors of tourism and regions held relatively similar perspectives. Consequently their views will be discussed according to tourism industry group and by region where necessary.

Tourism Operators and Citizens with an Interest in Tourism-Bothwell, Great Lakes Region Key concerns included a desire to attract greater visitor numbers to Bothwell, particularly given that the Tourism Tasmania figures suggest that a far greater number of people pass through than stop in Bothwell.

It was felt that, in terms of tourism, Bothwell is a fairly cohesive town, more so than other towns in the CHC, such as Hamilton which was regarded as not being cohesive, and Miena which was considered to be not particularly interested in tourism. Some tensions between Hamilton and Bothwell were noted. This is evident through the visitors’ centres which do not have formal relationships to refer travellers between townships. Despite this, several stakeholders expressed a strong desire to receive more travellers from the Heritage and Lyell Highways.

Bothwell has branded itself as the Gateway to the Highlands, therefore some were not happy with being placed in Tourism Tasmania’s marketing region called the “Western Wilderness”, although it was noted that this marketing region may be good to increase access and interest in the region.

Suggestions for improvements to Bothwell included:

New eating places - e.g. a good restaurant, as currently pub meals are only available on Wednesdays, Fridays and Saturdays

Introduce more events with a Highlands Theme and to build upon current attempts to theme the town

Improve and promote the caravan park as it is currently located behind the public toilets and museum on a gravel car park, therefore is not aesthetically pleasing. The black water disposal unit is also in an awkward position and hard to access for larger vehicles

Develop the Young Irelanders’ Plays, which remain a concept at this stage, but would involve plays in different midlands locations, where the story of rebels who were transported to Tasmania would be told

Introduce more tourism product in the region. One stakeholder suggested a Highland Theme Shop would provide travellers with a reason to stop and experience different aspects of the Highlands. This could include products from the Thorpe Cheese Factory, the Distillery and other food, wine and craft attractions in the region. This would capitalise on recent research done by Tourism Tasmania through their Perceptions Study, which illustrated a strong desire by visitors to purchase local goods

As Bothwell was a seminal town following European settlement, some stakeholders mentioned the possibility that it could build upon its reputation as a place where people can go to search for their ancestors. A similar development has occurred in New South Wales, at the Kiama Family History Centre

Seal the Lake and Marlborough Highways which would allow, and encourage, many more Fly- Drive tourists to travel through the region. There is significant optimism for Bothwell, given the imminent opening of the Nant Distillery, the Priory and the planning work done by Inspiring Place for Bothwell’s streetscape. Residents frequently mentioned they did not want to become a Richmond or Ross, which they perceived as being bought out by “mainlanders” and whose benefits to the local community were consequently minimised. They did, however, want to significantly increase tourism in the region.

Several stakeholders expressed a desire for more support for tourism from the Council. The need for a dedicated tourism officer was raised on several occasions.

It was suggested by some operators that the development of the Nant Distillery and Priory will likely attract a style of visitor not previously experienced in the region before. This style of visitor would be wealthy, well travelled and will desire a high level of service. Therefore some training may be needed to be able to cater to their specific needs whilst in the region.

Stakeholders living in or owning shacks in the Great Lakes region expressed a desire for more businesses to be encouraged to develop in the Great Lakes region, such as accommodation houses,

30 food venues and tourism attractions. It was suggested that a Great Lakes Development and Information Centre could be developed to facilitate these forms of development and encourage visitors to stop.

Tourism Operators- Tarraleah/ Ouse/Hamilton/ Derwent Bridge/Westerway

Operators along the Lyell Highway had location specific and also generic Lyell- Highway concerns regarding tourism. Near Derwent Bridge, there was concern regarding the lack of council facilities, including no public toilets, picnic facilities or rubbish removal. Operators were concerned that they had to pay for the removal of rubbish. Some operators suggested that the larger business should be contributing more to the rubbish removal as they attract a larger percentage of visitors.

A lack of camping/caravanning infrastructure was also noted along with the need for a camping/caravanning strategy which would incorporate both free and paid experiences throughout the CHC. There was debate over whether free camping should be allowed by some operators, who felt it detracted from the commercial caravan parks. Others believed the economic benefits of having caravans stay overnight in the towns generated tourism revenue for the CHC, albeit it in a different form.

Towns along the Lyell Highway appeared to have a good working relationship with each other; however it was evident at meetings that within townships such as Hamilton, there was a significant lack of cohesion amongst operators.

Opportunities for improvements in Hamilton included:

Need for a hotel which is open 7 days per week, which offers evening meals (currently not enough offering)

The opportunity to develop the convict burial grounds at St Peters Church

Improvements to the walking pathway along the Clyde River. There was also concern about the signage configuration at Gretna where the cluster of signs was considered to be overly confusing.

The need for an economic development officer to assist larger operators in breaking into tour trip companies was also noted by operators in this region. It was suggested that the role of the economic development officer could be to help further develop local tourism associations such as the Rivers Run and forge stronger relationships between them and the CHC and neighbouring municipalities, such as the West Coast Council. This would enhance referrals for overnight stays and day trips. The officer could also provide business development support to new and existing operators. It was suggested that if the economic development officer had authority from the council and worked within a framework, they would not have to continually seek approval.

Again, a strong desire to seal the Lake and Marlborough Highways was expressed. There was concern that these roads are particularly unsafe for international tourists who are not familiar with gravel roads. If the roads were sealed, it was felt that many more visitors would use the area, as some hire car agreements prevent vehicles from travelling on un-sealed roads.

There was also a desire for Council to support research in order to understand visitor numbers to the region. It was noted that the Tourism Tasmania data is unable to provide the level of detail needed by many of the regional operators. In particular, there was a strong desire for research which would understand what visitors to the region seek. There was also a desire to understand the revenue which is generated from Lake usage, such as Lake Meadowbank.

It was suggested that Council should be actively involved in encouraging day trip tourism through its website and other promotional material such as a marketing strategy and brochure on the region. The need for a visitor centre at Derwent Bridge was also suggested, given that the majority of visitors travel in an anti-clockwise direction. It was suggested by some operators that the Rivers Run suffers from stigma from the West Coast tourism industry, who believe there are few attractions in the region.

Some of the larger operators expressed a strong concern regarding the level of skills in the region. Difficulty was experienced by these operators in attracting skilled staff and also sourcing them from within the CHC. A desire for increased training opportunities such as outreach courses run by TAFE for locals was suggested as a possible solution.

Several larger operators talked of the difficulties and long, unknown time frames involved with the planning process surrounding new tourism developments. In particular, the long time frame involved with the Resource Planning and Development Commission was mentioned. A suggested solution was that any new developers to the region, or ones intending to expand, should be given time frames, which would give investors some sense of security in the process.

Like Bothwell, there was a strong desire for improvements to the Ouse streetscape, as a means to attract more stopovers. It was suggested that grants could be gained and that towns use Ross, Richmond and Oatlands as their inspiration for change. Suggestions for simple improvements such as village greens and picnic areas were also tabled.

Suggestions for an annual regional festival were made, including ideas such as an annual Cherry and Berry Festival.

Finally, further development of the Tasmanian Trail in the Lyell Highway region was mentioned by some commercial operators, as it is regarded as being under-utilised in its current state.

Commercial Hunting Stakeholders

The relative importance of hunting has increased in the CHC, since the decline of fishing has occurred. A shop now caters to the needs of hunters in Bothwell and once a year an event which attracts up to 360 people is held in Bothwell, where hunters receive prizes for game they have caught.

Those involved in hunting were very keen for the council to continue to allow this activity to occur, particularly as hunters are thought to spend more money than fishermen in the Bothwell region.

Within the region, hunting occurs on private properties, in state forest and in conservation areas. The region is well known for deer hunting but wallabies are also hunted on private properties as part of the game agreements that hunters may enter into with private farmers. It was reported that some hunters pay up to and beyond $1,000 to have access to private land, whereas the cost to hunt in state forest is minimal ($11 plus a $50 Game Management Licence from DPIWE). In 2007, approximately 3,800 deer licences were granted, plus 8,000 Crop Protection Units, which are administered by the Parks and Wildlife Service and allow farmers to shoot protected game. Many hunters also fish in the hunting off-season. The average age of hunters was thought to be around 53 years of age.

The hunting season in the Central Highlands is very short compared with Victoria and male deer with antlers may only be hunted during March. During May and June, male deer without antlers and female deer may be hunted and following this, from early July until the end of October, hunting may only be done where a Crop Protection Unit is in place and then it is very rare to be able to catch a male with antlers. No hunting is allowed between October and the start of March.

Stakeholders differed in their opinions on the potential for commercial hunting. Although commercial hunt does exist in the Central Highlands region, its potential for further growth was contentious, given the short season. It was suggested that one way to alleviate the short season would be develop a commercial lodge which would cater for hunters and fishermen. Forestry Tasmania stated they would support the development of such a lodge on their land, in the Great Lakes, Meadowbank, or Arthurs Lake region.

An issue raised by the hunting fraternity was the management of the Big Den State Forest by Forestry Tasmania, which is used by 300-400 hunters per year. Access to this land is becoming difficult, as some is privately owned and hunters are concerned about the restriction of public access. There was also concern among some hunters that the leasing of land by Forestry Tasmania to individuals and clubs would ultimately restrict access and cause it to become exclusive.

Finally, hunting lobby groups expressed a desire to buy or lease land and develop a target range complex near Bothwell. There was concern that the potential economic impacts of having this

33 facility and its ability to attract National and State Championships, has not yet been recognised by the council.

Regulatory Bodies and Land Managers

Recently, a discussion paper titled Camping in the Central Highlands was developed by a newly formed Recreation Lakes Committee. This includes members from the Hydro, Department of Sport and Recreation, Inland Fisheries Service, Marine and Safety Tasmania, the Anglers Alliance of Tasmania, Tourism Tasmania, Parks and Wildlife Service and the Central Highlands Council. The discussion paper is intended to motivate discussion and ultimately solutions to the on-going management of camp grounds through collaborative arrangements in the Upper Derwent and Central Plateau region. Key issues addressed in the paper included: Camper waste management; inappropriate and irresponsible fires; infrastructure development, design, maintenance and management; signage- interpretational and directional; on-going resources and funding; and environmental, natural resource and cultural values management. A prioritised approach to campground management was suggested and several sites were highlighted including: Dee Lagoon; Brady’s Lake; Bronte lagoon; Lake Binney; and Tungatinah Lagoon; Jonah and Pump House Bay.

Hydro expressed a desire for a closer worker relationship between the Council and Hydro in order to manage the rubbish at Brady’s Lake. A desire to increase the multiple use opportunities at Brady’s Lake, was also suggested by a Hydro representative, for activities such as sailing, cycling, and fishing.

In June 2007, the CHC endorsed the Department of Sport and Recreation’s Central Highlands Municipality Sport and Recreation Plan, which outlined key decision areas including:

Building operational structures and systems in the Central Highlands

Building operational processes and policies in the Council and wider community

Maintaining, upgrading and redeveloping existing sporting and recreation facilities/environments

Maintaining and upgrading existing and developing new sport and recreation programs

Upgrading existing and developing new recreation services (this included recreational trails especially the Tasmania Trail, and addressing community transport needs)

Developing new recreation facilities and environments- this included a recommendation to maximise the angling, hunting and shack/touring opportunities emerging for the municipality The Department of Sport and Recreation expressed a desire for the plan to be recognised in this report.

Fishing Sector

Fishing is arguably the tourism activity for which the Central Highlands LGA is most well known. Current estimates are that the 20,000 interstate visitors who visit Tasmania to fish for trout contribute approximately $40 million to the regional economy. This figure does not include intrastate visitors and would be significantly higher if it did. The industry has however, been subjected to major threats over the past ten years, following the introduction of Carp and more recently, the lack of rainfall in the region. Two lakes in particular, Lake Sorell and Lake Crescent (which is a RAMSAR site and home to one of the twelve threatened species of Galaxiidae) have suffered badly from drought and Carp. Once renowned for its brown trout and gaining popularity as a fly fishing destination, Lake Crescent was closed following the discovery of European Carp in 1995. Lake Sorell, known as one of the best brown trout fisheries in the world, was also closed during this time for the same reason. Before their closure, up to 30,000 anglers used each of these lakes every year. Today, Lake Crescent is open but is experiencing great amounts of turbidity and Lake Sorell is currently closed. Other Lakes are being used, including Arthurs Lake (where approximately 10,000 anglers fish), Woods Lake (approx 3,000 anglers) and Great Lake (approximately 5-6,000anglers).

One of the major concerns of the inland fishing sector is the current management of these lakes, as water from these lakes is also used for irrigation. Anglers are deeply concerned that the use of irrigation is adversely impacting on fish stocks and, hence, seek to reach a solution whereby a balance between recreational opportunities and the demands of agriculture is achieved. The maintenance of minimal levels to provide sustainable environments, safe access to and fishing on the lakes was raised repeatedly as a key issue.

A recent Tasmanian Sport Fishing Tourism Development and Marketing Plan has been developed, which outlines the key concerns and future plan for angling in the state. The Plan is outlined in three stages and includes three phases:

1. Access including interpretation and information 2. A recreational fisheries development plan which is focussed on sustainable management 3. A marketing plan.

The plan, which is now being implemented, suggested that there are 90,000 interstate people who have a propensity to fish and leave home 5-6 times per year, thus giving Tasmania significant opportunities to re-establish itself as a “must-fish” destination. However, anglers are concerned that this will not succeed if the water resources are not managed sustainably and if stealth or ribbon development in the Great Lake region occurs.

There was a strong desire by anglers to capitalise on the potential markets and also to take a holistic approach. Specifically they expressed a desire to encourage a wide range of anglers- intrastate, interstate, dedicated anglers who may fish alone or with a guide and those who fish when on holiday but do not holiday with fishing as a primary activity. Marketing strategies for these markets are discussed in detail in the Tasmanian Sport Fishing Tourism Development and Marketing Plan.

In addition to the Tasmanian Sport Fishing Tourism Development and Marketing Plan, the Inland Fisheries Service has developed a Draft Fishery Management Plan for 2007-2027, which is supportive of the aforementioned plan and seeks to promote the CHC region broadly as a wild fishery, to those in Tasmania, NSW and Victoria and also to international visitors.

The ongoing management of camping and rubbish management and the desire for a coordinated approach was also of concern to fishing stakeholders.

Non Commercial Tourism Proponents

The Tasmanian Trail runs through the CHC and has recently undergone a strategic assessment. It has been recognised that whilst anecdotal evidence suggests 30,000 people use the trail in its northern region, the numbers using the trail in the CHC are only in the hundreds. The strength of the trail’s potential lies in its multi-use function and there are plans for re-routing which will take the trail through more experience-orientated locations. Bothwell has been identified as a potential entry hub for the trail and there are also plans to re-route the trail off major roads. In order for this to happen, interested stakeholders suggested that the trail needs to have improved access and signage, as well as a more visible presence and facilities and better supporting infrastructure such as web sites and relationships with Visitor Information Centres. The latter will mean trail users can easily find accommodation and food. There was also the suggestion that relationships with access centres would also allow users to access the internet etc. Trail managers are very keen to develop good relationships with the councils through which the trail passes. One written submission to the Council suggested that the trail could have a loop along the shores of Lake Meadowbank, or another trail be developed in the region to encourage soft adventure.

In addition to the Tasmania Trail, one written submission proposed a new walking track, which would begin at Lake Ball, adjacent to the Walls of Jerusalem, and continue through to Lake St Clair and the new Pump House Point development. The potential for this track to alleviate pressure on the Overland Track has been suggested, as well as its potential in light of the proposed Pump House Point development.

The following opportunities and issues have arisen from stakeholder consultation and research pertaining to the future economic development of tourism and recreation in the Central Highlands Council.

Opportunities

Increased Council resources to support tourism development and promotion

New eating places particularly different types including a good restaurant in Bothwell and good coffee places across the region

An integrated events calendar including more events. These could include an event with a Highlands Theme for Bothwell and possibly a cherry and berry festival in the Derwent Valley

Improve and promote the caravan park

More product in the region including possibly: ¾ A Highland Theme Shop stocking local goods ¾ Sale of local produce

Provision of a genealogy service

Sealing of the Lake and Marlborough Highways to provide a regional loop

A Great Lakes Development and Information Centre

Development of a regional customer service program to ensure an appropriate quality of service for different market segments including a consistent base level including: ¾ Training ¾ An integrated research program including visitor surveys and customer satisfaction surveys ¾ Mystery customer program

Additional places and reasons for visitors to stop including:

Picnic areas with public toilets and rubbish bins

Short walks including: ¾ Short bush walks with clear paths and signage as necessary. The Tarraleah walk is a good example ¾ Heritage walks with good interpretive signage at Bothwell and Hamilton

Increased camping and caravanning infrastructure

Establishment of a Visitor Information Centre (VIC) at Derwent Bridge

Improved linkages and cooperation between the Central Highlands VICs

Further development and promotion of the Tasmanian Trail within the Central Highlands region

Promote the region as a ‘Multi Use Destination’ with emphasis on fishing

Development of a joint hunting/fishing lodge

Development of a target range near Bothwell as a venue for regional and visiting hunters and shooters but also as a potential venue for Tasmanian, national and international events/competitions

Shack touring

A range of new sports and recreational facilities including possible outdoor education camps and corporate outward bound type centres.

Constraints

Limited Council involvement in tourism

Limited camping and caravanning infrastructure

Limited Council resources to support tourism

Scope to improve the Towns’ streetscapes

Limited attractive stopping places with range of facilities needed by tourists including toilets and picnic areas

Waste management for tourists

Gaps in regional marketing and promotion

Addressing key fishing issues of potential over use of water resources and elimination or reduction of carp

Key tourist linkages with unsealed roads (Lake Highway and Marlborough Highway). This reduces accessibility to the region and also create a regional loop route for day and overnight visitors

Labour and skills shortage in the region

Limitations in the data available on tourism to and in the Central Highlands to support sound planning and operations

Inconsistency of regional branding

Concern as to whether increased tourism will change the region and/or have detrimental environmental effects. 4.2. Social/community

Central Highlands includes eight towns and smaller urban centres with permanent residents ranging in population from some 90 residents at Wayatinah to 450 at Bothwell. The holiday areas of Derwent Bridge and Miena/Great Lakes have smaller permanent populations but are extended by weekend and holiday visitors. Gretna (105), Hamilton (190), Ellendale/Fenton/Westerway (260) and Ouse (275) fit in between.

The region offers a range of community services including education, health, sport and recreation, churches, halls and meeting places and retail and hospitality outlets. These are published in the Council’s new resident’s kit.

The educational facilities comprise a primary school at Westerway and two secondary schools operating from Kinder to year 10, the Bothwell District High School and the Ouse District High School. Both Bothwell and Ouse have Online Community Access Centres located at or in the grounds of the two District High Schools. The Ouse District High School hosts adult education programs. Students from Bothwell and Ouse attend classes at other regional schools to ensure that they have access to an appropriate mix and breadth of study options.

The Ouse Hospital until recently offered an emergency and casualty service and in patient facility for older people. It also provides a pharmacy service. A recent review proposed that the residential care services should be closed with residential patients sent to Hobart. The emergency and casualty service would continue 9-5 daily. Due to community concern a new review was commissioned which is scheduled to report soon. The community would like the facility to provide:

Residential aged care

24x7 accident and casualty

Permanent nursing staff. There is a GP at Ouse who works 4 days a week from the hospital and one in Bothwell who also uses the Ouse hospital.

Closure of, or reduction in the range of services offered by, regional community facilities such as the Ouse Hospital or one of the regional schools provides significant economic and social issues. These facilities:

Provide employment including key professional and skilled staff

Provide essential services which are needed by the community and visitors

Purchase goods and services locally

Are a catalyst for developing the region’s social capital. In addition to the direct regional income and service loss from closure or rationalisation of such a facility there is likely to be a number of flow-on impacts such as:

Their loss may mean some community members who need their services leave the region while others have to travel to get the required service

The region loses a number of professional people and their energy and ideas

Businesses and services that supported their operations may close or relocate

Other regional businesses and organisations have more difficulty attracting skilled people to come to the region. Other key community facilities noted in the consultations include the:

Ouse wetlands that are currently in a bad state

An attractive little Park along the Ouse River

Hamilton Hotel which while it is privately owned is a significant community asset which has been closed for some time

The River walk at Hamilton

The River Clyde at Bothwell and its limited public use.

Opportunities

Development of more formal community development structures to assist Council in identifying and implementing economic and community development opportunities

Development of regional community and tourism statistics to support the case for retention of key community facilities and specific purpose grant funding (evidence for evidence based policy and program development)

Improved regional streetscapes

Feasibility study of the Pelham Road route to Brighton and Hobart

Continuation of the Ouse hospital and other health services

The continuing presence of the schools in Bothwell and Ouse and the further development of education and training services for and in the region including:

Further development of the Community College at Ouse DSC

Continuing development of Central Highlands and regional School clusters to offer full range of educational opportunities within or close to the Central Highlands

Community Development Officer

Upgrade Ouse wetlands, Ouse River Park, Hamilton River Walk

Lifestyle developments designed to attract new residents

Farmers Market

Working with the owners of the Hamilton Hotel and the DED to develop an attractive and feasible redevelopment

Consideration of the development of improved public/community transport services

Improvement in regional voice and data communications

Constraints

Small population and large geographic area of the Central Highlands

Growing proportion of aged in the population. This offers some positives as it may mean an increased number of active retirees and semi retired people as possible volunteers

Reduced proportion of family aged adults in the population and falling numbers of school aged in population

Some professional staff works in the Central Highlands but live outside the region, for example the Ouse secondary teachers tend to be younger graduates who prefer to live in or close to Hobart. As such, they usually leave town shortly after the end of the school day and do not become part of the local community. This reduces the advantage to the community of having professional employees with new ideas and energy living as part of the community

Limited Council staff resources

Limited public transport services

Poor regional roads including key road links that are unsealed

Limitations in telecommunications and power. 4.3. Current and/or planned Significant Development Opportunities

There are a number of recent and new major developments which have either opened recently are about to open or are in the planning/proposal stage. In most cases these facilities are, or will be, targeted at new markets and will provide a significant impetus to economic development in the Central Highlands as they develop. They will also need varying levels of regional support and, as such, they offer opportunities for individuals and existing and new local businesses to provide these services which could include:

Labour both during development and subsequent operation

Local produce

Guiding/interpretation

Transport and transport services

Staff accommodation

General supplies

Administration services

Potentially medical, pharmaceutical and other health and welfare services

A range of personal services which could range from massage services to vehicle valet and detailing. The range is potentially as wide as the imagination and entrepreneurial flair of the provider. Whether these services are required and how they are provided is a function of individuals and businesses. However, the ability to maximise local provision could be enhanced if Council could

41 facilitate the identification of services, the matching of suppliers and the projects and the provision of business advice and assistance to new and developing businesses.

These significant projects include:

Taraleah

The Priory

Nant Distillery

Pump House Point

The Wall

New Dairy proposals

Shannon project

The Bothwell Highlands Heritage and Tourism Centre and streetscape redevelopment. 4.4. Community Perceptions of the region’s SWOT

The community consultation also discussed the community’s perception of the Central Highlands Strengths, Weaknesses, Opportunities and Threats (SWOT) and developed a first cut SWOT framework. Information from other sources then input to the development although the final SWOT does not differ by much from the Community’s initial views. The final regional SWOT is set out in the next Chapter (section 5.3).

5. The Strengths and Challenges of the Central Highlands

5.1. Economic Development Issues and Implications

The following table includes some key economic development issues and the possible implications of these issues on the sustainable development of the region. This list may not be comprehensive and is not in any priority order.

Table 4: Issues and Implications Issues Some Potential Implications Demographic Issues Reduced services: Small and dispersed population Health Declining population although has been static Aged Care between the 2001 and 2006 censuses Education including possible school closures Ageing population Public transport Gaps in the middle years 18-44 Waste management Falling numbers of school age children Communications Proportion of occupied dwellings (38.1%) well Roads below Tasmanian average (87.1%). However, Declining rate base note that this reflects the high proportion of Reduced volunteer base, although it was noted that holiday homes and the time of year of the Census the aging population had some positive effects with when holiday homes would be likely to be a number of active retired and semi retired unoccupied. volunteers. However, despite this a reduction in key High proportion of car ownership with over 27% volunteers were noted including fire fighters owning three or more vehicles compared with an Significant number of holiday homes and average of 14% for Tasmania. This perhaps temporary residents. An important issue may be reflects relative remoteness of the region, the how to draw on this potential community resource lower than average employment containment and Potential for increased demand for services if the demographic makeup temporary residents reside more permanently in region as they get older or perhaps if communications and transport access improves. However, note that holiday residential zoning may preclude permanent occupation of the property. This may also become a future issue with the retirement of active older people especially if climate change makes all year round habitation more attractive Economic Issues Higher unemployment than Tasmania as a Lower disposable income (median weekly income whole and Tasmania excluding greater $250-399 pw compared with $400-$599 pw for Hobart Tasmania) Lower employment participation rate Exodus of potential key workers Lower proportion of employment Difficulties in getting required labour containment in the region. Some 60% of Reduced labour skills Central Highlands residents who work, Potential increase in water costs work in the Municipality Business closure or inability to expand due to lack Water security and supply limitations. There of water/water security are currently uncapped water rights on the Change of water use either temporarily or Derwent and Clyde but limited water permanently to higher value or opportunistic Water trading activities Road limitations Need for increased efficiency in water use Land price tend to be rising does not Potential change from uncapped water rights

necessarily reflect regional economy Possible permanent change in land use with Currently corporate agriculture is small in increased more intensive agricultural use the region. Local Farmers purchase Possible growth in corporate agriculture available land and push up prices at auction More flexible market driven decision making Limitations in communications Need for appropriate and timely information to Temporary power outages inform farm planning Key new developments such as large scale Possible need for rural restructure and dairies Counselling/advice Lack of regional economic development Need for increased awareness of, and increased resources e.g. Economic/tourism demand for, relevant State and Commonwealth development officer funded business assistance programs Need to retain and expend educational Limitations to business expansion services in the Central Highlands Additional business costs Need for regional strategy to complement and link into key regional developments Tourism Issues Low proportion of visitors to the region stay Possible limitations in awareness of overnight (Bothwell around 7% and accommodation venues and attractions in the Derwent Bridge 9%) whereas 37% of Central Highlands visitors stop to look around Bothwell and Possible mismatch of supply of tourism facilities 41% Derwent Bridge. and current tourism demand/requirements Townships do not work well together Limitations in promoting awareness of existing Inconsistency between Tourism Tasmania’s attractions regional branding and Central Highlands Targeting wrong market segments and may risk not branding meeting visitor expectations Limited number and range of tourism Need for research on visitors’ businesses/ product in some areas expectations/requirements Limitations in tourism infrastructure and Need for additional tourist information points and support services coordination between them across the region Limitations in tourism signage to and within Need for additional targeted facilities, public and the region private Road limitations Road sealing to encourage existing and additional Limited regional tourism research visitors to travel more widely in the region and stay Scope to encourage an increase in day trips longer Limitations in skills and service quality Development of day, half day and possibly shorter Difficulty in obtaining experienced drives/touring routes including associated support employees locally infrastructure and facilities Concern about drought, water security and Development of short walks associated with touring use, changes and threats to the Lakes routes Access to public land Development of additional events Coordination between management bodies Consideration of inter agency coordination Under development and under utilisation of structures some key natural resources Need for regional strategy to complement and link Development of key new developments into key regional developments

Community Issues Limitations in integrated message across the Need for community development structure to municipality coordinate and enable community input into the Under-development of key local attractive Economic Development Plan implementation areas Need for community development support Limitations in urban design (being resources addressed) Access to information on requirements to retain and Concern about community services expand community facilities and services including: Increased integration in urban design to reinforce a -Health consistent whole Central Highlands theme -Aged Care Need for regional data collection, analysis,

-Education including possible school interpretation and dissemination to assist in closures regional whole of community planning and -Public transport decision making. -Waste management Limitations in community development infrastructure and support Limitations in municipal resources. Environmental issues Algae growth Environmental flows Poor water quality and potentially environmental Noxious weeds health issues Weed management

5.2. Economic Development Objectives/Requirements

During the consultation the community representatives noted their key economic objectives/requirements. These are used as a basis for developing a sustainable vision for the region. These requirements include:

Increased population

Ensure environment sustained

Development of a diverse economy and community to maximise the opportunity for new ideas and for some sectors to be buoyant if others are down

Increased employment particularly employment for younger people

Increased access to post secondary and tertiary education

Provide a reason (e.g. employment/training) to stay in the region after school and/or to return after further education away from the region

Increased numbers of visitors staying in the region and stopping to have a look

Increased cohesion across the towns in the region including cross referral for visitors

A consistent or at least more related regional branding

Increased community self reliance

Improve towns appearance, streetscape, points for visitors to stop, present heritage well and value and improve rural landscape

A Central Highlands community development infrastructure supported by Council

More attractions and events

Development of more varied types of tourism accommodation across range from backpackers to 5 Star

Provide security of water for all uses including agriculture, domestic use, sport and recreation, energy and the environment based on the maximum net community benefit created by the sum of each use

Improved roads that assist in encouraging and facilitating visitation and in reducing economic and social costs including reduced travel times and improved safety

Retention/development of a diverse agriculture mix in terms of type of production and size of farm

Encourage development of more small businesses

Support existing small business through training and mentoring

Improved educational opportunities that increase proportion of students staying in the region for schooling and bring in more permanent teaching staff

At least retain and ideally enhance the existing health facilities/services in Central Highlands

Ensure planning processes facilitate appropriate development

Improved regional telecommunications

Improved security of power supply and improved waste management services in the more remote areas

Encourage a ‘can do’ community. These objectives/requirements suggest a possible community vision and a number of development opportunities. Some of these that were raised in the consultation are included in the next section.

5.3. SWOT

The following table lists the strengths, weaknesses, opportunities and threats indicated in the community consultation without analysis and not in priority order and not complete.

Strengths Weaknesses Opportunities Threats

Relative proximity to Small and aging Broad range of sporting Water security Hobart and to a lesser population and adventure tourism Frost extent Launceston Infrastructure limitations activities Insularity Land availability including: Ecotourism opportunities Limitations in Wild Brown trout Roads Encourage Tree collaboration Climate change/lifestyle and other between Communications The lakes and rivers residential opportunities stakeholder Lake Meadowbank Waste management Expansion of the range of agencies higher value including The Friendly people Power agricultural/horticultural CHC, Hydro, Heritage and history Timber trucks on roads opportunities Forestry Access by designated Tasmania etc. touring routes Limitations in resources to Projects that increase develop and implement water security Price rises for Proximity to Mt Field essential National Park new ideas/projects Develop data capture Funding available for methods to demonstrate services Existing agriculture importance of regional Potential and horticulture depth studies but not for

and diversity implementation industry sectors and assist parochialism Range of tourist Perceived access issues in justifying infrastructure and resistance to accommodation Access to skilled labour upgrades change A number of key Labour shortages Develop range of regional projects recently Key professional business and skills operational or planned employees who work in development Mediterranean the region but live outside programs/audits including service quality, business climate Schools not part of planning and specific Regional community relevant skills Environment Limitations in permanent Heritage and history Natural resources accommodation to rent opportunities Unique golfing and buy Additional events, experience Ratho Signage festivals and activities (oldest) Golf Course Limitations in key and Australasian Golf community services Townscape upgrades including use of Museum Management of Lakes for community projects and Key new projects multiple purposes resources including: No security of tenure for Ability to support existing Nant Distillery water and planned key The Priory Limitations on developments information and data to Selective expansion of Pump House plan services, develop tourism accommodation to Point projects and demonstrate fill gaps e.g. sector importance New Dairy Hunting/Fishing Lodge Regional service quality developments Improve touring routes Region-wide collaboration with improved signage, Educational facilities Limitations in Business viewing points, and infrastructure skills/experience strategically placed toilets Possible limitations in and picnic grounds and flexibility of the planning short walks scheme Climate change Insurance and marketing Water trading for additional events Grant applications Land availability Improved regional Limitations in support for communications local schools Retention of students at local schools, school to work transition, post secondary and tertiary education and training opportunities

6. Towards a Vision

6.1. Community views

The key economic objectives/requirements that were noted in the community consultation process as a basis for developing a sustainable vision for the region were included in the last chapter. These objectives/requirements suggest a possible community vision and form the basis for the elements of a Vision set out in the next section.

6.2. Elements of a vision

The key objectives that suggest a vision include:

Increased population

Sustainable environment

Diverse economy and community (to maximise the opportunity for new ideas and for some sectors to be buoyant if others are down)

Increased employment (in the region) particularly employment for younger people

Increased community participation and input into decisions and implementation (increased community self reliance, decision making and development of a ‘can do’ community)

Attractive municipality (improve towns’ appearance, streetscape, points for visitors to stop, more community activities, present heritage well and value and improve rural landscape). These are practical and measurable objectives and if achieved a number of the other requirements/objectives will follow. For example, an attractive municipality will encourage visitors to stay longer; more visitors will offer opportunities for investment in accommodation, cafes, restaurants, coffee shops etc. Some of these objectives may be conflicting, for example, an increased population may have impacts on the environment and in this case the aim will be to balance the objectives and where necessary explicitly trade off the conflicting objectives. A vision backed by a limited number of important measureable objectives allows Council to report progress over time and demonstrate that there is movement towards the vision.

SKM met with the Central Highlands Council and Senior Government Officials from DED (Tasmania) in August 2008. At this meeting it was agreed that although it is desirable for the vision to include all of the above elements, the vision needs to be a short and tightly framed statement. Thus, the following vision for the Central Highlands was agreed upon:

6.3. The Central Highlands in 2030

In exploring a vision, the final consultation workshop participants looked at where they thought the Central Highlands should be by 2030. They envisaged a region that has:

A growing and vibrant community with increased population, income and employment supported by the necessary improvements in existing infrastructure and with new infrastructure development – Good roads systems and good and secure water systems

A range of educational opportunities including:

Primary and secondary schools offering a leading edge secondary education program

Local opportunities for skills training and professional development including award based VET training

Local opportunities including on-line programs for selected tertiary studies

A range of adult education programs at vocational and hobby levels

Strong links to the education hub at Brighton: University, TAFE and secondary schools with linkages to, and partnerships with Central Highland schools and VET/Adult education facilities

A ‘can do’ community that like to support the Council to handle development on their own

A community development infrastructure led by Council that values and allows community involvement in planning and implementing services and facilities

Attractive townships that are well presented and maintained – presenting heritage buildings and sites that are clearly valued, restored and interpreted, surrounded by viable farms with natural resources protected – tourism will follow

The ability to aim high but take small steps where necessary to achieve the aim

Water security

Appropriate health and related facilities and services to cater for the growing resident community of all ages and for the large number of year round visitors

Improved road links with City of Hobart and other centres in the Greater Hobart area and its perimeter including Brighton developing as an identical centre, including the upgraded shorter road link to Brighton and on to Hobart via Pelham and the Jordan Valley. This route would also provide a regional round trip

Aggressive in promoting vibrant community, attract more people

A range of tourist facilities including:

On the ground support for new and prospective operators

A diverse range of tourism attractions, accommodation and food services

Well sign posted drives with associated interpretation

Short walks

Picnic areas including toilets and picnic tables

Heritage signage and associated walks/drives.

6.4. Economic Development Action Plan

The Central Highlands Council, with assistance from DED, identified seven priority areas and corresponding initiatives, to achieve the economic development opportunities for the region as identified in this report. These constitute the Action Plan – which establishes the vision, key strategies and initiatives both in the short and long-term for the Central Highlands.

The priority areas are:

¾ Population growth

¾ Tourism development

¾ Promote and support new business opportunities

¾ Agricultural development

¾ Infrastructure

¾ Recreational facilities

¾ Skills, education and labour force

Population growth

As indicated in the report, the population in the Central Highlands region has declined but is currently static. However, there is a significantly lower than expected proportion of young adults. Retaining people in the region is vital to ensuring economic development opportunities are achieved. The ability to find labour; undertake business opportunities; participate in the community, organise local events, etc – are all a function of population density.

Currently, there may be some barriers to attracting people into the region. The minimum size for blocks of land, for example, does not seem to be small enough to be attractive for people to move to the ‘rural’ lifestyle. Also, broadband access and telecommunication coverage is poor.

The Council has identified the above issues as part of the initiatives to be considered to stabilise the declining population. The council will also develop a promotional campaign strategy, to promote the lifestyle benefits of the region in the future.

Retention of the public transport to the region is important for access to activities outside of school. The Council will be developing an integrated transport strategy for the entire community as part of its long-term initiatives. All initiatives are listed in the Action Plan (below).

Tourism Development

Although a reasonable number of tourists pass through the region, just a small proportion of them stops and a smaller number stay overnight, as indicated under “Tourism Profile”. The opportunities to attract visitors to stop and stay, therefore, are there. The Council has set two targets in relation to this: in the short term it wants to increase the number of visitors that stop by 10 per cent and in the long term by 20 per cent.

Some of the initiatives to focus will include:

-seek funding for the tourism precinct project

-develop and promote an event to draw attention to the place. This event will be for both visitors and community. Some examples may include spin-in or a music festival for Hamilton. The idea may be to focus on the community initially and then expand over time.

-review new and upgraded investment opportunities: what makes a successful new event, lessons learned from previous events that have tried and failed, etc.

- Branding of the region: promote region – Scottish history, Highland lakes, etc – this will be an exercise for Council to determine the branding for the municipality. The regions may be able to promote themselves and link together.

-develop key targeted tourism strategies for the municipality: get industries working together, e.g. bakeries, pubs, etc., to advertise events/tourists attractions

-develop tourism forums every 12 months to share ideas/grievances, etc.

-develop yellow “I” centre within municipality.

Promote and support new business opportunities

Some of the initiatives to be pursued under this area include:

-ongoing work with DED (Tasmania) regional office to facilitate development and access to programs

-explore main products/markets, review options, risk assessment

-review business development opportunities

-attract new industry (Council to have overarching strategy), etc

Agricultural development

The Council will be focusing on initiatives to maximise agricultural development in the region by broadening and diversifying agricultural activities. The initiatives the Council will be pursuing are listed in the Action Plan table (below).

Infrastructure

The Council will be seeking to have better broadband access in the region, improve the network coverage for mobile phones, upgrade roads and develop an integrated Transport Strategy. The Council will need assistance from the Federal Government to achieve some of these goals.

Recreational facilities

The Council’s main goal in this area is to enhance the region for the enjoyment of the Central Highlands Community and Visitors. Some of the initiatives to achieve this goal will include:

-development of priorities for the region

-seek and support funding for recreational facilities

-Implement the already developed recreational plan for Central Highlands

-work closely with fishing organisations, link or piggyback on tourism marketing, etc

Skills, education and labour force

Initiatives such as accessing funding opportunities to promote increased access to education; university links for 3rd age study and on-farm training with students will assist the Council to increase adult education opportunities within the Central Highlands.

The action plan outlining all of the above goals and initiatives is presented in the table below.

Central Highlands’ Economic Development Action Plan

Short-term More available land for Seek funding for Tourism Review business development Facilitate access to capital Access to broadband Council to: Access funding use within existing Precinct Project opportunities for farmers opportunities to promote initiatives semi-urban area Water – ensure funding so develop priorities for the increased access to Identify an iconic event to Work with the Department of Investigate new market Shannon project proceeds region education Development of a develop for community and (1-2 yrs) Economic Development opportunities promotional campaign visitors Develop a relationship Tasmania Improve roads’ conditions seek and support funding for strategy with UTAS for on-farm recreational facilities Investigate potential for new training opportunities Maintain an adequate event Lobby for access to better for undergraduates level of community mobile phone coverage implement recreational plan services to keep up our Review new and upgraded for Central Highlands population here investment opportunities

Develop picnic facilities Evaluate the level of Council to determine the across the region essential services branding for the needed to support municipality growth and development in the community

To see expansion in business sector and opening of new market opportunities

Encourage the development of the dairy industry within the region

7. Potential Opportunities and Challenges

The study has identified a long list of potential opportunities for the Central Highlands but has also indicated a number of challenges the Council faces in developing these opportunities. In particular the number and breadth of the opportunities is in itself a key challenge to a Council that is resources constrained in terms of Councillor’s time, staff resources and funding.

On this basis there is a need to develop a framework for prioritising the potential opportunities for implementation. In addition, there is a need to augment the Council’s resources to assist in the implementation of selected opportunities.

In funding this study the DED indicated a willingness to provide additional funds to implement appropriate projects. In addition, many of the community participants in the consultation indicated an interest and willingness to work with Council in implementing some of the opportunities proposed. These two intentions offer a means and potential structure to augment Council resources and also, with the Community’s Vision, a basis for a rationale for prioritising development opportunities.

A proposed structure for implementation is discussed below including partnerships between the:

Council and the State Government designed to assist in the implementation of opportunities that advance State policies and programs; and

Council and the Community designed to provide a process for community inputs to Council facilities and service planning and delivery. In addition, based on the above, an implementation rationale and a strategic framework for determining the most appropriate opportunities to develop are proposed below. This framework is then used to structure the proposed opportunities and evaluate priorities and proposes a short list of developments that are congruent with the community vision and provide a practical way forward.

7.1. Levels of Opportunities

The opportunities proposed can be categorised into two levels of opportunity:

Local area opportunities driven and implemented by Council and community and supported as appropriate by State Government

State and national issues that impact on the Central Highlands where the Council and community have a watching brief with lobbying as needed. In undertaking this brief Council would, as far as possible, collect relevant local information to support the impacts on their local community and feed into the state knowledge base and may offer to provide the opportunity for a pilot project to assess the impacts and benefits of the initiatives on the

community as a means of providing the evidence as a precursor for potential wider implementation within Tasmania. Examples of the two levels of opportunities and the objectives they meet include:

Community level: upgrading the little park adjacent to the River at Ouse, restoring the river walk at Hamilton and developing a picnic area beside the River Clyde at Bothwell. These projects would meet the community’s objectives of :

Improved appearance and well maintained townships

Development of tourist facilities that encourage travellers to stop

Demonstration of community reliance and a ‘can do’ attitude

Broader state and national level issues and opportunities that will impact on individual regions: Changes in agricultural drivers including:

Climate change that is likely to lead to a dryer warmer climate with the potential for more extreme events. This may lead to bio-security issues as pest and weed habitat may expand and is likely to reinforce the issues of water security and cost

Increases in energy and fuel costs

Potential ecosystem degradation including water quality

Demographic pressures that increase the requirement for food but also increased environmental awareness that may impact on source location (food miles and similar issues), packaging, production methods etc.

Technology 7.2. Proposed implementation structure

In commissioning this project the Council and Department of Economic Development noted the limited resources available to the Council for the implementation of economic development opportunities. This concern on the availability of implementation and, to a lesser respect, planning resources was reinforced in the community consultation.

Although the opportunity already exists for Councils to enter into Partnerships Agreements with the State Government, there is potential to make these agreements more meaningful, as described below.

7.2.1. State-local government partnership agreement

The structure proposes a formal agreement between the Tasmanian Government and the Central Highlands Council. The purpose of the agreement is to assist in achieving state government policy objectives related to the sustainable “triple bottom line” development of rural regions. The agreement should include a two way process whereby the State Government agrees to support

57 initiatives proposed by the Council that are in line with the relevant Tasmanian policy objectives and the Council agrees to provide information on the conditions and requirements of rural areas to assist in formulating, revising and fine tuning state policy and programs and to assist as required in implementing relevant programs, monitoring the progress on the implementation of initiatives and the evaluation of their success.

In theory, this agreement should be a whole of government initiative and include an agreement with all relevant Tasmanian Government Departments and Agencies and Council. At this stage it is proposed that the Tasmanian Government, represented by the DED which has a committed interest in providing this support and that the agreement, in line with the objectives of this study, be more focussed on sustainable economic development. However, as a pilot approach we recommend that the initiative is monitored by the Tasmanian Government with a view to implementing more whole of government agreements in future.

This type of partnership agreement is not new and the approach is used by the DED albeit on a project or business basis. The proposed approach is similar in principle to a partnership process established by the Quebec Government in Canada to implement the “National Policy on Rurality.” In that case the partnership is between the Quebec Government and the state peak bodies representing relevant implementation agencies such as local government and regional and local development bodies. The partners’ responsibilities tend to be at a level above those proposed in this partnership with an emphasis on facilitation and training with direct action taking place at their constituent organisation level based on project specific pacts. In one sense this is not dissimilar to the proposed approach in that the Central Highlands Council will have a facilitation and leadership role with action undertaken by its staff and constituents and by other agencies. At a project level actions could be based on project pacts agreed by all constituent parties. As an example of this the following case study from a project in Omeo in Victoria indicates the range of people and organisations who could be involved in a regional pact to implement a large regional project.2

Success Story – Livingstone Park Project

This case study demonstrates how a project can get different organisations and community groups involved to achieve an overall goal.

What is the Livingstone Park Project?

The Livingstone Park project is about rehabilitating Livingstone Park. One person described Livingstone Park before this project as a ‘weed infested creek’. Since this project, Livingstone Park has been described as ‘a valuable asset to the rural community’.

2 Omeo Restoring the Balance Program, Evaluation Report, 20 May 2005 for Department of Primary Industries Victoria.

The Livingstone Park Project grew out of a Landcare meeting, where Landcare members were discussing what projects the group could tackle that would benefit the community. One member suggested they could improve Livingstone Park. However, they realised that the work they could do to improve Livingstone Park would be of a small scale (poisoning some weeds), whereas if they got other parties involved a much more substantial project could be undertaken. At this meeting it was decided that they needed to speak with all the relevant bodies that are, or could be, potentially involved in Livingstone Park. The Landcare Co-ordinator spoke to all relevant people and organised a meeting (it was at this meeting that the sub-committee for Livingstone Park project was formed).

What was the process to achieving successful implementation of this project?

Coming up with an idea that would benefit the community

Contacting all those whom could potentially be involved in the project (and these people all being receptive and keen to get involved). One person has described this process, of getting people involved in a project, like following a chain, explaining that it starts with:

1) Identifying who the managers of the land are (motivating them perhaps to take on a leadership role, to take on the project officer position) 2) Identifying who else benefits from the project. o Focusing on all those associated with this project directly, starting with those who have a history of helping out o Then it involves expanding the thoughts on who else benefits from the park, perhaps more indirectly.

Developing a plan for what it is that can be done (for Livingstone Park a consultant was called in to develop this plan)

Receiving comment on the plan

Adjusting plans as necessary

The planning phase of the Livingstone Park project took two to three years

Implement the plan

Once ground work was completed the group disbanded

The main source of funds for this project was through grants and there was also some corporate sponsorship organised through Landcare Australia Limited with funding leveraged with significant in-kind contributions and voluntary labour. Why was that project seen as a success?

A number of agencies/organisations were involved and focussed on one key objective to rehabilitate Livingstone Park. The agencies involved, included: − The Omeo Business and Tourism Association

− North East Catchment Management Authority − East Gippsland Catchment Management Authority − East Gippsland Shire − Landcare − Natural Resources and Environment − Parks Victoria − East Gippsland Water

Those involved: − Were able to learn about the critical areas for different organisations − Were able to see different issues that different organisations have to manage − Were able to have a regular opportunity to catch up with different agencies/organisations − Developed a network

The outcome of the project benefited the whole community. That is, the project did not benefit one individual, it benefited the whole of the community (which some believe is the key behind its success).

Had secondary benefits of educating people about good river management, which has encouraged those whose properties adjoin a river to improve their management of their property to improve the river health

There is signage in the Park that would let people know who to contact if they had a similar project that they wanted to do in their town

It has been used as a blue print for other projects (such as the Swifts Creek Community Hall project) Why did that project achieve success?

The project had three key people who were driving the process, they were hugely enthusiastic, who followed up on things, who worked to get funding, who got the works carried out. In particular, having a project officer was crucial to getting the project undertaken

As well as volunteers, the project had some people who worked on this project as part of their paid employment, they were not doing it voluntarily – which some believe is the reason it got going

It was an idea that the community was interested in and were motivated to be involved with the project

The land managers (the East Gippsland Shire) wanted to provide a high level of commitment to the project, more than being informed of the outcomes of the project they wanted to play an active role in the project

The project was undertaken with a holistic view – all the parts of rehabilitating Livingstone Park were considered.

A number of different agencies/organisations came together in order to achieve the same overall goal. Therefore more works were done than if just one organisation had done it. Plus there were more sources to apply for funding. How this project could have been improved further

To assist future projects to build on what was done at Livingstone Park, it would be beneficial if the project had:

Ensured there was adequate documentation throughout the project (documentation of the minutes from meetings, documentation of who is doing what and when, and who is responsible for ongoing maintenance)

Ensured there was broader communication (communication of what is happening and when and to all interested parties. Some people on the periphery of the project or had had an earlier input felt left out unless they made a conscious effort to keep in the loop )

Documented the total project from detailed design stage to completion (a detailed procedure, so that others can take the methodology and implement it, without needing to re- learn the lessons that previous projects have already found out. Such a procedure could be an evolving document, so that each time another person does a similar project they could update the methodology so that everyone could learn from each other’s mistakes and/or successes)

Documentation of the approval process (this is important from the legal side)

At the start of the project, identified responsibility for maintenance of the project across all the partners that were involved in the project. Such identification of maintenance responsibility should be written down so that each organisation knows of their ongoing commitment to works.

Source: Omeo Restoring the Balance Program Evaluation, 2005

The policy directions and intervention objectives of the Quebec program have some strong similarities to those determined for Central Highlands in this study. The Quebec directions and objectives are:

“STRATEGIC POLICY DIRECTIONS

Promote the renewal and integration of newcomers.

Foster the development of the territory’s human, cultural and physical resources.

Ensure the survival of rural communities.

Maintain a balance between the quality of life, the living environment, the natural environment and economic activities.

INTERVENTION OBJECTIVES

Strengthen the role of elected municipal representatives and consolidate the role of the (Regional County Municipalities) RCMs in rural development.

Ensure that each territory has the means to act.

Promote a dynamic of development by territory.

Pursue multifaceted development in rural areas.

Foster cooperation and complementarity between rural and urban areas.

Promote the rural way of life.

Offer concrete support from the government in respect of the approaches, strategies and projects of rural communities.”3

The anticipated outcomes are also useful in terms of a model of what could be achieved in Central Highlands.

“From a qualitative standpoint, the anticipated results in Quebec will be evaluated in light of:

the mobilization of individuals;

projects and models pertaining to the reception, settlement and integration of newcomers;

the range of maintained, adapted or new local services;

the maintenance and enhancement of the living environment, the quality of life and the feeling of belonging;

community commitment;

rural innovation initiatives;

models and types of rural strategies implemented in rural areas;

research and knowledge acquired concerning rurality in Québec;

effective community management of development.

Moreover, the results can be quantified with respect to the following parameters:

the number of volunteers involved in development organizations;

the number of municipalities that have a development strategy and structure;

the number of projects supported by the rural pacts in various activity sectors;

changes in migration movements in rural municipalities;

jobs and investments generated, new products and services inventoried;

specialty products;

coverage of the territory by high-speed Internet service (number of subscribers and number of municipalities covered).”4 Based on the above we propose that there is a formal partnership agreement between DED and the Central Highlands Council that sets out the clear responsibilities of each party including the policy initiatives the agreement relates to and provides clear expected outcomes some of which should be measurable.

7.2.2. Council-community relationship

It is suggested that the proposed implementation activities from this study are divided into interest areas as part of an overall portfolio. For example, these could be general areas that would cover all Council activities and within which the proposed development opportunities would fit such as, tourism, agriculture, community infrastructure, planning and data collection initiatives. An alternative approach initially would be to align special interest areas with the implementation projects and continue to manage the remaining significant area of Council business as a general Council.

Each interest area would be designated as the responsibility of a Council sub-committee chaired by a Councillor with delegated responsibility for that area. Given the potential interest areas may not be equal to the number of Councillors, more than one Councillor may sit on each committee with either a joint chairing responsibility or an alternate arrangement. Other Councillors may sit on a Committee if they have a particular interest or capability in the interest area or may be co-opted when the committee addresses a particular issue or opportunity. The relevant Council Manager or senior officer for the interest area would be a member of the sub-committee together with interested and capable members recruited from the community. Again other managers or officers would be co-opted as required for specific projects. It is proposed that each sub-committee would have five to seven members.

The sub-committees would report back to each full Council meeting with decisions that need full Council approval considered and possible future decisions foreshadowed and appropriate delegations approved. A summary of these reports could be provided to the community via the Council newsletter.

The process is designed for Council to provide an overall leadership role but with the extra resources available through the sub- committees assisting with increased responsiveness. The sub-

3 National Policy on Rurality 2007-2014, A source of Strength for Quebec, December 2006 4 Ibid.

63 committee structure still has a delegated leadership role with responsibility for ‘steering’ the required planning and/or implementation activity and not an action responsibility.

This portfolio proposal only relates to implementation of the identified economic development opportunities. However, the process could be used to test its significance and usefulness for governing and managing all Council business areas.

Action is provided by Council officers, contractors, other agency staff and community members. The aim is to formalise the action arrangements through the:

Appointment of a Development Officer

Establishment of project specific initiative pacts between the Council (usually negotiated by the relevant sub-committee) and the community and other agencies. The project pacts will essentially set up designated task forces or working groups to undertake the agreed project. The project pacts would relate to the requirements for specific project opportunities and should set out the objectives, expected outcomes, the required tasks (scope of works), the entities involved and their responsibilities (tasks) and the required resources (people, materials, plant and equipment, funds). The scope of works and responsibilities would include requirements to document the process including monitoring and evaluation of outcomes as an assistance in undertaking future projects and for accountability to all stakeholders including but not limited to funders and other resource providers. As part of the pact the project ‘Task Force’ may employ outside resources such as consultants or specialist contractors for components of the project who are not part of the project ‘Task Force’ but who would be bound by the terms and conditions of the pact.

It is envisaged that under this arrangement community input would normally be through a community group that could be formally or informally constituted which could also accomodate individual input as required. It is also envisaged that insurances and relevant regulatory requirements would be covered by Council although depending on the project there may be a more logical provider such as a state government agency if they are a or the major project partner. Relevant induction and other training would be provided to community members. This in itself could provide an opportunity for additional skills enhancement and for training to be delivered locally.

Based on the interest during the consultation, it is envisaged that community input will be at two stages:

During formulation of project ideas

Planning and implementation of specific projects. The project pacts relate mainly to the latter process. It is proposed that Council should consider community input into the annual strategic planning process that reviews progress over the year,

64 reviews the Central Highlands Vision and SWOT, revises as necessary the direction for the next five years and confirms priority activities for the next year, which would then feed annual plan and budget.

Community input could include each sub-committee inviting input on ideas in their subject area either verbally through known committee members or in writing, possibly one or two community workshops designed to provide input to a formal Council Strategic Planning workshop. This last workshop would include the Councillors and the other members of the portfolio committees.

The output from this workshop would be the Council’s five year strategic plan.

7.3. Long list of Opportunities

The following Table 55 sets out a long list of opportunities that were suggested in the consultation or have been derived from it. The opportunities are grouped by type into agriculture, tourism and community opportunities. The remainder of this chapter seeks to establish a framework for evaluating and prioritising these opportunities.

Table 5: Long List of Opportunities Opportunities Constraints

Agricultural The consultation noted that there is significant potential for increasing the arable land in the Clyde Valley with secure access to water. This and similar access in the Derwent Valley offers a number of development opportunities. The lack of security of tenure for water and general limitations in access to water was noted as the key constraint.

Increased poppy production-securing and Limitations in water supply

meeting contracts means secure access to water Relatively short growing season

Expansion of tulip and possibly other cut flower Risk of frost which could be an issue if the production-This also offers a potential tourism horticulture sector grows opportunity through linking with RTBG and its Land was noted as being overpriced. tulip festival? Access to skilled labour Increased production of small seed crops Concerns about difficulties in access to general Ability to reopen an expanded sheep milk dairy labour such as fruit pickers and the labourers and cheese making. It was suggested that employed for picking cut flowers demand could be developed to justify a 2000 Ability to get transport to the region head dairy with strong export orders Temporary accommodation. Potential to produce more vegetables and tomatoes Concerns about the regional roads were raised in all the community forums including the Possible additional aquaculture opportunities to

produce seed stock for trout and salmon unsealed sections of road on the Lake Highway

New dairies in the Derwent Valley and the Marlborough Highway and safety concerns related to sections of the Lyell Sub division for rural living blocks and for more Highway. intensive agriculture-smallest agricultural sub division allowed is 20ha (50 acres). However, smaller but commercial sized blocks may be allowable under rural residential zoning

Potential to produce more cherries and possibly other stone fruit and grapes

Potential to produce a range of berries – note above that 4 ha of cherries/berries can provide a good living

Potential for farm tourism including farm stay, open farm operations where visitors can visit a dairy for milking, watch sheep shearing or pick your own berry/cherry operations

Government support for water meters and cost of installation to encourage efficient use

Consideration of water management processes that managed catchments and water allocations based on the total net community benefit generated

Projects that increase water security e.g. Shannon Project

Develop range of regional business and skills development programs/audits including service quality, business planning and specific relevant skills

Development of regional agricultural statistics to support the case for more secure water allocations

Appointment of an economic development officer

Agricultural opportunities that have been suggested and tried in other areas which were not mentioned but could be considered include:

The development of a regional brand such as Central Highlands prime lamb although this could cut across the broader Tasmanian

food branding. King Island has developed a very successful regional brand

Direct marketing of produce by mail order or the development of a regional farmers’ market. That is either packing high quality product for despatch to a national market or supporting a regional market that provides high quality local produce to customers attracted to the region

Climate change adaptation initiatives.

Tourism

Increased Council resources to support tourism Limited Council involvement in tourism

development and promotion Limited camping and caravanning

Create Visitor Centre Precinct Area including infrastructure

upgrading the Australasian Golf Museum in Limited Council resources to support tourism Bothwell as suggested in Inspiring Place report Scope to improve the Towns’ streetscapes New eating places particularly different types Limited attractive stopping places with range of including a good restaurant in Bothwell and facilities needed by tourists including toilets good coffee places across the region and picnic areas An integrated events calendar including more Waste management for tourists events. These could include an event with a Gaps in regional marketing and promotion Highlands Theme for Bothwell and possibly a cherry and berry festival in the Derwent Valley Addressing key fishing issues of potential over use of water resources and elimination or An integrated caravan strategy for the region reduction of carp the Young Irelanders’ Plays, which remain a Key tourist linkages with unsealed roads (Lake concept at this stage, but would involve plays in Highway and Marlborough Highway). This different midlands locations, where the story of reduces accessibility to the region and also rebels who were transported to Tasmania would create a regional loop route for day and be told overnight visitors More product in the region including possibly a Labour and skills shortage in the region Highland Theme Shop stocking local goods Limitations in the data available on tourism to Provision of a genealogy service and in the Central Highlands to support sound Sealing of the Lake and Marlborough Highways planning and operations to provide a regional loop Inconsistency of regional branding and A Great Lakes Development and Information associated ‘iconic’ attractions within the region Centre Lack of regional promotion Development of a regional customer service

program to ensure an appropriate quality of Concern as to whether increased tourism will service for different market segments including change the region and/or have detrimental a consistent base level including: environmental effects.

Training

An integrated research program including visitor surveys and customer satisfaction surveys

Mystery customer program

Develop data capture methods to demonstrate importance of regional industry sectors and assist in justifying infrastructure upgrades

Additional places and reasons for visitors to stop including:

Picnic areas with public toilets and rubbish bins

Short walks including:

Short bush walks with clear paths and signage as necessary. The Tarraleah walk is a good example

Heritage walks with good interpretive signage at Bothwell and Hamilton

Increased camping and caravanning infrastructure including the possible relocation or upgrading of the Bothwell caravan park

Establishment of a Visitor Information Centre (VIC) at Derwent Bridge

Improved linkages and cooperation between the Central Highlands VICs

Further development and promotion of the Tasmanian Trail within the Central Highlands region

Promote Region as Multi Use Destination with emphasis on hunting and fishing

Development of a joint hunting/fishing lodge

Development of a target range near Bothwell as a venue for regional and visiting hunters and shooters but also as a potential venue for Tasmanian, national and international events/competitions

Maximise the angling, hunting and shack/touring opportunities emerging for the municipality

Build on Central Highlands strengths in relation to fishing by re-building and marketing the international quality fishing experience

Develop recreational trails within the population centres and linking centres with other trails and/or opportunities

Facilitate production of a recreation trails map and guide for walking, horse riding, mountain bikes and road cycling within the municipality

A range of other new sports and recreational facilities including possible outdoor education camps and corporate outward bound type centres

A range of new ecotourism opportunities

Appointment of an economic/tourism development officer. Community

Development of more formal community Small population and large geographic area of development structures to assist Council in the Central Highlands

identifying and implementing economic and Growing proportion of aged in the population. community development opportunities This offers some positives as it may mean an

Development of regional community and increased number of active retirees and semi tourism statistics to support the case for retired people as possible volunteers

retention of key community facilities and Reduced proportion of family aged adults in the specific purpose grant funding (evidence for population and falling numbers of school aged evidence based policy and program in population development) Some professional staff works in the Central Encourage Tree change/lifestyle and other Highlands but live outside the region, for residential opportunities example the Ouse secondary teachers tend to be

Improved regional streetscapes younger graduates who prefer to live in or close

Feasibility study of the Pelham Road Route to to Hobart. As such, they usually leave town Brighton and Hobart shortly after the end of the school day and do not become part of the local community. This Continuation of the Ouse hospital and other reduces the advantage to the community of health services having professional employees with new ideas The continuing presence of the schools in and energy living as part of the community Bothwell and Ouse and the further development

of education and training services for and in the Limited Council staff resources

region including: Limited public transport services

Further development of the Community Poor regional roads including key road links College at Ouse DSC that are unsealed

Continuing development of Central Limitations in telecommunications and power. Highlands and regional School clusters to

offer full range of educational opportunities within or close to the Central Highlands

Retention of students at local schools, school to work transition, post secondary and tertiary education and training opportunities

Community Development Officer

Upgrade Ouse wetlands, Little Park, Hamilton River Walk

Lifestyle developments

Townscape upgrades including use of community projects and resources

Farmers Market

Working with the owners of the Hamilton Hotel and the DED to develop an attractive and feasible redevelopment

Consideration of the development of improved public/community transport services

Improvement in regional voice and data communications.

7.4. Evaluation and short listing of opportunities

7.4.1. Implementation Issues

The key implementation issues are:

Limitations in Council resources

Development of a partnership between the Council and the State Government

Ability to leverage off the community

Need to collect and collate the data needed to support planning and implementation activities

Need to develop a Central Highlands sustainable development implementation structure.

7.4.2. Development rationale/principles

The following principles are used in assessing and prioritising opportunities:

Alignment with Tasmanian Government policies

Alignment with Council Policies

Alignment with community objectives

Build on the regional strengths and/or address regional weaknesses

Offer significant regional benefits

Realistic implementation resources. The rationale for these principles relate to:

The ease of getting in principle and actual support, including encouraging community and agency implementation input

Maximising implementation success based on interest, supporting strengths and available resources

Providing strong regional and state benefits. 7.4.3. Prioritisation of opportunities

The overall strategy will be to develop opportunities that:

Meet state and regional objectives

Build on the Central Highland’s key strengths first and then those that address weaknesses that are inhibiting further developments. However, this should be subject to appropriate investigation into the viability of extension into new markets or activities

Aim to maximise the benefit to the Central Highlands and minimise the risk of not being able to implement the project

Consider the implementation resources requirements and assess the reasonableness of obtaining those resources. Table 6 provides a qualitative assessment of the long list of opportunities based on these criteria. In this table similar opportunities have been grouped.

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Additional cherry & berry Yes S As above M 4 production but also suitable land

Water efficiency measures Yes Yes W H H 5

Projects to increase water Yes Yes W H H 5 security

Regional Brands No No M H 2

Direct Marketing of Produce No No L M 1

Early Climate Change Adaptation No Yes W H H 3

Tourism

Increased Council resources to Yes W H M 5

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4 support tourism

New eating places Yes W M L 4

Create and Improve Visitor Yes Yes S H M (short term 4 Centre Precinct Area in Bothwell option)

H (longer term option)

An integrated events calendar Yes W H M 5 with events across the region including Bothwell, Hamilton and Ouse

An integrated caravan strategy Yes S H M 5

Increased camping and Yes S H M 5 caravanning infrastructure

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

The Young Irelanders’ Possibly L M 4 Plays

More product in the region Yes W M L 4 including possibly a Highland Theme Shop

Provision of a genealogy Possibly S M L 2 service

A Great Lakes Yes S H H 2 Development and Information Centre

Development of a regional Yes W M-H M 3 customer service program

Picnic areas with public toilets Yes W H L-M 4 and rubbish bins

Short bush walks with clear paths Yes W M M 1 and signage

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Heritage walks with good Yes S M M 4 interpretive signage at Bothwell and Hamilton

Establishment of a Visitor Yes S M H 3 Information Centre (VIC) at Derwent Bridge

Improved linkages and Yes W H L 4 cooperation between the Central Highlands VICs

Further development and Yes W M L-M 2 promotion of the Tasmanian Trail

Promote Region as Multi Yes S M-H M 4 Use Destination with emphasis on hunting and fishing

Development of a joint Yes S M-H L 1 hunting/fishing lodge

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Development of a target range S L-M H near Bothwell

Maximise the angling, Yes S L-M H 1 hunting and shack/touring opportunities emerging for the municipality

Develop further and market Yes S H M 4 the international quality fishing experience Dependent on water security

Facilitate production of a Yes S L H 1 recreation trails map and guide

Other sports and recreational and Possibly W L H ecotourism facilities

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Community

Development of more Yes W H L 5 formal community development structures

Encourage Tree Yes S & W M M 3 change/lifestyle and other residential opportunities

Sub division for rural living Yes S & W M M 3 blocks

Sub division of urban Yes W H M 3 blocks

Improved regional Yes W H M 4 streetscapes

Feasibility study of the Possibly W L-M H 2 Pelham Road Route to Brighton and Hobart

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Continuation of the Ouse Yes S H M 4 hospital and other health services

The continuing presence of Yes S H M 4 the schools in Bothwell and Ouse and the further development of education and training services for and in the region

Further development of the Yes S H H 4 Community College at Ouse DSC

Continuing development of Yes S H H 4 Central Highlands and regional School clusters

Retention of students at local Yes W H H 4 schools, school to work transition, post secondary and tertiary education and training

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4 opportunities

Upgrade Ouse wetlands, Yes S & W H L-M 5 Little Park, Hamilton River Walk

Townscape upgrades Yes W H L-M 5 including use of community projects and resources

Farmers Market Yes S M L-M 3

Working with the owners of Yes W H M 3 the Hamilton Hotel and the DED to develop an attractive and feasible redevelopment

Improved Yes W M H 3 public/community transport services

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Improvement in regional Yes W H H 3 voice and data communications.

Water management based on total Yes W H M 3 net community benefit

General

Develop data capture methods Yes W H M 5 and collate data to demonstrate importance of regional industry and community sectors and assist in justifying infrastructure upgrades and funding

Sealing of the Lake and Yes W H H 3 Marlborough Highways to provide a regional loop

Business skills/assistance Yes W H M-H 4

Table 6: Opportunity Evaluation Framework

Opportunities Community Policy Regional Potential Implementation Priority Objectives Alignment Strengths (S) Benefits (1) Resources / Weaknesses (2) (W) (1)

Agriculture

Higher value irrigated cropping Yes Yes S & W Dependent M 4 on water security

Vegetable Production Yes S & W As above M 3

Cut Flower production Yes S & W As above M 3

Expanded goat & Sheep cheese Yes S & W As above H 3 processing

Possible aquaculture ventures Possibly As above H 2

New dairies Yes S As above H 4

Economic/Tourism/Community Yes W H M-H 5 Dev Officer

(1) L=Low, M=Medium and H=High (2) Priority 1 = lower priority; Priority 5 = Highest priority

7.4.4. Short list of Opportunities

Based on the above the proposed comprehensive list of opportunities suggests opportunity have been prioritised into a short list as set out below. This short list of opportunities is discussed by opportunity in Chapter 8 and then prioritised further to provide a shorter list of opportunities for early implementation. The short list includes:

Developing an economic and community development structure

Appointing a Regional Development Officer to resource the development structure

Building on Central Highlands strengths in relation to fishing by re-building and marketing the international quality fishing experience

Establishing the business case for the development of an appropriate Central Highlands Tourism Precinct at Bothwell. It should be noted that while, following the Inspiring Place

report, this precinct would be located at Bothwell and draw on the existing interest in golf and Ratho and the Australasian Golf Museum it should be a hub for visitor information and services and a showcase for regional products for the whole Central Highlands

Developing an integrated caravan strategy for the region including consideration of Increased camping and caravanning infrastructure

Developing the region as hunting venue including consideration of the development of a joint hunting/fishing lodge

Improving regional education and training opportunities

Developing of a regional customer service program

Improving regional infrastructure including roads, water, communications and energy

Developing a hallmark event

Developing of higher value agricultural production including the movement of available water resources to higher value production

Attracting more population

Establishment of a regional data collection and collation process

Establishing of a small business advisory one stop shop. 7.5. Additional Criteria

The above short-listing process is fairly crude but reasonably effective. When more data is available it will be possible to engage members of the community and get agencies to refine the selection criteria. At this stage additional selection criteria could include:

The net benefit of each opportunity based on the costs and benefits involved

Where the benefit accrues – e.g. whether a private sector or community/public sector benefit and whether the benefits accrue to individuals, an industry sector, or broader regional group

Level of direct regional employment likely to be created

Availability of a regional champion(s)

Ability for community leverage using voluntary resources and in-kind contributions to leverage Council and/or State/Commonwealth Government funding

Amount of financial funds required- projects that require large amounts of funding while they may provide a significant net benefit to the Central Highlands may take a long time to get off the ground and be subject to significant risk

Availability of appropriate project management/coordination resources including consideration of whether scare Council resources will be required

Potential for non Council funding

Potential for additional spin off benefits including new businesses, skills development or community assets.

8. Key Development Opportunities

This section includes a brief implementation plan for each of the short-listed opportunities determined in Chapter 7. It then recommends a sub set of these for implementation in the first year.

8.1. Economic and Community Development infrastructure and Local area planning

A key requirement is to establish the two level partnership structure based on a:

State-local government partnership agreement

Council community working relationship based on Council leadership and community support, recommended in section 7.2.

8.2. Regional (Economic/Tourism/Community) Development Officer

Council to employ a Regional Development officer - This project has highlighted the potential for, and a keen community desire for, sustainable economic development including community, agricultural and tourism development in the CHC. A regional development officer would be responsible for:

Supporting Council’s development activities

Resourcing the proposed Central Highlands development structure

Assisting in collecting and collating relevant data as evidence for decision making

Liaising with the region’s agricultural sector to provide a bridge with Council, to provide support as needed in relation to the changing industry climate and to assist in facilitating new developments

Developing a branding and marketing strategy for the region, which could perhaps build upon the Highlands theme and multi-use possibilities in the region. They could also be responsible for driving the development of hallmark events, in the Hamilton/Ouse region and another in the Bothwell region

Assisting existing and potential operators in business establishment and development including tourism, agribusiness and other business opportunities. Town Improvement Work

Streetscape work in Bothwell should continue as recommended by the Inspiring Place Streetscape Plan including development of the business case for the Central Highlands Visitor Centre (Tourism) Precinct Options . The process for improving the streetscapes of the other regional towns should be repeated. Small projects could also improve the attractiveness of Hamilton and Ouse such as the development of convict burial grounds at St Peter’s Church Hamilton, the River walk

84 along the Clyde River in Hamilton, and the streetscape in Ouse. The caravan park in Bothwell could also be re-positioned to a more attractive location- a recommendation also made by Inspiring Place. Improved signage and information could also be added at the Stephen Walker bronze sculpture.

Infrastructure Issues-Along with a need for rubbish to be dealt with at camping sites throughout the CHC, there is need to resolve rubbish issues in places such as Derwent Bridge, along with the provision of public toilets and a picnic site in the town.

Research- An economic development officer could work with Tourism Tasmania to undertake specific regional research into the visitors to the CHC. The research should address visitors’ behaviour, needs and perception. This will help in the development of marketing/branding strategy and also assist existing and potential operators in the region, who require region specific data in order to enhance and develop their businesses.

Funding- An economic development officer would be responsible for seeking funding support including identifying appropriate funding sources and developing funding submissions.

Actions needed to implement an economic development officer in the CHC

Recognition of importance of tourism and need for an officer by council

Development of an agreement whereby officer will have authority to make decisions on behalf of council to ensure projects are delivered and developed in a timely manner

Physical space in which to locate an officer. One option could be at the Visitor Centre, recommended to be the hub of the Tourism Precinct Area in the Inspiring Place report

Funding- possibly sourced from DED. 8.3. Fishing

Tourism Tasmania data suggests that fishing in Tasmania is gradually recovering from the shock of the introduction of the carp and record low lake levels which caused a significant slump in visitation in the early 2000s.

Table 7: Tourism Fishing Data Year 2003-2004 2004-2005 2005-2006 2006-2007

Total Fish for Trout 26,300 20,500 21,100 24,200

Total Visitor Nights 350,500 314,700 297,900 483,500 of those who fished

85 for trout

Average number of 14.7 15.1 14.5 19.4 nights spent in Tasmania

Total Visitors to Tas 748,500 776,100 810,100 815,200

Data Source: Tourism Tasmania May 2008

In addition to data collected by Tourism Tasmania, phase 3 of the Tasmanian Sport Fishing and Tourism Development and Marketing Plan contains significant amounts of research pertaining to recreational and guided fishing. This research suggests that while the Tasmanian tourism industry is expected to slow over the next five years, there remains significant potential to increase Tasmania’s market share of visitors who will fish while in the state.

The report documents the decline and recent recovery of fishing licences. In the mid 1990s, over 32,000 were sold, dropping to 22,000 in 2001 and then rising again to 28,500 in 2006. This decline has been blamed on many issues, including the introduction of carp, a lack of cohesive marketing strategies, a lack of integrated and coordinated management, and under-funded resource management regimes. A re-invigorated Inland Fisheries Service, a newly formed industry peak body called the Anglers Alliance of Tasmania (IFS) and the Recreational Fishing Development Committee (RFDC) have been developments since 2005 which have all contributed to a renewed sense of confidence in the future of the industry. The RFDC funded the market research contained within the Tasmanian Sport Fishing and Tourism Development and Marketing Plan.

The RFDC commissioned research suggests that there were 37,000 fishing trips made to Tasmania and 3500 of these visitors were from overseas. Of the total number of fishing trips to Tasmania, 18,000 were for trout in 2005. The research illustrated that trout fishers spent more than those on other types of visitors on ‘other’ fishing trips. 27% of the interstate visitors came only to “trout fish only”; while 73% engaged in extra activities other than trout fishing. The “trout fish only” groups stayed approximately half the time of those who trout fished and undertook other activities and spent only slightly less per night. It is these two groups that the Tasmanian Sport Fishing and Tourism Development and Marketing Plan recommends Tourism Tasmania focus their marketing effort upon.

Interestingly, while a total 28,500 of licences were sold in 2005, only 2% of that number was sold to overseas visitors (inbound visitors), 20% were from interstate, and the remainder were from Tasmanians. 74% of the licence sales were from either Victoria or NSW with 35% of that group visiting at least twice a year.

The research in the RFDC report suggests there is great potential in the market. It identified approximately 90,000 people who have a desire to visit Tasmania, have travelled interstate in the last year, and had participated in hunting or fishing on their last trip. Most of these 90,000 people live in cities in NSW. They average 5.6 trips per year, mostly travelling as a couple (35%), then with family (26%) and thirdly alone (18%). They find out their information through newspapers, and use the internet extensively. They travel up to 6 times a year for short break holidays. This market is regarded as a primary source market by the RFDC report.

The secondary market identified in the RFDC report is the inbound (overseas) visitors. In 2006, approximately 3500 visited Tasmania for trout fishing and they characteristically stayed twice as long as the non-fishing inbound visitor. Half of them were visiting friends and relatives. The USA market is thought to be growing – albeit from low base numbers. The plan recognizes that it will take some years to develop these markets to maturity, but that the investment is worthwhile given the yield and potential numbers.

The Tasmanian Recreational Fishing Development and Marketing Plan outlines its main target as increasing licence sales by some 5,000 per annum by the year 2010, of which around 2,000 are visiting anglers. Sales would be increased by trying to attract a percentage of the 90,000 strong target market, identified above. This translates to an increase in total anglers of 18% and visiting anglers (overseas and interstate) by 40%. This increase would generate an additional $15 million in tourism spend and 50 additional permanent jobs. In terms of numbers, it would attract an additional 2,000 interstate anglers per annum.

In order to capitalise on the potential market, the RFDC report suggests that actions are needed, which will ultimately impact tourism and recreational activity in the CHC. These include:

Development of a website

IFS to develop a communication strategy

Tourism Tasmania and the IFS to coordinate marketing and supply

Development of an annual fly fishing competition

Development of collateral with high quality footage of Tasmanian fishing

Development of a marketing Plan by Tourism Tasmania.

The Anglers Alliance of Tasmania, which is driving the implementation of the Tasmanian Sport Fishing and Tourism Development and Marketing Plan, had at the time of writing, accessed $0.7 million of funding plus in-kind support, to develop a marketing implementation plan. In addition, funding for a web cam and access programs had also been provided by the former Department of Agriculture, Fisheries and Forestry and Hydro to the AAT.

Tourism Tasmania has also developed a draft Sport Fishing Strategy. This strategy takes a narrower focus than the RFDC report and focuses on “the angler who will hire a guide and stay in a lodge or commercial accommodation – predominantly fly fishers”. These are regarded as high yield targets in the sport-fishing market. This market is split into two market segments – the international and interstate traveller (the intrastate market and fisher-person who does not use a guide or lodge is not addressed in the Tourism Tasmania report). This report suggests that Australia has up to 75,000 fly fishers with the primary market being in New South Wales and Victoria. The report suggests primary international markets are from the USA, Japan and the United Kingdom. In the USA alone it is estimated there are more than 15 million fly fishers; within Japan there are estimated to be 700,000 fly fishers and more than 1,000,000 in Europe and the UK.

Tourism Tasmania identified the state’s major competitors for this market as being Argentina, Chile, the USA and Canada as well as New Zealand. However, Tasmania’s advantages were identified as being:

Wild brown trout

A unique angling environment (flora and fauna)

Sight fishing (polaroiding, tailing fish, etc)

Easy access

Uncrowded lakes and rivers

Clean air and water

Disease free status

A sea-run trout fishery unique in Australia

For key overseas markets, a reverse angling season

An attractive exchange rate on the Australian dollar According to a Tourism Tasmania 1999 survey of Trout Guides and Lodges Tasmania, the three most serious issues affecting business viability are:

1. The rising cost of overheads. This includes the money for various and sundry fees and the time required to comply with regulations seen as not being relevant to their businesses 2. Poor fisheries management 3. Unaccredited guides and the growing number of mainland guides.

Moreover, the report suggests that: “The recent escalation of real estate prices in Tasmania and the rising cost and burden of overheads has caused most of the long established angling lodges to be put on the market.” The report illustrated that many of the well known fishing lodges have changed hands or lost their fishing focus in recent years.

In conclusion, the Central Highlands is in an excellent position to help achieve the goals stipulated in the Tasmanian Recreational Fishing Development and Marketing Plan and the draft Sport Fishing Strategy.

8.3.1. Actions needed to drive the economic development of fishing in the CHC

Please note: As many fishing people use caravans, some of the recommended actions overlap with the recommended actions for caravanning in the region – outlined in the following section.

Resolve and secure water supply issues affecting Lake Sorell and Lake Crescent

Seal the Marlborough and Great Lakes Roads to improve access and visitation to the region

Provide active in-kind support to Tourism Tasmania and the Anglers Alliance of Tasmania (AAT) as they continue to develop their Fishing Strategy and Marketing Implementation Phase respectively

Provide active in-kind support to the Recreation Lakes Committee as they seek to develop a strategic plan for camping and caravanning in the Upper Derwent and Central Plateau region. Specifically work with this committee to:

Develop the strategic plan

Identify and build “black water” disposal units for caravans

Develop a waste management strategy for the region in conjunction with the committee and the AAT who have begun work on this issue.

Assess access and signage to lakes and lagoons, particularly where walking tracks are involved. Identify which tracks require maintenance

Work with and provide support to the AAT, on directional signage and interpretation programs. 8.4. Caravanning

The use of recreational vehicles (RVs), or caravanning as it is often referred to, is growing rapidly, with Australian sales estimated at having trebled in the last ten years (Commonwealth of Australia, 2003). RVs include caravans, fifth wheels, campers which fit onto the back of pick up (utility) vehicles or camper trailers which “pop-up”. Many factors have contributed to a rapid rise in ownership of RVs. These include the development of larger vehicles, widened roads, an economy which facilitates borrowing money in order to buy RVs, a western desire to explore the open road and retiring baby boomers, referred to as ‘Grey Nomads’ in Australia (Higgs & Quirk, 2007). RVs are now sophisticated and comfortable machines – many contain flat screen televisions, microwaves, GPS technology and air conditioning. Moreover, a highly organised RV subculture has now emerged whereby RVers belong to clubs, travel together and communicate on-line. There is even an RV language emerging, with words such as tailgunners and boondockers. Consequently,

89 many travellers expressly identify themselves as RVers and some even live in their RVs on a full time basis, calling themselves “full timers”.

In Tasmania, caravanning is on the rise, and the characteristics of caravanners are changing. An increasing number of people from interstate are now hiring motorhomes, in addition to those from overseas.

Table 8: Growth of Caravanning Year 2003-2004 2004-2005 2005-2006 2006-2007

Rental 8,800 10,500 10,100 14,600 Campervan/motorhome

Own 10,100 10,600 10,900 10,100 Campervan/motorhome

Average Visitor Nights 11.3 9.3 9.4 10.3 Rental Campervan/motorhome

Average Visitor Nights 39.9 26.4 28.8 23.2 Own Campervan/motorhome

Average Expenditure 3,004 2,471 2,406 2,944 Rental Campervan/motorhome

Average Expenditure 3,444 2,370 2,565 2,476 Own Campervan/motorhome

Data Source: Tourism Tasmania 2008

This group of people clearly do not live up their reputation of being penny pinchers: indeed in 2006-7, compared with other special interest groups, expenditure for those in rental campervan/motorhome is the second highest in Tasmania, with only those who scuba dive and snorkel spending more per holiday. In 2006-7, those who travelled in their own campervan/motorhome spent the fourth highest amount, behind those who scuba/snorkelled ($3002), those who trout fished ($2647), and those who went on cruises ($2576).

In 2006/2007, 19,900 travellers from Australia- were mostly from NSW, Victoria and QLD with 4,800 from overseas, with almost half of these people from Europe.

57% arrived by air with the remainder by sea. Approximately 53% were on their first trip, meaning there was a relatively high percentage of return visitors. The main reason for the trip was to holiday and they were mostly travelling with one other person. They predominantly stayed in caravan parks or “some other form” of accommodation, which may have been a free camping site.

RVers’ length of stay is somewhat higher than the average overall length of stay in Tasmania. In 2006/2007 the overall average length of stay for all visitors to Tasmania was 8.8 nights. For those visiting friends and relatives, the length of stay was 9.4 nights and for those on a holiday, it was 9.4 nights. For RVers who did not own their own RV, the average length of stay was 10.3 nights over the same time period, and for those who did own their own RV, the average length of stay was 23.2 nights.

RVers’ most popular activities to participate in, included, in order of preference: visiting historic sites and attractions; visiting national parks; visiting craft shops; browsing at markets and visiting historic houses. Other favourites included: short bushwalks of less than two hours, or for two hours out of the whole day; browsing at antique shops; visiting museums; and visiting gardens.

In 2006/2007, 4,000 of these travellers stayed overnight in the Central Highlands Great Lakes Region and 10,500 at Lake St Clair. Most commonly they were 55-64 years of age. This age group seems to be the highest growing category for this style of travel, as it had increased by 45.9% since the previous year. The second most common age group was those aged 45.54 years, closed followed by those aged 65 years plus.

Recently, Tourism Tasmania has developed a paper with RVing Issues and Policy Recommendations. Titled Caravan, Motorhome and Camping Industry Sector Issues Arising from Increased Visitation, the paper will be given to the Local Government Association of Tasmania (LGAT). This paper identified issues relevant to the Central Highlands Region, some of which included:

Free camping/roadside camping

Other non-commercial camping sites

Availability of black/grey water dump stations

Need for uniform by-laws across all councils to manage roadside camping and the sensitive enforcement of such by-laws to avoid alienating the market (for example, the Huon Council has recently erected signs which identify day use areas and suggest alternatives for RVers wishing to camp overnight)

Signage to commercial / non commercial camping sites including roadside overnight sites

Need to develop a communication strategy for the sector.

The reference group involved in the development of this paper suggested that in order to solve the on-going issues of free camping, the following recommendations should be followed, all of which are relevant to the Central Highlands Region:

No free sites to be established within town boundaries other than designated sites which need to satisfy specific criteria including:

Competitive neutrality test

Complete hard stand ground surface with:

Limited intrusion to private dwellings

Toilet and waste water dump access

Parking and access for larger vehicles

Waste management needs

Outside town boundaries choose sites that can be managed based on the following criteria:

Competitive neutrality test

Dump station presence

Toilet access

Parking and access for large vehicles

Waste management needs generally

Identify day use areas where no overnight parking or camping permitted and manage accordingly

Communication Plan to be developed for informing visitors of commercial and public facilities through road signage, brochures, etc.

The document suggested that: “This recommendation was developed by the Reference Group to ensure that unfair competition did not arise for commercial parks where communities / councils intended attracting visitors from this sector. Where commercial facilities exist in a community, the above criteria should be applied to ensure there is no disincentive to the development of commercial caravan parks to meet increasing demand. Council facilities which have no full cost recovery strategy would compete unfairly with commercial operations and potentially limit opportunities for commercial investment. Commercial operators generally will have few concerns with the development of facilities which are fundamentally designed to meet overflow needs and which have basic facilities only (as above).”

In addition to data collected by Tourism Tasmania, data has been collected by The Caravan, Recreational Vehicle and Accommodation Industry of Australia (CRVA) for 2006/7. Their data suggests that the RV market is aging and that there are different segments of the market that travel for different lengths of time.

Table 9: RV Market Age Profile Age Bracket

Age Percentage Percentage 2005/6 2006/2007

55-69 63.6 67.17

40-54 22.16 18.68

25-39 7.57 7.17

70+ 6.67 6.98

Total number of responses 555 530

Data Sources: CRVA Consumer Survey Reports 2006/7 and CRVA Fact Sheet 2005/6

When asked to describe how many times in the next 6-12 months, users intended to use the caravan, camper trailer or motorhome, the responses indicated that shorter journeys were more popular amongst younger RVers.

Table10: Use of RV

Question 4 Continued

Future travel plans (age breakdown) Use Frequenc y 25 – 39 40 – 54 55 - 69 + 70 60 days + 3% 16% 72% 9%

30 – 60 days 12% 16% 66% 6%

7 – 30 days 15% 28% 56% 1%

1 – 7 days 4% 28% 64% 4%

Data Sources: CRVA Consumer Survey Reports 2006/7

The CRVA research suggests that while the RV population may be aging (which contradicts trends in North America), there are two main groups of domestic travellers: Senior travellers as a couple whom travel throughout the year (24% of nights) and friend /family groups of 15-54 years travelling in school holidays (35% of nights). Moreover, although only 3% of International travellers to Australia, predominantly from Germany, United Kingdom, New Zealand, ‘Other’ Europe and United States of America, utilise caravan or camping accommodation, they account for 29% of caravan and/or camping nights. The CRVA argues that in Australia, caravan and camping accommodation, accounting for 15% of domestic nights, is the third most popular type of accommodation behind ‘friends/relatives’ (41%) and ‘Hotel/Motel/Resort/Motor Inn’ (24%) categories.

Share of domestic and international visitor nights in selected accommodation, 2003/045

Domestic International

Caravanning & camping 15% 3%

Hotel, Resort, Motel, Motor 24% 16% Inn

Rented house, apartment, unit 8% 30%

Friend’s or relative’s property 41% 27%

Backpacker or Hostel 1% 10%

Other 11% 14%

Data Source: CRVA 2007 Marketing Plan

The CRVA research also suggested that the average duration of stay in a commercial camping/caravan ground was five nights. This was longer than the total market average of four nights. They also suggested that people that stayed in a commercial camping/caravan ground were likely to be travellers who were:

Aged 45-64yrs (38%), 25-44yrs (27%)

Lower household income earners (less than $52k, 40%)

A parent (32%) or part of an older retired couple (34%)

Visiting more regions, with 14% visiting 4 to 7 destinations and 9% visiting 8 to 14 destinations. (However 61% spent their nights in one destination.)

5 BTR International Visitor Survey and National Visitor Survey, 2003/04(unpublished data) as presented in “A profile of travellers who use Caravan or camping accommodation in Australia in 2003/04” by Tourism Research Australia

According to the CRVA research, the top source markets for travellers who stayed in a commercial caravan/camping ground 2005/06 were from:

Sydney – 11% Perth – 6% Darling Downs – 3%

Melbourne – 10% Hunter – 5% Central Coast NSW – 2%

Brisbane – 9% Gold Coast - 4%

Adelaide – 7% Melbourne East – 3%

According to the CRVA, caravanning is an activity which is on the rise.

Year No of Caravan Sales % Increase vs Previous Year

2002 14,050

2003 15,800 13%

2004 16,900 10%

2005 17,800 5%

Data Source: CRVA 2007 Marketing Plan

The CRVA research suggests that caravanning attracts people who enjoy fishing, golf and bushwalking, which is a particularly good fit with the natural and built assets of the Central Highlands Region. The following data is taken from a profile of people who purchased a Caravan, Campervan or Motor home between July 2005 and June 2006 and completed the research questionnaire.

Reasons for Purchasing

Wanted to explore Australia 27%

Upgrading Existing Product 24%

Retirement 20%

Always wanted to do 16%

Other 7%

Friends / Relatives 6%

Other pastimes

Reading 26%

Music 22%

Sport 21%

Bushwalking 19%

Finance / Investing 6%

Other 6%

Sports by Category

Golf 22%

Fishing 22%

Other 15%

AFL / Football 11%

Tennis 7%

Bowls 6%

Swimming 5%

Sailing / Boating 4%

Cycling 4%

Cricket 3%

Data Source: CRVA 2007 Marketing Plan

Anecdotally, it has been reported that RVers who come to fish in the Central Highlands LGA will stay longer in the region than those who are touring. Reports are that their stay will often be between 1-2 weeks.

Given the growth of the RVing market and it characteristics, the Central Highlands LGA appears to be in an excellent position to capitalise itself as a premier RVing destination. Several pre-existing locations could be marketed as RVing icons of the region, such as Tarraleah. Additionally there are opportunities for sites to be obtained from Hydro Tasmania. Moreover, a co-ordinated approach to the development, management and promotion of commercial and non-commercial RVing sites would help establish the area’s reputation as an RVing destination, without harming the surrounding environment and existing commercial operators’’ business.

8.4.1. Actions needed to drive the economic development of caravanning in the CHC

Provide active in-kind support to the Recreation Lakes Committee, as they seek to develop a strategic plan for camping and caravanning in the Upper Derwent and Central Plateau region. Specifically, council should work with this committee to a) develop the strategic plan; b) identify and build “black water” disposal units for caravans c) develop a waste management strategy for the region in conjunction with the committee and the AAT who have begun work on this issue

Give priority to work which promotes caravans/RVs as these often have waste disposal units and therefore can require less infrastructure

Identify sites for tents on non Hydro land

Council to work with Hydro, DIRE and the Recreational Lakes Committee to identify locations for the variety of commercial, free caravanning/camping opportunities within the Central Highlands region

Council to explore the opportunity to manage Hydro’s Pump House /Jonah Bay campgrounds following the withdrawal of Parks and Wildlife as site managers. This presents some revenue opportunities for the council

Work with DIRE and Hydro to improve the Arthurs Lake turn out area. This location could be developed so that is provides information and signage on where to camp, as it is a gateway to the lakes area

Consider the relocation of the Bothwell caravan park to a more attractive location as part of the business case development for a Central Highlands Tourism Precinct

Use the Bothwell Visitor Centre Precinct (as recommended in the Inspiring Place report) as a central Caravanning hub for the region, from which visitors can seek information and be directed to appropriate sites and locations

Following the development of a strategic plan and identification of appropriate sites, promote of the region through the web, caravanning associations, with Tourism Tasmania’s new Zone Marketing Groups and Totally South.

8.5. Hunting

Those involved in hunting are very keen for the council to continue this activity to occur, particularly as hunters are thought to spend more money than fishermen in the Bothwell region. However the short season and Tourism Tasmania’s inability to market hunting given its conflict with their Tasmanian brand mean that the development of hunting in the region should not be considered to be a major priority. Consequently it is recommended that the CHC concentrate their efforts on developing the region as a well known hunting venue by maximising access and target shooting opportunities for interstate and intrastate hunters.

8.5.1. Actions needed to drive the economic development of hunting in the Central Highlands LGA

Council to facilitate development of target shooting venue outside of Bothwell

Work with Forestry Tasmania to ensure that access to land for shooting is not restricted and remains equitable

Council to facilitate future development applications for commercial hunting venue, albeit with a view that the viability of such a venue is yet to be tested. 8.6. Education and Training

Skills Tasmania is responsible for planning, purchasing and supporting the delivery of vocational education and training services for Tasmania; the development of policy advice for skills development; promotion of industry investment in training; and the development, regulation and administration of the system in Tasmania. They are also responsible for the administration of the Tasmanian VET system, a national qualification system. Skills Tasmania seeks to assess regional and market demands for training and have them delivered through Registered Training Organisations (RTOs). For the Central Highlands region, there are possibilities for tourism and hospitality industry to receive training through Skills Tasmania and an RTO. Tourism Associations or large operators who have staff, but recognise a further training need can request training from Skills Tasmania, who could in turn call for tenders from RTOs. This could result in on site or regionally based training being delivered in order to ease skills shortages.

Similarly, Drysdale Institute Tasmania has suggested that if a specific training need was recognised by the Central Highlands Council, there may be possibilities to deliver that training via their Drysdale Institute Solutions Program.

8.6.1. Actions needed to drive education and training in the Central Highlands LGA

Education and training needs to be identified by tourism associations and/or operators

Skills Tasmania and Drysdale Institute to be approached with request to provide the required

Location for training to be sought. 8.7. Seal Roads Great Lake Highway and Marlborough Highway

Sealing these two roads will make the Central Highlands LGA a more accessible region for hire cars and caravans and allow the Central Highlands LGA to increase its market share of day trip and overnight stays. It is essential that these roads be sealed to enhance and complement any further tourism development. This will also make the region a more attractive area for potential investors.

8.7.1. Actions needed to facilitate Road Sealing in the Central Highlands LGA

Sealing the two roads will be an expensive exercise. However, there are significant potential benefits from the upgrade, particularly for the Central Highlands but also possibly for the state. As an indication of the possible benefits AUSTROADS undertook a study of the tourism benefits of road investment in 2003.6 Included in this study is a case study of the tourism benefits of for sealing the unsealed section of the Lake Secondary Road. The case study concluded that sealing the road would be worthwhile if it led to an average increase in a combination of day visitors and overnight of 13% in the first year or in 2003 an estimated value of at least extra $800,000. This is conservative estimate as sealing the roads will also likely to have a benefit for freight movements and for local residents’ travel.

Given that the tourism estimates in the case study use the Tourism Tasmania figures that exclude intrastate tourists if sealing the road increases visitors to the state it will also provide a state benefit. However, if sealing the road moves visitors from using other roads such as the Midland Highway there will be a benefit to the region but there will only be a benefit to the state if the changed route leads to additional expenditure.

The case study figures are partially updated below and show that currently the direct incremental tourism expenditure needed to offset the sealing costs is just over $2 million in year one. The AUSTROADS study assumes that the tourism expenditure benefit would include the flow on multiplier benefits and on that basis would divide the direct tourism expenditure by the multiplier. In this update that is by 1.8 and thereby reducing the direct tourism expenditure needed to just over $1.1 million. Due to the significant increases in road construction costs a $2 million incremental expenditure would require some 21% increase in tourism visitors in the year the road was sealed to

6 Benefits of Road Investment to Assist Tourism, AUSTROADS AP-R225/03, 2003

100 justify the road expenditure at the margin and $1.1 million around 12% or similar to the required increase in the original AUSTROADS case study.

However, as the road costs are assessed on a net present value basis over 30 years it may be reasonable to assess any off setting benefit on the same basis. On a net present value basis the $2million incremental cost is the equivalent of some $140,000 per annum over 30 years which equates to an incremental annual growth of some 1.5% per annum over the expected growth without the upgrade and the $1.1 million direct expenditure would equate to some $76,500 per annum over 30 years and need an annual increase in number of visitors of some 0.8%. These findings suggest that a more detailed assessment could be worthwhile.

The road cost estimates are broad estimates provided by SKM. The tourism data is the latest available from Tourism Tasmania. Where data is not readily available we have used the AUSTROADS data as a conservative estimate. On this basis the assessment is indicative and designed as an example of a type of approach for justifying additional road investment. However, the results are likely to be conservative.

Table 11: Summary of Road Investment Costs

Cost Items Cost Unsealed Cost Sealed Road Road

Discount Rate 7% 7%

Road maintenance per $30,000 $5,500 km/annum

Number of km 35 35

Total Annual Cost $1,050,000 $192,500

Other Maintenance Costs N/A $990,000 for reseal every 10 years plus $6m for rehabilitation in year 30

Present Value for 30 Years $13,941,558 $3,958,554

Road investment 0 $12,000,000

Present Value Total Cost $13,941,558 $15,958,554

Source: SKM Estimates

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Table 12: Estimated Updated Base Benefits of Tourism Bothwell April 2007-March Average Expenditure 2008 per day

Stopped & Looked Around (Day 14,500 $67 Visitors)

Stayed Overnight 2,300 $185

Annual Town Cash Flow $1,397,000

Deloraine

Stopped & Looked Around (Day 76,,600 $67 Visitors)

Stayed Overnight 21,200 $185

Annual Town Cash Flow $9,054,200

Annual Regional Cash Flow 10,451,200

Source: Tourism Tasmania and AUSTROADS

As the most recent national input output tables are from the same time period as the AUSTROADS study and as the multipliers are quite robust it seems reasonable for this indicative exercise to use a multiplier of 1.8 giving a total national benefit from tourism of some $18.8 million.

8.8. Development of a Hallmark Event for the Central Highlands Region

“Increasingly, tourists want to experience the culture of places they visit. Festivals and events offer an excellent opportunity to bring cultural themes alive for visitors....” (Getz, 1998).

Hallmark events become synonymous with a place and are reoccurring, of limited duration, and are developed to enhance awareness, appeal and profitability of region. They are highly attractive as a means to attract revenue because they attract large tourist numbers and dollars and can provide a location with a competitive advantage. They can also be conducted over several days during the shoulder season, thus benefitting operators in otherwise quiet periods. In Tasmania, several Hallmark Events already exist, including Agfest, the Taste of the Huon, and the Taste of Tasmania. On numerous occasions, a desire to develop a significant event in the Central Highlands region was expressed. Some events do currently exist successfully in the region, such as the Spin-In, Hamilton Show and the Hunting Award Night, but a desire for a separate event was expressed on numerous occasions.

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The development of events requires major inputs in terms of personnel, infrastructure and financial input. Planning stages which are required include, but are not limited to:

An initial community champion or committee willing to develop the concept

Identification of all potential stakeholders who would be involved and affected by the event including tourists and residents

Idea generation with all potential stakeholders involved

Event details thought out, including times, venues, participants and marketing

Vision statements developed

Planning timelines developed – including short and long term plans

SMART objectives developed (those which are Specific, Measureable; Achievable; Relevant and Time Specific)

SWOT analysis of key factors involved

Operational plans and structures developed. Consultation with tourism stakeholders revealed a number of possible themes which an event in the Central Highlands could be developed around. These included:

A Highlands themed event

A Cherry/berry or other produce themed festival

A fishing themed event. There are a variety of examples of events with similar themes, which have become very successful. The Bundanoon Highlands Gathering in the Southern Highlands of NSW is held in April each year. The festival celebrates Highland traditions including music, dancing, food and games and attracts over 20,000 people. The advantage of this type of festival is that it can be held in the shoulder seasons, thus benefitting tourism providers in the region.

Young, NSW, hosts the National Cherry Festival Each Year which includes a street parade, poetry competition, orchard tours, opportunities to pick your own fruit and a photography competition. This festival would need to be held in December/early January to capitalise on the harvest.

In Tasmania the Chocolate Winterfest at Latrobe is an excellent example of an event which showcases produce from the region, and is conducted during the quiet season at several locations. The festival features many activities, including performances, chocolate sculpting, a treasure hunt, a wearable art exhibition, an art exhibition, tasting, and a poetry competition.

Finally, a variety of fishing festivals exist, ranging from the Brazilian Internacional de Pesca (the International Fishing Festival) which runs in September in the city of Caceres and attracts up to

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200,000 people, through to the family orientated Victorian Lillydale Lake Family Fishing Festival which attracts 300 children. This type of festival could also be held during the shoulder season.

Funding for a hallmark event which would showcase the region is available from Events Tasmania who administers four annual grant programs: www.eventstasmania.com/subpage.cgi?pageID=3

8.8.1. Actions needed to develop and implement a hallmark event

Identification of an event that has the support of a significant proportion of the Central Highlands population and has some clear ‘champions.’ This could be done through a community workshop or other appropriate community forum. Select one themed event to ensure that resources are not over stretched

Establishment of a group/committee to develop and run the event. (See proposed community development structures opportunity)

Review other events that have developed to ‘hallmark’ status and determine their critical success factors. In addition to the events noted above consideration could be given to such events as the Port Fairy Folk festival, the Tamworth Country Music Festival and the Wangaratta Jazz Festival, all of which have grown from small beginnings

Research similar themed events to the chosen event to determine who comes and why, what’s on offer, what supporting infrastructure is needed

Develop and document an event concept that offers the scope to develop as a hallmark event

Relocation of the Bothwell caravan park if justified could create a new and central Events Space

Seek funding for development and operation.

8.9. Funding Opportunities

There are a number of possible funding sources which could be available to fund the initiatives above including:

Tasmanian Community Fund- funding for not-for-profit organisations for Tasmanian projects. Administered through the Area Consultative Committee Regional Partnership Funding http://www.tascomfund.org/

Events Tasmania- administers four annual grant programs http://www.eventstasmania.com/subpage.cgi?pageID=3

Foundation for Rural and Regional Renewal- this program offers support small rural Australian communities and has two rounds of grants per year http://www.frrr.org.au/currentprojects.asp

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Tasmanian Department of Sport and Recreation Grants- Two grant programs would be options for the Central Highlands Community for tourism projects. These include the Mior Grants Program and the Major Grants program: http://www.development.tas.gov.au/sportrec/grants/index.html

Tourism Tasmania- has an annual local Tourism Grants program which supports programs projects that have the potential to provide benefits to local communities by developing products or services for visitors: http://industry.tourismtasmania.com.au/startpoint/index.html There are also a range of grants available for small business development through the Department of Economic Development (www.development.tas.gov.au) and Tourism Tasmania’s “start point” website: http://www.startpoint.tourismtasmania.com/.

8.10. Higher value agriculture/horticulture

A large number of higher value agriculture/horticulture opportunities are suggested in this report. Some related to opportunities for broad acre farmers to utilise relevant land and available water for higher value opportunities rather than for livestock. These opportunities included the production of poppies, cereals, vegetables and particularly potatoes and small seed crops. Others relate to new entrants developing lifestyle and commercial small scale operations such as cherry and berry farms.

A study of the economic value of water for irrigation in the Clyde catchment7 indicated that if additional water was made available, allocating it to higher value production could provide a significant benefit. Conversely if water was reduced there could be a similar loss. The relative value in $/ML varied between $400 for fodder and $630 for livestock to $3,000 for potatoes, $1,651 for poppies and $1,667 for cereals.

Development of the second type of opportunity, the smaller scale intensive fruit farm, will require water and access to appropriate size blocks say 5-10 hectares.

8.10.1. Actions to assist the development of higher value agriculture/horticulture

While the Council is unlikely to be able to influence these developments directly, they can assist by:

Facilitating the provision of suitable small blocks

Facilitating the planning and approval process for new business establishment

Assisting in providing information (generally as a conduit for existing information) on the opportunities and their requirements

7 An assessment of the economic value of water for irrigation in the Clyde catchment 2002/3

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Working with the community and industry to collect and collate relevant information to assist in decision making including facilitating the interaction between the agricultural sector and other relevant industry sectors, relevant government agencies and other informants and stakeholders

Providing relevant support to industry in negotiations with government

Facilitating the flow of information and assisting in developing mutual understanding of issues across industries and sectors. 8.11. Attraction of additional population

A number of informants in the consultation process saw the attraction of new residents and the increase in the regional population as the key issue. An increased population would provide the Council with additional revenue, bring additional income into the region, provide new skills and outlooks to the region and eventually lead to improved infrastructure and new facilities and services. The opportunities that were seen to encourage this increase included:

The development of rural lifestyle living blocks and areas to cater for the ‘tree changer’, people looking for a weekend location that can gradually become their full time home as they progressively retire and people interested in establishing a small commercial or supplementary income farming and/or horticultural venture

Sub division of urban block in the townships

Active promotion of the region for this purpose. 8.11.1. Actions to assist the attraction of new residents

This is an area where Council can directly assist through such actions as:

Initiating a planning Scheme review to increase diversity of property and housing size, type and density

Leading community action and lobbying for the maintenance and enhancement of regional community services

Promotion of region as tree change/lifestyle destination including facilitating as far as possible the development of appropriate areas. 8.12. Regional customer service program

Customer service can be variable from establishment to establishment. While we have not done a detailed survey of this aspect in Central Highlands, based on comment in the consultation process and on work in other regions it is likely that customer service standards do vary across the region with some very good examples to some not so good but with an overall level that can be improved. A sustainable increase in tourist numbers is likely to need improved service quality so that there is an incentive to offer an appropriate customer service program.

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It is not proposed that any program would aim to provide a proscribed process or that there would be a single regional type and level of service. Many visitors to a region expect and often want variation and may be disappointed if there is too much conformity. However, most also have some basic requirements in terms of communication style, responsiveness, comfort, availability of information etc.

On this basis we recommend developing a customer service program based on identified visitor requirements and with the flexibility to take into account different types of venue and customer. This program could be available to all operators and particularly recommended to new entrants. The data to underpin the program could be provided as part of the next recommended study.

The program could be based on an existing scheme such as ‘Aussiehost’ tailored for Dorset or could be developed specifically with an appropriate provider.

There would be merit in supporting the program with a ‘mystery customer’ process to monitor and evaluate progress.

8.13. Development of a regional tourism and other data collection process

The current data on visitation to the region is limited with data available for the two towns of Bothwell and Derwent Bridge. Current published data does not include intrastate visitation.

Based on the above there is an argument to develop additional more comprehensive local and regional data sets. This argument is supported by the increasing trend towards evidence policy and program development. The availability of sound and timely data can assist in submissions for funding under existing programs and can be used to demonstrate the need for additional programs or for fine tuning existing ones.

A number of Councils, with known strong tourism sectors, have developed their own regular data collection programs. For example in Victoria, Mornington Peninsula Shire undertake an annual census of tourism businesses to determine their income, employment, investment and a range of other regular and more topical data, Echuca conducts a regular and more detailed visitor survey, to supplement the published Tourism Victoria data, including attraction data and general visitor data and Omeo has developed a process whereby they survey all the townships businesses that have any contact with tourists to determine estimated annual visitation and expenditure on a periodic basis and use estimated tourist traffic data to adjust the visitation and expenditure data in the inter-survey years. The tourism traffic estimates and the relationship between tourism data and traffic was determined by surveys over a shorter term and once established a five year period was proposed. This process is reasonable as there is effectively only one road, the Great Alpine Way, through Omeo.

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Given the fact that the Central Highlands LGA has two main roads through it, one of which (Lake Secondary Road) runs through Bothwell and the other, the Lyell Highway runs through Derwent Bridge, Ouse and Hamilton suggests that a process similar to the Omeo approach to determining visitor numbers and expenditure could be explored. In addition, there was also an expressed need for data pertaining to visitors’ behaviour and visitation patterns whilst in the Central Highlands LGA. This could include data which shows local operators how visitors move through the region and the towns that they visit, their use of local businesses and attractions. Data which revealed how visitors came to hear of the region and the information sources that they used to research and access the region would also be useful.

At a different level there is also a need for sound customer satisfaction data. Most operators have a good idea of the satisfaction of their own customers from repeat business, feed-back on word of mouth promotion, information in visitor books and from informal contact with guests or customers. However, this is not always accurate. In addition, while there may be a wealth of useful information out there, it is a dispersed source of data that is rarely if ever collated.

Given the current limitations in data and the importance of having timely and accurate data we recommend a study to determine a model for data collection for the region. This should include:

Visitor data

Customer satisfaction data. The best approach to visitation data collection will need to be determined. It may be possible to extend the current Tourism Tasmania surveys or additional surveys may need to be undertaken. If additional surveys are required the process may be able to be developed as a pilot for other Councils/regions under the auspice of Tourism Tasmania. One approach could be a multi source model including:

Development of an appropriate format to collate relevant existing Tourism Tasmania data

Collate other relevant data

Collation of visitor data collected in a standard format from all attractions

An annual survey of businesses similar to Mornington

A periodic national telephone/internet survey. The study would research methods used elsewhere, consult with relevant stakeholders and other key informants and determine options for discussion and from that a proposed model. The model would need to consider the trade off between accuracy, extent of data collected and timing with cost, impost on operators etc.

Customer satisfaction could be measured through a random survey distributed by each participating operator and either collected by the operator in a sealed envelope or mailed to the collating body

108 depending on the preference of the respondent. The two aims would be to gain an unbiased response and to have a central collation body to provide a regional picture. Reports could be provided at operator level with a comparison against regional performance in their category if required. Again, there could be merit in backing up the program with a ‘mystery customer’ process as a supplementary monitoring and evaluation process.

In addition, local agricultural data will need to be collected and collated as a supplement and balance to the Agricultural Census as well as a process for developing a more comprehensive local community database and update process for the intercensal period. In both cases part of this process will include collation of more detailed data collected by the ABS but not published in easily accessible form.

8.14. Small business advisory one stop shop

While we have not investigated the level of knowledge of business support programs by small business in Central Highlands in detail, it was clear from the consultation that there are gaps in local business people’s knowledge of the available programs and assistance (details of current assistance programs are included at Appendix B). This is in line with similar findings from other regional development studies on the mainland and suggest that the extent of knowledge is patchy. Given that:

There is an opportunity for a number of new businesses to be established to service the spin off opportunities provided by the four projects

A number of existing businesses will be identified and to some extent their assistance needs identified as part of the tendering process

There is likely to be increased promotion and a new awareness of business opportunities, We propose that Council could provide a clearing house service for the wide range of business assistance programs currently available in Tasmania from State and Commonwealth sources, from philanthropic and from Central Highlands Council. This service could link with the Council’s existing employment service which may be expanded to reflect the opportunities and link into a ‘one stop shop’ approach to planning and development approvals. This proposal would not cut across the DED’s ‘Business Point’ portal but would act as a regional proactive partner in promoting and facilitating access to DED’s services and linking them with other services.

In addition it is proposed that consideration be given to including in this local small business advisory function access to mentors and to business advisory services. Consideration could be given to recruiting local small business advisors who are prepared to give a certain amount of free time followed by fee for service advice as a relationship develops. This may be an agreement that an initial hour or half hour interview is free after which the meter is running. The mentoring service could be provided by recently retire successful business people and relevant professionals. Again,

109 this service should link in with the existing DED service but it is possible that a local service could attract a wider range of advisors/mentors than a state wide model.

Based on the above, development of an appropriate Central Highlands model could be a model for other Councils across Tasmania.

8.14.1. Actions needed to develop and implement small business advisory one stop shop

A review of possible similar programs elsewhere

Consultation with stakeholders

Refinement of the proposed model with stakeholders

Establishment of a group of participants (mentors and professional advisors-note there could be some overlap)

Upgrading the Central Highlands web site as needed

Investigate potential support funding options

Development a pilot implementation program with the participants

Develop a monitoring and evaluation process.

8.15. Proposed projects for initial implementation

Appointment of a Regional Development Officer, ideally this position should be full time and guaranteed for at least two years (Section 8.2)

Establishment of the business case for the development of an appropriate Central Highlands Tourism Precinct at Bothwell. As noted the business case options should consider the precinct and Visitor Centre as a hub for visitor information and services and a showcase for regional products for the whole Central Highlands as well as its linkages with the golfing history of the region through Ratho and the Australasian Golf Museum (Section 8.2)

Early determination of the range of data needed to justify further developments including regional and local tourism, agricultural and community data. Establishment of the range of

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data collection methods and start of data collection. The data collection process is likely to involve community input including collation of published data and survey administration, provision of data by relevant government agencies and some commissioned research (Section 8.13)

Building on Central Highlands strengths to develop further and market the international quality fishing experience (Section 8.3)

Development of an integrated caravan strategy for the region including consideration of increased camping and caravanning infrastructure (Section 8.4)

Establishment of a hall mark event and the development of an integrated event calendar (Section 8.8)

Establishment of a small business advisory one stop shop (Section 8.14). Work on other opportunities should start if resources are available but in most cases the initial activity will need to be data gathering which will be covered by the third priority opportunity above. This includes data related to the benefits of sealing the Great Lake Highway and Marlborough Highway, development of higher value agriculture/horticulture, changes to the planning scheme to attract increased population and the development of a regional customer service program.

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Appendix A

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Central Highlands Today (a social, economic and tourism profile)

Population

The population in Central Highlands and Tasmania is displayed in Table . The population of Central Highlands at the 2006 Census was 2,241 people, a decrease in almost 200 people since 1996, however, it should be noted that this population decrease occurred during the 1996 to 2001 period with the population remaining static over the next five years. The population of Tasmania in 2006 was 476,480, an increase of almost 12,000 since 1996. Consequently, the population of Central Highlands has shrunk proportionately to the population of Tasmania, from 0.54% in 1996 to 0.47% in 2006.

Table 1 Population in Central Highlands LGA and Tasmania in Census years 1996, 2001, 2006 Year Central Highlands Tasmania Males Females Persons Males Females Persons 1996 1,352 1,152 2,504 228,521 236,025 464,546 2001 1,196 1,044 2,240 222,577 232,020 454,597 2006 1,181 1,060 2,241 233,380 243,100 476,480 Source: ABS Census 1996, 2001, 2006

Figure 1 shows the population distribution of Central Highlands in 2006. The population aged 0 to 19 makes up 24.5% of the population in Central Highlands, slightly less than in Tasmania where they make up 26.62%. Importantly, only 8.3% of the population are aged between 20 and 29, compared with 11.38% in Tasmania as a whole. This suggests that young adults are moving away from Central Highlands, perhaps due to a lack of further education or general opportunities. The majority of the population of Central Highlands is middle aged: those aged between 45 and 65 make up almost 33% of the population and of these, there are slightly more males. There is also only a small proportion of people aged over 80 (2.59%) in Central Highlands compared with more than 4% in Tasmania as a whole.

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Figure 1: Central Highlands LGA Population Distribution 2006

100+ Females 90-94 Males

80-84

70-74

60-64

50-54 Age

40-44

30-34

20-24

10-14

0-4

-150 -100 -50 0 50 100 150

Dwelling and Households

The household type in both Central Highlands and Tasmania in 2006 is presented in Table 2. At the 2006 Census, there were 991 households in Central Highlands and 189,067 households in Tasmania. There were 295 (or 30%) couple families with no children, a slightly higher proportion than in Tasmania as a whole (51,345; 27%). Conversely, there was a higher proportion of couple families with children in Tasmania (28%) and one parent families (11.14%) than in Central Highlands (23.51% and 8.27% respectively). This corresponds with the above observation that there is a higher proportion of people aged 0 to 19 in Tasmania than in Central Highlands.

Table 2 Household type in Central Highlands and Tasmania in 2006 Central Highlands Tasmania Couple family with no children 295 30% 51,345 27% Couple family with children 233 24% 53,064 28% One parent family 82 8% 21,055 11% Other family 4 >1% 1,743 >1% Lone person household 262 26% 48,925 26% Group household 11 1% 5,771 3% Other household( c) 104 10.5% 7,164 3.8% Total 991 189,067 Source: ABS Census 2006

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The vast majority of occupied dwelling types in Central Highlands are separate houses (over 97% in 2006) as shown in Table 33. Both the number of separate houses and the proportion has grown since 1996 in Central Highlands. There was a smaller proportion of ‘separate house’ dwellings in Tasmania as a whole (just 86% in 2006). The difference probably reflects the higher housing density in the larger urban areas.

Table 3 Occupied Dwelling Types in Central Highlands and Tasmania in 1996, 2001, 2006 1996 Central Tasmania Highlands Separate house 903 93% 149,484 85% Semi-detached, row or terrace house, 10 1% 8,236 4.7% townhouse etc Flat, unit or apartment: 12 1% 13,843 8% Other dwelling: 40 4% 2,145 1% Dwelling structure not stated 4 >1% 1,486 >1% Total 969 175,194

2001 Central Tasmania Highlands Separate house 916 96% 156,226 86% Semi-detached, row or terrace house, - - 9,698 5% townhouse etc Flat, unit or apartment: 7 >1% 12,509 7% Other dwelling: 31 3% 1,926 1% Dwelling structure not stated - - 814 >1% Total 954 181,173

2006 Central Tasmania Highlands Separate house 962 97% 163,036 86% Semi-detached, row or terrace house, - - 7,861 4% townhouse etc Flat, unit or apartment: 3 >1% 16,309 9% Other dwelling: 22 2% 1,837 >1% Dwelling structure not stated 4 >1% 24 >1% Total 991 189,067 Source: ABS Census 1996, 2001, 2006

As is shown in Table 4, of the 993 occupied dwellings in Central Highlands, 449 (45%) are fully owned. In Tasmania, however, only 36% of the 189,068 dwellings are fully owned. The difference is explained by such factors as the relative age profiles, with a higher proportion of older Central

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Highlands’ residents and house prices. There is a greater proportion of dwellings being purchased in Tasmania as a whole (32%) than in Central Highlands (20%) which to some extent reflects the different proportions of fully owned houses. The combined proportions of fully owned and being purchased are similar at some 66% for Central Highlands and 69% for Tasmania as a whole.

Table 4 Ownership Status in Central Highlands and Tasmania in 2006 Central Highlands Tasmania Number Proportion Number Proportion Fully owned 449 45% 69,487 37% Being purchased(a) 202 20% 61,078 32% Rented 248 25% 46,489 25% Other tenure type(d) 14 1.5% 1,450 >1% Tenure type not stated 80 8% 10,564 6%

Total 993 189,068 Source: ABS Census 2006

In addition to the occupied dwellings at the time of the census there were nearly one and two thirds as many unoccupied dwellings (1,615 in 2006) reflecting, in the main, the large number of holiday residences (shacks) in the municipality (Table5). While these dwellings were unoccupied at the time of the Census in August, in holiday periods in particular, the majority of them are likely to be occupied8. While the potential average occupancy levels are likely to be higher than for the permanent residents even if the average occupancy was the same at these periods the Central Highlands resident population could be some 3,600 higher or nearly 5,900 in total.

Table 5: Dwelling Characteristics - private dwellings 2006 2001

Occupied private dwellings 994 38% 953 39% Unoccupied private dwelling 1,615 62% 1464 60% Total private dwellings (includes 2,609 100% 2417 100% unoccupied)

8 note that given the ABS Census is conducted in winter, the information collected tends to overestimate the average number of unoccupied shacks, as shacks are used more often during summer time.

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Education

The number of those attending an educational institution in Central Highlands in 2006 was 599, a decrease from 624 in 1996, as shown in Table 6. The number and proportion attending pre-school has substantially decreased from 35 in 1996 to just 8 in 2006, as has the number and proportion in infant or primary education (from 260 in 1996 to 196 in 2006). A similar pattern can be observed in the number and proportion attending a secondary school (114 in 1996 to 90 in 2006). Post secondary attendance at TAFE fell between 1996 and 2001 but recovered and rose to some 62.5% more than the 1996 figure in 2006. There has also been a slight increase in the number and proportion attending a tertiary institution (from 14 in 1996 to 19 in 2006). It is important to note, however, that the reliability of this data is questionable given the high number of people who did not report the type of institution they were attending (191 or 32% in 2006).

Table 6 Type of institution attending in Central Highlands in 1996, 2001, 2006 Central Highlands 1996 2001 2006 Persons Percentage Persons Percentage Persons Percentage

Type of educational institution not 136 22% 131 23% 191 32% stated Overseas visitors 13 2% 3 >1% - -

Total 624 564 599 (a) Includes 'Technical and Further Educational Institution (including TAFE colleges)'. Source: ABS Census 1996, 2001, 2006

Table 7 displays the highest level of education for the populations of Central Highlands and Tasmania in 2006. Although there is a level of uncertainty in this data as about 10% of both populations did not state their highest year of school, the residents of Central Highlands left school on average earlier than in Tasmania as a whole. Again, this may in part be a reflection of the age of the population. Over 62% of the population of Central Highlands have a level of education at, or lower than, year 10 or equivalent, compared with approximately 50% in Tasmania as a whole.

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Furthermore, more than 1.2% of the residents of Central Highlands did not go to school, compared to 0.35% in Tasmania as a whole.

Table 7 Highest level of education in Central Highlands and Tasmania in 2006 Central Highlands Tasmania Persons Percentage Persons Percentage Year 12 or equivalent 379 21% 119,708 31% Year 11 or equivalent 120 6% 32,018 8% Year 10 or equivalent 650 36% 126,804 33% Year 9 or equivalent 274 15% 39,118 10% Year 8 or below 196 11% 27,634 7%

Did not go to school 23 1% 1,334 >1%

Highest year of school not stated 185 10% 35,839 9%

Total 1,827 382,455 Source: ABS Census 2006

Country of birth

The countries of birth of residents from Central Highlands and Tasmania in 2006 are displayed in Table 8. Most of the population of Central Highlands were born in Australia (1,959) compared with a slightly more diverse population in Tasmania as a whole (391,202 born in Australia). The only other significant birth place is the United Kingdom, which accounts for 3% of the Central Highlands population and 5% in Tasmania. There is also a large proportion of the population who did not state their country of birth (8% in Central Highlands).

Table 8 Country of Birth at 2006 Census for Central Highlands LGA and Tasmania Central Highlands Tasmania Persons Percentage Persons Percentage Australia 1,959 85% 391,202 83.% Bosnia and Herzegovina - - 110 0.02% Canada - - 577 0.12% China (excl. SARs and Taiwan Province)(b) - - 967 0.21% Croatia - - 272 0.06% Egypt - - 122 0.03% Fiji - - 263 0.06% Former Yugoslav Republic of Macedonia (FYROM) - - 22 0.00% Germany 8 0.35% 2,079 0.44% Greece 4 0.17% 561 0.12%

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Hong Kong (SAR of China)(b) - - 316 0.07% India - - 815 0.17% Indonesia(c) - - 202 0.04% Iraq - - 51 0.01% Ireland - - 613 0.13% Italy - - 1,018 0.22% Japan - - 293 0.06% Korea, Republic of (South) - - 415 0.09% Lebanon - - 55 0.01% Malaysia 4 0.17% 958 0.20% Malta - - 129 0.03% Netherlands 11 0.48% 2,324 0.49% New Zealand 19 0.83% 4,115 0.87% Papua New Guinea - - 296 0.06% Philippines 4 0.17% 956 0.20% Poland - - 735 0.16% Singapore - - 306 0.06% South Africa 3 0.13% 1,053 0.22% South Eastern Europe, nfd(d) - - 203 0.04% Sri Lanka - - 229 0.05% Thailand - - 302 0.06% Turkey - - 46 0.01% United Kingdom(e) 73 3.18% 22,016 4.68% United States of America 6 0.26% 1,145 0.24% Viet Nam - - 141 0.03% Yugoslavia, Federal Republic of(d) ...... Yugoslavia, Former nfd(d) ...... Born elsewhere(f) 11 0.48% 5,932 1.26% Country of birth not stated 191 8.33% 28,156 5.98%

Overseas visitors - - 1,801 0.38%

Total 2,293 470,796 (a) This list of countries consists of the most common (e) Comprises 'United Kingdom, nfd' (In 1996 responses for Country of Birth reported in the 2001 Census. known as 'United Kingdom and Ireland, nfd'), 'Channel Islands', 'England', (b) Special Administrative Regions (SARs) comprise 'Hong 'Isle of Man', 'Northern Ireland', 'Scotland' and Kong (SAR of China)' and 'Macau (SAR of China)'. 'Wales'. (c) In 1996 only, Indonesia included East Timor. (f) Includes countries not identified individually, 'Australian External Territories', 'Inadequately described', 'At sea' and 'Not elsewhere classified'. (d) In 1996 was known as 'Yugoslavia, Former nfd'. In 2001 .. Not applicable was known as 'Yugoslavia, Federal Republic of'. In 2006,

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'South Eastern

Europe, nfd' includes persons who stated their birthplace as Yugoslavia. Source: ABS Census 2006

Language spoken at home

More than 93% of the population of Central Highlands speak English only at home, as shown in Table 9. There were only 23 (1.0%) of the residents of Central Highlands who spoke a language other than English at home and these languages were Dutch (6 people); German (6 people); Greek (3 people); Thai (4 people); and other (4 people). This compares with some 3.6% of Tasmanian residents who spoke a language other than English at home.

Table 9 Language spoken at home at 2006 Census in Central Highlands and Tasmania Central Highlands Tasmania Persons Percentage Persons Percentage Speaks English only 2,137 93% 431,649 92%

Speaks other language: Arabic (includes Lebanese) - - 686 0.15% Assyrian - - 12 - Australian Indigenous Languages - - 91 0.02% Chinese languages: - - 2,117 0.45% Croatian - - 299 0.06% Dutch(c) 6 0.26% 1,005 0.21% French - - 483 0.10% German 6 0.26% 1,540 0.33% Greek 3 0.13% 1,240 0.26% Hindi - - 324 0.07% Hungarian - - 139 0.03% Indonesian - - 102 0.02% Italian - - 1,352 0.29% Japanese - - 299 0.06% Khmer - - 6 - Korean - - 309 0.07% Macedonian - - 31 0.01% Maltese - - 41 0.01% Persian (includes Dari) - - 154 0.03% Polish - - 815 0.17% Portuguese - - 55 0.01% Russian - - 204 0.04%

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Samoan - - 47 0.01% Serbian - - 141 0.03% Sinhalese - - 90 0.02% Spanish - - 676 0.14% Tagalog (includes Filipino) - - 272 0.06% Tamil - - 137 0.03% Thai - - 230 0.05% Turkish - - 53 0.01% Vietnamese - - 129 0.03% Other(d) 4 0.17% 3,620 0.77% Total 23 1% 16,699 3%

Language spoken at home not stated 131 6% 20,644 4% Overseas visitors - - 1,803 0.38%

Total 2,291 470,795 (a) This list of languages consists of the most common 'Languages Spoken at Home' responses reported in the 2001 Census. (b) Comprises 'Chinese, nfd', 'Hakka', 'Hokkien', 'Teochew', 'Wu' and 'Chinese, nec'. (c) In 1996 and 2001, 'Dutch' was known as 'Netherlandic'. (d) Comprises languages not identified individually, 'Inadequately described' and 'Non-verbal, so described'. Source: ABS Census 2006

Conclusions

From the above comparison, a social profile of the 2,241 residents of Central Highlands LGA can be seen. The size of the population has reduced but is currently static. However, there is significantly lower than expected proportion of young adults. The total population could potentially triple over some weekends and at holiday periods due to an influx of owners of holiday homes (shacks). Most of the households are couples, either with children or without. Most of the dwellings are separate houses, the proportion of which is also growing, and most dwellings are either owned or being purchased. Of those attending an education institution, most are in a primary school, although this data is relatively unreliable due to a response rate of less than 70%. The majority of Central Highlands’ residents left school at Year 10 or below. An overwhelming majority of residents were born in Australia and as expected therefore only speak English at home.

Economic Profile

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Employment

There is a significant difference in the occupation profile of Central Highlands and Tasmania, as shown in Table 10 below. Whilst the percentage of managers in the Central Highlands LGA was over 27% in 2006, an increase from 24.77% in 1996, the proportion in Tasmania decreased from 13.63% in 1996 to only 12.84% in 2006. To a large extent this reflects the extent of farming in the Central Highlands as farmers are classified as ‘managers’.

In the Central Highlands, there is also a greater proportion of labourers: about 23% in both 1996 and 2006. Conversely, the proportion of professionals, clerical and administrative workers and sales workers is higher in Tasmania than in Central Highlands.

Table 10 Occupation for all persons in Central Highlands LGA and Tasmania in 1996, 2006 1996 2006 Central Highlands Tasmania Central Highlands Tasmania Number Proportion Number Proportion Number Proportion Number Proportion Managers 239 25% 24,941 14% 233 27% 26,291 13% Professionals 59 6% 29,948 16% 49 6% 35,892 18% Technicians and trades 118 12% 28,196 15% 130 15% 29,957 15% workers(b) Community and personal 67 7% 15,378 8.4% 52 6% 20,463 10% service workers Clerical and administrative 68 7% 25,458 14% 58 4% 28,655 14% workers Sales workers 32 3% 16,793 9% 29 3% 20,304 10% Machinery operators and 99 10% 15,483 8% 80 9% 14,579 7% drivers Labourers 222 23% 21,212 12% 202 24% 25,569 12% Inadequately described/Not 61 6% 5,560 3% 20 2% 3,033 1.4% stated Total 965 182,969 853 204,743 Source: ABS Census 1996, 2006

Table 11 shows the industry of employment in Central Highlands and Tasmania in 1996 and 2006 according to the Census data. The major industry of employment of residents from the Central Highlands is ‘agriculture, forestry and fishing’ (39.55% in 2006), this dominance has been growing since 1996 (37.49% employed). Comparatively, in Tasmania the population employed in the agriculture, forestry and fishing sector has been falling with only 5.57% of the population employed in the sector in 2006. The accommodation and food services industry employs more than 9% of people in the Central Highlands, an increase of more than 3% since 1996. This is an indicator of the growth of the tourism industry in the area.

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Table 11 Industry of employment in Central Highlands and Tasmania in 1996, 2006 1996 2006 Central Highlands Tasmania Central Highlands Tasmania Number Proportion Number Proportion Number Proportion Number Proportion Agriculture, forestry & fishing 361 37% 12,108 7% 337 40% 11,409 6% Mining - - 1,871 1% - - 1,632 0.8% Manufacturing 50 5% 21,516 12% 41 5% 21,178 10% Electricity, gas, water & waste services 45 5% 1,121 1% 32 4% 2,896 2% Construction 40 4% 10,533 6% 54 6% 13,679 7% Wholesale trade 15 1.5% 8,055 4% 5 0.6% 7,334 4% Retail trade 45 5% 19,100 10% 35 4% 24,437 12% Accommodation & food services 76 8% 11,328 6% 79 9% 14,212 7% Transport, postal & warehousing 37 4% 7,512 4% 39 5% 9,377 5% Information media & telecommunications 5 0.5% 4,081 2% 7 1% 3,322 2% Financial & insurance services 3 0.3% 5,216 3% - - 5,333 2.6% Rental, hiring & real estate services 3 0.3% 2,353 1% 3 0.3% 2,876 1.4% Professional, scientific & technical services 10 1% 7,094 4% 8 1% 8,913 4% Administrative & support services 11 1% 3,627 2% 10 1% 5,469 3% Public administration & safety 81 8% 14,480 8% 67 8% 17,231 8% Education & training 46 5% 14,769 8% 41 5% 16,929 8% Health care & social assistance 51 5% 19,766 11% 41 5% 23,362 11% Arts & recreation services 9 1% 2,941 2% 9 1% 2,914 1% Other services 19 2% 7,556 4% 14 2% 7,043 3%

Inadequately described/Not stated 56 6% 7,942 4% 30 3% 5,195 2.5%

Total 963 182,969 852 204,741 Source: ABS Census 1996, 2006

Skills

Due to the importance of agriculture to the region it is worth noting that there are significant skill shortages in the industry across Tasmania (see Appendix B for details).

It is also noted than approximately 35 people leave Tasmania each year to seek education in the agriculture industry. This suggests there may be opportunities for additional agricultural education and training. However, the Tasmanian government has committed to a specific program for the agricultural industry to address the skill shortage, as well as broader programs. The SMART (Sustainable Management of Agricultural Resources in Tasmania) Farming Policy of 2006 outlines several opportunities for training and up-skilling. These include: Helping Young Farmers policy which provides financial advantages for young farmers and Helping SMART Farmers program

123 which aims to increase general knowledge of businesses and specifically farming (i.e. FarmPoint website).

The joint Commonwealth/State Farmbis program also addressed business planning and management needs in the sector. However, the current program ends at the end of June this year.

Similarly, the tourism industry (which, as noted above, is of growing importance to Central Highlands) is also experiencing skill shortages. Key shortages are listed at Appendix B.

-supporting Enterprise Development (subsidised training provided by TAFE Tasmania);

-skills Direct (short training programs); and

-establishing stronger links between the education and training sectors and between education and working for both mature aged students and those straight out of school.

Labour Market

From the 2006 Census, of the 1,827 people of working age living in Central Highlands, slightly less than 50% are in the labour force (Table 12). Some 47.5% or 853 people are employed whilst 3.23% or 59 people are unemployed. Conversely, in Tasmania as a whole, 57.30% are in the labour force, a considerably greater proportion than in Central Highlands, though Tasmania has a higher (3.77%) unemployment level.

Significantly, only 37% of the female population of Central Highlands are employed, whilst over 52% are not part of the labour force. Comparatively, almost 50% of the female population of Tasmania are employed.

Table 12 Labour force status in Central Highlands and Tasmania in 2006 Census Central Highlands Females Males Persons Employed, worked 321 38% 532 55% 853 47%

124

Unemployed 32 4% 27 3% 59 3% Total labour force 353 41% 559 57% 912 50%

Not in the labour force 450 53% 350 36% 800 44% Labour force status not stated 50 6% 65 7% 115 6%

Total 853 974 1,827 Tasmania Females Males Persons Employed, worked 95,931 49% 108,809 59% 204,740 53% Unemployed 6,402 3% 8,016 4% 14,418 4% Total labour force 102,333 52% 116,825 63% 219,158 57%

Not in the labour force 85,035 43% 58,072 31% 143,107 37% Labour force status not stated 10,114 5% 10,074 5.4% 20,188 5%

Total 197,482 184,971 382,453 Source: ABS Census 2006

Table 13 indicates the more recent labour market data from the Small Area Labour Market Survey. These results cannot be compared directly with the Census data but provide useful indicative trends. They show the unemployment rate falling faster than the State figures and an expected rise in the labour force over the twelve months to December 2007.

Table 13 Small Area Labour Market data for Central Highlands and Tasmania in September 2007 (December quarter to be released in Feb 08) Unemployment Unemployment rate (%) Labour Force Dec-06 Dec-07 Dec-06 Dec-07 Dec-06 Dec-07 Central Highlands Statistical Local Area 93 60 9.9 5.9 942 1019 Tasmania 15300 12600 6.4 5.2 239300 239600 Source: Employment and workplace relations services for Australians, Small Area Labour Markets – September Quarter 2007

Income

Table 14 shows the individual weekly income in both the Central Highlands and Tasmania in 2006. At that time, over 66% of the population of Central Highlands earned between $150 and $599 a week –which is consistent with the Tasmanian statistics. The median weekly income in the Central Highlands was between $250-$399, compared with $400-$599 per week for the rest of Tasmania. Further, almost 17% of residents of the Central Highlands earned less than $150, compared with only 13% in Tasmania. Some 6% of Tasmanians earn over $1,300 per week, as opposed to only 3.2% in Central Highlands.

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Table 14 Gross Individual weekly income in Central Highlands LGA and Tasmania from 2006 Census Central Highlands Tasmania Persons Percentage Persons Percentage Negative Income 9 0.5% 1,500 0.5% Nil Income 119 6% 20,368 5% $1-$149 177 10% 26,697 7% $150-$249 392 21% 67,631 18% $250-$399 277 15% 61,530 16% $400-$599 295 16% 58,449 15% $600-$799 167 9% 41,911 11% $800-$999 91 5% 27,567 7% $1,000-$1,299 72 4% 25,998 7% $1,300-$1,599 33 1.8% 11,663 3% $1,600-$1,999 15 0.8% 5,087 1% $2,000 or more 11 0.6% 6,158 2% Not stated 172 10% 27,898 7%

Total 1,830 382,457 Source: ABS Census 2006

Central Highlands Journey to Work

This section considers where the employed people who live in the Central Highlands work and where the people who work in the Central Highlands live. Table15 indicates the numbers of Central Highlands’ residents and the percentage of the total working population at the 2006 Census by place of work (left hand columns) and the residence of the people who work in the Central Highlands (right hand columns).

The table indicates that a higher number of employed people live in the Central Highlands (851) than the employment available (641) in the region. The figures in the table indicate that some 60% of Central Highlands employed residents work in the municipality. A further 22.5% work in the municipalities (bolded in the table) to the south including Derwent Valley 9%, Glenorchy 6% and 4% in Hobart. If the workplace destination not stated, undefined and no workplace address are ignored, the percentage of Central Highlands employed residents working in the municipality rises to just under 69% and the residents working in the municipalities to the south rises to nearly 26%.

The other half of the table indicates that the 511 Central Highlands residents working in the Central Highlands comprise nearly 80% of the total 641 employees in the municipality. A further 11.4 % (73) travel to Central Highlands from the same municipalities south of the Central Highlands

126 bolded in the table. Again a similar proportion of the employees from the southern municipalities come from the Derwent Valley as the proportion of Central Highlands residents employed in the Derwent Valley (just over 40%).

While more detailed work would need to be done on the exact work locations, the mode of travel, time of travel and the frequency of work, the numbers of workers potentially moving in each direction (265) per week day together with the transport of students could make consideration of an improved public transport system worthwhile. In addition, as up to 40% of Central Highlands residents leave the municipality for work, it also suggests some potential for increased employment self containment in the region subject to the availability of appropriate job opportunities.

Table15: Journey to Work Data for Central Highlands Residents and Workers Residence Place of work Central Highlands (M) Central Highlands (M) Place of work # % Residence of Workers # % Brighton (M) 15 2% Brighton (M) 13 2.% Central Highlands (M) 511 60% Burnie (C) - Pt A 3 0.5% Circular Head (M) 3 0.35% Central Highlands (M) 511 80% Clarence (C) 13 1.5% Clarence (C) 7 1% Derwent Valley (M) - Pt A 39 5% Derwent Valley (M) - Pt A 15 2% Derwent Valley (M) - Pt B 40 5% Derwent Valley (M) - Pt B 17 3% Glenorchy (C) 50 6% Glenorchy (C) 11 2% Hobart (C) - Inner 16 2% Hobart (C) - Inner - - Hobart (C) - Remainder 19 2% Hobart (C) - Remainder 10 2% Kingborough (M) - Pt B 3 0.5% Huon Valley (M) 6 1% Northern Midlands (M) - Pt B 3 0.5% Kingborough (M) - Pt A 9 1% Southern Midlands (M) 14 2% Kingborough (M) - Pt B 3 0.5% Tasmania - No fixed workplace 35 4.% Launceston (C) - Pt B 4 1% address Tasmania Undefined 24 3% Meander Valley (M) - Pt B 4 1% Northern Midlands (M) - Pt A 3 0.5% Remainder of Australia 15 2% Northern Midlands (M) - Pt B 3 0.5% Southern Midlands (M) 19 3% Work destination not stated 51 6% West Coast (M) 3 0.5%

Total 851 100% Total 641 100% Source: ABS Census 2006

127

Agriculture

This section provides a statistical profile of the agricultural sector in the Central Highlands. The information is based on the latest 2006 Agricultural Census. It is recognised that the Agricultural Census has limitations such as it is relatively out of date and does not pick up the year to year changes in production due to weather patterns, commodity market demands, opportunistic production of cash crops etc. However, it does provide an indication of the importance and diversity of agriculture to the region.

Table16: Land Ownership-Area of Holding Location Total Owned and Operated Crown Land Lease Other lease or rent

Area (Ha) Establishments Area (Ha) Establishments Area Establishments Area Establishments (Ha) (Ha)

Central Highlands 209,561 130 187,548 120 753 6 21,291 15 (M)

Tasmania 1,739,161 4,745 1,581,331 4,483 27,092 171 117,725 666

Central Highlands 12% 3% 12% 3% 3% 4% 18% 2% Proportion

Source: ABS Agricultural Census 2006

Table17: Pastures and Broadacre Crops Location Non Cereal Cereal All Cereal Grain Cereal Grain Cereal Other Silage or fed off

Area E’ments Area E’ments Area E’ments Tonnes E’ments Area E’ments (Ha) (Ha) (Ha) (Ha)

Central 1,350 25 2,158 32 1,110 21 3,866 19 1,048 16 Highlands (M)

Tasmania 16,049 647 29,740 735 23,250 589 77,614 575 6,490 262

Central 8% 4% 7% 4% 5% 4% 5% 3% 16% 6% Highlands Proportion

Source: ABS Agricultural Census 2006

128 been indicated as a potential growth opportunity. From the Agricultural Census the region included just over 750 ha of poppies over 20 establishments (some 10% of the area producing poppies in Tasmania and just over 4% of the establishments).

Table 18: Horticulture=Nurseries, cut Flowers Location Nurseries & Cut flowers Total Nurseries Cut flowers

Area (Ha) E’ments Area (Ha) E’ments Area (Ha) E’ments

Central Highlands (M) 19 2 18 1 1 1

Tasmania 478 129 272 78 156 61

Central Highlands Proportion 4% 1.5% 7% 1% 0.6% 2%

Source: ABS Agricultural Census 2006

Table19: Total Fruit Trees Location All Fruit Fruit &Nut Exc Total Trees Total Trees over 6 Total Trees Excluding Plantation & years under 6 years Grapes Berry

Area E’ments Area E’ments No. E’ments Tonnes E’ments Area E’ments (Ha) (Ha) (Ha)

Central 42 7 21 6 13,106 6 0 0 13,106 6 Highlands (M)

Tasmania 3,478 337 3,212 278 2,497,085 276 1,578,100 222 918,984 185

Central 1% 2% 0.6% 2% 0.5% 2% - - 1.5% 3% Highlands Proportion

Source: ABS Agricultural Census 2006

Table 20: Stone Fruit Location Cherries Olives Total Stone Fruit

Trees Prod E’ments Trees Prod E’ments Trees Prod Kg E’ments No. Kg No Kg No

(1) (1)

Central Highlands 11,058 15,940 5 (2) 2,047 0 2 13,106 15,940 6 (M)

129

Tasmania 307,525 985,340 75 49,629 121,149 42 402,819 1,801,732 124

Central Highlands 4% 2% 7% 4% - 5% 3% 1% 5% Proportion

Source: ABS Agricultural Census 2006

Notes: (1) All trees in Central Highlands under six years old (2) 3 Establishments contribute to production

Table 21: Grapes Location Total Grapes Bearing Not Yet Production Use- Bearing Wine/Distillation

Area E’ments Area E’ments Area E’ments Tonnes E’ments Tonnes E’ments (Ha) (Ha) (Ha)

Central 5 1 1 1 4 1 1 1 1 1 Highlands (M)

Tasmania 1,254 212 999 201 255 85 5,571 201 5,571 201

Central Highlands 0.4% 0.5% 0.1% 0.5% 1.6% 1.2% 0.02% 0.5% 0.02% 0.5% Proportion

Source: ABS Agricultural Census 2006

Table 22: Berry Fruit Location Blackcurrents Area Bearing Blackcurrents Production Total Berry Fruit Production

Area (Ha) E’ments Kg E’ments Kg E’ments

Central Highlands (M) 22 1 78,035 1 78,035 1

Tasmania 90 7 336,293 7 1,042,264 67

Central Highlands Proportion 24.5% 14% 23% 14% 7.5% 1.5%

Source: ABS Agricultural Census 2006

While Tasmania produces a wide range of vegetables for human consumption, the Central Highlands only produces potatoes with some 600 tonnes of potatoes produced in the 2005-06 year recorded by the Agriculture Census.

Table 23: Livestock Location Sheep & Lambs Sheep & Lamb Cattle Milk Meat Sales

No. E’ments No. E’ments No. E’ments No. E’ments No. E’ments

130

Central 454,244 98 175,681 94 21,287 92 2,408 6 18,879 88 Highlands (M)

Tasmania 2,963,390 1,808 1,223,519 1,552 704,003 3,308 203,446 570 500,557 3,029

Central 15% 5.4% 14.4% 6% 3% 3% 1.2% 1% 3.8% 2.9% Highlands Proportion

Conclusions

The median income of Central Highlands residents is lower than the Tasmanian median income.

Tourism Profile

The Context in Tasmania

The following section explores the tourism activity in Central Highlands Council area. The Central Highlands region, like its diverse landscape, consists of a variety of different tourism product and experiences. The Bothwell region, which has recently associated itself with a ‘Highlands Theme’,

131 includes a significant number of attractive sandstone heritage buildings. Rather like the midlands, the township is surrounded by grazing farmland and has a distinct rural ambience.

The Australasian Golf Museum (which includes the Bothwell Visitor Centre) houses the most comprehensive collection of golfing memorabilia in the southern hemisphere and second only to its counterpart in St Andrews, Scotland. The museum is operated with the assistance of a knowledgeable group of community volunteers and managed by an active management committee with support from Council. It has recently been upgraded and there are further plans as discussed below that could make it the centrepiece and driver of a proposed Central Highlands tourism precinct.

A recent streetscape plan was prepared by Inspiring Place9 which suggested a range of beautification projects which could capitalise on the history of the township and the location of the Golfing Museum. Specifically, the report identified as one option a Visitor Centre Precinct Area, which could have as its hub the Golf Museum (the site of the Bothwell Visitor Centre) and also includes the adjacent amenities and toilet block, the small RV/caravan park located behind the visitor centre, and the grass lawns which extend to Market Street. The vision for this Visitor Centre Precinct, as stipulated in the Inspiring Place report, would be one that would serve as: a central arrival point for visitors; would provide information on the region for visitor; convey interpretative messages on the region to visitors; would contribute to the streetscape values of the region; and would contribute to the town’s capacity to run events.

The Inspiring Place report suggests that this could be facilitated though either a) using existing buildings (a short term solution); and/or b) in the longer term seeking funding to extend the existing Visitor Centre Building, relocate the Golf Museum and relocate the campground to a more desirable location. While one possibility, the relocation of the golf museum to the new Ratho development would reinforce and enhance the golfing connection, development of either option could ensure close links between the two venues through such initiatives as appropriate joint marketing, signage and the use of teaser exhibits at each venue for the other.

9 Highlands Heritage and Tourism Centre Plan, Inspiring Place P/L, August 2007

132 a key opportunity for the region. As such, the findings of this report support the development of the business case for the two development options proposed in the Inspiring Places report and subsequent implementation of the best option.

Several other exciting developments are about to occur in Bothwell including the opening of the high end accommodation venue The Priory and the Nant Distillery. Bothwell also has the potential to be an important stopping point for visitors travelling north to Deloraine and onto Cradle Mountain, the alternative route to the highlands and initiatives to encourage this are proposed later in the report.

North from Bothwell, visitors enter the great lakes region and travel on unsealed sections of the Lake Road between Miena and Doleraine. This unsealed section of the road prevents some fly-drive visitors from using it, due to conditions placed on their hire cars. The Great Lakes region is well known for its brown trout and also as a hunting destination. Tourism facilities in this region are limited but do include a pub, guided fishing tours, the Stephen Walker bronze sculptures and the historic Steppes Homestead.

To the West of the Great Lakes region and accessible via the unsealed Marlborough Highway or via the Lyell Highway, are the townships of Ellendale, Fentonbury, Westerway, Hamilton, Ouse, Wayatinah, Tarraleah, Bronte Park and Derwent Bridge. These towns are located along the Rivers Run Touring Route and enjoy a relatively higher tourism profile as they are en-route to well known tourism destination such as Mt Field, Lake St Clair and the West Coast of Tasmania. Along this route, visitor will also experience a diversity of landscapes from farming landscapes in the Hamilton-Ouse region, hops farming and their historic kilns in the Ellendale-Westerway region, through to rainforest scenery around Wayatinah and Tarraleah and high alpine scenery towards Derwent Bridge. Tourism products in these townships include:

Accommodation and limited food venues in Ellendale, Fentonbury and Westerway

Antique shops, accommodation and historic attractions in the historic township of Hamilton

Farm stays and guided tours just outside the township of Hamilton

The multi use Meadowbank Lake

Shops, and accommodation in Ouse

A caravan park at Wayatinah

The resort of Tarraleah which offers accommodation, walking tracks and a variety of visitor experiences and tours

Various lakes and viewpoints along the highway

A holiday village at Bronte Park

133

A variety of tourism product at Derwent Bridge including the well known Wilderness Wall, accommodation and an “icon” of Tasmania- Lake St Clair at the southern end of the Cradle Mountain-Lake St Clair National Park. Tourism Management/Marketing Plans for the Region

The following section outlines existing structures outside the region which affect the ongoing management and future directions of tourism in the Central Highlands Region.

8.15.1.1. Regional Marketing by Tourism Tasmania

Tourism Tasmania has recently released a new marketing approach for the state of Tasmania. Instead of marketing the State as single destination, the State has been divided into five Zone Marketing Groups and will be marketed accordingly (see 2 below). Operators and local government may choose which zone marketing groups they choose to belong to. This will be particularly pertinent to operators who are located on the boundaries of the new zones as it will be possible for them to participate in campaigns across two zones should they believe it to be appropriate. For local councils whose boundaries reach across one or more zones (such as the Central Highlands Council which is within both the “Western Wilderness” and the “Hobart & Surrounds” Zones) it will be possible to direct their funding to more than one campaign zone.

Figure 2: Zone Marketing Groups for Tasmania (Source: Tourism Tasmania)

134

Marketing through Touring Routes

The Rivers Run Touring group has received approximately 15% of its funding from the Central Highlands Council and is considered to be an active tourism association.

Tourism Associations

Tourism data

This section explores the tourism activity in Central Highlands LGA. Unfortunately, the only data available for this region is information about Bothwell and Derwent Bridge so data for the Southern region of Tasmania, the Rivers Run Touring Route and major activities undertaken in the region have been included in order to provide a richer picture of tourism in the Central Highlands LGA.

The number of visitors staying overnight in Bothwell, Derwent Bridge and the total Southern region are displayed below in Table 24. The number of visitors to Bothwell peaked in the year between October 2004 and September 2005 at 3,982 visitors and most recently, between October 2006 and September 2007 the number of visitors was 2,900. The total number of visitors to the southern region was the same in the two most recent years, at 138,100 visitors. There are,

135 therefore, a great number of visitors in the Central Highlands region that are not staying overnight in Bothwell.

Table 24 Number of visitors that stay overnight between 2001 and 2007

Figure 33 displays the number of visitors which passed through Bothwell, Derwent Bridge and the total southern region. The number of people to pass through Bothwell has increased considerably from 2001 to 2007, when 23,800 people passed through. The data for Derwent Bridge across the same time scale is not comparable, however, in 2007, significantly more people (64,700) drove through the area than drove through Bothwell.

Figure 3 Number of visitors just passing through between 2001 and 2007

70000 Bothwell

Derwent Bridge (from July 2006)* (data 60000 doesn’t make sense) Total Southern

50000

40000

30000

20000

10000

0 Oct 01-Sept 02 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05- Sept 06 Oct 06 - Sept 07

Source: Tourism Tasmania

136

The number of visitors who stopped in Bothwell, Derwent Bridge and the total southern region is presented in figure 4. The number of visitors to stop, but not stay in Bothwell was highest in the year from October 2002 to September 2003, when 18,294 people stopped, though in the year ending September 2007, only 15,700 people stopped in Bothwell. 53,100 people stopped in Derwent Bridge in the year beginning October 2006, and 178,800 stopped in the total Southern area in the same time period.

Figure 4 Number of visitors that stopped and looked around but did not stay overnight between 2001 and 2007

250000 Bothwell Derwent Bridge Total Southern

200000

150000

100000

50000

0 Oct 01-Sept 02 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05-Sept 06 Oct 06 - Sept 07

Source: Tourism Tasmania

The number of nights stayed by visitors in Bothwell, Derwent Bridge and the total Southern region are shown in Figure 5. Although it is not entirely clear, 4,200 visitor nights were spent in Bothwell in the year ending September 2007. A high of 8,218 visitor nights were spent in Bothwell in the year ending September 2005. In Derwent Bridge in the year ending September 2007, 16,900 visitor nights were spent in the region, in the same year, almost 500,000 visitor nights were spent in the total Southern region.

137

Figure 5 Number of nights stayed between 2001 and 2007

600000 Bothwell Derwent Bridge Total Southern 500000

400000

300000

200000

100000

0 Oct 01-Sept 02 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05-Sept 06 Oct 06 - Sept 07

Source: Tourism Tasmania

Figure 6 presents the average number of nights that an overnights visitor spends in the three localities. The average number of nights spent in Bothwell has dropped by 50% from the year ending September 2006 to year ending 2007: visitors are only spending 1.4 nights there. Visitors, on average, spend 1.4 nights in Derwent Bridge also. In the total Southern region, visitors are more inclined to stay longer (perhaps in multiple locations): the average length of stay in 2007 was 3.3 nights.

Figure 6 Average number of nights spent in each destination between 2002 and 2007

3.5 Bothwell Derwent Bridge 3 Total Southern

2.5

1.5

0.5

0 Oct 02-Sept 03 Oct 03-Sept 04 Oct 04-Sept 05 Oct 05-Sept 06 Oct 06 - Sept 07

138

Source: Tourism Tasmania

As discussed above, the Rivers Run Touring Route runs through Central Highlands. Another touring route, Heritage Highway, runs very close to Central Highlands and therefore there is the potential for the Central Highlands area to benefit from these visitors, if they choose to diversify. The number of touring visitors on both the Rivers Run Touring Route and the Heritage Highway has decreased each year from July 2003 to June 2006. The year from July 2006 there were 245,800 touring visitors along the Rivers Run route. Visitor numbers along the Heritage Highway touring route have decreased each year from July 2003 to June 2007, to a low of 274,500. For each of the four years displayed, there were more visitors along the Heritage Highway route than the Rivers Run route.

Figure 7 Number of touring visitors between 2003 and 2007

Rivers Run (through Central highlands) 350000

Heritage Highway (not through, but near Central Highlands) 300000

250000

200000

150000

100000

50000

0 July 03-Jun 04 July 04-June 05 July 05-June 06 July 06-June 07

Source: Tourism Tasmania

The number of nights spent on the touring routes shown in Figure 8, follow a similar pattern to the number of visitors to the touring route (as above). In the year ending June 2007, there were 75,300 visitor nights spent on the Rivers Run route and 58,100 visitor nights spent on the Heritage Highway. As more people visit the routes than spend a night on the route, it can be concluded that most people complete the tours in a day. Furthermore, a smaller percentage of people spend a night on the Heritage Highway touring route than on the Rivers Run route.

139

Figure 8 Number of holiday nights spent on touring routes between 2003 and 2007

100000 Rivers Run Heritage Highway 90000

80000

70000

60000

50000

40000

30000

20000

10000

0 July 03-Jun 04 July 04-June 05 July 05-June 06 July 06-June 07

Source: Tourism Tasmania

Popular activities undertaken in Central Highlands include fishing (in the several lakes and rivers) and playing golf (refer to Figure 9). In the year ending June 2007, 34,500 tourists played golf in Tasmania, 22,900 fished for trout and 34,000 fished for other varieties. The visitor numbers playing golf and fishing for varieties other than trout have increased in the years between July 2003 and June 2006.

Figure 9 Number of special interest and niche visitors to Tasmania between 2003 and 2007

40000 Play golf Fish for trout 35000 Fish - other

30000

25000

20000

15000

10000

5000

0 July 03-Jun 04 July 04-June 05 July 05-June 06 July 06-June 07 Source: Tourism Tasmania

140

Figure 20 shows the number of nights spent in Tasmania undertaking these activities. Over the four years displayed, 485,400 visitor nights were spent fishing (excluding trout), 461,200 visitor nights were spend fishing for trout and 418,500 playing golf in the year ending June 2007. For the Central Highlands LGA, the trout fishing market and golfing market is most relevant.

Figure 20 Number of visitor nights of special interest and niche visitors to Tasmania between 2003 and 2007

700000 Play golf Fish for trout

600000 Fish - other

500000

400000

300000

200000

100000

0 July 03-Jun 04 July 04-June 05 July 05-June 06 July 06-June 07

Source: Tourism Tasmania

Expenditure ($000s) by special interest group visitors to Tasmania is presented in Figure 11. In July 2006 to June 2007, $75,812,000 was spent on golfing in Tasmania. In the same time period $60 million was spent by visitors fishing for trout and almost $70 million by tourists fishing for varieties other than trout. Per visitor expenditure is presented in Figure 12. On average, visitors in the year ending June 2007 spent $2,558 whilst fishing for trout, whilst those fishing for other varieties spent on average $2,024 and those playing golf spent $2,171. Over the last four years, the amount spent whilst fishing for trout has increased, whilst the amount spent whilst golfing has remained approximately constant.

141

Figure 11 Expenditure ($000s) by special interest groups in Tasmania between 2003 and 2007

80000 Play golf Fish for trout 70000 Fish - other

60000

50000

40000

30000

20000

10000

0 July 03-Jun 04 July 04-June 05 July 05-June 06 July 06-June 07

Source: Tourism Tasmania

Figure 12 Average expenditure ($) per visitor by special interest and niche group between 2003 and 2007

3000 Play golf Fish for trout Fish - other 2500

2000

1500

1000

500

0 July 03-Jun 04 July 04-June 05 July 05-June 06 July 06-June 07

Source: Tourism Tasmania

142

Conclusions

143

Appendix B Skills Shortages

The Tasmanian Government noted in 2006 shortages in the following areas:

Area Type of Skill Skills

Core Skills for all Agricultural Interpersonal skills Agriculture employees Literacy and generic skills (e.g. reporting) General computer skills (greater need for older workers) Learning skills

Skills for farm owners and Strategic thinking skills managers Change management Project management Risk managements Financial management Business law Contract management Leasing Corporate governance Vertical integration Rural sociology Digital business applications Farming systems People management Organisational skills (supervision and coordination) Developing plans and work schedules Logistics and transport Human resource/contract labour management Relationships development and management Supply chains/value chains Understanding and working with bureaucracies and

144

regulators Job design and analysis Industrial relations Succession planning Workplace safety/OH&S

Business Development Customer focus Quality assurance and quality management software systems Continuous improvement International business marketing Innovation Entrepreneurship Negotiation skills Public speaking Organise and participate in meetings

Operational Environmental management Agronomy Animal husbandry Irrigation and water systems Global positioning systems Organic vegetable production

Core Management System Communication Internet research skills Processing and maintaining farm information, reports and records Basic computer and software skills Farm management recording systems Livestock handling National Livestock

145

Others Training, assessment, mentoring and coaching Systems and techniques for simplifying and efficiently handling ‘red tape’ Writing business documents Business management software Little skilled labour shortages in Amenity Horticulture and CLM sectors.

Tourism Commercial Cookery Chefs Cooks Pastry cooks

Management General business management Leadership Human resources management

General – Operational Skilled food and beverage Hospitality attendants Candidates with TAB and Keno skills Tour guiding, especially guides with interpretive skills

Customer Service and related interpersonal skills

146