FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
FAR SOUTH TASMANIA TOURISM DEVELOPMENT STRATEGY For the region from Dover to Cockle Creek.
October 2007
Image
A joint initiative of the Huon Valley Council and Ausindustry, with thanks to Tourism Tasmania and Totally South Tourism
1 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Consultants
SEMF P/L has prepared the Far South Regional Tourism Strategy for the Huon Valley Council.
Acknowledgements
The consultants wish to thank the following individuals and stakeholders for their invaluable contribution to the Far South Regional Tourism Strategy:
Far South Tourism Network (Far South Tasmania Inc.), Huon Valley Council, Tourism Tasmania, Totally South Tourism, Parks and Wildlife Service, Forestry Tasmania, Heritage Tasmania, Aboriginal Heritage Office, Department of Infrastructure, Energy and Resources (DIER), Department of Economic Development (DED), Tasmanian Land Conservancy, Staged Design, South East Tasmanian Aboriginal Corporation (SETAC), Tony Ferrier, former manager Environment and Development Services, Huon Valley Council, Malcolm Wells, Kingborough Council.
2 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
CONTENTS
Introduction – ‘A Sense of Place’ 4
Assessment Profile – SWOT analysis 9
Assessment Profile – Strategies 19
Infrastructure 28
Population and Visitation Numbers 37
Marketing plan 42
3 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
INTRODUCTION – ‘A SENSE OF PLACE’
CONTENTS
A Sense of Place 5 Context 6 Community Values and a Tourism Vision 7 Other Stakeholder Consultation 8
4 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
A SENSE OF PLACE The area encompassed in this strategy extends from Dover to Cockle Creek.
In February 1792, the acclaimed French naturalist, Jacques Labillardiere and his party crossed southwest from Cockle Creek to South Cape Bay. Having spent a night in the forest en route towards Mt. La Perouse, Labillardiere was overcome by the beauty of his surroundings, claiming his admiration for ‘…the grandeur of nature which was beyond my power to express’.1
More than 200 years later, Tasmania’s Far South still encompasses an evocative natural landscape. From Dover to Cockle Creek, the 21st century traveller experiences vast and pristine waterways, magnificent coastlines, jagged mountain ranges and fertile valleys. Deep within the earth, ancient limestone and dolomite caves have continued nature’s artistry for over 40 million years. A keen eye may observe a rare, wedge tailed eagle, white-bellied sea eagle, a grey goshawk or a swift parrot – or the beautiful flowering plant, ‘Swamp Eyebright’, a threatened species found only near Blackswan Lagoon. A sense of remoteness permeates the journey offering a welcome release from the challenges of an increasingly frenetic lifestyle.
Inevitably, the landscape harbours many stories; rich layers of indigenous and European heritage overlap. The Far South was home to the Lyluequonny people who mostly inhabited the coastal fringe from Southport Lagoon to Recherche Bay. Subsequently, feisty whalers, convict coal-miners, ‘bushranger boat-builders’2, sawmillers and hardy timber-cutters ensured the area’s colourful history.
However, fishing has provided the most enduring bounty; the Lyluequonny women dived for abalone and crayfish, succulent oysters were exported to far away London, (not to mention the vast quantities supplied to Hobart), the French delighted in the taste of couta caught from the beaches at Catamaran. Flathead, trevally and mackerel were also in abundance. Today, crayfish and oysters remain an important resource, particularly for Dover, and the Huon estuary is home to several Atlantic salmon farms. The Far South continues to attract large numbers of recreational fishers particularly during the summer months.
In recent years, Recherche Bay has gained international attention, providing a focus for a landmark battle between conservationists and the forestry industry. The historic site will now remain intact - and a testament to the intrepid exploration of Admiral Bruny d’Entrecasteaux, Jacques Labillardiere and their French compatriots on the ships, Recherche and Esperance.
The French expeditions are of historical, cultural and scientific importance in era that pre-dated the European settlement of Van Diemen’s Land. Their friendly encounters with the indigenous inhabitants of the South East are recorded with affection. D’Entrecasteaux described them as ‘human beings so close to nature, whose candour and kindness contrast so much with the vices of civilization’.3
Apart from these unique, historic meetings, the French scientists ‘planted vegetable gardens, established observatories, identified 100 new plant species (including Tasmania’s floral emblem, the blue gum), and made a discovery in geo-magnetism that transformed global navigation’.4 The first white woman to set foot in Tasmania stepped ashore at Recherche Bay;
1 Bob Brown, Tasmania’s Recherche Bay, Hobart: Green Institute, 2005, p.22 2 Bruce Poulson, Recherche Bay; A Short History, The Management C’tee of the Southport Community Centre, 2004, p.9 3 Bruny d’Entrecasteaux, Voyage to Australia and the Pacific 1791-1793. Trans. by Edward Duyker & Maryse Duyker, Melbourne: The Miegunyah Press, 2006, p.140 4 The Weekend Australian, July 16-17, 2005
5 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007 the area has associations with Lady Jane Franklin, it is the birthplace of Trugannini and the site of the island’s first European burial.
Recherche Bay is the ‘jewel in the crown’ of the Far South. Professor John Mulvaney, a foundation member of the Australian Heritage Commission, eminent archaeologist and an international expert in Australian Prehistory visited Recherche Bay in February 2003 and concluded that… ‘the area constitutes a landscape of national and international significance…’ 5
CONTEXT
Tourism in the Far South stands at the cross-roads. Planned development will bring change to the region, which will require sensitive management. The area’s appeal lies in its authenticity which is also its most sustainable tourism asset. Its highly valued natural features combined with a friendly rural lifestyle provide an enriching and attractive environment.
While traditionally, the tourism industry has focused on visitor numbers as a measurement of success, the existing far south tourism industry has expressed a preference for growth in yield rather than solely visitor numbers. As genuine friendly interaction with the community is part of the appeal for visitors, it is important the tourism industry, developers, and local government continue to engage with the local community to ensure the seasonal influx of visitors and the corresponding pressures on services and infrastructure is well managed and does not encroach on community values and their peaceful lifestyle.
Far South residents have expressed a strong view that they do not wish to see further development ‘at any price’; in an effort to build a desirable visitor destination, they are not prepared to compromise their lifestyle or the natural and cultural attributes that make the area special. The challenge is to develop a sustainable tourism industry within those parameters.
Given the attractiveness of the region, it is reasonable to assume some level of continuing development is inevitable; the successful management of that process will provide the key to an engaged and enthusiastic community response. In the face of change, the Far South communities, as major stakeholders must nurture and preserve their local distinctiveness. All stakeholders must work towards a shared vision to ensure that the region maintains and enhances its strong cultural identity.
While tourism is a potential economic driver for the Far South, the industry is volatile and subject to a range of external influences. To ensure a profitable and sustainable future, the region’s community stakeholders must work closely with key industry partners including Tourism Tasmania, Totally South, local Councils, tourism operators and other stakeholders.
The Tourism Development Framework articulated in the industry blueprint, Tourism 21, provides the basis for a State-wide, integrated tourism strategy. Central to this strategy is the concept of touring routes and their role in connecting activities, attractions, visitor information services and other facilities. The Huon Trail has an established position in the market place, and provides a useful introduction to Dover and beyond. However its product richness and proximity to Hobart ensures that the current visitor focus is considerably stronger north of Geeveston.
The Strategy must recognize, however that visitors do not identify with traditional local boundaries; it is critical that the future development of the Far South acknowledges the
5 DJ Mulvaney, Recherche Bay Cultural Landscape statement, 2003, p.2
6 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007 importance of surrounding areas in providing a catalyst for visitors to venture further into the region. Current resources dictate that this strategy can not examine all facets of tourism within the region, therefore this strategy is designed to work in conjunction with other council plans including the Dover Township development plan, the draft Land Use and Development Strategy and the Draft Natural Resource Management (NRM) strategy. It is design not to duplicate or replace any work contained within these plans.
The strategy has also taken into account existing and ongoing planning work o major stakeholders including the Department of Infrastructure Energy and Resources (DIER), the Parks and Wildlife Service (PWS) Forestry Tasmania, Tourism Tasmania and the Tasmanian Land Conservancy (TLC). It should also be noted that while it is hoped this strategy will inform and influence the future planning of other agencies it is not prescriptive in its intent. Furthermore it is recognised that the other major land managers of the area namely PWS and Forestry Tasmania have their own planning structures that examine both tourism and sustainability issues. Therefore this strategy is not designed to duplicate that work but rather concentrates on broader tourism issues and actions that Council in partnership with stakeholders can achieve within the human and financial resources available.
There is also a detailed thematic interpretation plan underway for this region to compliment this strategy; therefore this document does not examine the interpretive needs of visitors to this region except to acknowledge they exist.
COMMUNITY VALUES AND A TOURISM VISION
‘…the Far South is a place where visitors can disappear into nature, but find themselves. It is a place where they can come to understand the value of wilderness.’ The Far South Tourism Network, March 2007
The Far South Tourism Network (FSTN) has been actively involved in the project’s consultative process. The broader business and residential communities were accessed through a series of newspaper advertisements seeking public comment regarding the various components of the Strategy including visitor experiences, services and amenities and infrastructure eight responses were received. The most common suggestions related to:
. Road safety and conditions, laybys and signage; . The untidy foreshore at Southport and its lack of facilities including rubbish bins and picnic tables and walking tracks; and . More cycling activities and opportunities.
A further, detailed submission expressed the need to consider ‘the impact of tourism development on important cultural areas such as Recherche Bay and specifically limit tourist infrastructure to areas that are currently affected by residential and shack development’.6
The public comments also reflect those expressed by the FSTN which represents the most comprehensive community feedback; combined with the ‘external’ submissions, Network members have played a lead role in informing this part of the project.
6 Greg Hogg, email to HVC, 7 March 2007
7 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
A tourism brand development process completed in May 2005 identified those attributes that the community and visitors considered most significant; the unique and intricate waterways and spectacular coastline, the relaxed lifestyle and the diversity of landscape.
In a tourism workshop held in March 2006, the FSTN agreed that, ‘the underdeveloped wilderness and waterways [of the Far South] are our most precious resource and their sustainable management is our highest priority.’ And…‘the visitor experience is inextricably linked with the wilderness and waterways, the sense of relative isolation and the heritage of the area.’
Participants went on to list five key contributors to the future of the local tourism industry:
. A focus on small-scale eco-tourism ; . Maintaining natural areas in a relatively undeveloped state; . Close links with the local people and their lifestyles; . Our physical position as the [island’s] southern-most region; and . Growth through yield rather than profitless volume.
In general terms, the FTSN considers an ideal mix to include ‘those experiences that can be paid for and those that can’t be bought’.7 Their priority is to encourage an authentic and personal connection between visitors and the natural surroundings and in doing so, to promote an increased understanding of wilderness values.
As part of the Strategy development process, members of the FSTN were asked to visualise tourism in the Far South, 15 years from now. Their response is paraphrased below:
The Far South experience will be accessible by various modes of transport including bus, bikes, boats, kayaks, cars, wheelchairs etc. Each will be supported by appropriate infrastructure. A trail system will be developed with multi-sensory interpretation, enabling the visitor to access the history, culture and physical features of the landscape (region). Visitor accommodation will be linked by a network of walking/ bike riding paths with bikes available at each property
OTHER STAKEHOLDER CONSULTATION
The Huon Valley Council identified a broader range of stakeholders including Heritage Tasmania, Forestry Tasmania, Parks and Wildlife Service, Department of Economic Development (DED) and the Department of Infrastructure, Energy and Resources (DIER). Discussions have taken place with all these Government organisations and in some instances, a number of representatives from the same department were interviewed on several occasions. Further feedback came from local residents, non tourism local businesses, the developers of the Cockle Creek Resort, ‘Staged Design’, the Tasmanian Land Conservancy, SETAC, the Aboriginal Heritage Office, Totally South, Tourism Tasmania and Tony Ferrier, former Manager Environment and Development Services, Huon Valley Council. A site visit was conducted over one and half days to familiarise the consultants with the region.
The major outcomes from theses discussions and observations are reflected throughout the Strategy document.
A recent review of the workshop outcomes resulted in a change from small-scale eco-tourism to small-scale tourism businesses. 7 FTSN Strategy workshop, February 2007
8 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
9 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
ASSESSMENT PROFILE
CONTENTS
Summary Comment/Methodology 10 Visitor Accommodation 11 Attractions and Activities 12 Food and Wine 14 A Sustainable Tourism Industry 15 Visitor Information and Signage 16 Community Links 17 Services and Amenities 18
10 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
ASSESSMENT PROFILE – SWOT ANALYSIS
SUMMARY COMMENT AND METHODOLOGY
Tourism Tasmania’s, Tasmanian Visitor Survey suggests the Far South has not attracted significant market share. In the year to June 2006, it had received only 46,600 of the 164,100 holiday visitors to the Huon Trail region and only 11% of all Tasmanian holiday visitors travelled to the Far South during the same period. These figures however, require a more complex evaluation, which acknowledges deeply held community values and the principles of sustainable tourism.
While residents of the Far South have articulated a clear resistance to major development that will either compromise the natural environment or their sense of peaceful seclusion, the challenge remains to develop a critical mass of appropriate attractions and activities to encourage the most profitable visitors into the region; and to give them sufficient reason for an extended stay.
An Assessment Profile has been developed within this context. It is informed by the South of Hobart brand developed in May 2005, the broader Tasmanian tourism brand and the industry’s strategic objectives articulated in Tourism 21, the Tasmanian Experience Strategy and other key documents.
The Assessment Profile is divided into two major sections; the first includes a SWOT analysis of the core, tangible experiences that underpin the visitor stay:
. Accommodation . Attractions and activities . Food and wine
This section also examines several other significant issues that affect the quality of the visitor experience; information and signage, community links and services and amenities are also addressed. Recommendations regarding both public and private infrastructure and the issue of ‘carrying capacity’ are included as separate documents at the conclusion of the SWOT analysis.
Ultimately a successful tourism industry is underpinned by the natural and cultural attributes to which it lays claim; an authentic and healthy brand. Consequently, both industry and community futures are examined in the context of sustainability and the related notion of ‘destination stewardship’.
This approach will flow into the second section; a series of detailed strategies, linking the Assessment Profile findings with an innovative, practical and achievable way forward for the Far South tourism industry. A separate Marketing Plan completes the Strategy.
11 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
VISITOR ACCOMMODATION
‘Destinations that draw visitors who spend most on holidays today promise and deliver exceptional and unforgettable experiences.’ Tasmanian Experience Strategy
It is often commented on in tourism circles that ‘a bed is a given’; in other words, visitors automatically expect accommodation that is appropriate to their essential needs. The challenge is to convert that ‘bed’ into a great visitor experience which is both memorable and enjoyable.
Accommodation is the most developed sector of the Far South’s tourism industry, however there is a clear imbalance in particular sectors. The graphs below provide a snapshot:
Guest Capacity by Accommodation Type Accommodation Business and Max. Guest Capacity
38% 40% 70% 35% 61% Accommodation 60% 30% 27% Guest Capacity 50% 25% 43% 40% 20% 15% 12% 30% 15% 21% 10% 7% 20% 14% 14% 8% 7% 7% 7% 7% 7% 5% 2% 10% 4%
0% 0% Units/Apts Cabins Camp Sites Serv Sites On Site Vans Backpackers Bed & Caravan / Hotel/Motel Cottage Backpackers Holiday Units Breakfast Camp Ground
Strengths . A substantial inventory of places to stay . A good range of budget accommodation . Accommodation facilities that are dispersed throughout the region
Weaknesses . A shortage of accommodation for the high yield traveller . A predominance of budget accommodation, with a concentration in caravan parks . Overwhelmed at peak periods . Lack of public transport services
Opportunities . An innovative and environmentally sustainable approach to accommodation development which reflects a ‘best practice’ model and links with community values . A more balanced accommodation inventory catering for a range of visitor preferences . The development of Cockle Creek resort . HVC and other key stakeholders to work with the proponent of some ‘strategically placed, up-market, eco-tourist accommodation units’ in the Hastings area8 . A creative approach to the accommodation experience which reflects a sense of place and aligns it more closely with local form, colour, shape and pattern Threats . Lack of vision; investment v. imagination . Lack of knowledge regarding market trends . A sudden or unexpected downturn in visitor numbers for a prolonged period
8 Ronald Brown, public submission to HVC, 16 March 2007
12 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Inappropriate development that conflicts with community values . Visitor preference for the proposed Cockle Creek East resort development over existing/locally owned accommodation businesses
ATTRACTIONS AND ACTIVITIES
‘An enriched visitor experience is created by combining Tasmania’s three core appeals with community enthusiasm and involvement, highly developed interpretative skills, local knowledge and passion for place.’ Tasmanian Experience Strategy
The Far South has only one relatively high profile attraction, the Hastings Caves and Thermal Springs which are part of the Hastings State Reserve. The Ida Bay Railway has considerable potential as the last, original bush tramway in Australia, and the 7 km. journey encapsulates the area’s scenic beauty and natural abundance; its future success however, is dependent on further, substantial investment. Southern Wilderness Eco Adventure Tours operate ‘Glow-Worm and Adventure Caving’.
The Far South has a number of excellent walks of varying duration and difficulty. The South Coast Track from Melaleuca to Cockle Creek is an iconic and challenging experience which only attracts about 1100 hardy bushwalkers annually. Tasmania’s 60 Great Short Walks includes Duckhole Lake from Dover and the South Cape Bay walk which are more achievable for the typical traveller. Other walks include Adamsons Falls, Adamsons Peak Southport Bluff Beach and Fishers Point.
Strengths . The increasing appeal of the Hastings Reserve and its further potential . The region’s rich, natural assets including its waterways, coastline and rural landscape . A range of forest and coastal walks of varying duration . The Ida Bay Railway experience . Lunaris Gemstones . The outstanding natural, cultural and heritage values of Recherche Bay . Extensive cave systems
Weaknesses . Insufficient, accessible activities to support the brand promise of ‘personal adventure’ . A lack of income-generating, community-based activities . Under-utilisation of the region’s waterways . A lack of activities during inclement weather . Interpretation is largely restricted to the Hastings Reserve . No major, commercial drawcard to stimulate visitor interest in the Far South . No critical mass of high quality visitor product . Unsealed roads which discourage visitors in rental vehicles . Multiple, overlapping jurisdictions and responsibilities regarding potential visitor sites . No evening/dusk, nature-based activities to encourage overnight visitation . No ‘personalised’ access to the area’s rich indigenous and European cultural heritage
Opportunities . Further development of the South Coast Track, including shorter multi day walks and overnight options for guided walking tours. . Development of a walking track to South East Cape as the Southern most point of Australia.
13 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Further development of the Thermal Springs at Hastings incorporating consumer demand for natural therapies in a healing environment . An interpreted Recherche Bay experience/ the ‘French Connection’ (high yield based on limited access) . Southport Lagoon now has 10 new campsites open to visitors with high clearance 4WD vehicles. Cockle Creek camping will be addressed in the PWS draft Site Plan to be commenced in the near future. . Re-opening the walking track to Adamson’s Falls . A multi-use, self-guided coastal nature/fitness trail from Dover to Southport (supporting businesses offering kayaks etc for hire) . Further development of the RAID experience and its links to the Wooden Boat Festival . Coal Hill panoramic lookout and interpretation (Forestry Tasmania) . The Esperance Coast Road scenic drive, including viewing opportunities . More short walks that acknowledge Tasmania’s older visitor demographic and the increasing community desire for physical exercise; others that incorporate the concept of fitness trails, healthy holidays, stress-breakers = brand benefits of nourishment, enrichment, self-discovery on the Southern-most edge of this beautiful island . A new, relatively short interpreted loop walk in the vicinity of Moulder’s Hill and Fisher’s Point . Mountain bike circuits/tracks . Cycle touring . Maximising the Far South’s extensive and protected waterways (Interpretation might include Recherche Bay, marine life, George III Monument historic site – see Bruny Is Charters) . Investigate the viability of a ferry service from Dover to Bruny Island, to complete the ‘touring’ circle from Kettering, Bruny Island, and Alonnah to Dover . Improved disabled access to the Far South’s scenic beauty; consider an approach to Forestry Tasmania regarding wheelchair-friendly access to the Duckhole Lake walk. . High quality adventure caving including corporate activities . Wildlife viewing at dusk; night-time caving; nature-watch at dawn . Range of water-based activities; rafting, kayaking, diving, snorkelling . Indigenous visitor experiences . Special interest/niche markets for natural and cultural pursuits . Connect the stories; develop interpretation within the context of the ATDP project, Phase 2 as appropriate . Interpretation gallery at Proposed Cockle Creek East resort development . See also ‘Community Links’ . Work with SETAC to include a range of experiences/packages that reflect Aboriginal culture and history in the Far South; initially this might occur on an informal basis between SETAC and accommodation businesses, providing unexpected value and richness to the visitor stay . Greater utilisation of the Tasmanian Trail, including extension to Southport and beyond.
Threats . Parks and Wildlife Service is the major landowner in the Far South and the quality and availability of nature-based activities is highly dependent on that agency’s resources and priorities . A pragmatic and varied level of interest from Forestry Tasmania regarding its ‘public’ infrastructure in the region . Water-based access to Recherche Bay which may preclude visitors from touring through the Far South region in order to view/experience the peninsula
This opportunity and the one noted immediately above, were the ‘big ticket’ items that came out of the FSTN consultation
14 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Unrealistic industry expectations regarding the ability of the Recherche Bay area to ‘make a difference’ (strictly controlled and limited public access) . Insufficient interest in private investment . A changing stakeholder commitment to the interpretation at Cockle Creek Resort over time . Funding constraints . Public liability issues
FOOD AND WINE
‘…promote seasonality of fresh produce, integrate the sampling of food and wine and strengthen local food experiences.’ Tasmanian Wine and Food Strategy
Food and wine has been identified as one of Tasmania’s three core values, recognising both the quality of our island produce and its ability to attract profitable customers. The Far South hub map lists only three food outlets, all of which are located in Dover. The relative isolation of the Far South suggests that the area is unlikely to develop any significant commercial enterprises with a food/wine focus. The most viable solution is to value-add to existing businesses, or partner with others across the broader Huon Valley region.
Strengths . A wonderful choice of fresh fish, as well as oyster and salmon farming . Proximity and diversity of high quality produce from the Huon Valley
Weaknesses . Little ability for the visitor to enjoy the area’s abundance of seafood . No quality café or restaurant experiences showcasing local produce . Limited food and wine outlets . Good coffee is difficult to find
Opportunities . Adopt the ‘food miles’ concept; leverage off the high profile Huon Valley producers and develop packages that integrate their food and wine with the best Far South visitor experiences . Encourage Huon Aquaculture/Tassal to investigate the viability of offering an educative and enjoyable ‘producer to plate’ opportunity; similarly with the oyster-farming enterprise . Fresh fish and chips sitting on the end of a jetty! . Visitor accommodation hosts offer organic, local produce, including picnic hampers packed with the taste of the Huon . Develop a fish market
Threats . Lack of commercial interest in developing a more varied, quality food and wine experience . Seasonality resulting in reduced hours/operations of existing businesses . Stagnant local populations and/or insufficient visitor demand which will continue to inhibit growth and innovation
15 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
A SUSTAINABLE TOURISM INDUSTRY
‘Sustainable tourism seeks compatibility between economic growth, the conservation of natural and cultural assets, visitor experiences and the values and priorities of local communities, in fostering a vibrant tourism sector contributing to the long-term enhancement of Tasmania as a place to live and visit’. Tourism Tasmania, Sustainable Tourism Project workshop 12/05
A sustainable tourism industry depends on environmental, economic and social factors. Initially it must be driven from a local level and ultimately in partnership with all key stakeholders. In view of the current global focus on environmental issues, there is a powerful and timely opportunity for the Far South to actively work towards a ground-breaking, holistic and sustainable tourism/community model embracing planning, development, protection of natural and cultural resources and local benefit. At a practical level, this would include appropriate building materials, energy sources, water and waste management and other key environmental safeguards. The model may include economic and/or marketing incentives for tourism (and other) businesses that embrace its principles.
Strengths . Far South attributes and relative lack of development are highly conducive to a successful model of environmental sustainability . Significant potential exists for low impact, small scale development . The Far South Tourism Network provides good industry representation . The Huon Valley Council is supportive of the Far South . Ample natural and cultural assets on which to base sound and appropriate enterprises . Excellent synergy between the Far South assets, brand and visitor trends . The area’s natural and cultural resources are highly valued by their communities
Weaknesses . Potential lack of industry/community leadership . The Council has limited financial resources and many non tourism-related priorities
Opportunities Environment and Community . A buoyant, sustainable tourism industry based on the active protection of the Far South’s natural and cultural resources . Implementation of Tourism Tasmania’s upcoming climate change strategy at a regional level . New Federal Government funding to assist businesses and communities to tackle environmental issues . A partnership between PWS and NRM South has been formed and money received to assist in the rehabilitation works within Southport Lagoon Conservation Area. . Articulated links between a vibrant and sustainable community and a vibrant and sustainable tourism industry provide opportunity to ensure visitors are also considered in council community works programs.
Product and Capacity . An authentic and whole-of-community involvement in tourism . A critical mass of smaller, locally-run visitor activities providing a diverse and more personalised engagement; a deeper ‘sense of place’ . An industry culture that ‘cooperates to compete’ with all components working together for mutual benefit . Inter-agency collaboration regarding the development and maintenance of visitor activities and public infrastructure . Value-adding to existing businesses – eg. aquaculture
16 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. A culture of exceptional hospitality and service . Growth in industry development and capacity
Threats . A mismatch/imbalance between the area’s visitor experiences and market trends . The degradation of the Far South brand through inappropriate use of natural and cultural resources . Existing operators adopting a negative, anti-competitive view of new products and experiences . An industry based on profitless volume . Lack of investor interest . Inadequate funds for marketing and promotion . An unexpected and prolonged downturn in visitation . Failure to attract sufficient investor interest . Lack of political will to move from a parallel to an integrated approach regarding cross- ownership/responsibility of visitor activities and public infrastructure . Overall inability to develop a competitive advantage
VISITOR INFORMATION AND SIGNAGE ‘Communicate to consumers that Tasmania is an experience-rich destination…’ Tourism 21, A New Ten-year Vision: 2004 – 2014
The Far South receives varied exposure through the multi-layered marketing collateral produced at a local, regional and State level. It is also included on the Tourism Tasmania web site.
Given its relative isolation, visitors to the Far South region are particularly reliant on accurate directional signage; the ‘reassurance’ factor is also highly important with some distance between townships. The same applies to visitor information; every effort should be made to enable visitors to gather information ‘on the ground’ and all small businesses can play an important role in providing that information, including ‘after hours’ and by referring visitors to local visitors centre for up to date information. .
Higher level interpretative signs and the replacement of ageing visitor information signage are included in Phase Two of the Huon Trail Brand Implementation Project (HTBI) the thematic interpretation plan that will follow this strategy.
Strengths . The planned outcomes from the HTBI project . The Huon Trail touring route brochure is well-established in the market place . The Far South has its own hub map . The area is profiled in other significant Tasmanian visitor information . A Far South web site is under construction
Weaknesses . Some lower level but significant ‘reassurance’ signage is inaccurate (Catamaran instead of Cockle Creek and damaged sign suggests 3kms to Catamaran instead of 13kms) . Overall lack of directional signage to Cockle Creek . Illegal operator signage . There is no visitor information centre beyond Geeveston . An under-resourced web site without a competitive position . No thematic approach or style guidance for signage and there if very little interpretation.
17 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Opportunities . Liaise with Department Infrastructure Energy and Resources (DIER), Tasmanian Visitor Information Strategy to build an integrated hierarchy of visitor signage with Forestry Tasmania and Parks and Wildlife Service (PWS) . Develop a partnership between the Huon Valley Council (HVC) and business operators based on mutual benefit and compliance (West Tamar Council model) . An agreement between Far South tourism operators and the HVC to establish a ‘white i’ visitor information/interpretation centre in Dover . An appropriately funded, vibrant and engaging Far South web site with links to higher profile partners . An informal network of visitor information provided through local businesses throughout the region – eg. the owners of the General Store at Southport would like to hold more information for travellers . Develop a sign style and a thematic interpretation plan that can be adopted by all stakeholders.
Threats . Lack of funding for more informative signage . Lack of compliance from local businesses . A haphazard approach to signage where agencies/stakeholders act in isolation . Inability to establish a suitable visitor information centre . Far South marketing and promotion competing with, and potentially overshadowed by the stronger product offerings of the Huon Trail . Insufficient product/experiences to stimulate visitation, regardless of market exposure
COMMUNITY LINKS
‘Local community support is integral to the development of a vibrant tourism sector. Residents are the keepers of the stories of their regions, and engagement with locals is fundamental to the experience for visitors’. Tasmanian Experience Strategy
Tasmania’s reputation and brand is built, in no small part, on the ‘friendly locals’. The Far South brand also identifies its ‘friendly’ communities as one of the area’s core values, linked with the benefits of nourishment and enrichment. However, care should be taken in ensuring that an appropriate balance is maintained between visitor and community needs and expectations; socio-cultural studies have shown that not all tourism is necessarily good for the host communities and that a detrimental divide can develop if community values are not respected.
Strengths . Far South ‘locals’ are passionate about their area . The communities are friendly and well connected to their natural and cultural environment . Their articulated values and brand have a high level of synergy with global tourism trends towards enrichment and self-development within the natural and cultural environment . Dover is a community with well-developed cultural links through various community groups and has the potential to offer an excellent ‘gateway’ experience for visitors
Weaknesses
18 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Far South communities are dispersed, sometimes isolated and potentially inaccessible in terms of deeper visitor/community engagement
Opportunities . Develop a selection of existing and well-utilised public spaces into attractive and inviting meeting places that will benefit both residents and visitors, and encourage informal interaction, including along foreshore areas. . Consider some small scale, local events that showcase the Far South and build community pride, visitation and connection ; story-telling, guided nature/heritage walks, the Recherche Babes, photographic/art/image competitions and exhibitions focusing on a Far South icon, water-based activities, a bird festival, sea fest, sailing regatta or other maritime event. . Showcase/retail art and other creative community expressions of local distinctiveness
Threats . Community disempowerment and apathy towards ‘outsiders’; a ‘them and us’ attitude . Inappropriate tourism development that compromises both lifestyle and environment . Too few people trying to do too much which leads to burnout and lack of interest . Lack of funding
SERVICES AND AMENITIES
‘Visitors do not distinguish between tourism and non-tourism products that they use. The non-tourism products and services may have as great an impact on the quality of the holiday experience as those delivered by the tourism industry’. Tasmanian Experience Strategy
The Dover and Far South Service Directory indicates a level of businesses and services that are broadly commensurate with the size of the region’s permanent population. 9 Predictably, the majority are located at Dover with the exception of some services and amenities at Southport.
From the visitor perspective, the hub map is an important link. Advance knowledge of the area’s facilities – or the lack of them, is preferable, to avoid a mismatch between visitor needs and expectations and the local’s ability to respond appropriately. For example, mobile phone service is problematic beyond Dover and there are fewer amenities as visitors proceed further south.
If the Far South tourism industry continues its focus on yield rather than volume, the development of additional facilities will be driven by communities rather than visitors. Ultimately the issue is one of supply and demand.
Strengths . As the Far South gateway, Dover provides a range of key services and amenities . Good recreational facilities including an attractive walking track . A range of retail outlets
Weaknesses . Dover is the ‘last post’ for reliable services and amenities in the Far South
Opportunities . Increased visitation and yield will open up the potential for new local businesses
9 see also ‘Carrying Capacity’ section for population/visitation projections
19 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Threats . Insignificant growth in the local population which compromises the ability of respective communities to meet the evolving needs and expectations of visitors
20 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
ASSESSMENT PROFILE – STRATEGIES
The Assessment Profile SWOT analysis has identified a significant number of opportunities on which to build an innovative and sustainable tourism industry in the Far South. The following list of strategic objectives is selective and based on a realistic appraisal of the existing stakeholder capacity. It reflects the seven key industry components on which the Assessment Profile has been formulated.
The first three components represent the core visitor experiences and focus on product initiatives which will be largely driven by private investment and/or State Government stakeholders. In some instances, the Huon Valley Council may provide a facilitory role.
Visitor accommodation . Promote ecologically sustainable accommodation development . Assess and address the current imbalance in visitor accommodation styles . Encourage visitor accommodation that reflects ‘a sense of place’
Attractions and activities . Create a series of Far South ‘signature’ experiences that embrace the brand . Build on existing attractions and activities to develop a critical mass of visitor experiences . Introduce evening and dawn visitor experiences that encourage overnight stays
Food and wine . Add value to existing seafood industries . Leverage off the high profile Huon Valley produce . Encourage sustainability and growth through the adoption of the ‘food miles’ concept
The following four components will require the Council to take the lead role in their development.
A sustainable tourism industry – environment and community . Work towards a ‘best practice’ model in ecological sustainability which embraces the local tourism industry and communities by engaging with businesses and community groups.
A sustainable tourism industry – product and marketing . Build an authentic, whole-of-community involvement in tourism . ‘Cooperate to compete’ . Formalise cross-agency (Local & State government) collaboration regarding visitor facilities and public infrastructure. . Develop a culture of exceptional hospitality and service . Assist industry development and capacity
Visitor signage and information . Develop an integrated hierarchy of visitor signage . Establish an appropriate level of visitor information ‘on the ground’ . Develop meaningful place interpretation for visitors
Community links . Encourage a positive and natural engagement between residents and visitors
Services and amenities . Determine the current and evolving visitor needs and expectations
21 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
The next section details opportunities and actions to address the above strategies. Each opportunity has been given a priority ranking of one, two or three. The rankings do not relate directly to importance or timeline but rather are based achievability and the ability of Council to influence the outcomes.
Priority ongoing: These are activities that HVC and other stakeholders are already working on. Some have cross agency agreements to achieve in the mid-term others already have implementation strategies or timelines in place.
Priority one: Achievable in the short term (12 - 18months) and can be driven at local government level (HVC).
Priority two: Achievable in the short or medium term, but can not be achieved by HVC alone. OR can be achieved by HVC over a longer period, up to 5 years.
Priority three: Big picture activities that while essential for the development of a sustainable tourism industry require further planning, collaboration with a number of state government or industry stakeholders and are expected to take at least 5 years to achieve.
Visitor Accommodation
STRATEGY 1: PROMOTE ECOLOGICALLY SUSTAINABLE ACCOMMODATION DEVELOPMENT key opportunity responsibility/partners priority
Work with potential investors to Private investor with Department Ongoing & Three initiate an environmentally sustainable of Economic Development (DED approach to accommodation and HVC. development which reflects a ‘best practice’ model and links with May be considered in the new community values. It should include planning scheme or the land use construction design, building strategy. materials, energy efficiency, waste treatment, water management and other sustainability issues
STRATEGY 2: ASSESS AND ADDRESS THE CURRENT IMBALANCE IN VISITOR ACCOMMODATION STYLES key opportunity responsibility/partners priority
Work with potential investor/s to Private investor with DED and Ongoing & Three develop a more balanced HVC accommodation inventory catering for a range of visitor preferences
22 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
STRATEGY 3: ENCOURAGE VISITOR ACCOMMODATION THAT REFLECTS ‘A SENSE OF PLACE’ key opportunity responsibility/partners priority
Work with potential investors to adopt Private investor with HVC and Three an innovative approach to visitor Tourism Tasmania accommodation that is reflective of the Far South’s natural and cultural values – eg. encourage design that is more closely aligned with local form, colour, shape and pattern
Activities and Attractions
STRATEGY 1: CREATE A SERIES OF FAR SOUTH SIGNATURE EXPERIENCES THAT EMBRACE THE BRAND key opportunities responsibility/partners priority
Investigate the potential for further HVC with PWS and commercial Two development of the South Coast walking tour operators. Walking Track, including potential for provision of facilities for multi-day high yield guided walking tours.
Investigate the viability of a multi-use, HVC in conjunction with Forestry Two coastal nature trail from Dover to Tasmania, DED and other Southport which also incorporates a government stakeholders; local fitness trail. Visitor accommodation tourism operators, with potential could the journey and provide bikes funding through the C’wealth and other equipment en route Regional Partnerships Program
Consider further development of the PWS and DED and Tourism Hastings thermal springs that reflects Tasmania and ultimately a private Three consumer demand for natural therapies operator in a healing environment
Examine opportunities for a charter Tasmanian Land Conservancy Ongoing company to provide water-based (TLC) , DED and private operator interpretation of the region’s rich natural and cultural heritage, inc. Recherche Bay; include a gourmet food experience showcasing the best of the Huon Trail
Collaborate with the Tasmanian Land PWS, TLC and Heritage Tasmania Two Conservancy to develop a low-impact, and Tasmanian Aboriginal Land sustainable visitor experience based on and Sea Council and Tourism ‘the French Connection’ Tasmania
23 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
STRATEGY 2: BUILD ON EXISTING ATTRACTIONS AND ACTIVITIES TO DEVELOP A CRITICAL MASS OF VISITOR EXPERIENCES key opportunities responsibility/partners priority
Up Grade the walking track to PWS. Two Adamson’s Falls
Create a visitor experience at the Coal Forestry Tasmania and HVC to Ongoing Hill panoramic lookout including collaborate on interpretation. appropriate interpretation of the immediate and wider landscape
Re-establish a high quality adventure Private operator in conjunction Two caving experience with PWS and DED
Assess potential for future growth of Forestry Tasmania Ongoing the forest drives concept
Examine the commercial options for DED and HVC and ultimately Two water-based activities; rafting, private operators kayaking, diving, snorkeling etc.
Investigate the practicality of opening PWS One/Two up a short, interpreted loop walk in the Moulder’s Hill/Fisher’s Point vicinity
Introduce guided day walks that reflect PWS and HVC and ultimately Two the area’s outstanding natural and local guides and other tourism cultural values businesses
Consider locations for relatively easy Forestry Tasmania with PWS One mountain bike tracks or circuits and HVC
Assess the area’s suitability for cycle PWS with Forestry Tasmania Two Touring and HVC
STRATEGY 3: INTRODUCE EVENING AND DAWN VISITOR EXPERIENCES TO ENCOURAGE OVERNIGHT STAYS key opportunities responsibility/partners priority
Wildlife viewing at dusk Private operator in conjunction Two with PWS
Night-time adventure caving or glow Private operator in conjunction Two worm experience with PWS
24 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Explore the opportunity for an PWS with FT, South East Two indigenous evening experience Tasmania Aboriginal Corporation (SETAC), Tasmanian Aboriginal Land and Sea Council, HVC
Nature-watch at dawn PWS with SETAC, Tasmania Two Aboriginal Land and Sea Council and HVC
Re-establish a sunset cruise product Private Operator Two from Dover.
Food and Wine
STRATEGY 1: ADD VALUE TO EXISTING SEAFOOD INDUSTRIES key opportunities responsibility/partners priority
Approach local marine-based HVC/private investor One industries with a view to investigating the viability of a ‘producer to plate’ experience that is both educative and enjoyable
Research the viability of a strategically DED/private investor One located fish market
Research the viability of a Fresh fish Private operator/HVC One and chips operation on the end of a jetty
STRATEGY 2: LEVERAGE OFF THE HIGH PROFILE HUON VALLEY PRODUCE key opportunity responsibility/partners priority
Further develop the ‘food miles’ Far South tourism operators/HV One concept. Integrate locally grown producers produce with Far South accommodation, attractions and activities – eg. breakfast ingredients and gourmet food hampers for picnics, cruises etc.
(Developing a distinctive HV produce brand is part of this process.)
25 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
A Sustainable Tourism Industry – Environment and Community
STRATEGY 1::WORK TOWARDS A ‘BEST PRACTICE’ MODEL IN ECOLOGICAL SUSTAINABILITY THAT WILL ASSIST IN PROTECTING THE FAR SOUTH’S NATURAL AND CULTURAL RESOURCES key opportunities responsibility/partners priority
Establish a working group to address HVC/HVKTA One sustainability issues in the Far South
Introduce some planned and HVC/Far South Tourism One achievable ‘building blocks’ that will Network/HVKTA enable ethical and tangible growth in ‘clean and green’ business practices; initially promote the model through the Far South Tourism Network
One Support the Huon Valley Kingborough HVKTA with Far South Tourism Tourism Association’s Tourism Network and HVC – Note: Project Environmental Audit project “Green is Subject to Grant Funding Tea”
A Sustainable Tourism Industry – Product and Capacity
STRATEGY 2: BUILD AN AUTHENTIC, WHOLE-OF-COMMUNITY INVOLVEMENT IN TOURISM key opportunities responsibility/partners priority
Create a critical mass of small-scale, HVC/DED Ongoing community-based tourism businesses working together to provide a diverse and more personalised visitor experience and a deeper ‘sense of place’
Introduce a community discussion that HVC/Totally South/HVKTA One actively promotes the view that tourism benefits the entire community, not simply those who operate traditional tourism businesses
STRATEGY 3: ‘COOPERATE TO COMPETE’ key opportunity responsibility/partners priority
Encourage a tourism industry culture HVC/Far South Tourism Ongoing in which all local businesses support Network/HVKTA each other and in turn, support the region as a whole
26 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
STRATEGY 4: FORMALISE CROSS-AGENCY COLLABORATION REGARDING VISITOR FACILITIES AND PUBLIC INFRASTRUCTURE key opportunity responsibility/partners priority
Establish multiple cross-agency HVC/ PWS/FT/DIER/DED/DTAE One partnerships that will enable an integrated, (rather than parallel) approach to visitor facilities and public infrastructure where responsibilities for those services overlap; ensure continuing commitment to maintenance
Through cross agency partnership, HVC/PWS/DIER One ensure the seeling of the road to Hastings Caves becomes a priority.
Through cross agency partnership, HVC/ PWS/FT/DIER Two formalise and agreement with road owners/manager to ensure future upgrading of the primary road through all sections from Hastings Caves to Cockle Creek.
Conduct a review of public open HVC/PWS/FT/DIER/DTEA Two spaces and facilities in the region, including; picnic areas, BBQ facilities, public toilets and signage. develop required cross agency partnerships required to ensure any new facilities are designed to consider both community and visitor requirements
STRATEGY 5: BUILD A CULTURE OF EXCEPTIONAL HOSPITALITY AND SERVICE key opportunity responsibility/partners priority
Investigate training options through HVC/Far South Tourism One/Two Drysdale Institute Network/HVKTA
STRATEGY 6: ASSIST INDUSTRY DEVELOPMENT AND CAPACITY key opportunity responsibility/partners priority Develop an effective knowledge management system that ensures HVC/Far South Tourism One timely communication with local Network/Totally South industry regarding latest tourism Tourism/HVKTA research and trends, upcoming workshops and other relevant information
27 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Visitor Signage and Information STRATEGY 1: DEVELOP AN INTEGRATED HIERACHY OF VISITOR SIGNAGE key opportunities responsibility/partners priority
All stakeholders must work together to HVC/FT/PWS in conjunction with Two/Three standardize signage throughout the DIER region; the process should be informed by the Tasmanian Visitor Information Strategy
Establish a partnership between HVC and local businesses based on mutual HVC/local businesses Two benefit, compliance and the removal of illegal signage (as per West Tamar Council)
STRATEGY 2: ESTABLISH AN APPROPRIATE LEVEL OF VISITOR INFORMATION ‘ON THE GROUND’ key opportunities responsibility/partners priority
An agreement between HVC and local HVC/Far South Tourism Network Ongoing tourism businesses to establish a ‘white i’ visitor information centre in Dover
An informal network of visitor HVC/local businesses Ongoing information actively provided through a range of local businesses throughout the Far South
Community Links
STRATEGY 1: ENCOURAGE A POSITIVE AND NATURAL ENGAGEMENT BETWEEN RESIDENTS AND VISITORS key opportunities responsibility/partners priority
Develop a selection of existing and HVC with potential funding from Ongoing well-utilised public spaces into the Tasmanian Community Fund attractive and inviting meeting places or Arts Tasmania that will benefit both residents and visitors and enable informal and friendly interaction
Consider some small-scale local events HVC/local businesses/Totally One / Two that celebrate the distinctiveness of the South (Regional Events Far South and build community pride, Consultant) with potential funding visitation and connection; story-telling, through the Regional Events guided nature/culture walks, Assistance Program performances by the Recherche Babes,
28 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
a photographic competition/exhibition focusing on the artistic interpretation of a Far South icon, water-based activities, Dover Seafest, sailing regatta or other maritime events, bird- watching festival, fitness challenge,
Create meaningful visitor HVC / AusIndustry ATDP Ongoing interpretation, to create a connection to funding the sense of place
Showcase art and other creative, HVC/local businesses/private Ongoing community expressions of local investor distinctiveness
Services and Amenities
STRATEGY 1: DETERMINE CURRENT AND EVOLVING VISITOR NEEDS AND EXPECTATIONS key opportunities responsibility/partners priority
Survey Far South visitors regarding HVC/Far South Tourism One/Two their needs, expectations and broad Network/PWS/University of satisfaction levels regarding the area’s Tasmania services and amenities; place surveys at accommodation properties, Hastings and the Ida Bay Railway – and/or incorporate with existing evaluations
Monitor and assess survey responses HVC/Far South Tourism Two to assist in determining a sustainable Network/PWS/University of and appropriate level of services and Tasmania facilities
Link visitor requirements with HVC/ local businesses, clubs and Two/Three Council/community input regarding service organizations/DED priority services and amenities; identify viable business development opportunities
29 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
INFRASTRUCTURE
CONTENTS
Context / Introduction 29 Road Infrastructure 30 Road Signage 31 Footpaths / Walking Trails / Bike Paths 32 Parking Facilities 33 Opportunities 33 Water Supply Infrastructure 33 Opportunities 33 Drainage Infrastructure 33 Opportunities 33 Sewage Infrastructure 34 Electrical Infrastructure 34 Gas Reticulation 34 Telecommunications 35 Opportunities 35 Public Open Spaces / Camping / Boating Facilities 35 Visitor Information 36 Waste Management 36
30 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
INFRASTRUCTURE
CONTEXT / INTRODUCTION
The combination of an improvement to existing infrastructure and the development of new infrastructure will add to the value of, and improve visitor experiences in the Far South region. However, the answers to solving many of the existing infrastructure problems will not be found simply by sourcing additional funding for the region or programming widespread works. The key for stakeholders will be to develop a considered and consistent approach when assessing all infrastructure issues to ensure objectives conform to all aspects of the Far South Regional Tourism Strategy and do not degrade or adversely impact the strongly expressed community values, sensitive natural environment and traditional lifestyle of the region.
This section of the Tourism Strategy report has been prepared following a study of the infrastructure issues in the Far South region. A specific inspection of infrastructure in the region was not undertaken. The desktop analysis included a review of background documentation and reports, key comments presented by the Far South Tourism Network and public comments received during the consultation period.
The information included in this section of the report does not address all aspects of infrastructure associated with the region. It provides an overview only of some of the more relevant issues directly related to the tourism industry. Specific details have only been provided where this detail is deemed to be relevant in the context of the Tourism Strategy. Further analysis and detailed information on infrastructure issues is contained in the Huon Valley Land Use and Development Strategy10. The information contained in the infrastructure section of this document is intended to complement information contained in the Land Use and Development Strategy.
It is also noted that the draft Huon Valley Natural Resource Management Strategy11 was provided as background information to the project and has been referenced in this section where appropriate, however, it is yet to be approved by the Huon Valley Council.
The term ‘infrastructure’ is used in this report to define both ‘hard’ infrastructure that represents the greater part of a service provider’s asset base (eg. electricity distribution, road networks, communications and reticulated water supplies) and ‘soft’ infrastructure that may not have significant capital value but will improve:
. the amenity for the local community . visitors’ experiences and perception; and . the presentation of key areas in the region (eg. walking trails, recreation areas and signage). . The infrastructure categories discussed in the following section include:
. road infrastructure . road signage . footpaths/ walking trails/ bike paths . parking facilities . water supply infrastructure
10 GHD, Huon Valley Land Use And Development Strategy, Dec.2006 11 Nikki den Exter, Draft Huon Valley Natural Resource Management Strategy, Nov.2006
31 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. drainage infrastructure . sewerage infrastructure . electrical infrastructure . gas reticulation . telecommunications . public open spaces / camping / boating facilities . visitor information . waste management
The responsibilities for implementing infrastructure recommendations have not been allocated. It is suggested that the responsibilities be determined by the Huon Valley Council and Tourism Tasmania with consideration to stakeholder, priority and funding requirements.
All of the strategic infrastructure objectives are achievable for the Far South region in the future. The infrastructure objectives will vary in terms of complexity, funding requirements and time for implementation. A significant challenge for the Huon Valley Council and Tourism Tasmania will be to assess the strategic objectives proposed for the region and agree on a program to commence the implementation of strategies. With stakeholder commitment and funding allocation it will be possible for certain project actions to be undertaken in a short time frame. Other strategic objectives will evolve into longer term projects driven by the availability of funding, the necessary timeframes required for community and business consultation, additional background studies and also the potential growth of tourism in the region.
ROAD INFRASTRUCTURE
The issue of providing an upgraded and safe road network for pedestrians and traffic within the region is an important issue for the local community, tourism operators, businesses, Council and the State Government alike. The improvement of the road network needs to be assessed and planned with consideration of all influencing factors such as environmental constraints, parking requirements, pedestrian safety and the need to enhance the region as a visitor destination and a place to live.
Ownership of the road network is complex with the Council and State Government, represented by the Department of Industry, Energy and Resources (DIER), Forestry Tasmania and Parks and Wildlife, responsible for various sections of the network.
The Huon Highway forms part of the State Tourist Road network and is the responsibility of the Department of Infrastructure, Energy and Resources. This is the main route into the region. This road is considered to be in good condition. Improvements that can be made to this road include the development of passing lanes and vehicle lay-bys.
Huon Valley Council is currently considering improvements of road infrastructure around the Dover foreshore and Esperance Coast Road as part of an ongoing coastal foreshore improvements program.
Forestry Tasmania has recently completed the construction of a new road for log truck movements between Hastings and New Norfolk and this will significantly reduce the number of log trucks that would normally have travelled through Dover and along Far South roads. Construction of this road will have ongoing benefits in regard to road safety for both residents and visitors, road maintenance, noise pollution and dust control.
It is widely recognised that as visitor numbers grow in the region several significant lengths of road will require improvements to ensure safety, ride quality and presentation of the area. These sections of road include but are not limited to the following:
32 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Huon Highway to Lune River (C635) . Hastings Cave Road . Roads in the vicinity of Cockle Creek . The Cockle Creek bridge near the rangers station . Esperance Coast Road . Huon Highway and Station Road intersection at Dover . South Cape Road . roads at Southport . access road to Recherche Bay
The road from the Huon Highway to the Hastings Caves and Hastings Pool is unsealed. This is one of the major tourism drawcards in the region attracting approximately 45 000 visitors a year although this number is steadily growing. Many visitors are uncomfortable taking hire cars on unsealed roads and it is strongly recommended that this length of road be upgraded and sealed as a priority item.
The road from the Hastings Cave turnoff through Lune River and up to South Cape Road immediately beyond the Ida Bay railway station should also be upgraded or repaired as a priority.
The Esperance Coast road is currently being upgraded by Council. The upgrade work includes re-sealing and new sealing work over the full length of the road. This is one of two access roads to the region and represents the more scenic coastal route.
The road to Cockle Creek from the South Cape Road turn off and through Catamaran is unsealed and prone to erosion. Consideration should be given to sealing this road and undertaking drainage improvements.
Due to increasing visitors numbers that are expected with the commencement of the proposed Cockle Creek East report development the Cockle Creek bridge near the rangers station will require upgrading from the current limit of 20 tonnes. Parks and Wildlife will be closely involved in this project.
It has been identified that potholing has developed in a number of roads near the Southport Jetty and Kingfish Beach. The implementation of drainage solutions needs to be undertaken in conjunction with the repair of damaged sections of road pavement.
Other improvements to elements of the road network that should be considered when undertaking new work or upgrades include sight distance improvement, the development of overtaking lanes, vehicle lay-bys and drainage improvements.
ROAD SIGNAGE
Apart from new gateway signage initiatives the current signage is inadequate, inaccurate, or non-existent. The installation of appropriate signage is critical to successful tourism in the region. Directional and information signage is required for towns, roads, tourism destinations and facilities. The number of speed signs and traffic control/management signs also needs review.
It is recommended that DIER be consulted in the first instance in regard to undertaking a review of the Tasmanian Visitor Information Strategy and establishing a signage hierarchy and a
33 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007 signage management and implementation plan for the region. Parks and Wildlife and Forestry Tasmania will also be key stakeholders in the development of a signage plan to ensure signage is sympathetic in colour, size and positioning.
A specific example of the need for installation of directional signage has been recommended by the Far South Tourism Network. In this instance, signage would be located at Southport jetty directing to Kingfish Beach and the boat ramp, and also to Roaring Beach and Lady Bay.
FOOTPATHS/ WALKING TRAILS/ BIKE PATHS
The implementation of measures to improve pedestrian safety and amenity in all areas should always be highly considered by the Council and Tourism Tasmania. Such measures would include the consistent approach for the standard of reconstructed or new footpaths or walkways, and through the provision of pedestrian refuges and other protective works in trafficked areas.
Safety around the vicinity of the proposed Cockle Creek development has been noted as a very important issue. Additional traffic to the construction site will increase the potential for accidents to occur where pedestrian safety is already questioned. Parking in the area is currently fragmented and inadequate and this is the starting point for many visitors undertaking day walks in the region.
The upgrading of the South Coast Walking Track has been identified as a critical project. Degradation along the track has occurred as a result of track braiding brought about through walkers trying to avoid the mud because they are uncomfortable about going through it. It is suggested that a significant increase in walkers could be obtained if the recent restrictions in the number of walkers permitted to traverse the Overland Track were combined with some upgrading of the South Coast Track experience. Upgrading needs to include:
. the construction of additional duckboards to delineate the track through environmentally sensitive areas . construction of wet weather and wind shelters for walkers; and . the installation of interpretive signage at such shelters.
One particular project that has been identified by the Far South Tourism Network as being possible is the development of a multipurpose track from the end of narrows Road through to Southport (via coast).
Parks and Wildlife have also identified as being feasible is the clearing and rehabilitation of the old walking track from the Coal Hill area to Adamson’s Falls. Council has recently developed a Walking Trail Strategy within townships in the region. This Strategy includes extension of the Dover foreshore walking track beyond the yacht club to the Kent Beach Road foreshore. A new walkway is also required as part of the Kent Beach Road bridge works.
Future works on footpaths, walking trails and bike paths will need to be planned with consideration of any proposed road works and to increase amenity for both the local community and visitors to the region. The requirement to consider access for mobility impaired visitors along new or reconstructed walkways and trails should not be overlooked. An example of an opportunity in this regard exits with the development of wheelchair access to Duckhole Lake.
Signage issues are also considered under ‘Visitor Information and Signage’ in the Assessment Profile section of the Strategy document.
34 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
PARKING FACILITIES
The majority of parking areas are not well defined and are on unsealed and poorly drained formations. Consideration should be given to the development of sympathetic ‘soft’ unsealed surfaces and ‘hard’ sealed surfaces where appropriate. The capacity of public parking areas is inadequate for the number of visitors during peak periods. An example of this is the parking areas on Moss Glen Road.
Future improvements to parking areas need to be planned in consideration of the parking requirements of residents and businesses in the Far South region year round. Opportunities exist for the development of seaside parking areas, off road parking areas for rest stops and also scenic lookouts, for example at Coal Hill, and boat trailer and vehicle parking at boat launching areas. Parks and Wildlife are currently working on a strategy for the redesign of parking areas.
Opportunities . Review function, amenity, condition and location of all existing parking areas in the vicinity of the port area. The review should provide recommendations for improvements to car and bus and truck parking areas. . Development of a single car park, or multiple car parks, with a capacity to suit parking requirements during peak periods. Location of new car parks to be in vicinity of visitor attractions.
WATER SUPPLY INFRASTRUCTURE
The majority of reticulated water infrastructure exists at Dover. Water is drawn from the Esperance River. Council is in the process of preparing a water supply strategy for Dover and has scheduled upgrades of the reticulation network in Dover to occur over the next few years. There are no capital works for water supply programmed by Council for areas south of Dover.
Opportunities . The upgrade of existing water supplies outside the Dover water supply scheme by Parks and Wildlife at its managed facilities and sites; for example at the Cockle Creek camping areas.
DRAINAGE INFRASTRUCTURE
Council does not maintain any significant stormwater reticulation system in the Far South region and there are no primary treatment measures in place such as sediment or gross pollutant traps.
The Draft Huon Valley Natural Resource Management Strategy, which is yet to be approved, identifies the management of roadside stormwater runoff, erosion control and stormwater quality as being key priority issues in improving and protecting the natural resource of the region.
Further to this stormwater management in the Hastings and Karst Caves area has been identified as requiring attention. The lack of drainage in this area adversely impacts on the amenity of visitors with the accumulation of standing surface water and uncontrolled surface runoff occurring during rainfall events.
35 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
The quality of stormwater discharged to natural waterways does not appear to be actively managed. It should be a requirement of any future development that the quality of stormwater discharged from the site be managed on site by the respective developer or land manager.
Opportunities . Improve drainage in areas where uncontrolled stormwater runoff directly contributes to the degradation of road pavements . Provide quality control measures on stormwater outfalls into receiving waters . Reduce the load on existing drainage systems through the installation of retention systems in new developments.
SEWAGE INFRASTRUCTURE
The majority of Council’s reticulated sewage system is located at Dover. Council also operates and maintains treatment plants at Dover and Southport. Some areas at Southport and other areas in the Far South region are connected to private septic tanks or domestic package treatment plant installations. For the Dover area, Council may investigate in the future the feasibility of providing extensions to existing sewerage services into areas where septic tanks currently cause pollution problems.
In the Southport area, it has been identified that there is the potential to upgrade the Southport wastewater treatment lagoon system to service shack sites located at Kingfish Beach. An upgrade to the existing lagoon system will eliminate the effluent disposal problems created by many of the septic tanks located in the area.
The need to appropriately dispose of effluent is high on the list of environmental management concerns in many of the populated areas south of Dover. The provision of treatment and disposal facilities for camping and caravan areas is an important priority item. It is noted that PWS have provided eco-toilets between Gillian’s Beach and Moss Glen, however, additional toilet facilities for day visitors are also required.
ELECTRICAL INFRASTRUCTURE
Electrical services to the Far South region are currently adequate to meet present demand and have sufficient capacity for a steady increase in growth in the near future. Aurora continues to augment its system as required to improve reliability.
Aurora is able to provide preliminary information on whether any extensions of existing services are required for specific development sites. Financial contribution will most likely be required from developers towards installation of new works.
GAS RETICULATION
There is no existing gas reticulation network in the Far South region and no significant bottled or bulleted installations. The recent installation of gas transmission and reticulation pipework by Alinta and Powerco in Tasmania has been through main population centres and to provide a gas service to major industrial and commercial customers. There are no plans in place for the extension of a natural gas pipeline to the Far South region, however, subject to a demand analysis, it could be feasible for a natural gas storage bullet for either LNG (liquefied natural gas) or CNG (compressed natural gas) to be installed for specific developments. Localised reticulation pipework would accompany the gas storage.
36 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
TELECOMMUNICATIONS
The lack of a reliable mobile telecommunications service in Dover and south of Dover, and severe limitations with existing broadband services, is a critical deficiency for the region’s tourism operators. The internet and on-line reservations are becoming increasingly significant business tools and therefore the provision of a broadband service is vital to the continued growth of the Far South tourism industry.
Telstra Country Wide has advised that its Next-G rollout is complete and that the current CDMA service will be phased out over the next two to three years. There are no telephone exchanges south of Dover.
During the preparation of this report, Telstra Country Wide has indicated that it would be able to present information on the current status of services in the area, proposed changes in the future, and the various methods available for people to use the existing Telstra network, at community forums and meetings. It is recommended that HVC facilitates such information sessions, in the first instance with key tourism stakeholders, and then subsequently with the wider community should there be sufficient interest.
For all proposed development scenarios, Telstra should be contacted as early as possible during planning stages to provide assistance and advice on existing infrastructure, evaluating servicing requirements and development costs. It is recommended that re-assurance signage is upgraded for visitors in regard to the availability and limitations of communications services in the region.
Opportunities . Facilitate information sessions with Telstra Country Wide . Improvement of existing mobile and broadband services
PUBLIC OPEN SPACES / CAMPING / BOATING FACILITIES
There is a lack of facilities provided at key visitor destinations specifically for family activities, including playgrounds, picnic areas and barbeque facilities and public toilets. The lack of adequate picnic areas and scenic viewing locations for visitors is in fact a common concern that has been well documented.
The Far South Tourism Network (FSTN) has made a number of recommendations in regard to sites and facilities for visitors and the community. These recommendations include:
. Development of a picnic area, barbeque and playground at Troopers Point in Southport; an alternative site for the playground is noted as Flintstone Park. . Development of a picnic area at Southport main beach west of the jetty in Southport. . Development of a recreation area, picnic table and barbeque at the Burial Ground / Roaring Beach area at Southport. . Development of a picnic area at Moss Glen, with Interpretation. . Re-development of picnic area/s in Dover and foreshore (Township development Committee)
It is recommended that a review of public open spaces and facilities such as picnic area’s, barbeque facilities, signage and public toilets be undertaken south of Dover. Any new public open space areas and facilities need to be designed to not only consider visitor requirements, but also the value to community activities and structured tourism related activities.
37 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Designated camping areas for ‘tent campers’, caravans and motor home travellers needs to be more clearly defined. This will assist the ongoing protection and management of sensitive coastal environments, waste management and provision of waste disposal facilities and to minimise road side camping. It is recommended that a review of the camping grounds at Cockle Creek be undertaken in the near future.
There is a noted deficiency in adequate berthing and support facilities for cruising and yachting vessels. There is also erosion occurring at foreshore areas due to boat launching activities, notably at the Cockle Creek boat ramp. It is recommended that measures be implemented in the short term to control any erosion at boat launching areas and also provide signage to ensure launching is undertaken in a controlled manner. The provision of additional berths for larger vessels could be investigated and implemented in the short to medium term future. The installation of support facilities for larger vessels, such as dump points for waste disposal, will need to be thoroughly assessed and the timing for implementation will be driven by a needs analysis and capital and ongoing cost requirements.
VISITOR INFORMATION
The Far South Tourism Network has identified a site for the establishment of a Visitor Information Centre in Dover and an existing Council-owned building contains most services. Refurbishment will be required to reflect the building’s new function.
The FSTN has recommended that interpretative signage is provided at the following locations:
. Troopers Point in Southport . The Narrows boat ramp at Southport . Southport main beach west of the jetty at Southport . Moss Glen . Bay View Road Walking Track
However it is also recognised that while the effectiveness of visitor signage is difficult to assess, it is known that besides purely directional road signage, interpretive or information signage has very little effect unless it is an integral part of a structured tourism experience or is located at a natural stopping point such as public toilets or a food outlet.
Provision of covered information bays at key visitor attractions or natural stopping points is potentially problematic; due to cost and the fact that their usefulness is open to question, the benefit of covered areas will need to be assessed on a site by site.
An Interpretative hub based around the Cockle Creek area and replacement of old visitor information signage is included in Phase 2 of the Huon Trail Brand Implementation Project. A consistent approach to the provision of signage will greatly improve the visual presentation of signage to visitors to the region.
WASTE MANAGEMENT
Waste collection of general municipal refuse is an important maintenance function for popular visitor destinations. On occasions, the refuse at certain sites in the region has exceeded the available waste storage volume. It is recommended that a review be undertaken of existing waste management and collection measures in place, to assess the requirements for increased storage and frequency of collection of waste at key visitor areas, such as around the Southport area, but also including parking areas and camping grounds.
38 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
POPULATION AND VISITATION NUMBERS
CONTENTS
Population 38 Visitors 38 Forward Projections 40
39 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
POPULATION AND VISITATION NUMBERS
POPULATION
The population of the Huon Valley in 2006 was estimated to be 14 442 people, and is estimated to increase to 15 164 people in 2021. This represents an increase of 5% or 722 people. (Source: Local Government Demographic Profiles compiled by Population Tasmania).
An analysis of the location of the population in the Huon Valley shows that Huonville-Ranelagh had the highest population in 2001 with 1708 people, Dover 489 people, Recherche Bay 11 people, Cockle Creek 3. It is considered that of the 722 population increase projected in 2021, the majority will be in the Huonville-Ranelagh area, with a minor increase in the Far South region.
However, the transient holiday population of the Far South will continue to increase due to campers, shack owners and day visitors in the area during summer and other public holidays, such as Easter.
VISITORS
For the 12 months to June 2006, the total number of interstate ‘holiday visitors’ to the Far South was 46,600, or 11% of all ‘holiday visitors’ to Tasmania, according to the Tasmanian Visitor Survey Far South Profile. Table 1 below shows the places visited by ‘Holiday Visitors’.
Table 1 12 months to June 2006 – Holiday Visitors to Tasmania
% of all 12 months to June 2006 – Holiday visitors to % change Holiday Visitors to Tasmania Visitors the Far from June 05 South Hastings Caves/Thermal Springs 40 500 86% 2.9% Cockle Creek (July 2005-June 2006) 11,800 25% N/A Dover (Until June 2006) 43,100 92% 9% Total Holiday visitors to one or more of 46,600 -2% the above places Source: Far South Profile Tasmanian Visitor Survey Tourism Tasmania 12 months ending 30 June 2006
The 2006 Tourism Tasmania Huon Trail Touring Route figures showed a 20% growth in total holiday visitors, equivalent to 7% increase in share of visitors, but a 1% drop in holiday nights.
In relation to holiday nights, as shown below for Dover, while there was a strong increase in total visitors of 9% the survey shows a decrease in visitor nights and length of stay. It is noted that the sample size is small for the Tasmanian Visitor Survey, and differing results have been obtained from accommodation operators who indicate a small increase in average occupancy rates of 2.22% from 2004/05 to 2005/06.
40 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Table 2 Huon Trail Holiday Interstate Visitors and Dover
Stopped % of Passed Spent a and looked visitors to through night (Av in Place around town that (no region 2.1 (not stayed stopping) nights) overnight) overnight Huon Trail 201,100 holiday visitors to the Huon Train region (+20%) 24% 16,700 16,200 Dover 10,200 (05/06) (05/06) 43,100 or 21% visitors in region (05/06)
(+9% from previous year) 26% 14,500 15,100 10,000 (04/05) (Av 1.7 (04/05) (04/05) nights) Source: Tasmanian Visitor Survey, June 2006
Table 3 shows the number of visitors to the Tahune Forest Airwalk and Hastings Caves / Thermal Springs between October 2002 and September 2006.
Table 3 Far South Visitation – Attractions (1) (Visitors Aged 14 Years and Over)
Oct 2002 – Oct 2003 – Oct 2004 – Oct 2005 – Attraction Sept 2003 Sept 2004 Sept 2005 Sept 2006 Tahune Forest Airwalk 118,000 129,000 115,700 90,3000 Hastings Caves / Thermal Springs 26,9000 28,7000 37,500 40 500 (1)Tasmanian Visitor Survey Results September 2006 (2) Far South Profile Tasmanian Visitor Survey Tourism Tasmania 12 months ending 30 June 2006
The figures shown in Table 3 for attractions are difficult to interpret although there has been a trend upwards for the Tahune Airwalk between 2002/2003 and 2003/2004 with a decline in 2004/2005 and 2005/2006. The Hastings Caves/Thermal Springs attractions have steadily increased.
More precise visitor statistics are provided by the operators of the businesses as shown below.
Table 4 Visitors to Hastings Caves and Ida Bay Railway
July 04 to June July 05 to June July 06 to June 07 05 06 Hastings Caves 39,310 40,500 43 500 Ida Bay Railway N/A N/A 8422 Source: Operators ticket sales *The figures for Ida Bay Railway are for only a short period of operation, however forward bookings show positive signs for growth in 2007
41 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
The following table shows the visitor statistics to the Parks in the Far South Region:
Table 5 Far South Visitation – Visits to Parks
Park 2002/2003 2003/2004 2004/2005 South West National Park (Southern access via Cockle 25,000 26,000 22,000 Creek) Source: Parks & Wildlife Service, Visitor Statistics – Parks 1970/71-2004/05. (Note: No Southwest figures prior to 2002/2003)
Table 5 shows that between 2002/2003 and 2004/2005 that the number of visitors to the South West National Park (southern access via Cockle creek) has decreased by 3,000 visitors, or - 12%.
The following table shows the visitor statistics for walkers undertaking the South Coast Track:
Table 6 South Coast Track Walkers
2002/2003 2003/2004 2004/2005 South Coast * 10158 8538 10404 Source: Parks & Wildlife Service
Table 6 shows that between 2002/2003 and 2004/2005 the number of walkers on the South Coast Track remained relatively steady, with a slight increase of 246 walkers, or 2.4%.
FORWARD PROJECTIONS
Having determined the historical growth in the population and visitor numbers, forward projections can be made in relation to population and holiday visitors to the Far South Region.
In developing these projections, consideration has been given to the Tourism Tasmania official forecasts, which project total inbound and interstate visitor numbers holding steady at 792,000 through until 2014. No such forecasts are available for intrastate visitors.
The forward projections assume that the initiatives in the Far South Regional Tourism Strategy will take some time to have an impact.
Table 1 shows that between June 2005 and June 2006 there was a 2% decline in ‘holiday visitors’ to the Far South, and that 46,600 holiday visitors visited the Far South. For the purposes of this projection, it will be assumed that the decline will be halted in the short term through continued advertising of the Huon Touring Route and that the numbers of holiday visitors will remain around 46,600 (base holiday visitor number). .
However, the approved Stage Design Cockle Creek East nature-based tourism development will have a significant impact on visitation numbers to Cockle Creek in particular. When the development is completed, (due 2008) it is estimated that annual visitation to Cockle Creek could increase by 30,000 to 40,000 visitors. Many of these visitors (assume 50%) will be additional visitors to the Far South over the ‘base holiday visitor number’
42 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Over time the multiplier effect of this one development will impact on the ‘base holiday visitor number’, as will the impact of the implementation of the initiatives in the Far South Regional Tourism Strategy. A 2% pa increase could be assumed from 2012 onwards.
In terms of population, the table below show the combined impact of the projected increase in residents and visitor numbers.
Table 7 Population and Visitor Projections
Residents Holiday Visitors
(Huon Valley population) Far South Existing 14 442 (Census 2006) 46,600 (June 2006) 2021 15164 79694 # Increase 722 33094 % Increase 5 71% *Source: Local Government Demographic Profiles complied by Population Tasmania
These changes are the foundation on which many of the strategies and actions proposed in this Strategy Plan have been based. It is clear that increases of these magnitudes would have significant impacts on the capacity of the Far South Region’s infrastructure and services.
Naturally, there may be a wide range of factors that emerge over the next 20 years that may result in these projections being either not achieved or surpassed. This would have the effect of moving the timeframes being proposed in this Strategy. However, it is felt that the proposed strategies and action will need to occur at some point in time for the Far South Region to achieve its vision in a manner that is consistent with the values.
43 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
MARKETING THE FAR SOUTH
CONTENTS
Overview 43 Brand and Key Attributes 43 Competitor Analysis 44 Market Environment 46 Tasmanian Tourism 46 National Tourism 46 Market Overview 46 The Far South Visitor Profile 47 Regional Trends 48 Cluster Trends 48 Target Markets 49 Our ‘Most Profitable Prospects’ 49 Holiday Types 50 High Yield Travellers 50 International Research 51 Other Key Tasmanian Markets – Trends and Opportunities 52 Internationals 52 Intrastate / VFR’s 52 Groups 52 Summary of Opportunities and Issues 54 Marketing Activities 55
44 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
MARKETING THE FAR SOUTH
OVERVIEW
The Marketing Plan has been designed to meet the key stakeholder objective:
To develop a sustainable, vibrant and ecologically responsible tourism industry in the Far South that respects and reflects the area’s natural, cultural and community values and encourages authentic, ‘travel without a trace’ experiences.
It has identified three major goals to support that objective:
1. work towards a visitor destination that embraces the principles and practices of environmental sustainability
2. position the Far South as a unique and memorable experience for Tasmania’s most profitable interstate and international markets
3. position the Far South as an engaging experience for the broader Tasmanian community and the VFR market
These goals are in turn, linked to three major, measurable outcomes:
. a tangible local commitment to ‘green’ business and lifestyle . an increase in higher yielding, market-led product . an increase in overnight stays in the Far South region
The Plan will enable all stakeholders to embrace agreed, common goals as they move towards the key objective.
The Marketing Plan presents a strategic, practical and achievable framework for the next three years. In the interim however, it should be viewed as a living document, subject to regular performance measurement and review.
BRAND AND KEY ATTRIBUTES
Every component of Far South marketing must reflect the agreed brand which in turn, is part of a broader, brand hierarchy.
A brand development process in 2005 identified the area’s key attributes:
. remoteness . a sensitive and unique natural and cultural heritage . ‘the southern most’ locations and experiences . inspiring waterways, World Heritage wilderness and natural beauty.
45 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
There is a strong alignment between these attributes and Tourism Tasmania’s brand quest of ‘Inspiring Island Experiences’; similarly with the regional Huon Trail brand essence connecting inspiring nature and water-based adventures with a sense of personal discovery.
The Far South attributes also align to the Tasmanian attributes:
. contemporary island communities connected with a rich living history . on the edge of the great southern ocean with strong maritime connections . ancient temperate wilderness with unique accessible wildlife.
And the South of Hobart attributes:
. protected, extensive network of waterways and coastline . panorama of waterways, farms, forests and mountains . resourceful people living in diverse communities built on their maritime, rural and forest heritage.
COMPETITOR ANALYSIS12
The success of the Far South as a dynamic and sustainable visitor destination is heavily dependent on several external factors:
. a critical mass of attractions and activities that provide a reason to stay in the region and reinforce Far South brand values and reflect current market needs. . the strength of regional visitation via the Huon Trail . the Huon Valley Council’s capacity to activate strategic and cohesive partnerships with government stakeholders . strong business and community linkages between the Far South, the Huon Valley and Hobart.
A contemporary understanding of broader tourism trends suggests that the future of the Far South region is less related to market growth, and more about market share.
At a local level, there are various challenges. Regional tourism is highly competitive within Australia, and many areas are losing market share. Low cost airfares and shorter breaks have made our cities increasingly desirable destinations, often at the expense of outlying locations and regardless of their many attractive features.
Within this context, the Far South represents a very small, underdeveloped and largely unknown area. Undoubtedly, it offers outstanding scenic beauty, but there are many other places in Tasmania and beyond, that could justifiably make a similar claim. Its cultural values are also significant, but at this stage, few visitors are likely to know of them and a question of access remains in some areas. Additionally, marketing expenditure is limited.
The Far South is a logical extension of the Huon Trail, and its association with an established touring route has positive marketing implications. At the same time, the more developed clusters at the Trail’s northern end may compete for the visitors’ time and interest; the Far South may be viewed as a ‘dead end’ and as most travellers do not like back-tracking, which is part of this southern-most journey, a quick return to Hobart may prove a more attractive option.
12 See also the Assessment Profile
46 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Small scale, branded product development is the immediate priority for the Far South as well as some innovative packaging of existing visitor experiences – particularly with higher profile, synergistic product outside the immediate area. For example, the Huon Trail Tourism Development Plan has already identified the broader importance of the Tahune AirWalk as a well-developed tourism destination icon:
The key issue is to leverage off the popularity of the AirWalk and encourage visitors to stay longer and make repeat visits to experience all the unique attractions along the Trail.13
Until such time as this marketing approach occurs, the success of the Plan is likely to be limited.
The proposed resort at Cockle Creek may prove a much-needed economic boost to the region; a critical number of beds in a highly desirable setting, the potential for marketing partnerships with other local providers - and the region as a whole, as well as a location that will push touring visitors through the entire Far South, suggests that the resort will be a catalyst for further growth. Projected figures indicate a major increase in visitation which will also provide additional challenges including an unprecedented strain on infrastructure and amenities which are already inadequate in some areas. The resort’s anticipated success may also compromise the community vision for tourism, jeopardising the crucial need for a strong, cooperative approach to marketing and promotion.
Ultimately, the Far South will need a combination of special, differentiated offerings to attract today’s ‘time-poor’, higher yielding visitor who is arguably, already spoilt for choice. There is strong evidence however, that many 21st century travellers are introducing a further criterion in their holiday choice, that of ‘responsible travel’. A new social awareness is being driven by a changing ecology and the subsequent focus on sustainability. International destinations are not only recognizing the importance of sustainable practices but also some other advantages that they provide; Scotland is an excellent example. ‘Becoming a sustainable tourism destination will give Scottish tourism businesses a competitive edge by generating greater community support for tourism, achieving cost savings and creating new marketing opportunities’.14 Importantly, market research has shown that visitors have a willingness to pay more in order to support preservation of the local environment.15
There is a narrow window of opportunity for the Far South to capitalise on these sensibilities and ‘stand out from the crowd’; by linking its rich natural and cultural resources with the well- being of local communities through a ground-breaking approach to environmental sustainability and tourism in Tasmania. This will require a holistic and integrated stakeholder commitment; one that must engage the various levels of government, business and community to work towards a truly sustainable tourism destination. In doing so, the Far South will preserve the wonderful environment on which its visitation is reliant while also building economic and social capital for those who choose to live and work in the region.
If its pristine and peaceful surroundings are managed appropriately, the Far South will secure substantial benefit from its relative isolation, providing an authentic and nourishing counterbalance to today’s frenetic lifestyle; a restorative, rejuvenating experience that connects the visitors with nature, community, family and self. This is central to the marketing message!
13 Huon Trail Tourism Development Plan, p.9 14 www.visitscotland.org 15 UNEP/World Tourism Organisation, Making Tourism More Sustainable; A Guide for Policy Makers, p.22
47 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
MARKET ENVIRONMENT
Tasmanian Tourism
The Tasmanian tourism industry has continued to host an increasing number of visitors to the State. The following data relates to the 12 months ending September 2006:
- 863,700 visitors, representing a growth of 7% on 9/05 - 382,200 were holiday visitors, up by less than 1% on 9/05 - domestic arrivals are still dominated by Victoria and New South Wales, followed by Queensland - 106,500 International arrivals – down 4% on 9/05
These statistics should be viewed within the context of several other important factors:
- average holiday length of stay is unchanged at 9 nights - average holiday visitor spend per night up from $218.00 to $234.00 - average holiday visitor spend per trip up from $1956.00 to $2.099.00 - holiday touring market (4+ nights) is down 4%, but remains the dominant market with 293,800 visitors - holiday short break market (1-3 nights) is up 16% to 85,000 visitors.16
There are several significant issues currently impacting on the Tasmanian tourism industry:
- reduced/low cost air fares - shorter holidays - increased VFR (Visiting Friends and Relatives) market.
These are the catalysts for a changing visitor profile, and a decreasing yield across all sectors. While these changes offer different opportunities, their potential impact on the Far South must be considered.
National Tourism
Tasmania is reflecting broader trends. At a national level, various social and economic factors have seen the overnight leisure market in decline for several years. These include:
- low cost air fares and massive promotional campaigns for targeted destinations - visitors taking shorter length holidays - increasing share of leisure travel taken as VFR, rather than holiday travel - the strong Australian dollar fuelling outbound travel - rising fuel costs turning travellers away from car travel - competing products for the Australian consumer’s discretionary spend.17
Market Overview
. Although visitation to Tasmania has continued to increase on an annual basis, the State’s competitive preference continues to decline . Recent trends indicate fewer touring holidays in favour of shorter and more frequent trips
16Tourism Tasmania, Tasmanian Visitor Survey September 2006 17 Trends, Performance, Forecasts p.6
48 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Some regional areas are experiencing challenges in attracting stronger visitation, although Brian Dermott and Associates (BDA) research suggests that they are doing better than many of their regional counterparts on the mainland . Both nationally and locally, the VFR market is defying other broader trends, with Tasmania experiencing an increase of 10% to 228,900 arrivals18 . Repeat visitation is also showing some further improvement with more visitors returning to Tasmania, albeit for fewer nights; ‘Getaways’ or single region visits are also increasing . The overall outlook suggests a relatively flat domestic market with some growth in international holiday visitation to 2010 enabling small gains in holiday visitor nights and spend.
The Far South Visitor Profile
The following data provides a snapshot of visitation to the Far South in the year ending June 2006. 19 This represents the last quarter in which Dover appears in the TVS. Considerable caution should be exercised in the interpretation of this information as the sample size is very small. Generally, there is very little, detailed tourism data for the region.
Visitation . 63,500 visitors to the Far South up 10% on 6/05 . 46,600 were holiday visitors down 2% on 6/05 . 52% of total visitors to Tasmania are on holidays; 74% of total visitors to the Far South are on holidays . 11% of all holiday visitors to Tasmania travelled to the Far South.20 . Hastings State Reserve is the only major visitor attraction in the Far South; TVS data notes interstate visitors to the cave only: - 23,100 total visitors down 6% on 6/05 - 16,800 holiday visitors down 20% on 6/05 PWS data notes visitors to the entire site and includes Tasmanians: - 39,309 visitors to 6/05; 40, 499 visitors to 6/0621 Cockle Creek visitor data is mostly outdated and inconsistent however the South Coast track has attracted approximately 10,000 walkers per annum since 2002/03. A survey conducted in 2002/03 noted that the South West National Park had about 25,000 visitors via Cockle Creek.22
Demographics . 52% of Far South holiday visitors are aged between 45 and 64 years which is similar to the broader Tasmanian trend; 19% fall into the 35- 44 years category.
Gateways . Hobart is the major departure point for all holiday visitors to the region, accounting for 48% . 39% of Far South visitors departed via the Spirit of Tasmania in Devonport as opposed to 25% of all Tasmanian holiday visitors; TT Line passengers stay an average of 13.7 nights, almost 6 additional nights when compared with those who arrive by air. These
18 TVS 9/06 19 Refer to Appendix 1, Far South Profile, Tasmanian Visitor Survey, Tourism Tasmania for further details 20 The Huon Trail captured 42% of all holiday visitor in year ending 12/05 21 As at 3/06, PWS advises that the Hastings site is currently running at 1308 more visitors ytd than last year at the same time. 22 Sue Rundle, ‘2003 Forestry Tasmania/Parks and Wildlife Service Visitor Monitoring Program, Site 3: Cockle Creek’, p.3
49 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
figures substantiate the longer stays in the Far South with 29% spending between 15-21 nights in the region. . 35% stayed in Hobart on their first night in Tasmania
Dover visitor profile The TVS shows that in the year ending June 2006: - 16,700 travellers passed through Dover - 16,200 stopped and looked around in Dover - 10,200 stayed the night in Dover - This is a total of 43,100 holiday visitors to Dover23
Regional Trends
. Huon Trail is holding well with 188,500 holiday visitors, up 7.4% on the previous year ending 9/06. . As with the June 06 quarter, it continues to outperform all other touring routes in terms of attracting additional visitors, however overnight stays remain significantly lower – ie. a total of 67,900 holiday nights represents an 11% decrease on the previous 12 months.
Cluster Trends
. Hobart is the key in driving both visitors and locals to the Far South . It is the major gateway for most market segments and continues to perform well; the Far South must be positioned to take advantage of this opportunity. . Hobart and surrounds attracts approximately 500,000 overnight visitors, presenting major opportunities for Far South as a fresh, accessible destination. . The international market has been relatively stable; according to the TVS, Hobart hosted 92,435 overseas visitors in the year ending June 2006, as opposed to 99,968 to June 2005.
23 Dover was removed from the TVS in June 2006
50 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
TARGET MARKETS
Our ‘Most Profitable Prospects’
. To ensure success, the Far South will need to attract those market segments whose interests and expenditure will promote the development of a sustainable visitor experience. Those key segments have been identified as the: - Affluent Older age group - Young Couples/Solos - The Lower Income, Older age group - Each segment is looking for different holiday experiences which should inform product development in the region. The table below provides an outline of the type of experiences sought by the key segments, and their potential ‘fit’ for with the Far South.
Key Segment Holiday Experience Potential Educative, an opportunity to Good fit with the Far South learn, experiences that are brand and the vision to unique, rewarding and reinforce develop a natural, their identity as interesting and authentic and meaningful worldly. Strong place to visit. This segment Affluent Older mind/body/spiritual focus. Seek is likely to respond cultural immersion based on positively to an personal or historical environmentally significance. This group has responsible tourism money and is willing to spend. destination. Latest research suggests that this group mature into Career oriented, looking for escape, the Affluent Older segment higher income, like shopping, and hold similar aspirations excitement, fun, variety. Seek albeit at a younger age. Young Couples/Solos holiday experiences that are unique and different from their daily life. Some synergy with the Far Developing an interest in societal South which could be issues. enhanced through great outdoor/nature-based adventure activities. Proposed interpretation will connect visitors with the local stories. Far South communities are small, unhurried and their Discovery, learning, value for inhabitants are more money. Interested in meeting Lower Older accessible. Price point is people inc. locals. an issue, but joint passes or similar may allow a ‘good value’ experience. Less potential than the other two segments.
Source: BDA Market Planning 06
51 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Holiday types
. BDA has developed descriptive classifications for Tasmania’s key holiday types. The following table represents priority markets for the Far South region:
Holiday Duration Key Segments Key Market Type Characteristics Largest holiday visitor group Across all types but at 25%. 44% of total visitor Big Tour 12 – 14 nights strong Affluent Older spend. Preferred activities inc. and Lower Older bushwalking, visiting National Parks and historic sites. Second largest group at 19%. 19% of total visitor spend. Mostly older or Short Tour 6-7 nights Activities are geared towards younger couples nature and historical attractions. Weekend breaks with day trips out of the major gateways. Affluent Families, Preferred activities include Short Break 1-3 nights Lower Older, some historic sites, shopping, food younger segments and wine. 18% of visitors and 10% of the spend. Source: BDA Market Planning 06
. The main visitors to the Far South will be drawn from the Big Tour holiday type, as part Huon Trail touring route. . The Short Break market has potential but there are conditions on the level of interest in a competitive market place, including higher profile attractions and activities closer to Hobart. However, Tasmania’s very high repeat visitation of more than 60% might encourage increased travel beyond the major gateways which augers well for the Southern regions. . Other market segments, including Grand Tour, Getaway and Fly and Stay are secondary opportunities given either their lower visitation numbers and/or travel patterns.
High Yield Travellers
The Far South communities have identified a high yield, low volume scenario for the future development of their local tourism industry. The following represents some top line findings from an experience-based segmentation study that focused on high yield travellers in Sydney and Melbourne. 24 Overall, these findings provide a positive match with the Far South attributes and should assist in informing the way forward for the region.
Profile . The vast majority of high yield travellers live in Victoria, NSW and Queensland. . High yield travellers are more likely to be mature-age couples with no children living with them, in higher income brackets. . High yield travellers are more likely to be visible achievers or socially aware (using Roy Morgan’s Values Segmentation).
24 Sample size = 403 respondents
52 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. The favourite holiday activities of high yield travellers are spending time with family and friends, walking on a beach, dining out, visiting national parks, visiting historical attractions, meeting new people and scenic driving. . High yield travellers are most likely to be feeling tired and stressed and they have a need to get their energy back for life and feel more relaxed and less stressed. Many high yield travellers want a mix of both relaxing and adventurous or exciting experiences. Experience-based segmentation . High yield travellers are not homogeneous in terms of their emotional and experiential needs. Distinct segments within this group exist that will be ‘turned on’ (and off) by different destination attributes, product offerings and promotional messages.
. All segments share walking on the beach as a favourite activity and communication strategies should emphasize much more strongly our beaches and unique water based wildlife. . In future years, it is likely that some segments will become less attractive (culture only) and some more attractive (wildlife and adventure) both in terms of their size and likely yield. And the types of product attributes emphasized in promotional messages may need to change accordingly. . Many of the segments share an interest in the emotional product usage benefit of ‘peacefulness’. Creating memorable holiday experiences . During their memorable moments, the word most often used to describe how people were feeling was the word ‘peacefulness’. However, there is a segment that also wants to feel ‘alive’ and ‘invigorated’. . There emerged at least seven distinct types of experiences that visitors will potentially remember and take away with them…environmental immersion, cultural immersion, physical challenge in a natural environment, family unit and time out, pampered and relaxed, social connection and fun, taking it to the edge.25
International Research
The Far South experience is also well matched with some of the latest international research regarding social mega-trends. In a recent study entitled ‘Tourism of Tomorrow – Travel Trends and Forces of Change’, the European Research Institute noted a strong backlash in the face of globalization manifested in an increased focus on individualism and self-development, experiences of transformation, a quest for meaning and a search for authentic products. 26
Additionally, as climate change, renewable energy and other environmental issues gather momentum, geo-tourism and responsible travel are emerging as a world-wide cultural phenomenon, with an increasing ability to influence the consumer’s choice in visitor destinations. The Far South has the capacity to build strong appeal with those who wish to ‘travel without a trace’.
25 Red Inca, ‘Experienced-based segmentation of high yield travellers’, July 2004. See Appendix 2 for more details. 12 Sara Nordin, ‘Tourism of Tomorrow; Travel Trend and Forces of Change’, European Tourism Research Institute
53 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
OTHER KEY TASMANIAN MARKETS – TRENDS AND OPPORTUNITIES
Internationals
. 106,500 or 13% of all visitors to Tasmania are from overseas. . The Far South’s key markets are likely to follow broader trends, coming from the United Kingdom or USA/Canada; the area is not likely to attract the emerging markets of China, Korea and India in the foreseeable future. . The inbound market has withheld strong downward trends in domestic tourism, and while it is slowing, it is still performing relatively well. . The Far South will require innovative product development and packaging to attract Tasmania’s international visitors. While its natural and cultural values have strong appeal, the region’s potential is also hindered by its lack of profile in the market place.
Intrastate/Visiting Friends & Relatives (VFR)
. Local support is crucial in the success of any visitor attraction; in this instance there is a significant feeder population ‘on the doorstep’. . Tasmanians took approximately 4 million day trips in 2005, with the majority being drawn from the Greater Hobart area, which represents over 200,000, or almost 42% of Tasmania’s total population of 480,000. . Families with children are the predominant group, however they do not represent the high yield market that the Far South is seeking. . Tasmanians travel for shopping, socializing and sightseeing. . Although the VFR market has reached 25% of the holiday market, it’s spend of 9% is small in comparison with other groups. . The Tasmanian market holds the key to the VFR response, having the strongest influence on visitor activities and choices. . Tourism Tasmania is turning its attention to the intrastate market with one of its key goals to ‘grow the number of Tasmanians holidaying on the island’.27 Far South tourism businesses should explore potential partnerships to take advantage of this new focus. . The intrastate market is less seasonal than others.
Groups28
. There is potential to draw visitors from a variety of group travel markets, including: - conference market - cruise ship market - special interest groups.
Conference Market The conference market increased by 23% in the year ending 9/06, attracting 22,800 visitors. It has some potential for the Far South based on pre/post conference itineraries.
Actual conference venues are almost non-existent in the region; with the exception of the Far South Wilderness Lodge which has been successful in attracting a number of small conferences. The proposed Cockle Creek resort may attract larger conferences whose delegates and partners will seek add-on activities.
27 Tourism Tasmania Three-Year Business Strategy 2006-2009, ‘New directions for our island’, p.11 28 Coach tours have been deliberately omitted; they tend to be a high volume, low yield sector
54 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Cruise ship market Attracting 51,400 visitors in the year ending June 06 this market is experiencing strong growth – up 59% on June 05. The majority of cruise ships berth in Hobart which positions the Far South as part of a varied day trip. Passengers have a distinct demographic; most are over 50 years of age and generally, they are highly educated. These visitors have strong links with the Affluent Older and Lower Older BDA demographics; a unique and engaging experience exploring the Far South’s pristine environment or unique cultural history may present as an attractive day out. The question of accessibility however is likely to present a challenge; shore excursion operators may perceive the region as too distant – at least by coach, and although water-based travel may be an option, cruise ship passengers may find a land-based experience more appealing. While carefully selected products and unique experiences are the key to an attractive offering, this market requires more detailed research.
Special interest groups Information regarding this market is difficult to quantify. For example, the TVS includes an ‘education’ category in their ‘reason for visit’ data but the sample size is too small and there are too many variables to extract a meaningful response. However, given the richness of the Far South story, it is reasonable to assume that the following may provide a visitor source: international study tours/researchers, particularly those interested in the French colonial period; those with an interest in indigenous history, the convict era, archaeology; botany, bird-watching, art and photography and other nature-based pursuits, conservation, community-building and their many sub-sets.
There is no published data regarding the preferred activities of those who visit the Far South. (This may qualify as a suitable project for tourism students.) However, given its abundance of natural assets, it is likely that those who venture into the region do so in order to enjoy nature- based recreational pursuits. Such pursuits may range from passive appreciation to a high level of interaction with the environment; fishing, cycling, diving, canoe/sea kayaking, caving and bushwalking.
The TVS notes the average expenditure per holiday visitor per trip to Tasmania and segments it further to the average expenditure as applied to special interest/niche holiday visitors.
In the year ending September 2006, the average holiday visitor spend per trip was $2,099.00 The average expenditure per visitor: bushwalking $1931.00 The average expenditure per visitor: viewing wildlife in ‘natural’ surroundings $2,152.00 The average expenditure per visitor: adventure, inc. diving or cycling or sea kayaking $1,995.00 The average expenditure per visitor: fishing (other than trout) = $1971.00.
Clearly those activities which currently attract Far South visitors provide a substantial return to the State’s tourism economy. Additional related opportunities will enable higher returns to Far South communities.
Similarly, in the year ending September 2006, there were 810,000 interstate visitors to Tasmania. Below is a snapshot of the overall level of participation in some key activities linked to the core values of the Far South:
- bushwalking = 387,400 - viewing wildlife in ‘natural’ surroundings = 126,900 - cycling = 16,700 - canoe/sea kayaking = 13,800 - diving = 3,600 - fishing (other than trout) = 21,100
These figures all hold largely untapped potential for the Far South region.
55 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
SUMMARY OF OPPORTUNITIES AND ISSUES
. The Tasmanian tourism industry is undergoing major structural change due to a combination of factors: - the current visitor mix is driving down yield - industry growth has also stalled. The risks associated with these trends must be managed carefully through active, realistic and informed planning. . The Far South region should position itself as a tourism destination that adopts a proactive and progressive response to environmental issues; such an approach will benefit the area’s natural resources and its communities as well as encouraging the new generation of ‘responsible’ travellers.
. The Far South’s broader success will be greatly assisted by developing cooperative relationships with other industry partners. These should reflect: - the diversity of experiences required to boost visitor appeal across key segments - the opportunities to extend overnight stays in the region.
. The Huon Trail touring route has experienced impressive growth and it will need to continue attracting visitors to the region as a whole.
. The Far South must develop and promote a critical mass of smaller, market-led products that support the brand and draw visitors beyond the Huon Valley.
. The proposed Cockle Creek East resort development is a potential catalyst for a significant increase in visitation, but that success may compromise the community’s vision for a low volume, high yield tourism industry.
. Hobart will be an important driver for visitation to the Far South.
. The 21st century traveller is on a journey of life-long learning, seeking experiences that will enrich, educate and entertain. The success of the Far South will depend on an ability to match a range of engaging product offerings with the needs and expectations of key market segments.
56 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
MARKETING ACTIVITIES
It is important to note that the following goals, strategies and actions are documented with an understanding that most will occur as part of a wider promotion of the Huon Trail. However, given that this is a marketing plan for the Far South, specific reference to that area is considered appropriate.
Key objective
Develop a sustainable, vibrant and ecologically responsible tourism industry in the Far South that respects and reflects the area’s natural, cultural and community values and encourages authentic, ‘travel without a trace’ experiences.
Goal 1 - Work towards a visitor destination that embraces the principles and practices of environmental sustainability in both the local tourism industry and the broader Far South communities
Strategy 1 Actively encourage an ethical and tangible commitment to ‘clean and green’ tourism to capitalise on the far south’s competitive advantages, to protect its natural and cultural assets and to encourage new markets
Rationale . A sustainable tourism industry cannot exist without a sustainable destination. . The environment is the Far South’s greatest resource! . ‘Clean and green’ tourism supports the Tasmanian brand. . Consumer preferences worldwide are changing towards tourism that respects the environment; green marketing is on the consumer radar like never before’.29 . Tourism Tasmania is committed to positioning Tasmania as a national and leader in strategic management of the impacts of climate change and the tourism industry; an appropriate strategy will be developed over the next few months. . The Federal Government has just released $8m ‘to assist small business to go green’.30 . As the tourism industry in the Far South is organised, significant, and largely reliant on the area’s relatively untouched environment, it has the potential to become a successful ‘best practice’ model for the wider community.
Action . Discuss the concept with Tourism Tasmania with a view to establishing a pilot scheme as part of their new focus on environmental sustainability.
. Seek funding to assist all Far South tourism businesses to adopt ecologically sustainable practices through education, information, natural resource management and planning.
. Introduce achievable ‘building blocks’ – eg. an environmental audit for tourism businesses, incremental benchmarks, partnerships with NRM South and Forestry Tasmania to regenerate degraded areas like Southport Lagoon, carbon neutral
29 Marketing magazine, May 2007, p.22 30 Media release 21 May 2007 from the office of the Minister for Small Business and Tourism, Fran Bailey.
57 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
brochures, adoption of the ‘food miles’ concept where Far South operators choose the superb produce of the Huon Valley to complement their accommodation, attractions and activities.
. Investigate appropriate accreditation, validation or achievement models that will encourage tourism businesses and ultimately, the broader community, to meet specified standards and enable them to promote their products and experiences accordingly.
. Continue working with Tourism Industry Council of Tasmania and Forestry Tasmania through the Tourism and Forestry Protocol Agreement to reduce the negative impact of forestry burns particularly during peak visitor periods.
. Review the Dover Township Plan and prioritise the specific objectives of the Amenity and Character Strategy to add further interest and value for the visitor as well as the community.
. Review the DTP System of Walks and its synergy with environmentally friendly activities.
. Look at the Redland Shire Council’s approach to developing Stradbroke Island as a sustainable and profitable visitor destination.
. Target environmentally conscious mainlanders through G Magazine, ‘Australia’s first green lifestyle magazine’. G Magazine is distributed through newsagents and importantly, Coles supermarkets.
. Consider promoting the Far South through a range of websites that sell environmentally responsible holidays; for example www.responsibletravel.com and www.lonelyplanet.com
Responsibility Huon Valley Council/HVC Tourism Marketing Officer/Far South Tourism Network in partnership with Tourism Tasmania and other relevant stakeholder agencies.
Note: The consultants acknowledge that the concept of sustainable tourism as an effective marketing tool may be problematic and certainly requires further investigation which is well beyond the current brief. In the course of this project however, the following websites were amongst those that provided ‘food for thought’ and may assist the Far South in moving towards the protection of its highly valued natural and cultural attributes. www.crctourism.com.au www.greenglobe.org www.ecotourism.org.au www.twinshare.crctourism.com.au www.nationalgeographic.com/travel/sustainable/about_geotourism www.tourism.sa.gov.au/tourism/plan/design_guidelines www.multilingual-matters.net/cit/004/cit0040003.htm Ken Simpson, ‘Strategic Planning and Community Involvement as Contributors to Sustainable Tourism Development’. www.uneptie.org/pc/tourism/library United Nations Environment Programme, Making Tourism Sustainable; A Guide for Policy Makers. www.green-business.co.uk The largest and most successful scheme of its type in the world. www.greentourism.org.uk www.climatecare.org www.ecoescape.org/greentravelguide.htm www.futurefootprints.org.uk
58 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
A practical, regional approach to sustainable tourism. www.clarence.nsw.gov.au The Climate Challenge – a local government and whole of community initiative launching May 07. www.globalgreenplan.net A Victorian based not-for-profit organization that works with communities to combat climate change through a practical an integrated approach www.goingcarbonneutral.co.uk Ashton Hayes (pop. 1000) in Cheshire is aiming to be England’s first carbon neutral village www.easybeinggreen.com.au ‘Easy Being Green’, is a company committed to assisting individuals, businesses and communities in developing climate saving practices throughout Australia. A community-based pilot project has commenced in Forbes (NSW). www.visitscotland.org Scotland is moving to become the world’s first carbon neutral tourism destination.
Goal 2 - Position the Far South as a unique and memorable experience for Tasmania’s most profitable interstate and international markets
Strategy 1 Highlight the Far South brand in all destination marketing
Rationale Marketing is all about building a brand in the mind of the consumer!
Action
. Build the Far South brand holistically; products and experiences, advertising, public relations and all communications should reflect the area’s brand promise.
Responsibility HVC Tourism Marketing Officer with Far South Tourism Network
Strategy 2 Partner with Tourism Tasmania to take the far south brand to the wider market place
Rationale Tourism Tasmania can assist the Far South in acquiring leverage into the most profitable markets – the ‘affluent older’, ‘young couples/solos’ and ‘lower older’ segments, as well as key international markets.
Action
. Consider participation in Tourism Tasmania’s cooperative marketing opportunities through the Tourism Promotion Plan; sign on at www.industry.tourismtasmania.com for the most up-to-date offers.
. Invite staff from Tourism Tasmania’s marketing and commercial operations unit to enjoy a guided tour through the Far South to familiarize them with your region. Seek advice regarding the various ways in which they can assist in the interstate promotion of the Far South. Similarly, the International Marketing unit. Tourism Tasmania can facilitate some excellent opportunities that do not always require a direct financial contribution.
59 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
. Conduct a famil for other key Tourism Tasmania staff, including Kathy Gatenby, Manager, Nature-based Tourism, Deb Lewis, Manager, Cultural Heritage Tourism and Frank Hussey who focuses on special interest/niche markets. 31
. Ensure that the Far South has a fresh and accurate presence on the Tourism Tasmania’s consumer web site, www.discovertasmania.com
. Build strong ties with the Visiting Journalist Program; provide a professionally produced CD ROM for use with the travel trade and the media; visiting journalists are in a position to provide invaluable publicity, both interstate and overseas. Make it easy for them!
. Use Tourism Tasmania’s corporate web site as an important research tool regarding market trends and other key tourism insights.
. Forward targeted information for inclusion in ‘Natural State News; Tourism Tasmania’s Media Newsbrief’. It’s free and has an excellent distribution to the media and the travel trade.
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network/Tourism Tasmania
Strategy 3 Partner with Parks and Wildlife Service, Forestry Tasmania and other key stakeholders in both the public and private sector to raise the profile of the far south
Rationale Cooperate to compete; significant partnerships build common goals; they are the key to effective marketing enabling the Far South to promote ‘more with less’!
Action . Adopt a ‘whole-of-region’ marketing approach; initiate a forum that will bring the key local industry stakeholders together to explore innovative and cooperative marketing opportunities for mutual benefit.
. Invite agency representatives - and others as appropriate, to join the Far South Tourism Network.
. Seek funding.32
Responsibility HVC/HVC Tourism Marketing Officer/Far South Tourism Network/stakeholder representatives
31 Rather than adopting a prescriptive, detailed list of potential markets – eg ‘grey nomads’, backpackers etc. it is suggested that strategic communication with Tourism Tasmania’s destination development and marketing units will provide the most timely information and opportunities. 32 A ‘Guide to Grants 2007’ and other potential funding sources are provided under separate cover
60 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Strategy 4 Develop synergistic partnerships beyond those directly associated with the tourism industry
Rationale Effective tourism marketing is innovative and lateral, and draws on a range of related community organisations for mutual benefit.
Action
. Work with the Tasmanian Land Conservancy to build Tasmanian interest in Recherche Bay as one of our island’s emerging, cultural icons.
. Contact Arts Tasmania regarding their wilderness and heritage residencies; these offer the potential for adding a fascinating layer to the interpretation of the Far South.
. Link with Far South Regional Arts to assist with promotional material; selected local writers, poets and visual artists could bring a unique perspective to the brand and an authentic community representation of place.
. Seek Arts funding where appropriate.
Responsibility HVC Tourism Marketing Officer
Strategy 5 Develop a strong and informed relationship with ‘totally south’ to maximise product development and cooperative marketing assistance
Rationale As the Southern Regional Tourism Association, ‘Totally South’ is the facilitator for industry opportunities available through the Tourism Promotion Plan. The TPP has allocated substantial resources to build capacity in regional Tasmania which may advantage the Far South.
Action
. Ensure regular and consistent communication with ‘Totally South’
. Consider participation in the new, ‘Greater Hobart’ campaign
. Place brand-aligned advertisements, combined with advertorial in the Hobart and Southern Touring Routes Touring Guide
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network
61 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Strategy 6 Influence pre-travel decisions to include the far south through advertising and promotion that is brand-aligned, timely, cost-effective and informed by the consumer’s preferred planning tools
Rationale Research conducted by Tourism Tasmania indicates the following sources of information were used by Tasmanian visitors prior to their arrival (2006):
Websites – 37%; brochures – 23%; travel agent – 22%; travel/guide books – 21%.33
Action
. Establish a high quality, interactive web site; ensure links with other key sites including the Huon Trail, Tourism Tasmania’s www.discovertasmania.com, and other significant industry partners.
. Package Far South experiences with selected, higher profile, industry partners whose businesses have a presence in the area; Forestry Tasmania, Parks and Wildlife Service, Hobart Cruises, Bruny Island Charters and eventually Cockle Creek resort, for example.
. Consider branded advertising in at least one of the following travel publications: - Travelways - Entrée magazine - Treasure Island
. The choice of publication will be influenced by their respective target markets and distribution. Advertising should not be viewed as a short term, one-off action. Seek advertorial with initial placement.
. Bundle a range of itinerary modules that reflect the best of the Far South’s natural and cultural attributes and can be varied for a number of niche markets. These should include quality local and personalized experiences that are not generally available and for which the traveller should pay an optimum price. Initial promotion should occur in consultation with Tourism Tasmania but ultimately, public interest in Recherche Bay is likely to open up other ‘cultural partners’ – eg. the University of Tasmania, the Tasmanian Museum and Art Gallery and affiliated institutions.
. See Strategy 2
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network
33 TVS July 2000 – December 2006
62 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Strategy 7 Influence ‘during travel’ decisions to include the far south through brand-aligned, timely and cost-effective advertising and promotion
Rationale Anecdotal information suggests that many visitors to Tasmania book their first and final nights and leave the remainder of their itinerary ‘open’. Although there has been no further data collection regarding ‘during stay’ decision-making since June 2004, 25% were using Tasmanian Visitor Information Centres at that time.
Action
. Capitalise on the 237,000 annual visitors currently passing through the door of Hobart Travel Centre; organise a joint promotion with selected industry partners; at least one higher profile product or ‘hook’ is desirable.
. Develop a ‘white i’ visitor information centre in Dover, as the gateway to the Far South - and publicise it.
. Explore options for reaching ‘Spirit of Tasmania’ travellers, given they stay longer and travel further than other visitor segments – eg. entrée magazine is handed out to passengers embarking at the Melbourne end; a ‘Spirit’ magazine is published periodically and distributed to potential and past travellers with considerable success; the Tourism Brochure Exchange has exclusive on-board access but cost may be considered prohibitive.
. Encourage a system of cross-referrals between operators along the Huon Trail; visitor decisions to stay longer and experience more can be influenced through shared accommodation inventories and locally-based itinerary planning.
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network
Goal 3: Position the Far South as an engaging experience for the broader Tasmanian community and the VFR market
Strategy 1 Stimulate interest in the far south through local media
Rationale Hobart and surrounds represents the major ‘feeder’ population for the Far South
Action
. For the next big story…partner with key stakeholders for joint promotion in ‘The Mercury’ travel section; seek assistance from Forestry Tasmania, Parks and Wildlife Services, the Tasmanian Land Conservancy and Hobart Cruises linking their visitor experiences with smaller, local tourism businesses; where appropriate, acquire ‘run-
63 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
ons’ for additional promotion. Ensure that results can be measured; for example through a prize coupon/draw from which a database could also be developed.
. Build an ongoing relationship with ABC radio to publicise community events, festivals and celebrations of wider interest. Don’t forget follow-up stories!
. Provide editorial to local newspapers and magazines that will publish stories free of charge; advertising fees are often negotiable particularly if there is a special offer for readers. RACT ‘Motor News’ has an excellent distribution. Other suggestions include ‘Tasmanian Life’ and ‘40 Degrees South’ and the new Tasmanian business magazine, ‘Enterprise’. Remember that you are more likely to be successful with a focused piece that offers an interesting angle.
Strategy 2 Build relationships with key tourism providers in the Huon Valley, Hobart and surrounding areas to on-sell the far south to their customers
Rationale Low cost/no cost promotion can be just as effective as expensive campaigns
Action
. Ensure a consistent flow of information to the Hobart Travel Centre, major accommodation providers and attractions.
. Make contact with significant tourism partners around Hobart; offer famils or complimentary product to their staff.
. Use Totally South’s ‘Industry Informer’ to promote the Far South to the Southern Tasmanian tourism industry; it has a large and focused distribution and the publicity is free!
. Host an industry networking evening through ‘Totally South’; Dover is the ideal location.
. Organise a display at the annual ITOT/TICT Tasmanian Tourism Conference.
. Encourage Far South businesses to promote the region as well as their individual product.
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network
64 FAR SOUTH TOURISM DEVELOPMENT STRATEGY 2007
Strategy 3 Build broader relationships with key tourism providers throughout the state
Rationale a.‘Word-of-mouth’ is one of the most potent forms of advertising! b. Harness the power of larger, external networks that already have a presence in the market place
Action
. Promote the Far South throughout the Tasmanian Visitor Information Network as well as smaller, ‘white i’ visitor information sites
. Actively work your key distribution channels; invite staff from the TVIN’s, and other visitor information outlets to experience the Far South free of charge; nurture their interest through a great experience and they will sell the region with genuine enthusiasm!
. Regularly liaise with the Regional Tourism Associations outside Hobart; Cradle Coast Authority and Northern Tasmania Development both have Industry Development Consultants who can build awareness through their significant range of industry contacts.
. Ensure that higher profile attractions in the North, North West and the West also have appropriate brochures. Reciprocate!
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network
Strategy 4 Promote ‘the place’ to Tasmanians and their VFR’s
Rationale Research indicates that neither intrastate travellers nor their visiting friends and relatives have a propensity to spend money on attractions or activities. However they are still likely to make local purchases including coffee, petrol, newspapers or lunch.
Action
. Collate a ‘no-cost’ activities list and integrate it with wider promotions – activities might include walking along the beach, picnicking in a beautiful location, throwing a fishing line into pristine waters…
. Link these activities with the concept of a healthy break that promotes physical fitness, health and a sense of well-being.34
. Work with Tourism Tasmania and their new initiatives to attract greater intrastate visitation.
Responsibility HVC Tourism Marketing Officer/Far South Tourism Network
34 Refer to Sport and Recreation Tasmania, Live Life, Get Moving; Tasmanian Physical Activity Plan 2005-2010
65