8 SEPTEMBER 2020

UNDER SEPARATE COVER ATTACHMENTS

ORDINARY MEETING 8 SEPTEMBER 2020

PART 2 OF 2

Maitland City Council | Ordinary Meeting Agenda 8 SEPTEMBER 2020

TABLE OF CONTENTS

ITEM SUBJECT

16.2 DRAFT DESTINATION MANAGEMENT PLAN ...... 59

Maitland City Council | Ordinary Meeting Agenda 8 SEPTEMBER 2020

Vibrant City

DRAFT DESTINATION MANAGEMENT PLAN

Final Draft Destination Management Plan - Under Separate Cover

Meeting Date: 8 September 2020

Attachment No: 1

Number of Pages: 104

Maitland City Council | Ordinary Meeting Agenda DRAFT: Destination Management Plan 2020 ACKNOWLEDGMENT We acknowledge the Wonnarua People as the Traditional Owners and Custodians of the land within the Maitland Local Government Area. Council pays respect to all Aboriginal Elders, past, present and future with a spiritual connection to these lands. Contents 1. EXECUTIVE SUMMARY ...... 1 1.1 Key findings ...... 3 1.2 Current challenges to overcome ...... 4 1.3 Summary of the engagement outcomes ...... 5 1.4 Key focus areas ...... 9 1.5 Implementation and review ...... 9

2. INTRODUCTION ...... 11 2.1 Preparing the plan ...... 13 2.2 How we engaged ...... 15 2.3 A guiding framework for the plan ...... 17

3. DESTINATION ANALYSIS ...... 19 3.1 Maitland ...... 21 3.2 Links with key visitor economy plans ...... 26 3.3 Product gap analysis ...... 27

4. PRIORITY HUBS ...... 29 4.1 Morpeth ...... 31 4.2 Central Maitland ...... 37 4.3 Maitland Gaol ...... 49 4.4 Walka Water Works ...... 55 4.5 Tocal ...... 63

5. KEY FOCUS AREAS ...... 67 5.1 Product development ...... 69 5.2 Industry development ...... 77 5.3 Marketing and promotion ...... 80 5.4 Visitor servicing ...... 81

6. IMPLEMENTATION AND REVIEW ...... 83 7. APPENDIX ...... 97 SECTION ONE: Executive Summary

1 | Draft Destination Management Plan Maitland City Council has developed this Draft Destination Management Plan (DMP) for Maitland in consultation with the community, tourism operators, local businesses and the broader industry. The information presented in the plan has been developed to reflect the 1,100+ ideas collected during a six month engagement period in 2019.

2 1.1 KEY FINDINGS As a key driver of economic development in Maitland, the goal of tourism development over the next 10 years is to grow the visitor economy by delivering the actions identified in the implementation plan. The following reflects the key findings from research and analysis undertaken during 2019 for this DMP.

• Maitland is centrally located within the Hunter Region • Maitland has a strong visual arts community that and surrounded by established tourism product from is anchored by the Maitland Regional Art Gallery neighbouring destinations. (operated by Council) and a strong performing arts community that is supported by a range of community • Maitland has many natural assets for recreation and led groups and commercial operators. tourism use including the Hunter River, however many are not currently set up to generate financial returns. • Given the history and heritage of Maitland, there is a strong case for a contemporary museum experience. • Most tourism operators, including accommodation, attractions, food and beverage outlets, transport • There are several tourism hubs across the local providers and retailers are micro to small businesses government area (LGA) however they have limited with very few medium or larger players. connectivity. • Maitland has 51 accommodation venues (with a • Council runs an annual program of flagship events further 20+/- properties listed on AirBnB), 564 rooms including Taste, Steamfest, Aroma, Riverlights and available and the capacity to accommodate nearly Bitter & Twisted. Such events provide an opportunity 1,600 people. to attract visitors from outside the area. • Investment in quality and diverse visitor • There are also a number of privately run events that accommodation development is required to grow attract visitors from outside the LGA. overnight visitation. See related documents for a summary of the tourism product audit.

3 | Draft: Destination Management Plan 1.2 CURRENT CHALLENGES TO OVERCOME Maitland has a number of challenges to overcome if tourism opportunities are to be grown on a sustainable basis. At present, some of the major challenges include:

• Visitor entry points/ gateways from neighbouring LGAs • Within Maitland’s priority hubs (and across the LGA), with a lack of clear and welcoming signage. cars dominate and pedestrians are secondary. This will make it harder to encourage greater walkability. • Limited connectivity between key destinations, plus these destinations don’t have an integrated • Minimal directional and interpretative signage relationship so little synergy exists. hampers visitors from exploring areas. • There are very few commercial visitor experiences and • Council has responsibility for many of the key a subsequent shortage of commissionable tourism attractions including Maitland Gaol, Maitland Regional product, which has resulted in a lack of tour operator Art Gallery, Walka Water Works and Morpeth Museum and wholesaler interest in Maitland. and has therefore had to take a much more dominant role to activate the visitor economy. • A heavy reliance on self drive with limited tours and transport options. • Limited private investment to grow the visitor economy. • Limited awareness of Maitland as a destination with no • Many overnight visitors stay with friends and relatives clear destination brand in the broader market. rather than staying in commercial accommodation, which limits the economic benefit to those associated • Moving from natural assets to tourism attractions will with experiences. require substantial investment and development.

4 1.3 SUMMARY OF THE ENGAGEMENT OUTCOMES Engagement for the DMP commenced in January 2019 and ended on Sunday 30 June 2019. The purpose of this engagement was to seek feedback from local tourism operators, businesses, visitors, residents and Council staff on how they would like to see Maitland evolve as a tourism destination in the future. From the 1,100+ ideas and suggestions Council received, five priority hubs and seven key themes were identified. In no particular order these are listed below, each with a summary extracted from the feedback.

See related documents for the preliminary Engagement Report.

KEY THEMES CONCERT AND EVENTS Many believe the major drawcard for visitors to RIVER ACTIVATION Maitland will be event related, including major Respondents suggested a number of ideas for sporting events, music festivals, food related festivals activation along the river from evening activities such such as a winter harvest and a variety of night time as a river dinner cruise, enhancement of riverbanks events. Suggestions for enhancement of current with boat ramp/ access points for canoes or kayaking, popular Council flagship events included extension of more water facing restaurants and lighting along the Steamfest by running regular trips from Maitland at river to a dedicated cycle path linking Walka Water other times on the popular locomotives, better event Works to Morpeth. way finding signage as well as maps for the event(s) online and healthier food options. ARTS, HERITAGE AND CULTURE FARMLAND AND NATURE Respondents suggested that more needs to be done to promote the Aboriginal culture and heritage and the Farm stays, tasting trails and farm tours, farm to European history of Maitland. There was also mention fork festival/paddock to plate experiences and more of the need to better connect the Maitland Regional frequent Farmer’s Markets were suggested. There Art Gallery, Repertory Theatre and Town Hall with was also consideration given to a winter program of outdoor art installations, entertainment and food pop foodie events, suggesting the timing of Taste should ups to create an Arts and Cultural Precinct. Recurring change and then be followed by a Winter Harvest ideas included a performing arts centre, concerts Festival and wrap up with Maitland Aroma. Other and international acts at Town Hall, outdoor art and ideas included eco cabins, nature walks and hiking art trails, interactive museum and gallery immersion trails, horse riding and mountain biking. experiences, and attracting national cultural events such as writers’ festivals and more art exhibitions. CONNECTIVITY BETWEEN ATTRACTIONS Cycle ways and walkways were suggested as a way SPORTS AND RECREATION to connect Walka Water Works to Central Maitland Dedicated cycle ways connecting Walka Water and Morpeth. However it was not only physical Works to Morpeth via Central Maitland was the connections suggested, but virtual reality and online most common suggestion, along with mountain bike technology as a way to connect themed itineraries and trails and walking trails in various locations. Other immersion experiences. suggestions included a waterpark or wave pool, a large advanced adventure playground, more major ACCOMMODATION ALTERNATIVES sporting events, concerts and live music at various Additional visitor accommodation options were locations such as Maitland Gaol, Maitland No.1 identified as an important element in growing Sportsground, The Levee and in Morpeth. They would visitor numbers to Maitland. Suggestions included also like to see an increased number of sports and eco cabins, camping/glamping and boutique hotel recreational facilities from basketball courts and skate at Walka Water Works, a caravan/tourist park in a parks to archery and (quarry) rock climbing. suitable location, RV friendly sites, and hotel/motel style accommodation, particularly in Central Maitland.

5 | Draft: Destination Management Plan PRIORITY DESTINATION HUBS WALKA WATER WORKS Respondents suggested improvements could include MORPETH a café, restaurant and bar/brewery, function centre Already a well known destination for visitors, particularly to cater for weddings, accommodation suggestions focused on strengthening the heritage options (eco cabins, camping/glamping, caravans) product offering in Morpeth. This as well as more and better amenities. They would also like to see events and activations, an interactive museum more activities supported such as hiking trails with experience and additional diverse accommodation lighting, cycle way connections, consideration of uses offerings within easy walking distance. for the lagoon, horse riding, and ideas for attractions such as a sculpture park, an adventure playground CENTRAL MAITLAND and a destination for festivals and events, filming and photography. The heart of Maitland needs better shared pathway connection with Morpeth and other areas of the TOCAL LGA, hotel accommodation, river activation and more food and beverage options facing the river. Maitland Tocal was identified as the ideal hub for agritourism Regional Art Gallery, Maitland No.1 Sportsground and with its location, product offering and well established The Levee were identified as important attractions events (Tocal Field Days, Tocal Beekeepers’ Field Day within Central Maitland. and Peek into the Past). Its close proximity to a variety of farm experiences for package tours and guided MAITLAND GAOL trails was also mentioned together with connectivity to other priority destinations through shared Respondents highlighted the fact Maitland Gaol is pathways, tourist drives and signage. underutilised and there is plenty of opportunity to enhance the visitor experience. Suggestions included overnight accommodation, restaurant and bar, an interactive experience and a community garden.

6 Hillsborough FIVE PRIORITY HUBS

Gosorth

HUNTER RIVER Anambah

Windermere

LUSKINTYRE RD

ANAMBAH RD Aberglasslyn NEW ENGLAND HIGHWAY MAITLAND Lochinvar AIRPORT

DENTON PARK DR

STATION LN ABERGLASSLYN RD

RUTHERFORD Rutherord SKATEPARK

OLD N RD

WOLLOMBI RD Farley Telarah

HUNTER EXPRESSWAY

7 | Draft: Destination Management Plan

Gillieston TOCAL

TOCAL TOCAL RD

Mindaribba

CLARENCETOWN RD Maitland Vale

MAITLAND VALE RD

TOCAL RD

Oakhampton Bolwarra Heights Largs

Bolwarra

WALKA WATER WORKS HUNTER RIVER Phoenix Park

MORPETH BELMORELorn RD Raworth CITY LIBRARY

THE LEVEE

HIGH ST MAITLAND MORPETH RD TRAIN STATION

CENTRAL Pitnacree MAITLAND Tenambit MINISTERS PARK MAITLAND POOL

METFORD RD MAITLAND CESSNOCK RD GAOL MAITLAND PARK

LOUTH PARK RD East Maitland Louth Park Chisholm 8 NEW ENGLAND HIGHWAY 1.4 KEY FOCUS AREAS

For the purpose of this plan, the engagement outcomes (outlined on pages 5 and 6) have been segmented according to the following key focus areas:

PRODUCT DEVELOPMENT MARKETING AND PROMOTION Besides the annual calendar of flagship events, Maitland The destination brand should reflect Maitland’s unique currently has a limited product offering for visitors and and distinctive identity, while building recognition and locals alike. New tourism product development should desirability of the city. be consistent with community values and Maitland City From the work that was undertaken by Hall & Partners Council has a critical role to play in attracting private for Destination NSW, Maitland’s primary Unique Selling investment that aligns with these values. Point (USP) consists of creatives, local produce and food, New visitor experiences and the development of a range and people. of visitor accommodation options will be vital to growing The Statewide DMP (see related documents) identifies the visitor economy. Maitland as a potential future hero destination (p21). The long term vision for Maitland as a hero destination INDUSTRY DEVELOPMENT is not about attracting mass tourism. The goal is to Council should be an enabler in this space. The focus maintain authenticity, a place where the community is will be on providing effective planning mechanisms, always welcoming, and visitors return as friends. appropriate policy and incubator programs to encourage start ups and diversification of existing businesses into VISITOR SERVICING the visitor economy. This should consider the needs and wants of the In order to effectively grow the visitor economy and visitor and how they continue to evolve. Focus in the assist the local industry to thrive, the focus should be on first instance should be on building awareness, with partnering opportunities and investment attraction. less focus on bricks and mortar and more on smart technology with an interactive visitor website with maps, The objective is to provide support, working themed itineraries, walking tours, history, comprehensive collaboratively through cooperative marketing calendar of events and transport options. campaigns, visitor publications and networking events as well as industry, media and buyer famils.

1.5 IMPLEMENTATION AND REVIEW The opportunities outlined in the Draft DMP are for consideration and are not in any priority order. A progressive and ongoing implementation plan will be developed in consultation with key stakeholders. This will outline projects for further exploration as well project responsibility, key stakeholders, an indicative timeline and possible funding opportunities.

Many of the opportunities fall outside of Council’s control so the primary objective is to work together with key stakeholders to provide a clear direction for the development and growth of Maitland’s visitor economy. It identifies a range of actions which, if realised, will see the city transform into a hero destination as identified in the NSW Government Statewide DMP.

The DMP is a long term document that aims to attract investment and funding, ensuring tourism adds value to the economic, social and cultural fabric of the Maitland community. It will be reviewed in line with Council’s four year Delivery Plan cycle.

9 | Draft: Destination Management Plan 10 SECTION TWO: Introduction

11 | Draft Destination Management Plan The Destination Management Plan for Maitland brings together the ideas and vision of key stakeholders including the local community, industry and government. The purpose of this DMP is to provide a 10 year plan with a set of core strategic directions and the necessary actions for implementation in the short, medium and long term.

The primary objective is to work collaboratively, ensuring tourism adds value to the economic, social and cultural fabric of the Maitland community.

12 2.1 PREPARING THE PLAN When setting out the five stage project methodology, Council recognised the value and importance of stakeholder engagement. The six month engagement period was vital to preparing this plan, which is a collaborative roadmap for building and maintaining Maitland’s visitor economy.

STAGE ONE Visitor economy product audit to determine maitland’s capacity, visitor patterns, source markets and purpose of visit.

STAGE TWO Phase one stakeholder engagement to reflect the views of local stakeholders including community, tourism operators, local businesses and industry.

STAGE THREE Refinement and plan development involved considering over 1,100 ideas and suggestions identified during the engagement period.

STAGE FOUR Endorsement by Council to then go on public exhibition for review and comment as part of phase two stakeholder engagement.

STAGE FIVE Implementation will commence in 2020 once the draft DMP has been endorsed and adopted. Phase three stakeholder engagement will commence and continue throughout implementation.

13 | Draft: Destination Management Plan 14 2.2 HOW WE ENGAGED

11 IDEAS AND SUGGESTIONS FOR NEW OR IMPROVED ACTIVITIES AND ATTRACTIONS TO CONSIDER

6 365 524 INDUSTRY STAKEHOLDERS REACH WEBSITE VISITORS ATTENDED THREE WORKSHOPS ON SOCIAL MEDIA MAITLANDYOURSAY.COM.AU

35 344 2 BUSINESS LEADERS SURVEYS FACE TO FACE COMPLETED INTERACTIVE SURVEY ONLINE SURVEYS COMPLETED THROUGH POP UP STANDS

15 | Draft: Destination Management Plan 16 2.3 A GUIDING FRAMEWORK FOR THE PLAN From the 1,100+ suggestions, five priority hubs and seven key themes have been identified in this DMP. The graphic on the following page explains the guiding framework for how the DMP has been developed and highlights the relationship between the priority hubs, key themes the four focus areas.

Essentially, Maitland’s five priority hubs and seven key themes will guide:

1. the development of products and experiences;

2. the subsequent requirement for industry development to support growth;

3. Maitland’s brand identity, who the target markets are and how to attract them; and

4. how we service their needs and wants during each stage of travel, from dreaming, planning and booking through to experiencing and sharing.

The guiding framework allows for regular review, and Council as custodians of the plan will continue to assess each of the focus areas based on the five priority hubs and seven key themes.

The Maitland +10 Community Strategic Plan (one of Council’s integrated planning and reporting documents) sets a range of outcomes for the future of Maitland (see related documents). Identified as an action in the four year Delivery Program 2018-22, the DMP aims to address the community’s wish for Maitland to be seen as a desirable place to live, an easy place to work, a welcoming place to visit and a wise place to invest.

The DMP also has linkages with the following plans and strategies:

• Visitor Economy Industry Action Plan • Statewide DMP • Destination Sydney Surrounds North DMP • Hunter Regional Plan 2036 • Greater Newcastle Metropolitan Plan 2036 • Hunter Regional Economic Development Strategy 2018 – 2022 These plans are available to preview in the related documents.

17 | Draft: Destination Management Plan DESTINATION MANAGMENT PLAN 20202030

CONSULTATION CONSULTATION

PRODUCT DEVELOPMENT AND EXPERIENCES

Five priority hubs and VISITOR INDUSTRY SERVICING seven key themes DEVELOPMENT

DRAFT UPDATE MARKETING AND PROMOTION

INTEGRATED PLANNING AND REPORTING DOCUMENTS

A GUIDING FRAMEWORK FOR THE PLAN

18 SECTION THREE: Destination Analysis

19 | Draft Destination Management Plan The City of Maitland has long been regarded as a special place and we are fortunate today in retaining a wonderfully rich and diverse legacy of Aboriginal and European cultural values as demonstrated through local communities, places and historic settlements.

Our cultural diversity is further strengthened by the many ethnic communities increasingly making Maitland their home. There are 49 different countries represented in Maitland bringing a wealth of multicultural traditions to the city.

20 3.1 MAITLAND Maitland has experienced substantial population growth in the last 10 years. In 2018 residential population for Maitland was 83,203 people which is an increase of more than 15,000 people (18.8%) since the 2011 Census (Source: REMPLAN).

Situated in the lower Hunter Region of NSW on the Hunter River, Maitland is approximately 166 kilometres north of Sydney by road and 35 kilometres north west of Newcastle. The LGA is spread over an area of 390.2 square kilometres.

It is located between Port Stephens, Hunter Valley and Newcastle, which creates a challenge in attracting visitation amongst these established competitor destinations. Furthermore, the Hunter Expressway, diverts day trip and overnight visitation from Maitland.

LAMBS VALLEY HILLSBOROUGH TOCAL ROSEBROOK MINDARIBBA

GOSFORTH

LUSKINTYRE

MAITLAND WOODVILLE WINDERMERE MELVILLE VALE GRETA ANAMBAH

BOLWARRA HEIGHTS HARPERS WINDELLA ABERGLASSLYN HILL OSWALD OAKHAMPTON LARGS OAKHAMPTON LOCHINVAR HEIGHTS RUTHERFORD BOLWARRA PHOENIX PARK

RAWORTH MORPETH LORN DUCKENFIELD TELARAH FARLEY HORSESHOW BEND PITNACREE ALLANDALE MAITLAND TENAMBIT BISHOPS MOUNT DEE SOUTH BERRY BRIDGE MAITLAND PARK EAST MAITLAND CHISHOLM MILLERS GILLIESTON FOREST HEIGHTS LOUTH METFORD PARK

THORNTON ASHTONFIELD

CLIFTLEIGH WOODBERRY

21 | Draft: Destination Management Plan VISITORS TO MAITLAND Maitland welcomes on average 678,000 visitors each year with the majority being domestic day trips. These visitors contribute an estimated $104 million to the Maitland economy with 1,289 jobs* supported by tourism.

KEY TOURISM METRICS FOR MAITLAND

DOMESTIC INTERNATIONAL DOMESTIC DAY TOTAL OVERNIGHT

Visitors (’000) 5 142 531 678

Nights (’000) 170 347 - 517

Average stay (nights) 35 2 - 4

Spend ($m) 4 43 56 104

Average spend per trip ($) 897 306 105 153

Average spend per night ($) 25 125 - 92

Average spend (commerical np 188 - np accommodation) per night ($)

*Jobs figure fromREMPLAN .

22 VALUE OF THE VISITOR ECONOMY IN 2017/18

ECONOMIC VALUE DIRECT EMPLOYMENT

Australia $53.3b (3.2% of GDP) 598,200 jobs

New South Wales $34.2b (6.1% of GDP) 171,100 jobs

Maitland $104m (2.5% of GDP) 1,289 jobs

23 | Draft: Destination Management Plan PURPOSE OF VISIT The following table summarises the purpose of visit to Maitland in 2018.

DOMESTIC VISTORS TO MAITLAND INTERNATIONAL DOMESTIC DAY TOTAL OVERNIGHT

Reason (visitors ‘000)

Holiday np 31 211 np

Visiting friends or relatives 3 79 149 230

Business np np np np

Other np np 107 np

Travel party type (visitors ‘000)

Unaccompanied 3 45 - 49

Couple np 46 - np

Family group np np - np

Friends/relatives traveling np np - np together

Accommodation (nights ‘000)

Hotel or similar np 53 - np

Home or friend or relative 138 235 - 372

Commerical camping/ np np - np caravan park

Backpacker np np - np

Other np np - np

Based on this data, over 55% of domestic overnight visitors to Maitland are travelling to visit friends or relatives.

Of the 517,000 total overnight stays, 372,000 nights are attributed to staying at the home of a friend or relative. While data was not provided (np) for other accommodation options, you could assume that less than 28% of overnight visitors stayed in paid accommodation.

There are many possible reasons for this, including the preference to stay with friends or relatives, a lack of accommodation options, quality, style and cost. There is also the consideration that outside of the Visiting Friends and Relatives (VFR) market, there is little awareness of and a low desire to travel Maitland. (Information provided by Destination NSW for the Make it Maitland Campaign 2019).

24 KEY TRAVEL TRENDS AND INSIGHTS As outlined in the Statewide DMP (see related documents), ‘the travel and tourism sector has undergone immense disruption in the past 20 years. Digital and mobile technology has changed the way people make travel decisions, book, travel and share their travel experiences.’ The only thing for sure is that ‘change is a constant in the sector’.

See related documents for an outline of the key travel trends Maitland can leverage in the short term.

25 | Draft: Destination Management Plan 3.2 LINKS WITH KEY VISITOR ECONOMY PLANS Maitland’s Destination Management Plan has linkages with key visitor economy plans and economic development strategies.

By aligning local targets and tracking with those at the state and regional levels, there are opportunities to share comparable insights with industry and further collaborate on opportunities and initiatives to grow the visitor economy.

ROLE AND LINKAGES WITH KEY VISITOR ECONOMY PLANS AND ECONOMIC STRATEGIES

NSW 2030 VISITOR ECONOMY GOAL: 55 BILLION OVERNIGHT VISITOR EXPENDITURE 25 BILLION OVERNIGHT REGIONAL EXPENDITURE

NSW 2030 VISITOR ECONOMY INDUSTRY ACTION PLAN (VEIAP)

NSW STATEWIDE DESTINATION MANAGEMENT PLAN

COUNTRY NORTH SYDNEY RIVERINA SOUTHERN SYDNEY AND COAST SURROUNDS MURRAY NSW SURROUNDS OUTBACK NSW NORTH DMP DMP SOUTH NSW DMP DMP DMP DMP

LOCAL AND REGIONAL STRATEGIES: GREATER NEWCASTLE METRO PLAN MAITLAND’S DMP HUNTER REGIONAL ECONOMIC DEVELOPMENT STRATEGY HUNTER REGIONAL PLAN 2036 MAITLAND ECONOMIC DEVELOPMENT STRATEGY (IN DEVELOPMENT) OTHER RELEVANT COUNCIL PLANS AND STRATEGIES

(See related documents) 26 3.3 PRODUCT GAP ANALYSIS A comprehensive product audit together with research and analysis has identified a number of gaps which exist in Maitland’s tourism product offering and supporting infrastructure. Gaps include:

• Limited accommodation offering, including a range of quality hotels. • Limited quality campgrounds and caravan/RV tourist park accommodation. • Lack of experiences connected with the river. • Lack of user pay experiences (and bookable product). • Very few drawcard attractions, both free and paid. • Poor connectivity between anchor destination hubs and attractions. • Limited options for tours and transport to Maitland, particularly from Newcastle Airport, Maitland Train Station and surrounding areas such as Hunter Valley Wine Country. • Limitations of Town Hall or other appropriate venues to cater for larger performances and audiences. • Trading hours in key destinations do not cater consistently to visitors including seven days and night time options. • Limited indoor activities. • Lack of integrated smart tourism technology including virtual reality, augmented reality, near field communications and mobile applications. • Very few international ready and commissionable product. • Slowly emerging visitor focused food and beverage offering. See related documents for a summary of the tourism product audit.

These gaps present a range of opportunities for Maitland, which are explored in the following sections.

27 | Draft: Destination Management Plan 28 SECTION FOUR: Priority Hubs

29 | Draft Destination Management Plan The following section provides a vision for each of the priority destination hubs, the goal being to create a strong sense of place with a unique identity, where residents are proud to live and visitors are always welcome. The opportunities listed for consideration are based on stakeholder input as well as existing Council publications, plans and strategies.

30 PRIORITY HUB: Morpeth

31 | Draft Destination Management Plan Morpeth has a rich Aboriginal and European heritage and was instrumental in the development of the Hunter Valley. Parts of Morpeth are like a living museum with preserved buildings and a number of heritage listed sites, many in Swan Street, the main street of Morpeth.

VISION Morpeth has a proud history and a rich architectural heritage that has been classified by the National Trust. The vision is for Morpeth to become a unique destination with ‘a beautiful merging of old world and hipsteresque chic’ (to rival the best hipster destinations).

32 Opportunities for consideration are:

A. Linking Morpeth with Walka Water Works and Central D. Providing better pedestrian and cyclist links between Maitland through a network of shared pathways with Swan Street commercial precinct and Queen’s Wharf, way finding and interpretative signage. along the riverbank to the historic bridge and into Phoenix Park. This would allow for visitor experiences B. Upgrading road access to Queens Wharf to allow for like cycle to farm bike tours and country trails. overnight RV parking. E. Promoting opportunities at Queen’s Wharf C. Establishing a beach with access path and an area and Morpeth Common for events, activations to launch kayaks, canoes and paddle boards along and commercial enterprise including markets, with other improvements as identified in the Queens performances, festivals, hiring facilities and river tours Wharf Masterplan. along with associated infrastructure.

33 | Draft Destination Management Plan F. Encouraging intermodal tours, linking with the ferry H. Adaptive reuse of heritage buildingsfor tourism purposes. experience from Newcastle to Morpeth with a kayak I. Creating a meeting point at the Morpeth Museum for or canoe tour to Central Maitland. guided and self guided tours of the Morpeth Heritage Walk. G. Showcasing the historical significance of the township J. Introducing an outdoor theatre program in Morpeth at Morpeth Museum through a contemporary as part of the city’s events and/or activations and highly interactive museum experience. The program. redeveloped museum should be staffed by paid employees and supported by volunteers. By K. Attracting a range of unique and quirky businesses incorporating smart technology, offering a changing including intimate bars, organic cafés, farm to fork program of displays and events and opening seven restaurants, an eclectic mix of artisans and makers, days per week, the Museum will attract a broader live music venues and independent retail stores to audience and encourage repeat visitation. bring a new type of visitor to Morpeth.

Queens Wharf Morpeth concept

34 35 | Draft Destination Management Plan CHALLENGES TO ACHIEVING THIS VISION A number of challenges were identified in the Morpeth Business Review in 2016 (see related documents) and these remain much the same today:

• Lack of visitor attractions other than shopping. • Inconsistent trading hours and inaccurate promotion of trading hours. • Parking issues including no enforcement of parking times, lack of loading zones in the main street. • No pedestrian crossings – however these would take out more parking spaces. • The number of trucks travelling through the main street. • Poor public transport. • Keeping and maintaining the heritage and unique character. • Queens Wharf is subject to seasonal flooding. • Absentee landlords. • Lack of business cohesion and unity resulting in little cooperative funds to promote Morpeth. • Zoning of key sites, the development application process and land ownership.

36 PRIORITY HUB: Central Maitland

37 | Draft Destination Management Plan Central Maitland is the city’s major regional centre with strategic importance. It has a high diversity of economic activity and provides a wide range of services and historic civic functions.

VISION Central Maitland is to become the city’s premier lifestyle and entertainment precinct, supported by a range of visitor experiences. For the purposes of this plan, Central Maitland is divided into distinct nodes which align with the Central Maitland Structure Plan.

38 THE LEVEE CENTRAL MAITLAND (MAIN STREET NODE)

Taking in the area from the intersection of Church Street and High Street extending to The Levee shared zone, this functions as Maitland’s ‘Main Street’.

Opportunities for consideration are:

A. Redeveloping the Riverside Car Park into, a mixed use J. Encouraging a vibrant night time economy with development including a large residential component entertainment and activations, live music venues, with accommodation and ground level commercial. quality restaurants and small bars open in the evening. B. Improving connections to the Hunter River. K. Encouraging property owners with buildings along the river that could be reoriented to create dual C. Creating safe play spaces for children dispersed frontages to do so, with riverside dining, bars, throughout the precinct. galleries and retail. D. Capitalising on the strong historic character of the street. L. Creating more shade to sit and enjoy the views in any E. Identifying opportunities for shop top housing within weather. the existing buildings, taking into consideration the M. Attracting commercial operators to provide river Maitland Local Environment Plan (LEP) and current experiences on and off water, for example hiring zoning restrictions. facilities for canoes, kayaks, tinnies, aqua bikes, F. Implementing planning mechanisms to identify bicycles, pedal cars and experiences that can be suitable sites for accommodation, making it easier for enjoyed all year round. adaptive reuse etc. N. Developing events connected with the river. G. Better connecting Central Maitland and Lorn through O. Attracting the right tenants with more fresh and creative lighting of Belmore Bridge along with local produce, a mix of restaurants, gourmet bakery, consideration of a footbridge as identified in the cheese shop and deli, bars and small venues. Central Maitland Structure Plan. P. A review and refresh of events and activations held in H. Developing a dispersed play space, featuring bespoke the space. artist designed pieces, across Central Maitland linked by a shared walking/cycleway that commences at Q. Implementing a façade improvement program. Maitland Station and travels via Central Maitland, R. Ensuring the streetscape is free of clutter. along the river, down High Street ending at High Street Station. S. Connectivity through public art and other creative opportunities. I. Creative lighting of buildings to bring vibrancy and increase night time patronage.

39 | Destination Management Plan 40 41 | Destination Management Plan St Andrews Square concept

42 TOWN HALL NODE Civic and cultural precinct Taking in High Street from Cathedral Street through to Devonshire Street, this area has a distinct character. The precinct is home to key civic and cultural institutions including the Town Hall, Maitland Regional Art Gallery and Repertory Theatre all housed in substantial 19th century buildings. These, together with the large school campuses, have made this area a focus of public life in Maitland for more than a century. The Central Maitland Structure Plan identifies this area as a crucial anchor within Central Maitland.

Opportunities for consideration are: A. Promoting the precinct as the centre of art, culture H. Building on the seasonal Olive Tree Art & Design and public life. Markets at Maitland Regional Art Gallery to offer a night time food market. B. Expanding employment and activity in the area through redevelopment of Council lands to include additional I. Transforming the grounds of Maitland Regional Art residential, commercial office space and retail. Gallery (MRAG) into an open air theatre during the warmer months. C. Increasing residential population of the area by promoting infill residential development north of High J. Considering certain buildings for adaptive reuse Street and on both sides of James Street. for tourism purposes, including accommodation, galleries, cafés, start ups, independent retail, or D. Upgrading the public domain including a new public simply for visitors to access and enjoy the heritage square adjacent to High Street. and architecture. E. Upgrading Town Hall to attract live performances, K. Utilising Council’s new administration centre and adjacent national and international acts as well as catering to buildings for exhibitions, installations, interpretation and local schools and amateur productions. smart tourism technology (AI/VR) opportunities. F. Hosting regular cultural events and night time L. Bringing heritage buildings to life through stories, activations, such as light projections, laneway shared via digital technology, light displays, open festivals, markets, workshops and masterclasses. house events, signage and people/guides/tourism G. Connecting the east and west ends of High Street operators. through outdoor art installations, murals and activations.

43 | Destination Management Plan Maitland Regional Sports Complex An extension of the Town Hall node taking in the area on the northern side of High Street, from James Street and incorporating the Maitland Regional Sportsground, Maitland Regional Athletics Centre and Harold Gregson Park.

Since the Central Maitland Structure Plan was endorsed in November 2009, the Maitland Regional Sportsground redevelopment has been completed and construction of the athletics track commenced.

Opportunities for consideration are: A. Positioning the Maitland Regional Sports Complex F. Considering how the Maitland Regional Sports to attract a range of major sporting events, regional Complex connects with Maitland Park and its facilities and state level athletics meets and other sporting including the Maitland Aquatic Centre. activities. G. Identifying specific areas within the Complex for B. Increasing versatility of the Maitland Regional Sports passive recreation. Complex to allow for other sporting codes as well as showcase a range of new sporting activities, such as Crossfit and Ninja Warrior competitions. C. Encouraging alternative uses such as trade and consumer shows, concerts and festivals and cosplay carnivals. D. Creating live sites with entertainment including music, films and kids adventure zone as well as live coverage of large sporting games for example FIFA World Cup.

E. Better connecting the Maitland Federation Centre with Maitland Park to leverage the facilities to attract high profile teams including basketball, netball, volleyball and hockey games.

Maitland Visitor Information Centre For the purposes of this plan, the Maitland Visitor Information Centre (VIC) will be included in this node as the gateway to Central Maitland. The focus here is on undertaking a review of the current visitor information centre location and model to establish how to best service visitors and locals now and in the future.

Opportunities for consideration are:

A. Identifying complementary services and experiences at the VIC that engage visitors and residents with Maitland’s culture, history and heritage. B. Advertising for expressions of interest from experienced operators, from tour guides and makers to establish a destination style restaurant or café, for example farm to fork eatery that promotes local produce. C. Encouraging unique pop up experiences in the café space, for example themed cuisine nights, special guest chefs from Maitland and surrounds, cooking classes and other special food events.

D. Integrating the latest technologies onsite to enhance the visitor experience and better connect with Central Maitland.

44 45 | Destination Management Plan Riverside concept

46 CHALLENGES TO ACHIEVING THIS VISION

The Central Maitland Structure Plan (see related documents) sets out an ambitious vision, supported by key strategies to guide growth and development over the next 20 years. The vision relies on:

• Growing the residential community to facilitate day long activation, expand the walking community and support local businesses. • Solving the problems that have made the flood liable area unbuildable and encouraging denser mixed use development in the city. • Reducing car dependency and dominance of vehicles in Central Maitland. • Improving ‘walkability’ through the improvement of pedestrian connections and crossings, way finding and links to effective public transport. • Considering park and ride options as well as electric vehicle infrastructure. • Other challenges identified through engagement include (but are not limited to): • Attracting investment from the right types of businesses. • Absentee landlords who aren’t necessarily invested in the future of Maitland or maintaining the appearance of their property. • Finding suitable sites for commercial accommodation.

47 | Draft: Destination Management Plan 48 PRIORITY HUB: Maitland Gaol

49 | Draft: Destination Management Plan Maitland Gaol is a heritage listed former prison located in East Maitland. Its construction was started in 1844 and prisoners first entered the gaol in 1848. By the time of its closure, on 31 January 1998, it had become the longest continuously operating gaol in Australia.

VISION Keeping in mind that Council has engaged a consultant to develop a Master Plan and Development Plan for the site, the vision for Maitland Gaol is to become ‘an iconic tourism destination, driven by its unique heritage, connection to community, and innovative experiences.’

50 BACKGROUND In February 1999, Council accepted an offer from the State Government for adaptive reuse of Maitland Gaol, resulting in a licence agreement with an expectation a long term lease would follow. While these negotiations were never finalised, a modification to the purposes for the Gaol’s Crown Reserve was authorised in February 2017. This incorporated heritage purposes, tourist facilities and services, and urban development. Council was then appointed Reserve Trust Manager in March 2017.

With the commencement of the Crown Land Management Act 2016 in July 2018, Council became the Crown Land Manager of the Maitland Gaol site and in March 2019, Council’s application for categorisation of the Gaol’s Crown Reserve as General Community Use was approved by the Department of Industry – Crown Lands.

Opportunities for consideration are: A. Improving (regional) awareness of Maitland Gaol as a I. Considering other unique accommodation options tourism destination. from backpackers and school overnight experiences to exclusive boutique hotel accommodation with high B. Expanding the Gaol’s education products for the quality amenities and views to the Maitland flood Hunter Region school market, with the school age plains. population in the Hunter region projected to increase from 174,500 in 2016 to 190,000 in 2026. J. Introducing supporting tourism infrastructure including amenities to attract a range of unique C. Enhancing and renewing the core tour offer on a dining and bar experiences including progressive regular basis to encourage repeat visitation by locals lunch/dinners, food trucks and pop ups. and regional tourists. K. Sourcing and attracting coinvestment for D. Attracting interest from the younger regional capital requirements (e.g. conservation grants, population who are seeking an increased diversity of accommodation development). experiences and night time events. L. Leveraging the proximity to East Maitland Train E. Integrating a range of cultural and heritage tourism Station, new hospital development and Newcastle experiences to establish a hub for heritage, arts and Cruise Ship Terminal. culture with performing arts or entertainment centre. M. Offering ‘start up’ spaces connected with a business F. Introducing more events like the successful Bitter accelerator program to encourage and support new & Twisted Boutique Beer Festival. Consider night business ideas. events, theatre and concerts, outdoor cinema and movie nights, market days, boutique food N. Activating outside areas with lighting to create a and wine festivals showcasing local produce and precinct area including the courthouse, park and demonstration days incorporating street artists. railway station. G. Establishing an ‘artist in residence’ program specific O. Allowing free public access to a portion of the site to to Maitland Gaol, with spaces available for artists to encourage visitation and create atmosphere. use. P. Providing better connection with Morpeth and H. Encouraging private investment in a new four star Central Maitland through signage, shared pathways accommodation, with meeting and conference and guided tours. facilities to support regional, interstate and Refer to the Maitland Gaol Development Plan for a international tourism. detailed list of opportunities also on Public Exhibition.

51 | Draft: Destination Management Plan 52 CHALLENGES TO ACHIEVING THIS VISION

• Low awareness of Maitland as a tourism destination. • Underdeveloped marketing and social media channels. • Lack of capacity/staffing to develop additional tours, events and attractions. • Inadequate funding to support ongoing operational and maintenance requirements. • Deterioration of heritage structures and significant unfunded conservation requirements for the Gaol. • Lack of recent capital investment in Maitland accommodation. • Current limited local engagement with, and sense of ownership of, the Gaol. • Limited wet weather infrastructure, amenities and security resources to cater for large groups and schools. • Continued competition from nearby mature tourism destinations – Newcastle, Port Stephens and Hunter Valley Wine Country. • Funding and investment. • Backlog of heavy maintenance. • Ownership and permissible uses under land ownership.

53 | Draft: Destination Management Plan 54 PRIORITY HUB: Walka Water Works

55 | Draft Destination Management Plan Walka Water Works is a 64.23 hectare parcel of Crown Land located approximately 2km north west of the commercial centre of Maitland. The reserve has been reserved for the ‘Preservation of Historical sites and buildings’ under the Crown Lands Act 1989, the Crown Lands Legislation Amendment Act 2005 and the now the Crown Lands Management Act 2016.

VISION Become an iconic visitor attraction for the city, with active day use as well as an overnight destination for nature based tourism, weddings, functions and events.

56 BACKGROUND

Built in 1885, Walka Water Works is one of the largest and most intact 19th century industrial complexes in the Hunter Valley. The former water works provided the people of the Lower Hunter Valley with their first permanent water supply from 1887 until 1923. It was decommissioned in 1931, before being resurrected in 1951 by the Electricity Commission as a temporary power station during the post war electricity shortages. Since 1978 the site has been decommissioned and the power station dismantled.

Council was appointed the Reserve Trust Manager in August 2007 through a Memorandum of Understanding (MOU) with the NSW Department of Lands and by entering into the MOU, Council envisaged that Walka Water Works would be more strategically integrated into Council’s passive open space system.

Opportunities for consideration are:

A. Acknowledging the importance and value of the G. Packaging nature based products and existing wildlife, ecology and heritage through experiences such as enhanced walking trails and interpretation, signage, museum experience and commercial activities. capital upgrades. H. Considering active uses of the lagoon. B. Considering accommodation options such as I. Assessing the site to determine its suitability permanent eco cabins scattered through the for a range of events and activations including reserve, temporary glamping sites, RV parking music festivals, outdoor theatre and evening and a boutique hotel. performances. C. Incorporating private function and event spaces, J. Testing commercial activities through pilot with a bar, craft brewery, restaurant and/or café initiatives using temporary infrastructure and in the existing building infrastructure. pop up activations like Street Eats. D. Expanding on the existing train rides which K. Planning for better people movement to operate only on the third Sunday of the month facilitate a safer, smarter, enhanced visitor or by appointment. experience. This would include better vehicle E. Formalising nature walks and trails with access into the site, park and ride options wayfinding and interpretive signage. and improved connectivity with other areas of Maitland, including roads, signage and a F. Adding interactive experiences such as guided network of shared pathways between Walka and walking tours, adventure park, play areas and Morpeth . hiring facilities.

57 | Destination Management Plan CHALLENGES TO ACHIEVING THIS VISION • Accessibility to and connectivity of the road and cycle network, and inadequate development of ‘big picture’ people movement strategies. • Flooding in the surrounding areas. • Ownership and permissible uses under land ownership. • Set amongst a residential area therefore consideration must be given to neighbours. • History and heritage of the site. • Environmental factors including blue green algae levels. • Lack of recent capital investment in Maitland accommodation. • Potential contamination of land and buildings. • Funding and additional private sector investment. • The quality of water in the lagoon is not suitable for any water sports. • Any activities must have a mutual understanding to be able to coexist. • Impending conditions assessment report with so many unknowns and variables that could limit the feasibility and viability of potential uses for the site – both buildings and grounds. • Low awareness of Maitland as a tourism destination.

58 59 | Draft: Destination Management Plan Walka Water Works concept one

60 61 | Draft: Destination Management Plan Artist Impression - cut away of Walka Water Works Pumphouse

62 PRIORITY HUB: Tocal

63 | Draft: Destination Management Plan Tocal is a 2,200 hectare farm located at the junction of the Paterson River and Webbers Creek 20 minutes north west of Central Maitland. It is surrounded by high value agricultural land with sweeping picturesque views.

VISION Agritourism has the potential to provide a unique visitor drawcard for Maitland, so the vision for Tocal is to become a hub for agritourism in Maitland and the Hunter.

64 BACKGROUND The property is home to the Tocal College - Paterson campus (Maitland LGA) and Tocal Homestead heritage precinct (Dungog Shire LGA). CB Alexander Foundation is the custodian of the land and heritage precinct while the rest of the site is managed by NSW Department of Primary Industries (DPI).

Tocal College has modern training facilities and equipment, as well as commercial and demonstration farm enterprises including beef, dairy, sheep, horses, poultry and cropping. They offer a breadth of short courses and diplomas. The site is also popular for weddings, events and conferences on both the college side and the heritage precinct grounds. Accommodation varies from boutique accommodation (heritage precinct) to hotel style accommodation, cottages and flats (college). Facilities include a chapel, hall, lecture rooms, dining hall, meeting rooms, and a converted hay shed that can accommodate a range of budgets, group sizes and tastes.

Opportunities for consideration are: A. Expanding the education offering for local farmers F. Introducing farm to fork/ paddock to plate events interested in transitioning into tourism. A series and experiences which could incorporate a range of of short courses and resource materials could destination farms and successful agritourism businesses. include an introduction to agritourism, growing G. Showcasing future intensive farming techniques. an agritourism business, business planning and marketing, risk management, regulations and safety H. Leveraging the various accommodation options considerations, as well as how to attract and cater to including farm stays, glamping and eco lodges for an WWOOF (Willing Workers On Organic Farms). agritourism package experience. B. Other opportunities for farmers to learn from or I. Providing better connectivity with other areas of share information, workshops and development of Maitland, including improved signage and shared short courses specifically for the agritourism market. pathways to improve accessibility. C. Encouraging more authentic farm gate experiences, J. Including Slow Food Earth Markets and other farmer’s where visitors can meet real farmers and sample markets in agritourism experiences and itineraries. local food. This might incorporate sustainable farming Consider meet the farmer, cooking classes, farm gate tours where visitors will learn more about farm sales and tasting trails. practices, impacts of the environment, who is growing K. Working with local farmers to support the the food and how it is being grown. establishment of a farm trail that is easily accessible D. A focus on agritainment which encompasses a variety by road and/or shared pathways. of fun filled activities that provide not only recreation L. Leveraging buy from the bush and buy regional and entertainment, but also a range of educational campaigns. and wellness experiences for visitors. M. Liaising with the Small Business Commissioner and E. Packaging these experiences through suggested Service NSW with the aim of supporting farmers to itineraries, self guided tours, organised farm trails navigate the regulatory processes in setting up an and day camps. agritourism business.

65 | Draft: Destination Management Plan CHALLENGES TO ACHIEVING THIS VISION • Misconception Tocal is too far or too remote when in fact it is only 20 minutes from Lorn and Central Maitland. • Weather conditions can have a severe impact on the product and experience, from extended periods of drought and seasons of bushfires through to flooding. • There may be zoning restrictions, and licences and permits may also apply. • It can be tricky and time consuming for a farmer to navigate the path to setting up an agritourism business. • Farming is dangerous and includes heavy equipment, large animals, and structural hazards, so the risk is high and insurance premiums costly. • Loss of privacy as agritourism puts a farm and family on display. • Location can be a challenge if a farm is difficult to find so directions, particularly signage and up to date GPS listings, will be important. • Advertising is often a large operating expense that is underestimated by farmers. • Staff, who are often family, need to be part educator, part entertainer. This can be a difficult skill to teach if it doesn’t come naturally. • Understanding the risks associated with running an agritourism business, including safety and farm emergency preparedness and planning.

66 SECTION FIVE: Key Focus Areas

67 | Draft Destination Management Plan The following provides a summary of the opportunities Maitland should focus on in order to activate and grow tourism on a sustainable basis. These are based on what the community and industry want to see.

It is important to note that not all the opportunities listed will be implemented as they fall outside of Council’s control. They are not in any priority order, but rather grouped within four key destination management focus areas for Maitland over the next 10 years.

68 5.1 PRODUCT DEVELOPMENT Maitland currently has a limited product offering for visitors and locals. This has in part been addressed by Council’s annual calendar of flagship events however growing the visitor economy will have its challenges unless new tourism products are established.

Addressing the supply side of tourism will rely heavily on private sector investment. Demonstrating a growth in demand for tourism product will inevitably lead to those investment decisions. New tourism product should be consistent with community values and Maitland City Council has a critical role to play in that respect. The following opportunities are based on what the community and industry would like to see in Maitland. There are seven key themes to consider.

ENHANCE AND DIVERSIFY VISITOR ACCOMMODATION OFFERINGS To support an increase in visitor numbers, attract more major events and convert day trippers to overnight stays (in paid accommodation) there is a need for additional short term accommodation options.

The opportunities to consider are: A. Identifying parcels of land that would be suitable for G. A variety of high quality hotel/motel and serviced accommodation development. accommodation options. There is also the potential for conference and function facilities, which could B. A new dedicated tourist or holiday park for caravans, attract business events and conferences. RVs and tent sites that could support the growing family and caravan and camping market from the H. Temporary boutique camping (pre-approved large greater Sydney region and intra and interstate scale pop up site/s) to support major events and travellers. festivals similar to that implemented for Groovin’ the Moo. C. Overnight parking for self contained RVs and free camp areas. There is a dump point at the VIC I. A variety of accommodation options onsite at however Maitland is lacking a dedicated overnight Maitland Gaol, including a hotel with conference and parking area/s for RVs. meeting facilities, unique B&B, as well as youth and overnight school experiences. D. Permanent eco cabins at locations such as Walka Water Works or other rural areas/farmland as part of J. Identifying opportunities to improve occupancy and an agritourism precinct. increase revenue of existing accommodation supply through infrastructure improvements, expansion E. Boutique glamping to provide a unique nature based works and funding opportunities. experience and cater for higher spending leisure visitors. This could link with other nature based K. Considering alternative accommodation options experiences and take in riverine vistas. and how local residents can be encouraged to make their homes available to visitors through AirBnB, F. Farm stay accommodation. HomeAway, an organised home stay program etc.

69 | Draft: Destination Management Plan 70 IMPROVE THE CONNECTIVITY BETWEEN KEY DESTINATIONS, ACTIVITIES AND ATTRACTIONS Consideration needs to be given to the visitor experience in terms of connectivity, accessibility and inclusion to ensure planning considers and enables more people to participate in Maitland’s visitor economy.

Opportunities for consideration are: A. A continuous shared pathway (City Loop) to connect F. Better connection between Maitland Regional Sports Walka Water Works to Morpeth via Central Maitland, Complex and Maitland Park. Maitland Gaol and Morpeth. This could be via the G. Develop Maitland Railway Station as the southern old Morpeth railway line, like the Fernleigh Track in gateway to the City as per the Central Maitland Newcastle, or along the river. There is also potential Structure Plan. Install signage and formalise the site to loop it back on road through Phoenix Park and for the distribution of visitor information. Bolwarra to The Levee. H. Research opportunities for electric vehicle B. A consistent and planned approach to signage infrastructure. including gateway, way finding/directional and interpretation. I. Consider connectivity through place making enhancements, from a planning perspective and C. Seating along the river, particularly between Central smart technology, together with a city beautification Maitland and Lorn and in Morpeth, as well as program. additional landscaping along the pathways. J. Parking improvements, particularly in Morpeth and D. Public art and outdoor art displays, particularly in Central Maitland. Central Maitland and Morpeth. K. Assist accommodation providers to establish a hop E. Creating a vibrant place through place activation on hop off bus shuttle service for guests to key initiatives that celebrate the unique people and activities and attractions throughout Maitland. places that make Maitland. Such initiatives aim to transform the way the community interacts with the L. Consider the strategic direction and specific public domain, support cultural expression and build opportunities in relation to play spaces, community connections. sportsgrounds, libraries, community facilities, cultural facilities etc and how they are connected.

71 | Draft: Destination Management Plan DEVELOP AND ENHANCE VISITOR EXPERIENCES CONNECTED TO THE HUNTER RIVER Currently underutilised, the Hunter River provides plenty of opportunity to develop visitor experiences.

Opportunities for consideration are: A. Considering additional riverside infrastructure E. Activating areas along the river including Lorn, such as lighting, seating and shade structures as Central Maitland and Morpeth with entertainment well as a suite of new signage for way finding and to complement the local food and beverage (F&B) interpretation. Collapsible infrastructure may also be offering if available (or combining with a Street Eats an option on the river in some instances, for example style program where F&B is not available). a temporary floating stage. F. Adding more evening events, with potential for a floating B. Reviewing and determining the feasibility of the stage, sound and light show and performance space. opportunities identified in the Central Maitland G. Creating quality open spaces for passive recreation Structure Plan, for example the pedestrian bridge as well as commercial operators. across the River to Lorn. H. Collaborating with neighbouring LGAs to better utilise C. Facilities and infrastructure for commercial operators the Hunter and Paterson rivers for recreation and to offer equipment hire such as SUP boards, kayaks tourism experiences. and canoes where appropriate vehicle access is possible. There is also potential to create a meeting point for guided walks and cycling tours with additional bike hire services. D. More restaurants, cafés and bars facing the river. In the short term this could be achieved through pop ups, roaming food vendors and designated areas to enjoy takeaway and picnics. There is also an opportunity to develop the Lowes site on High Street and St Andrews Square (see St Andrews Square concept pages 45 and 46).

72 LEVERAGE THE CITY’S HISTORY AND HERITAGE TO CREATE MEMORABLE CULTURAL EXPERIENCES Maitland has rich and diverse Aboriginal and European cultural values as demonstrated through local communities and places. Therefore, the core visitor experiences will be intrinsically linked with the city’s heritage.

Opportunities for consideration are: A. Engaging local Aboriginal stakeholders to identify J. Continuing to build on the success of Steamfest opportunities that support social and economic with new train related experiences that will attract benefits for Aboriginal people through Aboriginal a broader/different demographic. Consider cultural tourism. different event ‘zones’ (like a Harry Potter inspired kids precinct, smart city precinct with a VR tent B. Engaging the Aboriginal Reference Group to assist showcasing high tech concept trains, and a night time with broader engagement of all local Aboriginal precinct showing great train movies). stakeholders to develop a citywide Aboriginal Tourism Action Plan. K. Developing an outdoor theatre/performance program at various sites such as Walka Water Works, C. Preserving and repurposing the heritage buildings for grounds of Maitland Regional Art Gallery, Maitland the community and visitors to enjoy. Park, Morpeth Common and Queens Wharf. D. Maitland Gaol to becoming a major tourism, L. Connecting Maitland Regional Art Gallery, entertainment and heritage precinct which could also Repertory Theatre, Town Hall and the new Maitland become a unique venue for meetings, conferences Administration Centre with signage and art and events with accommodation, dining, exhibitions, installations as well as bringing vibrancy through performances and pop up bar. entertainment and food pop ups to develop an arts, E. Creating an Open Museums, Open Minds experience food and music quarter. which connects museums, outdoor sites, markers M. Creating themed trails such as art, history, literature, and pop ups. poetry trails and art installations to better connect F. Further developing the city’s various walks with links various sites and locations across the LGA. to other visitor experiences. N. Working with external event organisers/partners to G. The Visitor Information Centre could become a further develop existing cultural events as well as meeting point for both guided and self guided tours attract additional cultural festivals to the city such as with an interactive audio tour/sound trail. IF Maitland Indie Writer’s Festival. H. Developing an enhanced museum experience at O. Continuing to implement actions from the Central Morpeth Museum using technology, with a changing Maitland Interpretation Plan and expanding on these program of displays and events and open seven days, to develop a broader city interpretation plan, with will attract a range of new and repeat visitors. chapters dedicated to Morpeth and East Maitland. I. Enhancing the visitor experience at Walka Water P. Utilising churches and other heritage facilities for Works with extensive walking trails and interpretive performances and other unique experiences such as signage to highlight the site’s heritage. Restoring and bell tower tours. improving the heritage buildings to cater for larger Q. Continuing to implement actions from the Maitland events, weddings and functions as well as allowing for Place Activation Strategy, using the identified pillars of commercial operators such as accommodation, food Repurpose, After Dark, Interpretation and Street Art. and beverage.

73 | Draft: Destination Management Plan ATTRACT, GROW AND FOSTER EVENTS In order realise the full economic, promotional and community benefits that events could bring to Maitland.

Opportunities for consideration are: • Identifying and monitoring the impacts of events including visitation, expenditure, seasonal hotel occupancy, potential to encourage local skills development and economic flow on to the local business community. • Expanding Maitland’s annual event calendar to attract a broad spectrum of audiences to the city. • Attracting investment in new and existing infrastructure for meetings and events. • Identifying relevant events, for which Maitland can bid. • Leveraging the flagship events program to attract visitors from outside the area, encourage overnight stays and increase spend. • Expanding the footprint and/or duration of some flagship events. • Introducing live sites to enhance major sporting and cultural events, whether hosted in Maitland or elsewhere. For example, No.1 Sportsground could become a live site for the community and visitors to gather to watch the 2022 FIFA World Cup. • Adding evening experiences and new night time events in order to capitalise on the growing night time economy and encourage overnight visitation. Options might be related to food, music, open air concerts and theatre plus many other possibilities. • Encouraging local community groups, businesses and event organisers to facilitate external events in Maitland. • Pursuing, attracting and promoting a range of business events and conferences. • Providing support to external event organisers that are bidding for events and conferences. • Simplifying Council’s event application process and providing greater support to build the capacity of local event organisers to deliver events. • Creating an event strategy to ensure Maitland attracts and develops the right events to grow the visitor economy. These events will introduce visitors to Maitland with the aim of turning them into loyal advocates who will not only return but also tell others about it.

74 SUPPORT THE VISITOR ECONOMY WITH EMBRACE OUR FARMLAND AND NATURE TO SPORTING AND RECREATIONAL ACTIVITIES CREATE UNIQUE VISITOR EXPERIENCES Maitland has a wide range of recreation settings, The reported agricultural area for Maitland represents outdoor and indoor, natural and built. Sporting some 45% of the LGA (17,400 hectares). This presents a infrastructure and facilities cater to football, rugby point of difference from neighbouring LGAs. league, cricket, lawn bowls, netball, basketball, cycling, The opportunities for consideration are: rowing, swimming etc. Maitland can therefore cater to a range of sporting and recreational activities. • Developing self guided trails and/or guided agritours, connecting a range of farm gate experiences in The opportunities for consideration are: Phoenix Park, Largs ‘Flat Road’ (Turf Farm), Tocal, • Redeveloping Maitland Park as the ideal location for Bolwarra Heights, Anambah, Luskintyre etc. an iconic family destination inclusive park with a café, • Establishing Walka Water Works as a hub for nature BBQs and a citywide play space. based activities including enhanced walking trails as • Utilising Walka Water Works for nature based activities well new commercial activities catering for visitors like with a user pays option for commercial operations TreeTops Adventure Park. such as TreeTops Adventure Park. • Establishing Tocal as a regional hub for agritourism • Developing a connected network of walking and cycling with connectivity to farm stays and experiences across trails and pathways. Maitland. • Improving facilities, tracks and trails for dirt bike • Encouraging development of farm stay style competitions at Rutherford and for BMX racing at accommodation particularly along the Hunter Tenambit. River including Gosforth, Rosebrook, Hillsborough, Windemere, Luskintyre, Oswald, Lambs Valley and • Considering off road bike competitions and recreation areas along the Paterson River including Phoenix Park, mountain bike use at facilities in appropriate locations Largs, Mindaribba (where zoning permits). across the LGA. • Encouraging restaurateurs and food businesses to use • Improving facilities at the remote control car track in local produce as part of their menu for a truly local Harold Gregson Reserve. dining experience. • Utilising the Aquatic Centres for a range of activities • Supporting local farmers through education and and events such as Summer Cinema, and inflatables. promotion. • Bidding to host national, state or regional sporting • Working with the Slow Food Earth Markets to promote competitions and games across a range of codes. and support local produce. • Improving and leveraging existing infrastructure to • Facilitating commercial operations such as minibus or attract major sporting events across the city. cycle tours. • Working with key stakeholders to develop a plan • Working with key stakeholders to develop an for Sports Tourism to leverage existing, and identify agritourism plan for Maitland and the region. opportunities for, sporting and recreational facilities. The aim is to create new economic and community value by hosting amateur and professional sporting events in Maitland, as well as provide entertainment and the opportunity to participate.

75 | Draft: Destination Management Plan 76 5.2 INDUSTRY DEVELOPMENT To support existing operators and encourage investment in new tourism product, initiatives here aim to facilitate growth within the key themes and priority destination hubs identified in this plan.

SECTOR DEVELOPMENT There is the opportunity to work with Destination NSW to support the development and marketing of products and priority tourism hubs within identified sectors. The focus here is on providing visitors with quality, authentic experiences. The sectors with growth potential for Maitland and worth further investigation and development are outlined below.

Aboriginal tourism promotional and community benefits to a destination. Council is currently responsible for the delivery of seven Acknowledging the traditional Custodians and Owners, regular flagship events for the City, along with several the Wonnarua people, the first step here is to engage civic and sporting events each year. These are an integral local Aboriginal stakeholders to understand the part of Maitland’s cultural identity and are helping the opportunities that support social and economic benefits City to become widely recognised as a home of unique, for Aboriginal people through Aboriginal cultural exciting and extremely successful festivals. tourism. This will be done by engaging the Aboriginal Reference Group to assist with broader engagement of They are also a key attraction for the city, popular with both all local Aboriginal stakeholders to develop a citywide residents and visitors, attracting over 130,000 people and Aboriginal Tourism Action Plan. Support could also be annually injecting $20 million into the local economy. sought from Destination NSW if appropriate. A strategic plan for events tourism will focus on Agritourism increasing the value of Council’s events, look at The benefits of agritourism are slowly being realised opportunities for future events, as well as attracting and in Maitland. It provides an opportunity for farmers to nurturing events, including business events, facilitated by supplement their income and market their produce external event organisers. through alternative channels, often attracting a premium Food tourism price. Intrinsically linked with agritourism, food tourism More broadly, agritourism showcases what’s good about connects visitors with key culinary experiences unique Maitland, it embraces the farmland and nature (pristine air, to an area. Maitland can celebrate every facet of food, water and soils) and provides a visitor drawcard from which not only a from paddock to plate perspective but also other tourism businesses and experiences can benefit. historically. Arnott’s and Oak Milk were founded here In consultation with Australian Regional Tourism (ART) and the dock at Morpeth was once Australia’s most and working with key stakeholders, the goal is to develop significant transportation point for produce. Food is an agritourism action plan for Maitland and the region. also the link that connects everything in Maitland so the opportunities this sector presents is many and varied. Education tourism Food has been identified as a main motivation for A hands on experience is arguably the best learning travellers when choosing their holiday destination. They tool, so the aim is to work with tourism operators, local are also spending more time and money on unique food makers and producers and education facilities like Tocal and drink experiences. College to create learning experiences for school groups that align with the Australian curriculum. Consideration should be given to an integrated school’s resource kit that packages the range of relevant experiences available across the City.

Events tourism Events can bring a broad range of economic,

77 | Draft: Destination Management Plan Inbound tourism This sector requires time to establish and with very little export ready product, the focus in the short term will be on operator education, training and support.

Through membership of the Hunter Cruise Industry Working Group, Council has already been working with inbound tour retailers and local industry players to package up tour options to inbound tour operators and cruise ship operators (specifically Maitland Gaol and Morpeth).

Opportunities in the long term will be to consider a variety of language options as well as the inclusion of future commissionable product.

Sports tourism The benefits of identifying, attracting and retaining international, national, regional, state and local sports events include:

1. Stimulate the local economy. 2. Enhance the area’s image. 3. Provide outstanding entertainment and in some instances, the opportunity to participate. 4. Contribute to the quality of life. Council is preparing a Community Infrastructure Plan which will be used to inform a sports tourism plan for Maitland. The aim is to identify opportunities to grow the sector by utilising existing infrastructure for major sporting events and associated live sites.

78 LOCAL INDUSTRY SUPPORT INDUSTRY PARTNERS Engagement with local tourism operators revealed Identifying industry partners, such as Destination that industry support is one of the most important NSW, will be key in terms of delivering this Destination considerations in the short term with: Management Plan for Maitland. These relationships go beyond our stakeholders, are based on a mutual benefit • Regular industry networking meetings and will vary over time according to specific projects. • Business development workshops and education sessions such as helping with creating bookable INVESTMENT ATTRACTION products and experiences To encourage investment in and enhance Maitland’s • Support for infrastructure development projects, visitor economy, there is a need for Council to highlight including appropriate planning advice and help to industry and developers which tourism development applying for available funding opportunities are more likely to be supported and how this can grow the overall visitor economy. This could be • Industry famil program and product showcases; undertaken via the development of a visitor economy • Online resources investment prospectus which indicates: • A monthly business newsletter with industry updates, • The type of tourism development which Council would marketing initiatives and funding opportunities. like to see within the LGA • Areas throughout Maitland which are suitable for the development of tourism facilities (accommodation, food and beverage, attractions, activities etc.) • Elements that, subject to planning regulations being satisfied, Council is supportive of in principle, • A selection of ‘shovel ready’ projects with planning approvals in place, and • That Council is ‘open for business’ and wishing to grow the visitor economy in specific ways. The prospectus can be presented to the investment community to stimulate interest in Maitland, including investment by developers outside of the LGA and will help demonstrate that Maitland is open for business.

Investors and developers require certainty and by indicating areas where tourism development may be viewed more favourably sends a very positive signal.

Also, by fast tracking planning approvals and offering shovel ready projects, Council can accelerate the process to drive investment into the area in the short term. This approach will deliver jobs immediately and boost the economy, benefiting the community and businesses.

79 | Draft: Destination Management Plan 5.3 MARKETING & PROMOTION

Maitland has been identified in theStatewide Destination Management Plan (see related documents) as a future hero destination. As defined in the Plan:

‘Hero’ destinations are world class, iconic and unique. They have high brand awareness themselves, and also define the essence of the country they are located in. ‘Heroes’ are accessible, have appropriate infrastructure and developed world class products and experiences that are available all year round. The role of the ‘hero’ destination is to attract visitors and provide them with outstanding unforgettable experiences that keep them coming back, and encourage them to travel further and explore less well known destinations. There is some work to do to become a hero destination, firstly around developing a strong succinct brand. However, it is important to clarify the long term vision for Maitland as a hero destination is not about attracting mass tourism but increasing length of stay and yield. The goal is to maintain authenticity, a place where locals are always welcoming and visitors return as friends.

OVERARCHING MARKETING STRATEGY DESTINATION BRAND IDENTITY With the current situation in mind but based on the Destination branding in Maitland has had a number of direction and plans for development of tourism product, iterations over the past 30 years, including Maitland – an overarching multi year marketing strategy will be Heritage Centre of New South Wales and Hunter River Country – Immerse Yourself. prepared in order to grow the visitor economy in Maitland. In the development of the marketing strategy In 2013, Council implemented a new overarching brand consideration will be given to: for the city under the banner of Brand Maitland. The desired outcome of the rebrand was to establish the city • Building destination awareness as a desirable place to live, work, visit and invest. • Previous marketing activities The proposition ‘you’re welcome’ has been integrated into the entire range of visitor economy initiatives along • Domestic and international marketing with an underlying theme of ‘My Maitland’. • Sector and event marketing We are now at a crossroad. According to a report by independent market research agency, Hall & Partners, • Key experiences, priority areas and key themes currently there is little awareness of Maitland as a identified through the engagement for the DMP holiday or short break destination. • Industry trends and changes Maitland naturally attracts the VFR market and these • Research and statistics visitors will always be welcome. However, in order to increase the value of the visitor economy, the destination Annual action plans with cooperative opportunities will brand, within Brand Maitland, should be reviewed to also be developed as part of this process. reflect Maitland’s unique and distinctive identity, while building recognition and desirability for the brand.

INVESTMENT ATTRACTION PROSPECTUS To encourage investment into Maitland, and in particular development of tourism product highlighted in this DMP, a prospectus of opportunities would clearly indicate which projects are more likely to be supported. This marketing tool will indicate to investors and industry if there are any planning incentives, what the shovel ready projects are and what development is likely to be supported in Maitland. A prospectus would include the types of tourism development the community and visitors would like to see in Maitland together with specific areas and sites which are suitable, taking into consideration any planning and zoning restrictions. A targeted distribution plan would be developed.

80 5.4 VISITOR SERVICING

In 2015 Maitland City Council commissioned a review of Visitor Information Services to ensure they are effective and relevant within the changing marketplace. Five years on and many of the recommended actions have been implemented however the needs and wants of the visitor continues to evolve. The following opportunities are therefore based on new trends and availability of smart technology.

MAITLAND VISITOR INFORMATION CENTRE NEW INTERACTIVE VISITOR WEBSITE Utilisation of VICs by visitors nationally is trending The existing mymaitland.com.au site was updated in downward whilst operating costs continue to increase. 2017 as part of a local visiting friends and relatives (VFR) To ensure Council’s investment in the provision of visitor campaign. In order to create awareness of Maitland as information services through the VIC is sustainable and a visitor destination and enhance the site’s functionality cost effective, the actions for implementation here are: and design, the actions for implementation here are:

• Continuing to evaluate the performance of the VIC • Streamlining the process for tourism operators, through the visitor data collected including door associated businesses and Council staff by pulling counts, demographics and origin data, dispersal product listings from the ATDW thereby limiting the patterns statistics, retail sales, brochure distribution number of uploads to a single annual update. and the type of information requested. • A comprehensive what’s on calendar listing all events • Defining the requirements of Maitland’s visitors and (could also be pulled from ATDW or a dedicated target markets. content API) which will encourage private event organisers to list their events. The calendar should • Determining the most appropriate option for the role, be available to add to a smart phone calendar and location and format of Council’s VIC to best service not download as a printable PDF. only visitors but also the local community. • The site should be interactive with links to travel review • Considering alternative and mixed uses of the VIC site. sites such as TripAdvisor as well booking engines like • Conduct an audit of the existing in area visitor Hotels Combined, Expedia and Trivago and discount information touch points that complement the VIC. sites such as Groupon.

SIGNAGE IMPROVEMENTS • Refining the content and site structure, and including user generated content where possible, to enhance Conduct a signage audit and develop an action plan the online visitor experience. to remove, replace or install signage across the City. Ensure there is a uniform approach to directional and • Responsive web design (RWD) that would complement interpretive signage. Consideration should be given to a City pocket guide and replace the need for a the development of a broader City Interpretation Plan, comprehensive Visitor Guide or lifestyle magazine like which would complement Council’s Central Maitland Meander. Interpretation Plan. • Leveraging the site to launch the locals guide to Maitland, which would be a regular blog with stories and videos.

81 | Draft: Destination Management Plan EXPLORE SMART TECHNOLOGY MY MAITLAND AMBASSADOR PROGRAM In addition to a new interactive website, there are many Research in the past has shown that a clear majority opportunities to improve the visitor experience through of visitors to Maitland are coming for the purpose of innovative ways to provide information and accessibility visiting friends and relatives (VFR). The inception of My to key visitor places/ experiences through smart Maitland was based on locals becoming ambassadors. technology. These include: The objective of the campaign was to challenge locals to invite just one extra person a year, from outside of • A self guided walking app. Maitland, to visit and stay overnight so they could show • An interactive map which you could filter by interest/ them the best things about their City. theme for example farm gates, antiques and arts trail, To expand on this ground work, there is an opportunity heritage walks. to formalise an ambassador program to: • Interactive digital visitor guide. • Engage locals who are connected with a professional • App for augmented reality tours, to bring the heritage association, sporting or social club or community/ of Maitland alive. service club to promote Maitland for meetings, events, • Visitor servicing through social media, like SMS, group tours and sports tournaments. Facebook Messenger, Twitter and WhatsApp, to • Educate locals, businesses and frontline service staff, enhance the customer experience. not only of the economic impact of tourism but of • Creating a comprehensive visitor database from the City’s attractions as well as tips on improving enquiries to target monthly communications. their customer service skills. • Coordinating and equipping tourism operators to • Excite through a network of high profile influential provide better social visitor servicing. people, who can share their stories of ‘My Maitland’. • Integration of smart parking with signage and map apps. • Leverage connections to volunteers across Council and other volunteer groups across the City to participate in Going above and beyond to help future travellers an ambassador program. customise and plan their trips may lead them to stay longer and find greater value during their stay. Given the rapid pace at which technology advances, keeping abreast of new travel and visitor servicing trends will be important.

82 SECTION SIX: Implementation and Review

A TEN YEAR VISION

83 | Draft Destination Management Plan Presented here is a high level 10 year implementation plan with an indicative timeframe. A progressive and ongoing action plan will be developed with key stakeholders to allow for a flexibility to react to opportunities for funding and cooperation which may present themselves.

84 6.1 IMPLEMENTATION AND REVIEW

The following actions have been identified to help facilitate the successful implementation of this DMP.

They are presented by key focus area and strategic approach. The plan presents a 10 year vision and suggests a timeframe for implementation: • Short term actions should be implemented within the REVIEW next two years (2020-22). This DMP will be the key driver of the growth in the • Medium term actions should be implemented within visitor economy in Maitland over the coming ten years. It the following three to five years (2022-2027). identifies a range of actions which, if realised, will see the city transform into a hero destination as identified in the • Long term actions are likely to be achieved after NSW Government Statewide DMP. seven or more years (2027 onwards) but may need to commence in the medium term. As a long term strategic document, Council will report annually on the outcomes achieved. The Plan itself will be • Ongoing actions are those that once achieved will reviewed in line with Council’s four year Delivery Plan cycle. continue to be reviewed and implemented.

While there are indicative timings, actions must also be opportunistic in order to respond to factors such as available funding and increased demand or support relating to population growth, which means they may be implemented sooner than indicated.

Council will be a key player and responsible for some of the actions, however many of the opportunities fall outside of Council’s control. Therefore it will be important to work together with key stakeholders to provide a clear direction for the development and growth of Maitland’s visitor economy. By doing so we can attract investment and funding, ensuring tourism adds value to the economic, social and cultural fabric of the Maitland community.

85 | Draft: Destination Management Plan MORPETH

ACTIONS TIMING RESPONSIBLE

VISION: TO BECOME A UNIQUE ‘HIPSTER HERITAGE’ DESTINATION

Riverside shared pathway project Development of a shared pathway along the Hunter River in Morpeth, Short Council with interpretive public art and wayfinding signage.

Redevelopment of Queens Wharf Short - Plan for the staged works as outlined in the Queens Wharf Council Master Plan. Upgrades would present a potential location for overnight RV medium parking and will be considered as part of an RV friendly plan for Maitland.

Morpeth Museum experience (feasibility) Short (feasibility) Council Investigate the feasibility of an interactive and immersive experience at with various Medium stakeholders Morpeth Museum to showcase the history and heritage of Morpeth. (develop)

Facilitate events and activations Review zoning and permissibility of specific sites in Morpeth, such as Short Council Queens Wharf and Morpeth Common, to allow for a range of unique events, activations and commercial enterprise.

Prospectus of business opportunities Consider the types of businesses that will enhance the existing product offering and how to attract a new type of visitor to Morpeth. Create a Short Council prospectus of business opportunities aimed at attracting investment in developing appropriate tourism product and experiences.

86 CENTRAL MAITLAND

ACTIONS TIMING RESPONSIBLE

VISION: TO BECOME THE CITY’S PREMIER DESTINATION FOR ARTS, CULTURE AND ENTERTAINMENT

Civic and Cultural Precinct Master Plan (Town Hall Node) Develop a Master Plan with associated action plans for a cultural precinct incorporating Maitland Regional Art Gallery, Town Hall, Repertory Theatre Short Council and Council’s new Administration Centre together with Maitland Regional Sports Complex. Include the Maitland Visitor Information Centre site.

Improve the connectivity of the precinct (feasibility) Investigate opportunities to better connect the different areas within the Short Council precinct, to the river and with other priority hubs.

Dispersed play space Council with Develop a day / night dispersed play space featuring bespoke artist Medium designed pieces across Central Maitland linked by a shared pathway from partners Maitland Station along the river and main street to High Street Station.

Cultural events and activations Host regular cultural events and night time activations such as light Ongoing Council projections. Research the feasibility of projects like creative lighting of Belmore Bridge.

Attract sporting events and competitions Council with Leverage the existing infrastructure to attract a range of sporting events, Short Ongoing key sporting competitions and activities. Consider alternative uses such as trade and associations consumer shows, concerts and festivals and cosplay carnivals.

Adaptive reuse of heritage buildings Short - Identify and consider certain heritage buildings in Central Maitland for Council adaptive reuse. Implement planning mechanisms to allow for tourism medium uses including accommodation and galleries.

A gateway visitor experience (feasibility) Investigate the feasibility of Maitland Visitor Information Centre as Short - Coucil a gateway to the precinct, for information and as a key site for the medium Open Museums Open Minds experience and meeting point for guided heritage walks.

87 | Draft: Destination Management Plan CENTRAL MAITLAND

ACTIONS TIMING RESPONSIBLE

VISION: TO BECOME THE CITY’S PREMIER DESTINATION FOR ARTS, CULTURE AND ENTERTAINMENT

Redevelopment of St Andrews Square (feasibility) Council Conduct a feasibility assessment of St Andrews Square to determine facilitates the potential redevelopment of Riverside Car Park for mixed use Medium - long Private accommodation, ground level commercial, play space and connectivity investment with the river.

Reorientation of riverside properties Council facilitates Encourage property owners with buildings along the river to create dual Medium frontages to allow for riverside dining, bars, galleries and retail. Private investment

Riverside activation Consider opportunities to activate areas along the river with Ongoing Council entertainment and pop ups.

Connectivity with Lorn Riverbank Review and assess opportunities identified in the Lorn Riverbank Medium Council Masterplan and the Central Maitland Structure Plan for example the pedestrian bridge connecting Lorn with Central Maitland.

88 MAITLAND GAOL

ACTIONS TIMING RESPONSIBLE

VISION: TO BECOME AN ICONIC TOURISM DESTINATION, DRIVEN BY ITS UNIQUE HERITAGE, CONNECTION TO COMMUNITY AND INNOVATIVE EXPERIENCES

Broaden visitor access Open a section of the facility to the public for free via the front gates to encourage visitation and create atmosphere. Investigate operating Short Council hours and renew the tour offering to provide a range of experiences and attractors.

Create an activity hub Redevelop the store and saddlery area to include an upgraded auditorium Medium Council with theatre seating, ticket office, retail shop, bar and servery as well as new amenities.

Visitor accommodation offerings Council Research feasibility of unique accommodation options from backpackers Short - feasibility and school overnight experiences to exclusive boutique and 4 Star hotel medium Private accommodation. Source and attract investment. investment

Enhance the events capability Investigate the feasibility of a service entry point to facilitate more event Medium Council and function bookings.

Enhance heritage value Consider the ongoing maintenance and conservation of the site’s heritage Ongoing Council (to allow for adaptive reuse).

Maitland Gaol Development Plan and Site Master Plan Consider the opportunities identified in the Maitland Gaol Development Short Council Plan and Site Master Plan and prepare a timeline and budget for implementation.

89 | Draft: Destination Management Plan WALKA WATER WORKS

ACTIONS TIMING RESPONSIBLE

VISION: TO BECOME AN ICONIC VISITOR DESTINATION

Site feasibility study Short term Conduct a site assessment to determine feasibility of product development feasibility Council study opportunities including accommodation options, events and activations.

Preserve and manage the ecology and heritage of the site Council with Ongoing Consider the ecological and heritage value of the site to ensure a stakeholders balanced approach to planning and development.

Adaptive reuse of the Pumphouse Council with Investigate feasibility of adaptive reuse of the Pumphouse. Consider Medium stakeholders cost of repairs and refurbishment and opportunity for private sector and investors investment.

Eco product development Council with The focus will be on low impact sustainable development including Long eco cabins and enhanced walking trails. Consider opportunities for stakeholders commercial activities such as Tree Tops Adventure Park.

Enhanced access and connectivity Assess the accessibility and connectivity of the road and cycle network as Council the starting/finishing point for the shared pathway network connecting Medium Morpeth with Walka Water Works. Plan for improved people movement RMS strategies that aim to enhance the visitor experience .

90 TOCAL

ACTIONS TIMING RESPONSIBLE

VISION: TO BECOME THE HUB FOR AGRITOURISM IN MAITLAND AND THE HUNTER

Develop a regional agritourism plan Collaborate with key stakeholders together with appropriate neighbouring LGAs to develop a regional plan for agritourism. Council with Medium Consider connectivity between Tocal, Morpeth and the region, as well as partners existing agritourism experiences, opportunities for commercial activities and development of appropriate accommodation.

Develop agritourism products and experiences Short – Consider permissibility and the planning mechanisms required to facilitate Tocal College more authentic farm experiences. Expand the education offering for local medium farmers interested in transitioning into tourism .

Support local producers Encourage local restaurateurs and food businesses to use local produce as part of their menu. Ongoing Council Continue to support the Slow Food Earth Markets under a Memorandum of Understanding.

91 | Draft: Destination Management Plan TOURISM PRODUCT DEVELOPMENT

ACTIONS TIMING RESPONSIBLE

CITYWIDE

Aboriginal cultural tourism experiences Acknowledging the traditional landowners, work with key stakeholders to Aboriginal Reference identify appropriate products and experiences that may be relevant to not Short only Aboriginal tourism but within events, food, education and inbound Group with tourism. Collaborate with the Aboriginal Reference Group and other Council support stakeholders to develop an Aboriginal Tourism Action Plan for Maitland.

Increase supply of visitor accommodation Council with Council to initiate a project to identify suitable sites/areas for short Short stay accommodation. Identify gaps as a result of this investigation, and investors potential LEP amendments to allow for future uses.

Staged development of cycleways and shared pathways Council with Investigate opportunities to develop a network of cycleways and shared Short - long pathways to connect Morpeth and Walka Water Works via Maitland Gaol and partners through Central Maitland with a view to connecting back as a city loop.

Initiate a beautification program Improve, enhance and maintain connectivity through a city beautification Council with community program and streetscape improvements. Consideration should be Ongoing given to traditional elements such as landscaping and signage, as well and business as integrated smart technology initiatives including smart lighting, smart support waste bins, smart parking and car charging stations.

Tours and transport Council with Research opportunities and viability of a range of transport services Short including smart solutions to connect visitors with key activities and partners attractions throughout Maitland and neighbouring LGAs.

Heritage preservation and management

Safeguard heritage sites, buildings and churches to ensure Maitland’s Council with Ongoing unique built heritage remains integral to the city’s distinct character. partners Where possible, repurpose these buildings for the community and visitors to enjoy.

Enhance and expand Maitland’s event calendar Council with Enhance existing events, as well as enable and bid for new events that Ongoing attract visitors from outside the area, encourage overnight visitors and partners increase spend.

Accessibility and inclusion Liaise with Council’s Access and Inclusion Group to ensure planning Ongoing Council considers and enables more people to participate in the visitor economy.

92 TOURISM PRODUCT DEVELOPMENT

ACTIONS TIMING RESPONSIBLE

CITYWIDE

River activities and experiences Investigate the feasibility of a range of activities and experiences along the Short - Council with Hunter and Paterson Rivers for development to attract investment from medium investors relevant commercial operators.

Riverside infrastructure (feasibility) Consider feasibility of permanent and temporary infrastructure, including Medium - Council with seating, shade, launch pontoon, viewing areas, etc required to support Long partners visitor experiences.

Maitland Place Activation Strategy Continue to implement actions from the Maitland Place Activation Ongoing Council Strategy, using the identified pillars of Repurpose, After Dark, Interpretation and Street Art.

Maitland Interpretation Plan Short - Council with Develop a broader city interpretation plan to complement the Central medium partners Maitland Interpretation Plan.

Evening experiences and the night time economy Short – Council Facilitate evening experiences and events as part of a plan to grow the medium night time economy. Develop a pilot event.

Attract a range of events and competitions Develop a bid support document to attract a range of events, Short Ongoing Council competitions, conferences and activities.

Maitland’s event infrastructure

Conduct an audit of key event sites to determine accessibility, power, Short - Council lighting, amenities, parking, connectivity with public transport and medium accommodation . Consider and plan upgrades at selected sites to facilitate a range of events.

Infrastructure to support product development (feasibility) Short - Investigate options for the delivery of a range of permanent and Council temporary infrastructure to enable the growth of the visitor economy, medium including feasibility, locations and cost.

Community Infrastructure Plan Develop a Community Infrastructure Plan that identifies facilities and Short Council infrastructure that could be leveraged for tourism purposes.

93 | Draft: Destination Management Plan INDUSTRY DEVELOPMENT

ACTIONS TIMING RESPONSIBLE

CITYWIDE

Identify and engage industry partners Industry partners will be key in delivering this Destination Management Plan. These relationships go beyond our stakeholders, are based on mutual benefit and will vary over time according to specific projects. Current and potential partners include: • Destination NSW • Destination Sydney Surrounds North Ongoing Council • Tourism Australia • Australian Regional Tourism • Department of Premier and Cabinet • NSW Environment, Energy and Science • Transport for NSW • NSW Aboriginal Tourism Operators Council

Sector development Collaborate with relevant stakeholders and industry partners to support the development and marketing of products through Tourism Action Plans, within the following identified sectors: • Aboriginal tourism Council • Agritourism Short and with key ongoing • Education tourism stakeholders • Event Tourism • Food Tourism • Inbound Tourism • Sports Tourism

Product development, support and education Encourage and enable new product development and support ongoing Council with business growth through education and training, including but not Ongoing industry limited to help with creating bookable products and experiences, which partners distribution channels to use, and how (and why) to build in commission.

94 MARKETING AND PROMOTION

ACTIONS TIMING RESPONSIBLE

CITYWIDE

Develop a destination brand strategy Consider and identify Maitland’s unique selling points and how they Ongoing Council differentiate Maitland from surrounding mature destinations.

Brand guidelines and roll out Create destination brand guidelines to ensure consistent messaging and Short and Council with key build awareness of Maitland as a destination. Encourage operators to ongoing stakeholders align with the brand identity.

Prepare an overarching marketing strategy Council with Define the long term approach to delivering the overall direction and Ongoing industry marketing goals to grow the visitor economy for Maitland. partners

Annual tourism marketing plan Develop an annual marketing plan based on a defined budget with Annual Council cooperative opportunities to increase spend and reach.

Packaging of bookable product Council with Develop targeted packaged experiences to strengthen the product Ongoing industry offering, help extend visitor stay as well as greater dispersal throughout partners the LGA.

Local accommodation monitor Council with Conduct an annual survey of accommodation to determine trends in Annual accommodation visitation, source markets, occupancy levels, peaks and troughs to assist partners with planning marketing activities.

Prospectus of tourism product development opportunities Encourage and attract investment in tourism product development Short Council with a prospectus of specific opportunities identified in this Destination Management Plan that Council will actively support.

95 | Draft: Destination Management Plan VISITOR SERVICING

ACTIONS TIMING RESPONSIBLE

CITYWIDE

Maitland Visitor Information Services Strategy Short - Evaluate the performance of the VIC and investigate a range of delivery Council options with the opportunity to provide additional services as part of a medium gateway experience.

Signage improvements across the city Council Undertake a review of existing gateway, tourist and service signage, and Short RMS install, remove or update as required to improve the connectivity and enhance the visitor experience. TASAC

New interactive website Develop a new interactive website with enhanced functionality including Short Council responsive content and bookable product.

My Maitland ambassador program Engage, educate and excite residents, businesses, associations and Ongoing Council high profile influencers for a series of ‘MyMaitland’ stories to share and increase engagement levels

Integrate smart technology to improve the visitor experience Consider innovative ways to provide visitor information through smart Short Council technology. Plan how connectivity should be enhanced including free wifi, smart parking, smart lighting and digital wayfinding initiatives.

96 SECTION SEVEN: Appendix

97 | Draft Destination Management Plan APPENDIX 1 DESTINATION MANAGEMENT PLAN ENGAGEMENT REPORT

APPENDIX 2 RELATED DOCUMENTS A. Maitland +10 B. Visitor Economy Industry Action Plan C. Statewide Destination Management Plan D. DMP Destination Sydney Surrounds North E. Hunter Regional Plan 2036 F. Greater Newcastle Metropolitan Plan 2018 G. Hunter Regional Economic Development Strategy H. Maitland tourism product audit I. DMP preliminary engagement report J. Travel trends K. Morpeth Business Review 2016 L. Central Maitland Structure Plan 2009 M. Glossary and key definitions You will find the Destination Management Plan with links to these related documents on Maitland City Council’s website under planning and reporting.

98 Disclaimer: Every effort has been made to ensure the accuracy of the information herein however Maitland City Council accepts no responsibility for any consequences resulting from misdescription or inadvertent errors. It is recommended that the accuracy of the information supplied be confirmed with the contact listed.

Photography: Front cover, Paul Foley, Lightmoods Photography. Page 65 and 66 courtesy of Tocal College. Page 70 courtesy of Maddies of Bolwarra.

Published and distributed in 2020 by Maitland City Council. 285 - 287 High Street, Maitland NSW 2320. ABN 11 596 310 805

Copyright: © Maitland City Council 2020. Apart from any use permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from Maitland City Council. Requests and enquiries concerning reproduction and rights should be addressed to the General Manager, Maitland City Council, PO Box 220, Maitland NSW 2320 or via the website maitland.nsw.gov.au

99 | Draft Destination Management Plan 100 285 - 287 High Street (PO Box 220) Maitland NSW 2320

t 02 4934 9700 f 02 4933 3209 [email protected] maitland.nsw.gov.au 8 SEPTEMBER 2020

Vibrant City

DRAFT DESTINATION MANAGEMENT PLAN

Draft DMP - Engagement Report - Under Separate Cover

Meeting Date: 8 September 2020

Attachment No: 2

Number of Pages: 8

Maitland City Council | Ordinary Meeting Agenda OPEN

Engagement Report

DRAFT DESTINATION MANAGEMENT PLAN

AUGUST 2020

Maitland City Council | Engagement Report p 1 Draft Destination Management Plan 1. INTRODUCTION

1.1 PROJECT BACKGROUND

Council developed the draft Destination Management Plan (DMP) for Maitland in consultation with the community, tourism operators, local businesses and the broader industry. The draft plan has been developed to reflect the views of local stakeholders, collected during a six month engagement period in 2019.

Creating a DMP was identified as an action in the four year Delivery Program 2018-22. The draft DMP aims to address the community’s wish for Maitland to be seen as a desirable place to live, an easy place to work, a welcoming place to visit and a wise place to invest. The draft plan creates a collaborative roadmap for building and managing Maitland’s visitor economy. While Council is a key stakeholder and delivery partner, the DMP is a whole of community plan with shared ownership.

1.2 ENGAGEMENT OBJECTIVES

Engagement for the DMP was divided into two phases.

The key engagement objectives of phase one were:

• Informing all key stakeholders of the preparation of the DMP.

• Seeking input and feedback from all key stakeholders on the development of the DMP and overall long term vision for Maitland as a tourism destination.

• Building awareness of the current visitor economy sector and its value to the community.

• Adopting a whole of industry approach in the development of the DMP in order to encourage shared ownership from all stakeholders including the Maitland community and local businesses.

The key engagement objectives of phase two were:

• Inform the community and other stakeholders of the draft DMP and how they can provide feedback through a formal submission from 15 July to 12 August 2020.

• To support and strengthen stakeholder relationships to assist with the implementation of the draft DMP.

• To provide feedback to the community and key stakeholders about how their input influenced the draft DMP.

Maitland City Council | Engagement Report p 2 Draft Destination Management Plan 2.0 PROJECT METHODOLOGY

2.1 PROJECT OUTLINE

COMPREHENSIVE VISITOR ECONOMY AUDIT – Ongoing Determined Maitland’s visitor patterns, source markets and overall capacity to cater for visitors, large scale events and conferences. Summarise findings to determine a product gap analysis.

COMMUNITY ENGAGEMENT (PHASE 1) – January to June 2019 An inclusive approach to ensure complete ownership and support of the DMP. Passive and active consultation with both internal and external stakeholders through an online survey, industry workshops, face to face pop ups at various locations throughout the LGA and at Council events.

REFINEMENT OF IDEAS ANALYSIS AND DRAFTING – July 2019 – December 2019 Collate the 1,100+ ideas and suggestions received during the. Refine and source further detail for the opportunities identified during the phase 1 engagement period. Draft and refine the DMP.

PUBLIC EXHIBITION ENGAGEMENT (PHASE 2) – July - August 2020 Council endorsed the draft DMP for public exhibition. Key stakeholders engaged with directly and draft Plan actively exhibited for 28 days.

ADOPTION BY COUNCIL AND BEGIN IMPLEMENTATION – September 2020 onwards To facilitate the successful implementation of Maitland’s DMP, an action plan will be developed. This will identify who the responsibility sits with, potential partners, timeframe and performance indicators.

Maitland City Council | Engagement Report p 3 Draft Destination Management Plan 2.2 ENGAGEMENT TIMELINE

Maitland City Council | Engagement Report p 4 Draft Destination Management Plan 2. HOW WE ENGAGED

A variety of online and offline methods were used to inform, promote and seek input and feedback from key stakeholders about the development of the DMP.

2.1 PHASE ONE: PLAN DEVELOPMENT

2.2 PHASE TWO: PUBLIC EXHIBITION

Maitland City Council | Engagement Report p 5 Draft Destination Management Plan 3. RESULTS

3.1 PHASE 1: COMMUNITY AND INDUSTRY WANT TO SEE

Maitland City Council | Engagement Report p 6 Draft Destination Management Plan

3.2 PHASE 2: SUBMISSION THEMES AND SENTIMENTS

The draft DMP was presented to Council in July 2020 and placed on Public Exhibition from 15 July 2020 until 12 August 2020. A total of forty two submissions were received during the exhibition period.

Maitland City Council | Engagement Report p 7 Draft Destination Management Plan TOP SUBMISSION THEMES

4. EVALUATION AND FEEDBACK

How did we perform against our engagement objectives for Phases One and Two?

5. ENGAGEMENT RECOMMENDATIONS FOR IMPLEMENTATION PHASE

The following actions are recommended for the implementation phase:

• The submission themes raised during the public exhibition period are considered in the preparation of the final Destination Management Plan and associated high level 10 year implementation plan presented to Council for adoption.

• That feedback received in submissions be used when developing the progressive and ongoing action plan with key stakeholders.

• As the DMP presents a range of opportunities, many of which fall outside of Council's control, ongoing consultation with key stakeholders is required in the development and implementation of the DMP action plan.

Maitland City Council | Engagement Report p 8 Draft Destination Management Plan 8 SEPTEMBER 2020

Vibrant City

DRAFT DESTINATION MANAGEMENT PLAN

Destination Management Plan - Submissions - Under Separate Cover

Meeting Date: 8 September 2020

Attachment No: 3

Number of Pages: 76

Maitland City Council | Ordinary Meeting Agenda Submission 1

From: Maitland City Council Sent: Friday, 17 July 2020 3:42 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Friday, July 17, 2020 - 15:42

Submitted by user: Anonymous

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I feel that Maitland has gotten enough attention as far as Renovations to the Maitland area goes. But what about the suburbs that need a little TLC. Thornton is one of many suburbs that needs Infrastructure support. People keep building houses but I don’t see a another school built, shopping centres such as a bigger Coles, Aldi’s or Woolworths to Enter your supply shopping needs for a fast growing area. Beresfield Police message station should be reinstated to help keep crime down and it would create more jobs for the community. I beg you please consider these projects being completed before anymore housing is put in. It just seems greedy and like no one cares about the existing communities that need the TLC. Just keep taking money and building, hurting our natural wildlife at the same time.

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1 Submission 2

From: Maitland City Council Sent: Friday, 17 July 2020 3:51 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Friday, July 17, 2020 - 15:50

Submitted by user: Anonymous

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I was interested to listen to the presentation at Maitland Business Chamber lunch this week on the Destination Management Plan progress. I work as a home based travel agent in Aberglasslyn and can see a role in the development of this plan for someone like my myself working with DNSW and MCC. I note that in section 5.4 of the plan you note that the mymaitland.com.au site should be interactive with bookings engines such as "hotels combined, expedia" etc.... I think there is a case to state that instead of channelling enquiry to overseas based faceless companies, we should look at a way to Enter your channel enquiry and reservations thru local businesses, really trying to message focus the direction that that dollars flow when they are spent - the more that stays local the better. I would like the opportunity to discuss with the council's liaison person with Destination NSW the ways I think this can be done, and the concept of Maitland Council have packages prepared and ready to sell for 3 and 5 night getaways themed around family, culture, food, wine, history etc.... that make the sell of the region an easy option for consumers and potential visitors. I would love the chance to have a chat with someone when it is convenient. Kind Regards -

1 Submission 3

From: Maitland City Council Sent: Wednesday, 22 July 2020 10:39 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Wednesday, July 22, 2020 - 10:39

Submitted by user: Anonymous

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Enter your This will destroy the area as a nature reserve and remove significant message bird habitat. I think it is a horrible proposal.

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02 4934 9700 [email protected] www.maitland.nsw.gov.au

1 Submission 4

From: Maitland City Council Sent: Wednesday, 22 July 2020 11:23 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Wednesday, July 22, 2020 - 11:23

Submitted by user: Anonymous

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Walka Water Works is an important habitat for birds within the Hunter Region. There is no better site to see native birds anywhere in the Maitland area. Any development must carefully consider the impact on the natural habitat, particularly as the site is an important resting/breeding place for some of the rarer species. (eg Musk Ducks, Pink-eared Ducks, Blue-billed Ducks, Great Crested Grebe, Yellow- tailed Black Cockatoo) Enter your While the walking trail attracts a number of visitors each day, further message human activity would likely affect the welfare and breeding activity of birds which have very few places left to go in the Hunter. Nearly all of their natural habitat has been cleared. Please leave them somewhere to go away from large numbers of people and human infrastructure. Human's can't exist without the natural environment. Please protect the little that's left by making this a key consideration for any future development of Walka Water Works.

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1 Submission 5

From: Maitland City Council Sent: Wednesday, 22 July 2020 11:34 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Wednesday, July 22, 2020 - 11:33

Submitted by user: Anonymous

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Hi folks,

The proposal does not appear to take note of the current facility offered Enter your at the waterworks, in that it is a major bird habitat in the district. The message planned development would appear to be capable of incorporating protection and even development of this habitat to offer extra value to the final proposal - all users would see something fantastic.

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1 Submission 6

From: Maitland City Council Sent: Wednesday, 22 July 2020 4:49 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Wednesday, July 22, 2020 - 16:49

Submitted by user: Anonymous

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I consider that the Walka Water Works should be retained in a natural state. It is an important area for birds and should be made a Nature Enter your Reserve. We have so much development now, but we need to message consider nature - the birds, mammals, reptiles, frogs, fish, and plants. I urge you to declare the site a Nature Reserve - this would be a wonderful outcome for nature. No dog access.

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1 Submission 7

From: Maitland City Council Sent: Thursday, 23 July 2020 9:37 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Thursday, July 23, 2020 - 09:37

Submitted by user: Anonymous

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Regarding the development of the Walka Water Works area I would like to propose a win win idea for both the Maitland Council, tourism, economic growth and nature.

Regarding development of the Walka Water Works area, it greatly concerns me that nowhere in this document is recognition from Maitland Council that the area is one of the few pieces of land in the Maitland area that is worthy of preservation as a nature reserve. Zero importance is given to maintaining bird habitat.

Areas of human recreation where nature converges with human activity has been shown to be immensely beneficial to the mental health of humans. The benefits are Enter your many but the some are:- increased positive affect on happiness and subjective well- message being; positive social interactions, cohesion, and engagement; a sense of meaning and purpose in life; improved manageability of life tasks; decreases in mental distress anxiety disorders, attention deficit and hyperactivity disorder and depression; improves various aspects of cognitive function including memory and attention, impulse inhibition, and children’s school performance, as well as imagination and creativity.

The evidence is in, high quality green spaces benefit humans. Over time, if preservation of the Walka Water Works area nature reserve and associated wildlife is sensitively protected and incorporated into or close to the development, then visitors

1 will be attracted to visit repeatedly due to the well-being and natural beauty derived from an iconic, special place.

There are enough brown spaces in cities, green spaces are the way to go, to preserve for future generations to enjoy.

I request the Maitland Council preserve and include this natural area for all to enjoy. A win win for everything.

Some references: ======https://www.sahealth.sa.gov.au/wps/wcm/connect/c53a850041a5a964af0fbfdb3... https://www.mind.org.uk/information-support/tips-for-everyday-living/nat... https://www.nationalgeographic.com/magazine/2016/01/call-to-wild/

Yours faithfully

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02 4934 9700 [email protected] www.maitland.nsw.gov.au

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2 Submission 8

From: Maitland City Council Sent: Thursday, 23 July 2020 5:35 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Thursday, July 23, 2020 - 17:34

Submitted by user: Anonymous

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Hi there, I just want to highlight the significance of Walka Water Works for waterbirds. I am a member of the Hunter Bird Observers Club and I work for BirdLife Australia and I am well aware that Walka Water Works hosts a significant number and variety of waterfowl consistently. It serves as a drought refuge when conditions are unsuitable elsewhere and is one of very few places that Great Crested Grebes breed in the Hunter Valley. I am not opposed to promoting and facilitating visitation Enter your to Walka Water Works (and in fact encourage people to experience it) message but I am concerned that the biodiversity values of the site have not been duly considered to date; evidenced by the location of accommodation/dwellings on the perimeter of the waterbody. I request that full consideration be given to the impacts on wildlife/birdlife and that the Hunter Bird Observers Club be consulted as local experts - we have been collecting waterbird data here for many years. Thank you

1 Submission 9

From: Maitland City Council Sent: Sunday, 26 July 2020 6:28 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Sunday, July 26, 2020 - 18:27

Submitted by user: Anonymous

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I would hate to see the facade of walka waterworks changed in any way, the beauty of the old buildings in in the detail of the brickwork and the incredible skills of the builders which is not seen today, Enter your It is a beautiful building and I agree needs to be repurposed but the message outside needs to remain the same. Having a food/eating area on the riverfront is an awesome idea, and to have cycleways connecting Maitland is also a brilliant idea.

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1 Submission 10

From: Maitland City Council Sent: Monday, 27 July 2020 6:48 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Monday, July 27, 2020 - 06:48

Submitted by user: Anonymous

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Hi, I have comments regarding the proposed works for Walka Water Works.

My concern is the impact on the flora and fauna that use the lake and the habitat surrounding it. There are a number of animals, such as Great-crested Grebes, that live in the area that are prone to disturbance.

I see in the artists impression there are lodges and accommodation right up to the lakes edge. I think this is inappropriate as the presence Enter your of the lodges, access roads, parking areas, and increased usage will message cause detriment to the environment of the area and some animals will be forced out or go locally extinct.

I use the area often and myself and my family appreciate the quieter open areas and walking trails for a chance to just have a picnic or "get back to nature" and take a break from urban life.

I urge that any development in the western area of Walka, such as accommodation or changes to walking/bike/horse riding trails be reconsidered with the health of the environment first and foremost in mind. As development and land clearing increases across the country

1 having remnant patches of good quality environment such as Walka so close and accessible to the public is a huge asset and must be protected.

Thank you for your time.

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2 Submission 11

Maitland City Council, https://www.maitland.nsw.gov.au/maitland-your-say/engagements/draft-destination-management-plan

Re: Draft Destination Management Plan

Hunter Bird Observers Club Inc. is alarmed by the plans for Walka Water Works outlined in Maitland City Council’s Draft Destination Plan 2020. We accept that tourism can generate income both directly and indirectly but many of the plans for Walka Water Works will destroy the natural assets of this reserve. The plans for the water reservoir/lake and wider spotted gum ironbark forest would totally destroy the site as a wildlife reserve. The 112 hectares of park, lake and bush land is the only sizable nature reserve in Maitland LGA and should be preserved as such. Maitland has some excellent tourism destinations that can directly exploit the visitor economy but as ecotourism becomes more popular the council must preserve this reserve in its natural state.

Maitland Council’s Walka Waterworks brochure describes the site as a recreation and wildlife reserve. Yet the draft Destination Management Plan does not acknowledge the site’s high conservation value or its wildlife reserve status. Birdwatchers flock to the city of Maitland to visit Walka which is located within a few minutes of the city centre. It is one of the few remaining areas in NSW where over 200 species of birds (Source - BirdLife Australia Birdata) can potentially be seen in such a small area. This is approximately 40% of NSW’s list of native bird species. This avian diversity is indicative of the high conservation value of the different habitats on the site.

The calm waters of the lake range in depth from very shallow with muddy edges to quite deep thus offering a variety of habitats for forty-six species of waterbirds and fifteen species of waterfowl. Fifteen (75%) out of Australia’s twenty duck species, two of which - Blue-billed Duck and Freckled Duck- are listed as Vulnerable species - are either resident or visitors especially during periods of drought as are two waterbird species listed as Endangered - Australasian Bittern and Black-necked Stork.

Walka is one of two places in the Hunter Region where the iconic Great Crested Grebe breeds and can be reliably observed performing its extraordinary courtship dance. https://www.google.com/search?q=great+crested+grebe+australia&tbm=isch&sa=X&ved=2ahUKEwi68cK43OnqAhV IWysKHR1uAwkQ7AkoAXoECAsQCw&biw=1920&bih=1089

Five species of crakes and rails, shy, elusive birds, a view of which is much sort after by the birdwatching community, are common on the muddy edges.

The bush land is largely comprised of the Endangered Ecological community (EEC) Lower Hunter Spotted Gum- Ironbark Forest. The criteria for this listing are as follows:

“Lower Hunter Spotted Gum Ironbark Forest in the Sydney Basin and NSW North Coast Bioregions is eligible to be listed as an Endangered Ecological Community as, in the opinion of the NSW Threatened Species Scientific Committee, it is facing a very high risk of extinction in New South Wales in the near future, as determined in accordance with the following criteria prescribed by the Biodiversity Conservation Regulation 2017:” https://www.environment.nsw.gov.au/-/media/OEH/Corporate-Site/Documents/Animals-and-plants/Scientific- Committee/Determinations/2019/lower-hunter-spotted-gum-ironbark-forest-final-determination- EEC.pdf?la=en&hash=45284937A71F0175AF94955070E93778C784AA0F This bush land attracts seven additional threatened species, no fewer than 23 species of honeyeaters and 18 species of birds of prey, a significant number of these cohorts.

Total list of threatened species

Common Name Scientific Name Biodiversity Environment Protection Conservation Act 2016 & Biodiversity Act 1999 Blue-billed Duck Oxyura australis Vulnerable Freckled Duck Stictonetta naevosa Vulnerable Black-necked Stork Ephippiorhynchus Endangered asiaticus Australasian Bittern Botaurus poiciloptilus Endangered Endangered Osprey Pandion haliaetus Vulnerable Square-tailed Kite Lophoictinia isura Vulnerable Little Eagle Hieraaetus morphnoides Vulnerable Spotted Harrier Circus assimilis Vulnerable Glossy Black-Cockatoo Calyptorhunchus Vulnerable lathami Little Lorikeet Glossopsitta pusilla Vulnerable Grey-crowned Babbler Pomatostomus Vulnerable temporalis

The list of “opportunities for consideration” in the Destination Management Plan show a considerable depth of ignorance of the Heritage and conservation values of Walka Waterworks.

In addition, the Destination Management Plan 2020 is incompatible with previously documented council plans, policies and projects for Walka Water Works, such as:

1. Maitland City Council was appointed the Reserve Trust Manager in August 2007 through a Memorandum of Understanding (MOU) with the NSW Department of Lands and, by entering into the MOU, Council envisaged that Walka Water Works would be more strategically integrated into Council’s passive open space system (our italics). 2. Walka Water Works was listed on the New South Wales State Heritage Register on 2 April 1999 having satisfied the following criteria: ‘The place is important in demonstrating aesthetic characteristics and/or a high degree of creative or technical achievement in New South Wales’. ‘The entire site has been largely unmarred by the construction of any other unsympathetic developments.’ https://www.environment.nsw.gov.au/heritageapp/ViewHeritageItemDetails.aspx?ID=5045638 3. Walka Water Works Interpretation Plan has Ecology as one of its 3 main focuses: ‘6.3.2 Ecology Synopsis: Exploring the flora and fauna of Walka and drawing contemporary lessons from them: • Conserving flora and fauna • Conserving water • Changing ecology • Ways of seeing nature’ Reference: https://www.maitland.nsw.gov.au/maitland-your-say/engagements/walka-water-works-interpretation This focus on ecology would be seriously compromised if the overdevelopment advocated in the Destination Management Plan 2020 were allowed to go ahead. 4. Walka Water Works brochure describes it as Walka Recreation and Wildlife Reserve: ‘Welcome to Walka Recreation and Wildlife Reserve. Offering 112 hectares of park, lake and bush land surrounding the historic Walka Water Works.’ https://www.maitland.nsw.gov.au/facilities/walka-water-works This attraction of the site as a wildlife reserve would be seriously compromised if the overdevelopment advocated in the Destination Management Plan 2020 were allowed to go ahead. 5. The site has been promoted by the council as an important educational resource: ‘Walka is a valuable asset which can be used by schools for programs seeking local sites and experiences to support Stage 2 and 3 curriculum outcomes in Science, History and Geography’ A Resource Kit for Schools has been developed through Our Sense of Place: Improving environmental attitudes and behaviours, a pilot project of Maitland Region Landcare with assistance from the New South Wales Government through its Environmental Trust. The Our Sense of Place project extended from February 2002 to May 2003. In part, it was motivated by the results of a local school survey in October 2001 that highlighted the kind of support and resourcing schools needed to improve environmental education. It included resources for teachers, a Young Explorers Walk around the lake’s edge and interpretive signage. Reference: https://www.maitland.nsw.gov.au/our-services/community/education-programs/heritage-education- programs/walka-water-works-education-programs This outstanding educational program for the youth of Maitland would be of little value if the site is degraded and the Young Explorers Walk would be useless if there was tourist accommodation on the lake front. The excellent Walka Bird App would be of limited value if the important bird species could no longer be observed on the site. 6. Walka was recognised with a National Award of Excellence by Interpretation Australia in 2018 for a new project called ‘Explore Walka’. ‘Explore Walka celebrates the rich ecology and birdlife of Walka Water Works and was completed in December 2017. It is the first stage of the Walka Water Works Interpretation Plan.

Council's Heritage Officer Clare James says, ‘This project seeks to reimagine how the site could offer new experiences for the local community, raise the profile of Walka Ecology, along with promoting the value of the site to an education audience.’

‘The heritage value of Walka extends well beyond the bricks and mortar of the former pumping station and reservoir. The place has outstanding landscape beauty and has ecological significance and that has been reiterated by the award.’

The Ecology Viewing Platform set on the lake's edge, represents the centre of the program of interpretation works, and has been developed as a destination in the project's Walka Ecology Walk. It features information panels and also provides a new seating area for small groups.’

‘The Walka Bird App has been developed as a starter's guide into birdlife at Walka. It was generated from information relating to habitat, bird descriptions, behaviour, food and photography, and is specifically designed to focus on improving observation skills. Eye catching imagery provided by the Hunter Bird Observer's Club has been used in all components of the project. Bird poles have also been positioned around the Lake Trail Circuit which mark sheltered and expansive viewing areas.’

‘A curriculum resource development guide for Walka has also been prepared by education consultant Helen Doust, which supports teaching of History, Science and Geography. Project resources can be found on Council’s website along with more information about visiting Walka Water Works by searching for ‘Heritage Education Programs’. https://www.maitland.nsw.gov.au/news/walka-recognised-with-national-award

In conclusion, all the above planning and outstanding projects it gave rise to would be rendered useless if the short- sighted plans proposed in the Destination Management Plan 2020 for Walka Water Works were implemented. Recommendations

 Maintain the site for passive recreation and preserve it as one of the best wildlife reserves and Heritage sites in the Hunter Valley.  Avoid any development that compromises its heritage and ecological value. There are other sites in Maitland LGA that can more directly exploit the visitor economy.  Care for and increase native vegetation. Plant indigenous species that will sustain birdlife.  Enhance the Heritage value of the site by not allowing unsympathetic development and enhance the ‘village green’ ambience of the surrounding area.  Improve water quality  Maintain vegetation on the edges of the water body for biodiversity.  Employ a ranger, even part time, to maintain and preserve the site as a wildlife reserve. There are examples of this in surrounding local government areas. For further discussion, please contact

Yours sincerely

29 July, 2020

Conservation Co-ordinator for Hunter Bird Observers Club Inc. Submission 12

From: Sent: Wednesday, 29 July 2020 12:14 PM To: Your Say Subject: Maitland Your Say - draft Destination Management Plan

Please organise a loading zone for campbells store for business owners, more free off street parking is required too Thanks

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1 Submission 13

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Submission 14

From: Maitland City Council Sent: Thursday, 30 July 2020 9:18 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Thursday, July 30, 2020 - 09:17

Submitted by user: Anonymous

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Enter your I would like to see the waterworks turned into a first class message Botanical garden

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1 Submission 15

From: Sent: Thursday, 30 July 2020 1:46 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

We had a glorious old home in Morpeth - used mainly for weekends etc. we love the place. However you need to offer more than improving food and shops. Some years ago Morpeth had a well known jazz festival for a weekend. Nearby there was also a film festival - is the old cinema in High St still there - is was renovated on the outside some time ago. These Events were very well known but sometimes organised by locals who did not cater to the City visitors. There was never attention given to special dinners in great places, take away lunches, wine tasting from Hunter - that can be consumed by the river. Get some young go-getting people to run the events. Lights in the main streets, include your buskers etc. but put the effort into it. Morpheth also puts on a great Anzac Day walk through town - well run. Put some some upper class accommodation into Maitland Jail and the people will come. Do not organise anything in this area for locals (lovely people) but have in mind Sydney people who just want to escape for a Festival weekend. Become known as THE Festival destination. Good Luck - hope you do it.

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1 Submission 16

From: Maitland City Council Sent: Thursday, 30 July 2020 12:21 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Thursday, July 30, 2020 - 12:20

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I feel Maitland can learn a lot from Bright Victoria and locally from Dungog on the commercial benefits of promoting cycling - for little spend. 1. Bright Bright is a charming town in itself but has benefited hugely through the development of cycleways linking the town to nearby surrounding attractions such as vineyards and cafes. The immediate Maitland surrounds of picturesque FLAT farmland are ideal. A dedicated cycleway linking Maitland, Morpeth and Woodville via the river wherever possible (and not sharing roads with cars) would be ideal. Enter your People are looking for family weekend activities - look at the success of message Newcastle Harbourside paths. A path like this is destination, drawing people (and families) from surrounding areas, directing them to local businesses such as cafes and restaurants. Just a riverside path along the levee bank between Maitland CBD and Morpeth can be trialed - it would boost trade for both and that’s the Bright experience. 2. Dungog Dungog Common has demonstrated the power of just a well set out mountain bike area to draw visitors and trade. Look at Dungog Main Street any weekend and see the number of bike racks on parked cars.

1 To date Maitland has done nothing meaningful for bike paths or bikes as a family recreation - the odd sign and a line painted on the side of a busy road is useless. No surprise the result has been zero.

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2 Submission 17

From: Maitland City Council Sent: Friday, 31 July 2020 12:11 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Friday, July 31, 2020 - 12:11

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Please allow dogs on leash as part of the plan at Walka Water Works. Enter your Since we got a dog 4 years ago we have not visited the site. We used message to go at least once a week.

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1 Submission 18

From: Maitland City Council Sent: Friday, 31 July 2020 9:20 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Friday, July 31, 2020 - 21:20

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The destination management plan look great. It is wonderful to see a strong focus on shared use paths and connectivity. As a person who travels quite a lot these are major factors in the places i visit. Once i arrive somewhere i do not want to be getting the car out again to drive Enter your so having good connectivity between the town and its attractions are message critical. As a long time resident of Maitland this is what i have wanted for many years to reduce the vehicular dependability and allow myself and my family to more safely be able to move around town. I look forward to seeing Maitland bring itself up to speed with many other town and put it self on the tourism map.

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From: Maitland City Council Sent: Monday, 3 August 2020 2:56 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

The following submission has been received for 'Draft Destination Management Plan'.

Submitted on Monday, August 3, 2020 - 14:56

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As a long term Maitland resident with a career in Sports Administration I welcome the opportunity to comment on the Draft Destination Management Plan and in particular the role sport can play in the implementation of this plan. The Maitland LGA is blessed with not only first class facilities the Maitland Sportsground precinct, Federation Centre, Maitland Park but Enter your also enjoys a rich history of sporting achievements and icons in their message chosen sport. I feel that this plan could leverage off this and look to acknowledge and recognise these Maitland identities wonderful achievements in a Sporting Hall of Fame that would form part of one of the facilities mentioned above or even the Tourist Information Centre, Maitland Art Gallery or Maitland Gaol to greater diversify these key landmarks to increase visitors to the region whilst acknowledging Maitland's rich sporting history in the process.

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From: Sent: Tuesday, 4 August 2020 8:30 AM To: Your Say Subject: Your Say - draft Destination Management Plan

One of the things I think is absolutely necessary is more parking in Maitland. Wherever we go it is difficult to get a park in normal times – that is pre-covid. I would implore you to come up with better parking. Perhaps a multi storey where there is already one level space. Regards,

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Comment below:

1. The Draft Destination Management Plan (DMP) https://www.maitland.nsw.gov.au/maitland- your-say/engagements/draft-destination-management-plan The draft DMP proposes a range of opportunities to enhance Maitland’s visitor economy. Even if the DMP is accepted by Council the implementation phase requires further engagement within the identified tourism sectors of events, sports, agritourism, food, inbound, education and Aboriginal tourism. This further engagement will no doubt take 12 to 24 months which would put any implementation into the 2022-23 timeslot. 2. My overall view is that the plan relies on river activities, arts and music events. These options bring inherent issues: a. Not much can be done on the river from the Maitland side except look at the water, b. The arts only attract small numbers at any one time which is not a big money spinner, c. Music Concerts may bring a lot of people in for an event but this is ruined by the excessive alcohol and drug attitude of the patrons. d. Accommodation for large events is not available within a short distance of the CBD 3. Morpeth - The proposal to improve access to Queens Wharf to allow for overnight RV parking is possible the best item in the DMP. More caravan/RV parks with some facilities for children are long overdue in the Maitland area. 4. Central Maitland - Redeveloping Riverside Car Park into, a mixed-use development including a large residential component with accommodation and ground level commercial will remove much needed parking in the area. If this development was to go ahead it would be interesting to know where the lost park spaces and new parking requirements could be possibly located [certainly not near the current Riverside Car Park]. Loss of the current parking area will exacerbate the parking issues in the CBD. 5. Maitland Gaol – The current Maitland Gaol Development Plan [ https://www.maitland.nsw.gov.au/document/maitland-gaol-development-plan ]proposes to build a hotel [Attachment B para2.9] which might be acceptable if the hotel licence was used in conjunction with alcohol functions within the gaol. However, there is already far too many pubs or clubs trying to survive in a cut throat environment. On the other hand, if a motel was built it would increase accommodation in the Maitland area for all events including the Gaol and I believe would be a much better option. As far as the Gaol plan itself it relies too much on grants, volunteers and work for the dole in my view. Also the numbers of visitors and events anticipated seem unachievable. 6. From the Related documents I provide comments on the related documents which are referenced on the website:

A. Maitland +10 is supposed to reflect the aspirations and priorities of our community and the Plan is to be reviewed at the commencement of each new term of Council – if this occurs nothing has ever been mentioned publicly to my knowledge.

B. Visitor Economy Industry Action Plan 2030 – Not one Maitland Event [eg. Steam Fest, Tocal, Bitter & Twisted Festival] is in this plan. Maitland did not even get a mention.

C. Statewide Destination Management Plan – Maitland is considered once as a next potential future ‘hero’ destinations. The section on Sydney Surround North mentions HUNTER VALLEY Port Stephen, Newcastle, Lake Macquarie, Cessnock, Lovedale but not Maitland.

D. DMP Destination Sydney Surrounds North – This plan was to be reviewed in • May 2018 (3 Month Review) • November 2018 (6 Month Review) • November 2019. However, the document is still the original as far as a can see and yet we are already half way through 2020. The document identifies the following ‘Gap Items’: - Recognition as a tourism destination, Visiting Friends and Relatives (VFR) sector, Transport, Accommodation, Caravan park. Transport, Accommodation and Caravan parks are still a major setback for the Maitland area

E. Hunter Regional Plan 2036 – mentions Maitland twice with: Focus development in established services and infrastructure, including the Maitland Corridor growth area. Nothing Concrete in this statement.

F. Greater Newcastle Metropolitan Plan 2018 – this plan mentions Maitland more than all the others put together. Strange isn’t it. Page 32 even states “Maitland and Cessnock have also adopted place-based strategies for urban renewal and revitalisation focused on bringing people together. Their success is shown in the landscape design award for The Levee in Central Maitland as a regular event space for food, culture and history festivals.” Yet the Levee as a successful event space for food, culture and history festivals is high debateable.

G. Hunter Regional Economic Development Strategy – Page 8 states ‘European heritage sites such as the Maitland Correctional Centre also exist within the Region. It is recommended that actions to further utilise the aforementioned tourism assets are devised when this Regional Economic Development Strategy is updated. My Question is quite simple: Why would the Hunter Regional Economic Development Strategy 2018-2022 make a statement that says ‘actions to further utilise the aforementioned tourism assets are devised when this Regional Economic Development Strategy is updated’ in four years’ time. It should have been included in 2018-2022.

This document also suggests: - Investigate re-opening Cessnock to Maitland rail line for passenger services) yet I have seen nothing to suggest any investigation has started or being considered.

H. Maitland tourism product audit: - a. shows 21 Art, Heritage and Cultural attractions however these does not seem to be profitable on their own feet. b. Maitland has plenty of eating and drinking places none of which are over capacity c. Accommodation and Conference facilities can only cater for small to medium size functions I. DMP preliminary engagement report:- shows and engagement timeline between January to June 2019 and implementation to commence in 2020 yet in August on the website it states “Late August 2020 DMP to be reported to Council to consider for adoption” [ https://www.maitland.nsw.gov.au/maitland-your-say/engagements/draft-destination-management-plan ] I doubt implementation could be commence until 2021 at the earliest. K. Morpeth Business Review 2016: - This report is more realistic of the situation as it effect Morpeth as a separate entity . As a DMP if the MBR2016 was acted upon in full, then the prospects would excellent. Unfortunately, MCC never fully implements any of the plans presented to it. L. Central Maitland Structure Plan 2009: - the issues and concerns identified in this document still exist – in other words the suggestions and recommendations were never acted upon so why bother with a Structural Plan

None of the documents which are referenced on Destination Management Plan website provides any information on possible highway or main road upgrades. The majority of plans involve the Arts and consumption of Alcohol so thereby promoting an opportunity of increased ‘drink driving offences.’ I do not believe council should be in the alcohol business.

These are my views on the main issues affecting all the above plans: 1. Removal of New England Highway traffic - Maitland needs to be bypassed from 4 mile creek [Metford] to Harpers Hill to remove the ‘through traffic’. This has been done at Yass, Mittagong, Goulburn, Taree etc to the greater benefit of the localities. 2. The intersection of New England Highway and Cessnock Road [ near Maitland Railway Station] is the biggest disgrace in the MCC area. 3. Lack of reasonable parking in the MCC CBD is a major contributor to frustrations. 4. The development of “al fresco” dining on High St Mall [Now Levee] and Riverbank is compromised by through traffic and lack of children activities in the area. 5. The MRAG will unlikely become a financial success – there is not enough money in looking at art and drinking wine. It may bring people to the city but not dollars to council coffers. 6. Caravan and RV accommodation is required to capture the ‘grey nomad or traveller’ who might stay for 2 – 5 days.

Regards

06 August 2020 Submission 22

From: Sent: Saturday, 8 August 2020 1:16 PM To: Your Say Subject: Designation Management Plan

Hi, I've already answered your survey questions but thought I'd add the following...... if the Council owns the Morpeth Train Station then it would be a fantastic place for a Farmers Market and Provedore outlet along with a cafe or restaurant. The farmers could set up stalls to sell their produce say, every Tuesday or Saturday (or both) and the unsold produce could then be sold throughout the week from the Station building that has a cafe or restaurant attached to it. And/or the leftover produce could be used by the cafe owners in the food preparation.

At Queens Wharf a boat house could be built (on stilts in case of flooding) to offer canoe, kayak and SUP hire (along with perhaps bike hire too). The boat house could also house a seafood cafe with indoor and outdoor seating overlooking the park and river.

It would be good if any new redevelopment on Swan Street beside the Vet had a row of shops at street level.

If possible, an Artist Precinct could be developed in one of the big sheds along Swan Street holding an art supplies provedore, galleries, art studios, cafe and bar.

Here endeth my thoughts.

Yours in expectation, Submission 23

From: Sent: Monday, 10 August 2020 1:02 PM To: Your Say Subject: Draft Destination Management Plan feedback

Good Morning,

I have been reviewing the DMP and congratulate Council on the process of identifying the 5 priority hubs for development. Given the nature of my business, in delivering bespoke, unique experiences in our local LGA and my event background, I am very excited by the opportunities for key stakeholders and local small businesses to engage and support these hubs.

One of the main reasons I started small walking tours in Maitland was to offer a platform for the local community and visitors to embrace and explore what we have in our own backyard in terms of our rich history, food, wine and small bar scene. Essentially offer the community and visitors (visiting friends and relatives is one of my identified key markets) reasons to stay and support local businesses - something which I am passionate about. The key themes identified in the DMP all lean into the growth of Maitland as a regional tourism destination which is exciting. In terms of feedback on the DMP, I offer the following:

Morpeth Hub As a local, established small tour operator, I am very interested in the Morpeth hub and the focus on the heritage product. I have a 5 year plan of identifying, designing and delivering three tours in the Maitland LGA, two of which are already in place and currently being delivered which Council are aware of. The third opportunity I identified, was tapping into the rich history of Morpeth and in particular building on the existing guided history tour currently delivered by Gaol tour guides for the cruise market. I would be delighted to discuss with Council a potential collaboration to increase the current offering and deliver the tour in this space.

Walka Water Works 5.1 Product Development for Visitor Accommodation Offerings In my experience, consumers are seeking unique accommodation experiences to disconnect from the world and connect with nature. There are existing businesses like In2theWild which offer purpose built, unique, eco friendly accommodation seeking land to simply place their tiny houses: https://www.in2thewild.co/ Potentially this option could be considered to encourage farmers, rural land owners etc to consider farm stay accommodation.

The potential to develop WWW is exciting and an often discussed topic in the public arena, however I believe consideration should be given for Council to engage and partner with a local small business or start up to own and manage this function space. Outsourcing the management of the functions at Walka ensures the delivery and consistency of safe, quality events and functions, compliant with Council's WHS policies and procedures.

5.1 Attract, Grow and Foster Events In an effort to expand on the current event offering, add more evening activity and connect with local community groups and businesses, consideration could be given for Maitland to present an event similar to a current event in Parramatta called Parramatta Lanes. I went to this in 2019 and it was really engaging. Each location had a food, art/music/creative element and also a strong sustainable message and allowed visitors to explore laneways and spaces previously underutilised (place activation at its best). There was also a passport for the event including a map, list of vendors at each location and vibrant signage to direct visitors to the next location. An event in this style could potentially offer connection to various hubs in Maitland, Lorn, Maitland laneways, riverwalks, Hunter River etc and offer a platform for the many creatives of Maitland to engage with the community. Potentially this event could be delivered buy a contractor in collaboration with Council: https://www.parramattalanes.com.au/

Priority Hub - Central Maitland The Levee Central Central Maitland The only negative feedback I have on the Draft DMP is redeveloping Riverside Car Park to a mixed development to house accommodation and commercial businesses. I don't believe this is a viable concept to remove an existing carpark which is heavily utilised by customers servicing Maitland businesses for a purpose built infrastructure.

I acknowledge the "why" this redevelopment would be seen as a progressive move for Maitland, however there are currently a number of historical buildings vacant in Maitland CBD which could be repurposed for commercial use and as already mentioned in the draft DMP, there is a consideration to identify opportunities for shop top housing within existing building to increase accommodation in Maitland.

I personally believe collaboration with current property and business owners to action the above would be a positive approach to achieve the end goal and limit the negative feedback from ratepayers in the redevelopment of the carpark. The Draft DMP contains a number of exciting, achievable initiatives in terms of tourism growth and engagement with local key stakeholders and I believe the redevelopment of Riverside Car Park has the ability to shift the focus from all the positive future initiatives in the DMP.

In summary, is committed to tourism product development in Maitland and developing new visitor experiences to grow the visitor economy and would be delighted to work with Council on the development and delivery of potential projects identified in the DMP. Please don't hesitate to reach out if there is any way we can work collaboratively with Council and in particular support future funding applications to facilitate this.

Kind Regards,

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From: Maitland City Council Sent: Sunday, 9 August 2020 12:10 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Firstly let me congratulate all on the preparation of a good framework for the future of Maitland tourism in a wonderful document.

I agree that an essential to boosting events in the Maitland area is to have a sizable quality hotel (4 stars) set in the central Maitland area. This would help with the development of a restaurant and entertainment precinct.

There would also seem to be merit in establishing greater connectivity with Pokolbin and one enabler for this is the need to have bookable Enter your events (already noted in the draft plan). Perhaps some shuttle message transport from the vineyards to the Maitland hubs, which would also facilitate movement around the hubs.

Being a Morpeth resident, I feel better placed to offer suggestions for this hub (some probably already covered). Some thoughts: - establish an event co-ordination body that plans and advertises regular events in Morpeth (say one Sunday a month) in addition to promotions by the various businesses; some regular Friday/Saturday evening things would help the evening economy - walking/cycle bridge across the river that connects with a track to

1 Hinton - walkway from Queens wharf to old railway station with connection to shops near bridge - concrete footpath around the Morpeth heritage walk - walking track and cycleway between Morpeth and central Maitland

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2 Submission 25

From: Maitland City Council Sent: Sunday, 9 August 2020 4:58 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Submitted on Sunday, August 9, 2020 - 16:57

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I have seen the plan for Walka Water Works and I do have some concerns. My husband and I walk over there 6 days a week when not wet. We are in Walka Grange Retirement Village and there are quiet a few residents that walk in the reserve. There are lots of families that use the reserve on a regular bases.

I think that the cabins and caravan, RV camp area near the main area would be a great asset to Walka. Many birdwatchers and nature lovers would have great delight in staying Enter your message

there. It would be wise to have a two week limit per stay.

One concern is should cabins be built around the lake, will the people

1 hiring them have driveable road conditions around to them. This would be very dangerous for people walking and with young children walking or riding there push bikes. Should the gate be left open for cabin access this would allow motor bike riders,all car types and vandals to access this area. I do believe that there is a problem with vandalism now.

I do not like the impression of the facade of the main building. I don't believe it will enhance the appearance of the original heritage but rather distracts from this. It is a beautiful building why spoil it.

This area has always been a family orientated nature reserve and it would be a shame to see this lost to so called improvements to this area for the purpose of the tourism dollar. Please do not forget the interest of local people.

Lastly the service road Scobby Lane would need upgrading to accommodate the increase in traffic flow.

Yours Faithfully

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2 Submission 26

From: Maitland City Council Sent: Wednesday, 12 August 2020 8:11 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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As a user of Walk Water Works I was horrified to read of the plans to change this wonderful wildlife area into a tourism hub that caters to everything but wildlife. As you know, there are records showing the importance of the area to birds, with such a good representation of Australian natives found there. (Please refer to the extensive submission made by the Hunter Bird Observers Club Incorporated for Enter your specific details which I won’t reiterate here.) The habitat varies, message geographically and seasonally. In its present form it is also well used by locals seeking exercise and quiet in nature. This gem is not just another example of a wildlife reserve – it’s close to the city, it’s appreciated by residents and visitors and it’s used by wildlife. There aren’t many places surviving that fit that description. Please don’t make us lose this wonderful asset.

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1 Submission 27

From: Sent: Tuesday, 11 August 2020 3:51 PM To: Subject: RV Parks

Thank you for sharing the draft Destination Management Plan.

The Campervan & Motorhome Club of Australia Ltd (CMCA) is undertaking the development of recreational vehicle (RV) parks, specifically targeted to self-contained RVs, as defined under the Club’s Self Contained Vehicle Policy. The development of these RV parks will provide a network of safe, low-cost and environmentally responsible accommodation options for all owners of self-contained RVs.

CMCA seeks to emulate the New Zealand Motor Caravan Association (NZMCA) model by offering unique accommodation benefits to RV travellers and unite the self-contained RV traveller market under one organisation.

The popularity of RV tourism in Australia has had a resurgence as more Australians opt for domestic travel. There is a real opportunity for Maitland to attract this market and CMCA supports the notion of a recreational vehicle park in Maitland.

Please find attached relevant documents for consideration and preview a video on the park in Bundaberg. https://youtu.be/6pVSDyq_rtA

Richard Barwick Chief Executive Officer | Company Secretary

Visit us cmca.net.au

This email message and enclosures are confidential, may contain legally privileged information and are intended solely for the named addressee(s).If you receive this email in error, please notify the sender by return email and delete all copies of this message from your computer network. Any unauthorised review, use, disclosure, copying, distribution or publication of this message and enclosures is prohibited. CMCA accepts no responsibility for the content of any email which is sent by an employee which is of a personal nature or which represents the personal view of the sender.

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1 CMCA RV Parks

Project Overview – February 2019

1. Project Overview The Campervan & Motorhome Club of Australia Ltd (CMCA) is undertaking the development of recreational vehicle (RV) parks, specifically targeted to self-contained RVs, as defined under the Club’s Self Contained Vehicle Policy. The development of these RV parks will provide a network of safe, low-cost and environmentally responsible accommodation options for all owners of self-contained RVs. This project will deliver a clear member benefit that will differentiate CMCA from all other RV clubs in Australia.

CMCA seeks to emulate the New Zealand Motor Caravan Association (NZMCA) model by offering unique accommodation benefits to RV travellers and unite the self-contained RV traveller market under one organisation.

1.1 CMCA Goals Develop an Australia-wide network of CMCA RV parks that deliver an integrated network of environmentally friendly, alternative RV accommodation facilities to meet the needs of CMCA members and the public with CMCA Self Contained Vehicle certification. Develop key RV tourism infrastructure that will allow CMCA to partner with state tourism organisations and Tourism Australia to promote Australian RV tourism to intrastate, interstate and international markets.

2. Business Objectives 2.1 The Challenge The number of caravan parks in Australia is declining at an average rate of 13 per year with caravan park accommodation being further reduced by ongoing moves to convert current powered and unpowered sites to fixed accommodation. Further to this, property upgrades combined with increases in rates, insurance, electricity and other charges make it no longer commercially feasible for many of the caravan parks to provide suitable accommodation for low yielding self-contained vehicles within the caravan park network.

The growth in sales of campervans and motorhomes in Australia is being significantly outstripped by the growth in caravans with on-board shower, toilet and fresh water tanks. The BDO Caravan and Campervan Data Report 2016 suggests the largest growth in caravan registrations from 2015 to 2016 was in the 1.5 to 3.0t range, vehicles most likely to have on-board toilet and fresh water tanks and therefore able to meet the criteria of CMCA Self Contained Vehicle Policy. It is relatively easy to upgrade these vehicles with either inbuilt or external grey water tanks and this can be undertaken either at purchase or aftermarket. While self- containment was unique to motorhomes and campervans a decade ago, this facility is now found on a wide range of RVs including camper trailers, caravans and 5th wheelers.

Campervan & Motorhome Club of Australia 02 4978 8788 | PO Box 254 HRMC NSW 2310 www.cmca.net.au It is estimated that of the 679,000 registered RVs in Australia, there are at least 150,000 that either meet the criteria of CMCA Self Contained Vehicle Policy or have the potential to do so. Self-contained RV tourists are generally environmentally responsible travellers who take pride in the self-sustaining capacity of their vehicles and their ability to leave nothing behind but tyre tracks.

Through a network of CMCA RV parks, self-contained RV travellers will be able to minimise their accommodation costs while maximising the environmental advantages of their vehicles. This will allow members to engage socially and financially with the local communities they visit. Non self-contained RVs should be encouraged to use existing commercial caravan parks where possible.

The challenge for CMCA is to unite these like-minded tourists through the provision of a comprehensive network of CMCA RV parks, in partnership with local government, and deliver quadruple bottom line benefits to local communities.

2.2 The Solution

State governments are changing policies to support the development of basic camping options to meet the needs of self-contained RVs. These local planning policy changes are in turn freeing up local government to explore new opportunities to develop RV tourism. CMCA seeks to partner with local government to either lease existing camping grounds or establish new RV parks on land leased from them. Where suitable property is not available through leasing, CMCA will consider purchasing freehold property.

Developing CMCA RV Parks will provide low-cost accommodation for self-contained vehicles and a strong incentive for any owner of a self-contained vehicle to join the Club.

CMCA is in a unique position to establish member only RV parks due to: • Commitment to developing this project • Significant funds on hand to lease and develop, or where needed purchase, properties as basic RV parks. • The development of the CMCA Self-Contained Vehicle Policy • A large, geographically diverse membership base able to provide advice and support to the property acquisition process. • A network of State Representatives/Coordinators liaising with State and local government • A Board committed to developing significant member benefits and through these, growing the membership base. • The skills, experience and capacity of senior management.

3. The Project 3.1 CMCA Project Goals

1. To establish a minimum 20 RV parks by the end of 2020 2. To make CMCA RV parks the most environmentally friendly drive tourism accommodation 3. To promote the CMCA RV parks as a key club benefit that drives membership growth 4. Add product to the declining RV accommodation market 5. Provide local governments with an alternative to unregulated ‘free’ camping

3.2 CMCA Project Benefits 1. CMCA membership growth 2. CMCA property portfolio 3. CMCA a major RV accommodation supplier 4. CMCA an inbound tourism supplier 5. Greater recognition and support of CMCA by Federal, State and Local government 6. Significantly increased CMCA brand equity

3.3 Local Government Project Benefits

The project will deliver quadruple bottom line benefits to partner councils including: 1. Development of a sustainable, eco-friendly tourist facility, delivering the lowest greenhouse gas emissions of any type of tourist accommodation. 2. Onsite custodian to ensure RV Park users meet CMCA Self Contained Vehicle Policy standards, along with any lease or other Council requirements. 3. No management costs or Council staff tied up in overseeing compliance, bookings or collecting fees. 4. No maintenance costs or costs for upgrades and improvements. 5. Access to CMCA volunteers for events and community projects. 6. Direct return to ratepayers through rates and lease payments. 7. Indirect return to ratepayers through purchases from local businesses by CMCA members using the RV Park. 8. Direct benefits to local businesses through increased tourism spend. 9. No competition policy or compliance issues with caravan park operators. 10. Privately operated, commercial camping ground for self-contained RVs with any self-contained RV owner able to join the club by phone or Internet. 11. A sustainable, long-term tourist facility linked into a national tourist accommodation network and supported by national and international promotion through marketing activities of CMCA and its partners. 12. Marketing and promotional ability highlighting this location as a short-term destination. 13. Provide council with accurate spend figures from members visiting the park and spending in town.

3.4 Project Deliverables

1. RV parks of a quality and style that are acceptable to the majority of CMCA members and other road-based travelers wanting basic camping options. 2. A set of strategies to guide camping ground acquisition and development processes that maximise user benefits and minimise cost and risk issues. 3. A comprehensive, Australia-wide network of RV parks that provides CMCA members accommodation options at most frequented locations and touring routes. 4. Leases of either public or private land, or where leasehold options are not available, purchase freehold land on which to establish RV parks. 5. An integrated and consistent RV accommodation product that can be marketed internationally, particularly to members of RV clubs elsewhere in the world. 6. A cost-effective online booking and payment process to support access and use of CMCA RV parks. 7. Active and consistent promotion of the CMCA camping ground network across a range of media, to attract new members and retain existing members. 8. Ongoing management and maintenance of RV parks. 9. Training of park caretakers to develop a comprehensive database of caretakers Australia wide and scheduling of park caretakers as needed 10. Management and maintenance of payment and booking system. 11. Ongoing liaison with councils and other stakeholders to support established RV parks.

3.5 Property Acquisition

Property acquisition will be guided by a Property Acquisition Strategy document that will outline the key set of benchmarks to underpin property acquisition activities. These strategies will help determine preferred location, size and type of properties along with timeframes and growth requirements on a State by State basis. Property acquisition will take place either through working with CMCA State Representatives, local contacts, real estate agents or local councils to identify appropriate land available for lease or purchase. Where possible, CMCA will seek to lease property on long-term non-commercial leases and where suitable leasehold property is not available, purchase freehold property. An RV Park will enhance a towns ability to secure long-term RV Friendly status while relieving councils of the costs of management and maintenance.

3.6 Required/preferred property attributes

When identifying land for acquisition the following attributes will be considered:

a) Required (essential) attributes 1. In a safe and sustainable location 2. Provides ease of access for all vehicles including large motorhomes and fifth wheelers 3. Access to potable water 4. Acceptably flat land of approximately 10,000m2 (approx. 40-60 vehicles) 5. Will receive a permit to operate as a low-cost camping ground 6. Likely to receive all other necessary consents and approvals 7. Adjacent to or within easy access of major roads or highways 8. To install/access a dump point at the property or within a reasonable distance of the property 9. Fits with the long-term objective of an integrated national RV accommodation network

b) Preferred (non-essential) attributes: 1. Away from residential neighbourhoods 2. Provide a tranquil and scenic setting 3. Adequate fencing and security 4. Reticulated sewerage 5. Water and electricity 6. Reasonable proximity to tourist attractions and recreational facilities 7. Within reasonable walking distance of retail outlets and community centres

4. Risk Management A full risk management plan with associated risk register has been developed for the project. Identified key areas of risk are: ▪ Financial Risk - failure to meet funding, budgeting and financial reporting targets. ▪ Operational Risk - failure to meet implementation targets, identify appropriate properties for acquisition and develop these properties into usable and acceptable RV parks. ▪ Strategic Risk - inability to support targeted strategic outcomes for the project including RV park usage and membership growth ▪ Hazard Risk - failure to identify and mitigate hazards during the development of RV parks ▪ Reputational – failure to meet the above will place the credibility of the organisation at risk.

5. Costs/revenue ▪ Expected establishment cost per RV park is between $50,000-$100,000. ▪ Average RV park size = 40 vehicles ▪ Average RV park occupancy = 50% ▪ Average administration charge per site, per night = $6.00 members and $15.00 non-members ▪ Management/lease/maintenance cost per RV park = $30,000-$40,000 per year Management costs would include lease payments, rates, rubbish removal, mowing and general maintenance, electricity, water and management. It is envisaged staff costs for management and administration will be allocated to overall operational costs.

6. Implementation

6.1 Stage 1 – Trial Sites

To initiate this process, the Board implemented the acquisition and development of a trial site at Ingham, QLD to gain a better understanding of the various issues involved in setting up member-only RV parks before officially launching a company ground policy and strategy to members and the public. Learnings from this site have helped in the development and operational templates compatible with the legislative environments of each State. It has assisted to develop an acquisition strategy to guide ongoing activities in other locations.

6.2 Stage 2 – Annual Acquisition & Development Plan

In tandem with the development of the initial trial site, a plan for the ongoing rollout of CMCA RV parks has been developed following completed development of the first trial site and full analysis and documentation of this process.

This planning process includes an acquisition strategy aimed at focusing CMCA resources on targeting areas of highest demand and/or locations with the greatest potential to drive membership growth.

This strategic approach to property acquisition will provide clear guidelines to CMCA State Representatives/Coordinators undertaking initial assessment of proposed properties and avoid any ad hoc acquisitions that do not support an integrated RV accommodation network.

Since the initial trial site in Ingham, CMCA has opened further RV Parks in Railton (TAS) Euston (NSW) Bundaberg (QLD) and Chinchilla (QLD). CMCA has approval for another site at Penola (SA).

CMCA will continue to seek out appropriate sites and work with local governments and other land owners to acquire the land, ensure compliance and achieve successful outcomes as identified in this strategy. CMCA will target areas of highest demand and/or locations with the greatest potential to drive membership growth. CMCA RV Parks

Property Acquisition Strategy – February 2019

1. Overview

CMCA was established in 1986 and has since grown to be the largest RV club in the southern hemisphere with over 38,000 memberships and over 70,000 members. CMCA has been built on the foundations of adventure, enjoyment, education and fun, while promoting fellowship, safety and respect for the environment. Membership growth has also been driven by key member benefits, being The Wanderer club magazine and the club insurance scheme. With CMCA aiming to substantially grow membership, the club must develop additional member benefits to attract new members from the approximately 679,000 RVs currently registered in Australia.

CMCA Board supports the development of a network of no-frills RV parks across Australia for self- contained RVs, as a key member benefit. This is in line with successful outcomes achieved by RV clubs elsewhere in the world, particularly in New Zealand and the UK. There are currently significant RV accommodation challenges across Australia, particularly along coastal areas from Cairns through to Adelaide, mainly focused on the cost of commercial accommodation and the availability and quality of non-commercial accommodation.

This strategy is specifically designed to focus development of CMCA RV parks in a way that maximises both the value of CMCA investment in these parks and the number of RV parks that will be developed through to 2020. This strategy is aimed at maintaining a balance between establishment cost, consumer demand and site availability in developing a network of RV Parks that will maximise membership growth across all types of self-contained RVs.

The Board will oversee the implementation of this strategy to guide the development of CMCA RV parks and ensure that all property acquisitions, either leasehold or freehold, fit with this strategic approach.

2. Corporate Structure

The CMCA Board has developed the appropriate corporate structure that provides delegated authority and resources to deliver both an RV project development team that can achieve or exceed the project goals outlined in section 3.1 and a management and maintenance structure that ensures the efficient ongoing operation of CMCA RV parks. Successful implementation of this approach will protect the CMCA brand while enhancing the reputation and credibility of the CMCA RV Park project with all stakeholders. A failure to maintain high management standards in either RV Park development or RV Park management and maintenance could result in government and other stakeholders withdrawing their support to the detriment of the project.

Campervan & Motorhome Club of Australia 02 4978 8788 | PO Box 254 HRMC NSW 2310 www.cmca.net.au 3. Acquisition Approach 3.1 Project goals 1. To establish a minimum 20 RV Parks by December 2020 2. To make CMCA RV parks the most environmentally friendly drive tourism accommodation 3. To promote the CMCA RV Parks as a key club benefit to drive membership growth 4. To operate CMCA RV Parks on an overall cost neutral basis.

3.2 Required (essential) property attributes 1. In a safe and sustainable location 2. Provides ease of access for all vehicles including large motorhomes and fifth wheelers 3. Access to potable water 4. Acceptably flat land of approximately 10,000m2 (approx. 40-60 vehicles) 5. Will receive a permit to operate as a low-cost camping ground 6. Likely to receive all other necessary consents and approvals 7. Adjacent to or within easy access of major roads or highways 8. To install/access a dump point at the property or within reasonable distance of the property 9. Fits with the long-term objective of an integrated national RV accommodation network

3.3 Preferred (non-essential) property attributes: 1. Away from residential neighbourhoods 2. Provide a tranquil and scenic setting 3. Adequate fencing and security 4. Reticulated sewerage 5. Water and electricity 6. Reasonable proximity to tourist attractions and recreational facilities 7. Within reasonable walking distance of retail outlets and community centres

4. Acquisition Strategy

For any site to be initially considered by the Board, whether it has been identified by CMCA staff or recommended by CMCA members or others, it must meet the required property attributes as outlined in section 3.2 and should demonstrate some of the preferred attributes as outlined in section 3.3.

In establishing strategic criteria for evaluating new RV Park sites, consideration is mainly given to maximising member access and therefore maximising RV Park usage, minimising the full cost of park development and creating a network of RV parks providing members with accommodation that allows reasonable access to major cities, tourist locations and key touring routes.

Any site identified as meeting the required property attributes will then be evaluated against the following three strategic criteria.

1. It can be either directly linked into the existing network of CMCA RV Parks, ensuring an acceptable spread of these RV Parks across all Australian States and Territories, or is in a location that will be linked into the network before 2020. 2. It will provide easy and low-cost establishment, having full support of local and state government, easy access to services and can be established close to or within the average park budget of $50,000 to $100,000. 3. It is located on or near a National Highway. To be considered, any new site must meet at least two of the above strategic criteria. By applying these strategic criteria CMCA will be best positioned to develop new sites as quickly as possible to meet membership growth targets, while maintaining the financial viability of the project.

5. Land Divestment

RV Park use will be continuously monitored through the online booking system established by CMCA and managed through national headquarters. If a park is underutilised and/or impacts the overall project goal of operating RV Parks on a cost neutral basis, CMCA will consider options including not renewing the lease or, if the land is freehold, divesting the property and using the funds to purchase land in more desirable locations.

6. Review

The Board shall review the Acquisition Strategy annually or at any time there is a significant change in the operating environment that may impact how CMCA acquires and operates RV Parks and recommend changes if required. The Board can instigate changes to the Acquisition Strategy and approve any changes recommended by management. Growth and Trends in the RV Sector in Australia – April 2019

The RV Traveller Market

• The industry is the fastest growing domestic tourism sector in Australia and has been for the past 15 years1. • Tourism Research Australia statistics show that 2016 recorded the highest growth in domestic caravanning and camping, overnight trips and visitor nights since data was first collected in 19982. • Total visitor nights of caravanning and camping grew by 11.7 million trips in 2016 over the previous twelve months to produce 51.6m visitor nights, a growth of 16%2. • In 2016, grey nomads accounted for 43% of the caravan and camping nights - a 19% growth over the previous year2. • The market is worth $5.53 billion a year, and RV travellers are the biggest spending travellers in both the domestic and international tourism market5, by virtue of their average length of travel. International caravan and campers in 2011 spent an average of $7,500 per trip compared to $4,750 per trip by other international visitors. Similarly, they spent an average of 71 nights in Australia vs an average of 33 nights by other international visitors. • The family market (30-54 years) is the strongest user of caravan and camping holidays, comprising 46% of the market. The age group 55+ represents 29% of the market. Millennials represent 18% of the market2 • As at Dec 2018, there were 612,617 caravans and 66,611 motorhomes and campervans registered in Australia, having achieved a 10% growth rate since 20154. • Caravans and campervans represent the two fastest growing sectors of vehicle types in Australia3. • It is estimated more than 80,000 RVs travel around QLD each year. • 65% of motorhomes and campervans are diesel powered and 3% run on LPG or dual fuel3. • Queensland has the largest and youngest fleet of caravans and campervans (160,774 or 26% of the nation’s RV’s) and the youngest average age of its fleet -14.7yrs. Queensland produced 31.4% of the growth in total registrations of RV’s from 2015 to 20163. • The proportion of caravans to campervans is 90% to 10% and this proportion has been steady over the past year. Australian manufacturers produced 38% of the campervans manufactured in Australia in the past 12 years. • Domestic visitors account for 91% of total visitor camping nights. • It is estimated that RV travel will increase by more than 60% over the next 10 years.

Campervan & Motorhome Club of Australia 02 4978 8788 | PO Box 254 HRMC NSW 2310 www.cmca.net.au • RV ownership has increased by 5.2% per year for the past 5 years4 • Baby Boomers are driving demand for RVs– their discretionary income is predicted to rise, and they’re expected to continue expanding the travelling market over the next 5 years. • In 2013, 30% of RV purchases were by people aged between 38 - 52 years and 29% were by people aged 53 - 67 years. • The number of caravan park spaces are expected to continue to decline over the next 5 years, which will dampen the popularity of the RV lifestyle. • When considering income from cabins, powered sites and unpowered sites at caravan parks, unpowered sites represent between 2% and 5% of total annual caravan park revenue4 • The average cost of an unpowered site in caravan parks across Australia remained steady in 2018 at $38.00 per night. This compares to the average powered site cost of $42.00 per night4.

Trends within Australia

• 53% of baby boomers aged over 65 plan on doing 2-3 domestic trips in 20196 • 15% of baby boomers plan on doing 4-5 domestic trips in 20196 • RV ownership has grown by 5.2% per year for the past 5 years6 • 51% own caravans, 17% camper trailers and 13% motorhomes/campervans6 • Owners of motorhomes were less likely to have children at home, have fewer financial limitations and increased free time due to (semi) retirement6 • 52% of currently owned RVs were purchased second hand, the majority of which (60%) were purchased from a private seller6 • Reasons for people selling their RV include: lack of use (26%); economic reasons (20%); family and health reasons (19%); technical or physical issues (16%)6 • 27% of those who have never owned an RV intend to enter the market in the next 3 years6 • Once a consumer has purchased a motorised RV, they have very little intent to replace it with a towable vehicle6 • 47% of those surveyed who do not own an RV indicated that they would consider hiring an RV in Australia6 • 74% of those who intend to purchase an RV in the future would consider hiring an RV in Australia6 (try before you buy concept) • 62% of current RV owners indicated that they would consider hiring out or providing their RV through a sharing economy platform6 • Annual Australian caravan manufacture has increased from 11,200 units to 14,000 since 2016, a growth of 12.5% per year. This compares to declining production of pop-tops, camper trailers and tent trailers over the same period10 • Caravans represent 66% of the towable RV manufacture in Australia each year, with pop tops 20% and camper trailers 12%10 • For towable vehicles, 58% of annual production is over 6m in length, with 25% 5-6m and 13% 4-5m, and this has remained relatively consistent since 201410. For towable weights, 56% of production is 2-3t, 19% 1.5-2t and 18% 0.75-1.5t. 6% of production is 3-4t. The 2-3t category has increased in proportion of production since 2012 from 28% to 56%, at the expense of all other weight categories. • For motorised RVs, 69% of production is for C Class RVs, 23% B Class and 8% Campervans10. In terms of vehicle length, 74% of production is for 7-9m, 20% 6-7m, 5% 5-6m and 1% over 9m. By weight, production is predominantly (93%) RVs of 3-4.5t, with 6% 4.5-8t and 1% 8t+.

Trends within CMCA

CMCA Membership survey results

• Over the past 5 years CMCA has acquired more members who own a caravan or camper trailer, and this represents 20% of current member vehicles7 . • CMCA has the largest caravan member base in Australia (over 7,000) • There is strong sentiment amongst members to allow caravan members to join as a full member7. • CMCA RV parks now include a limited number of non-member sites at a higher cost.

Accommodation Preferences

• The overall preference of CMCA Members is for non-commercial accommodation. They are principally interested in public ‘camping’ areas without facilities and public low-cost camping areas with limited facilities1. A third of members will stay exclusively in a commercial caravan park, a third will have a mixture of commercial and low-cost camping and a third will never stay in a commercial park. • Another report states that accommodation preference for road-based travellers is for publicly available sites without facilities whilst 34% of RV travellers stay only in caravan parks and 16% stay only in non-commercial accommodation5. • There is a major trend towards fully self-contained vehicles - moving away from the necessity to stay in a caravan park. Self-contained RVs are environmentally friendly, and don’t need to plug into electricity or sewage systems, as they have on board facilities such as holding tanks, water supply and solar power. • There is a trend towards larger vehicles with growth in the 1.5 tonne to 3.1 tonne categories4. • At least 93% of CMCA members have a vehicle that could potentially comply with the CMCA Self- Contained Vehicle Policy which covers storage and disposal of grey and black water (CMCA personal comm). • Members who own a campervan (versus a caravan or motorhome) are significantly less likely to comply with the self-contained vehicle policies compared to other vehicles. • 64% of CMCA members are more inclined to visit a town if it is a RV friendly town. We now have 337 RVFTs throughout Australia1. • 27% of CMCA members travel with pets1 and this immediately restricts the number of caravan parks they can access, as less and less parks are pet friendly. Environmental Leadership

• When asked ‘How important is it to you for the CMCA to take leadership in promoting environmentally sustainable RV tourism?’ 90% of members strongly agreed1. • CMCA has a Self-Contained Vehicle Policy for the vehicle and a Leave No Trace Code of Conduct for its members. Over 13,000 (30%) of member vehicles have SCV accreditation7, however 93% of the member fleet can meet the criteria of SCV.

Spending • Members expect to spend (per night) on average $14.20 on site fees, the nominated fee is highest amongst members who are under 55 years or over 75 years of age1. • In 2013, the (QLD) Tourism Toolbox clearly identified that RV travellers on the road will spend more than $700.00 per week. This has increased significantly since then to approximately $770 per week. • At the CMCA RV park in Bundaberg, park visitors spent on average $270 per RV per night over the first 8 months. This is equivalent to over $1,000,000 per annum injection into the local economy of Bundaberg.

Information Sources

• New members prefer the CMCA GeoWiki whilst older members prefer a hard copy of Camps Australia Wide as their source of camping information1. GeoWiki is an on/offline camping app that can be used on a smart phone, tablet or Windows PC and is updated every month and is well moderated to ensure the information can be as accurate as possible. It has a large database of information including 45,000 points of interests featuring campgrounds, RV Friendly Towns®, RV Friendly Destinations®, Dollar Wise Caravan Parks, Member Stop Overs, CMCA RV parks, day use areas, information centres, public dump points, trip planner etc.

Activities

• Members most preferred activities include visiting markets, heritage sites and museums, bushwalking, birdwatching, visiting State and National Parks and undertaking full/half day tours. • There is a great interest in volunteering whilst travelling – 62% of members are interested in doing volunteer work whilst they travel1. • CMCA members volunteer in many capacities including events, festivals, charities, schools etc.

Other Key Points

• Members now feel that is it important for CMCA to promote low cost camping and freedom of choice. • RV travellers should have the choice on what accommodation source they choose. They should not be forced into using a product they don’t need. • Members are more likely to access the internet while travelling. This is becoming a necessity for Members. • CMCA has initiated a new accommodation product to the market called CMCA RV Parks. We have established five (5) parks already and will continue to work with councils to develop a further 15 across the country. For more information, please contact National Headquarters

PO Box 254 HRMC, NSW 2310 | 02 4978 8788 | [email protected]

1 CMCA Member Satisfaction Survey, Colmar Brunton 2016 2 Caravan Industry Association of Australia (CIAA) 2017 3 Caravan and Campervan Data Report, BDO, Caravan Industry Association of Australia (CIAA) 2016 4 Caravan Industry Association of Australia (CIAA), 2018 5 Tourism Research Australia (TRA), 2012 6 RV Consumer 2018, Caravan Industry Association of Australia (CIAA) 7 CMCA Membership Analysis February 2019 8 CMCA Member Satisfaction Survey, Colmar Brunton 2019 9 Travel Study, New Young Consulting 2019 10 RV Production, Overview of towable and motorised recreational vehicles manufactured in Australia, Caravan Industry Association of Australia (CIAA) February 2019 Submission 28

ABN 81 400 525 630 PO Box 301 Dungog NSW 2420 [email protected] | www.drt.org.au

Submission to Maitland Destination Management Plan

I am pleased to have the opportunity to make a brief submission to the Maitland DMP. Its development coincides with a similar process in Dungog whereby DRT is working with Dungog Shire Council and the community to write a DMP using the services of Jenny Rand and Associates. Several of the themes identified to date align with product and market development themes in the Maitland DMP and as such, there are opportunities to for our organisations to work together.

In particular:

• Dungog Regional Tourism is currently expending a Regional Growth, Environment, Tourism Fund Grant to upgrade camping and outdoor recreation facilities in Dungog Shire. The emphasis on camping and outdoor recreation within the Dungog Region is complementary to the what is available for visitors within Maitland LGA.

• Developing the agritourism sector - while Dungog, Maitland and Port Stephens LGAs each have a few agritourism businesses, no one LGA has a critical mass to become an agritourism destination so there is a need to collaborate.

• Activating the Hunter River – the Dungog DMP will look at ways of better utilizing the rivers for tourism. These could be linked with canoeing and kayaking sites in Maitland City and potentially the Seaham and Raymond Terrace areas in Port Stephens Shire.

• Collaborating on arts-based events, heritage and tourist trails.

Dungog Regional Tourism looks forward to collaborating with Maitland tourism initiatives.

AC Archer AM Chair DRT Inc.

Submission 29

From: Maitland City Council Sent: Wednesday, 12 August 2020 11:44 AM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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I have to suggest that Maitland do need more suitable types of accomodation when there are events that are being held in the area. Enter your Friends of mine who come to Steamfest ask me where would be a message great place to stay and I have to say I really can not suggest anything because a) it is a place where I wouldnt stay or b) it is in a place where it is not close to the event and c) it is way overpriced!

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Maitland City Council

02 4934 9700 [email protected]

1 Submission 30

From: Sandra Ognibene Sent: Tuesday, 11 August 2020 3:53 PM

Subject: RE: Draft Destination Management Plan on public exhibition

Dear

I did read very excitedly the DMP specific to Tocal and support it completely.

I can also see this completely achievable within our strategic objectives and have so many developments that we will keep you updated with. Firstly, we have taken on board a consultant from This Space Events to assist us with our 2022 all year celebrations to mark the 200 year anniversary of James Webber acquiring Tocal. This means developing and fine tuning agritainment, experiences, paddock to plate, night trails which we can start rolling out and testing in 2021 to showcase in 2022 and then have as sustainable long term events.

The Bee Facility is now more of a reality as this navigates its way through government budget requests. This will mean a whole girth of new visitors to the area in the next 3‐5 years. Tocal also purchased an additional block of land along Webbers Creek Road which will assist with driving our beef cattle through as we were previously landlocked and there’s provision to equip the site with eco lodges.

While biosecurity is a big barrier for farm visits these days, there are opportunities to develop a “Farm Ramble” like a “Garden Ramble” where key risks are identified and worked around when set as a yearly calendar event. As for short courses, if there’s demand, we can develop and train no problem.

I agree too with the improving of signage. We get many comments that Tocal is not identified more broadly than beyond Lorn. We have made updates on our GPS bearings (this process can take years) but we finally got there.

I look forward to collaborating with Maitland City Council and achieving the vision for Tocal.

Sandra Ognibene | College Business Manager NSW Department of Primary Industries | Tocal College CB Alexander Campus | Tocal Road | PATERSON NSW 2421

W: www.dpi.nsw.gov.au | www.tocal.nsw.edu.au

Tocal College Campuses are located at Paterson and Yanco. Staff are also located at Tamworth, Dubbo, Orange, Wagga Wagga, Camden, and Gosford. Submission 31

From: To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan Date: Tuesday, 11 August 2020 5:30:42 PM

To whom it may concern

I am really onboard with the Maitland City Council draft Destination Management Plan.

I was fortunate enough to participate in a number of activities which were part of the research for this document.

The Maitland LGA certainly has a lot to offer and I can see how the different locations identified in this document could really work together to make Maitland a "Hero" destination.

I am disappointed in the section pertaining to Morpeth which did address the Linda Hayley report ie the Morpeth Business Review 2016 as all of us who form the It Must Be Morpeth Business Association refer to this report constantly to try and make improvements and I believe that we, as a business association have addressed every issue that we possibly could and I am perplexed that your document still states that "Lack of business cohesion and unity resulting in little cooperative funds to promote Morpeth" is still relevant when we are currently working on a co-operative marketing campaign. If anything, the Morpeth Business Association ie: It Must Be Morpeth, have really stepped up and have ticked many boxes within the Morpeth Business Review 2016 document, in all honesty, if we didn't work together I feel that Morpeth would be much worse off especially after the absolute ravaging that we have had with drought, bushfires and now Covid 19. So many of the negative items listed are beyond the control of the businesses who operate in Morpeth and are really council issues.

Having said that I do believe that a lot of these issues can be overcome.

I would love to see Walka Waterworks really reach its full potential, it's a wonderful place to visit, the images depicted throughout the document showing the Riverside concepts and utilisation for dining and entertainment look wonderful, utilising the Gaol more, everything works together and it really would be for the benefit of everyone.

I truly hope that there is a lot of support for the Destination Management Plan but I do fear that lack of motivation on the part of individual business owners, lack of funds due to recent hardships for these business owners, there will be a massive amount of competition now that overseas and interstate travel is severely compromised and a lot of regional areas will be desperately trying to attract independent tourism operators, eateries, accommodation establishments etc, to inject new life to their areas.

I would love to see an independent group of people working alongside Maitland city council staff to try and motivate our entire LGA and really work together to make Maitland a "Hero" destination. There were a lot of business people and other interested parties attending the Destination NSW workshops and I really feel that everybody enjoyed the interaction and meeting others from different areas and different businesses within the LGA. There was a lot of positivity at these events.

There could be huge opportunities to encourage everyone to make Maitland a "Hero" destination - there has never been a more important time to attract visitors from within our state and domestically and doing the ground work now will play a huge role in the success of our LGA in the years to come.

I really hope that this draft Destination Management Plan gets the support from community groups, business groups and local residents to make it succeed but I really think that a lot rides on ensuring that there is maximum positivity and motivation to make it happen.

I think that the draft destination Management plan addresses all of the issues, highlights the good and the not so good but most importantly lets us know how awesome we could be and that there is a lot to strive for, I think that it is a very strong and positive plan.

Kind regards

Click here to report this email as spam. Submission 32

From: To: Your Say Cc: Subject: Maitland Your Say - Submission - Draft Destination Management Plan Date: Tuesday, 11 August 2020 5:32:52 PM

Hi,

In your report from 2016 one of the challengers says that Parking is an issue. The biggest parking issue is that there is not one public owned i.e. MCC owned off street parking space in the CBD area of Morpeth.

A number of challenges were identified in the Morpeth Business Review in 2016, many of these issues have been acted upon by the Morpeth Business community but MCC has not acted on any of these issues despite meetings being held with Rachel McLucas and her promises to act, nothing has been done to rectify even the most simplistic of these items.

MCC has not built nor enlarged the existing public toilet facilities unlike other villages like Berry, where the Shoalhaven Council has provided new public toilet facilities and off street parking throughout the village.

A. A continuous shared pathway (City Loop) to connect Walka Water Works to Morpeth via Central Maitland, Maitland Gaol and Morpeth. This could be via the old Morpeth railway line, like the Fernleigh Track in Newcastle, or along the river. There is also potential to loop it back on road through Phoenix Park and Bolwarra to The Levee.

Opportunities like the shared river walk and pathway would be excellent addition to Morpeth and the greater Maitland city area, and with the correct planting of native trees along the walkway it could become a massive tourist attraction in its own right.

B. A consistent and planned approach to signage including gateway, way finding/directional and interpretation. C. Seating along the river, particularly between Central Maitland and Lorn and in Morpeth, as well as additional landscaping along the pathways. D. Public art and outdoor art displays, particularly in Central Maitland and Morpeth. E. Creating a vibrant place through place activation initiatives that celebrate the unique people and places that make Maitland. Such initiatives aim to transform the way the community interacts with the public domain, support cultural expression and build community connections....This would be a great addition.

Signage has been on Morpeth’s business association’s books for decades but promises by the state member for funds and MCC likewise has come to nothing. Even with GPS visitors still need good signage, and other areas like the Vineyards have been able to gain signage but Maitland has been forgotten.

J. Parking improvements, particularly in Morpeth and Central Maitland. In Morpeth this is desperately needed. We loose many repeat customers because of poor parking options where they vow to never return.

Encouraging local community groups, businesses and event organisers to facilitate external events in Maitland. • It took Lend Lease 5 years to have part of their DA approved to run 12 events at Morpeth , but only 5 have been given approval and the conditions put on these events make them almost impossible to hold. This fly's in the face of of MCC encouraging local communities to hold events.

Simplifying Council’s event application process and providing greater support to build the capacity of local event organisers to deliver events. •’'...Is just a pipe dream at the moment. Creating an event strategy to ensure Maitland attracts and develops the right events to grow the visitor economy. These events will introduce visitors to Maitland with the aim of turning them into loyal advocates who will not only return but also tell others about it. I agree with this but MCC is making it impossible to hold events in Morpeth.

SIGNAGE IMPROVEMENTS Conduct a signage audit and develop an action plan to remove, replace or install signage across the City. Ensure there is a uniform approach to directional and interpretive signage. Consideration should be given to the development of a broader City Interpretation Plan, which would complement Council’s Central Maitland Interpretation Plan. This also applies to Morpeth but of course it was one of the key recommendations in Linda Hayley’s report from 2016 but of course MCC has done nothing to rectify the problem over the past 4 years and just talking about these things and doing another report just doesn’t cut it for private operators like me.

• A comprehensive What’s on calendar listing all events (could also be pulled from ATDW or a dedicated content API) which will encourage private event organisers to list their events. The calendar should be available to add to a smart phone calendar and download as a printable PDF. This is also a great idea but making it happen seems to be just to difficult for MCC, as we have been taking about it for decades.

These are not new ideas and having a nice report like this ticks the box for MCC but it makes absolutely no commercial sense to have a container load of reports put into the compactus over in Thornton unless they are implemented and unfortunately MCC has a very poor track record of acting on a report. This makes 34 reports on Morpeth over the past 30 years and not one has been acted on. Will this be another one?

Regards Submission 33

From: Glenn Caldwell Sent: Wednesday, 12 August 2020 4:25 PM To: Your Say

Subject: Maitland Destination Management Plan

RE: Destination Management Plan (DMP) for public exhibition.

The Maitland draft Plan sets out an exciting range of opportunities for the region and the clear and concise approach with Priority Hubs and Key Focus Areas provides a clear strategy forward. I would like to take this opportunity to acknowledge Maitland Council staff on the manner in which industry consultation was managed, and the quality level of engagement should be applauded. Having been involved in industry workshops the feedback I received directly from industry was overwhelming positive.

The DMP has considered key planning documents and acknowledged challenges throughout which I consider a strong approach to achieving the growth of the visitor economy.

Congratulations on the Development on DMP and DSSN looks forward to working with you in delivering key elements of the strategy.

Kind Regards,

Glenn Caldwell General Manager Destination Sydney Surrounds North

This message is intended for the addressee named and may contain confidential information. If you are not the intended recipient, please delete it and notify the sender. Views expressed in this message are those of the individual sender, and are not necessarily the views of their organisation.

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1 Submission 34

From:

Your Say Subject: Re: Maitland"s Draft Destination Management Plan on public exhibition Date: Wednesday, 12 August 2020 4:30:40 PM

Hi Caroline,

Thanks for sharing the DMP for feedback. I understand Destination Sydney Surrounds North is also providing you with feedback.

There are some good opportunities identified including public art, cycleways connecting places and the development of bookable, commissionable products. It would be great to see activity providers like cycling and kayak/SUP operators, as well as agritourism/food and drink experiences catering to visitors year round, in addition to the diverse accommodation, dining and event opportunities flagged in the plan. Some feedback and comments:

1.4 Industry Development - Enabling new product development: One way to do this is to leverage the NSW First Program, delivered by Destination NSW to access product development assistance, resources and events. 5.2 Sector Development - Inbound tourism: In addition to cruise shore excursion development opportunities already flagged, I would recommend including a short term focus on ensuring tourism businesses develop bookable products that are distributed online (directly and via online travel agents). This critical step typically comes prior to export ready development. It puts the destination on the (digital) map and enables businesses to begin building commissions into their pricing. Most online travel agents have global audiences so this still puts Maitland in front of international visitors, as well as domestic. Then moving forward Destination NSW is able to support businesses to become export ready, and assist them to make connections with inbound tour operators and the international travel trade. Aboriginal tourism development: In NSW, both traditional and contemporary Aboriginal experiences have seen good success (examples of contemporary products include Sand Dune Adventures and Wajaana Yaam Adventure Tours) in bringing Aboriginal culture and stories into the destination experience for visitors. Local Industry Support: Great to see workshops and industry training, online resources, newsletters, familiarisations and product showcases listed here. Destination NSW offers all of the above through its media, trade and industry development activities, and Maitland tourism businesses are welcome to engage.

I also had a look at the Maitland Gaol plan and can share a few comments from the perspective of Trade and Industry Development that I hope will assist:

The SWOT analysis doesn't mention the availability of bookable and commissionable products and experiences - this is something I'd suggest including as there are opportunities to showcase Maitland and the Gaol experience across a variety of trusted distribution platforms to domestic and international visitors. It's recommended experiences build in a 25% commission for online distribution. Product development opportunities - The proposed new tours activities including private tours and experiences like a Tower Climb show you're offering something for a variety of audiences. Another potential opportunity might be the inclusion of unique, bookable food/drink experiences within the Gaol. Great to see you are using an online ticketing system - it's a good idea to ensure the software you use has a built-in channel manager so that you can sell online with instant confirmation via third parties like Viator and Adrenaline (more on this here).

I hope that assists, please stay in touch as the plans progress.

Kind regards,

Jenny

Jenny Mitchell A/Director, Trade & Industry Development Destination NSW

www.sydney.com www.visitnsw.com www.destinationnsw.com.au/nswfirst Submission 35

From: Maitland City Council Sent: Wednesday, 12 August 2020 8:15 PM To: Your Say Subject: Maitland Your Say - Submission - Draft Destination Management Plan

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Walka Water Works. While much good work has been done re interpretation panels etc the expansion of these types of activities as suggested would be good, including the use of the lagoon for eg kayaking etc assuming the water quality is suitable for human activity.

An on-site cafe would be welcome to visitors, as would a museum about the development of the water works and information on trails and flora and fauna. Personally I would not like to see a brewery/ bar or the site used as a function centre except for passive events such as,for Enter your example, conferences. Events such as 21st birthdays and weddings message can sometimes get a bit 'out of hand' and not necessarily be particularly eco-friendly. Such night time events and including concerts would rather spoil the atmosphere of campers who presumably are more interested in a more 'nature' type of experience.

Accommodation needs to be well away from the existing buildings and lagoon, perhaps on the hill behind (a former caravan park?) Limited to permanent cabins and glamping/camping options would seem to be more suitable than a hotel type of experience.

1 I would very much hope to see Walka remain as a place more of the natural world for eco-friendly activities - as a respite from and contrast to the busier side of the CBD. Maitland as a tourism destination needs variety, not more of the same.

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2 Submission 36

2020-08-08 Maitland City Council https://www.maitland.nsw.gov.au/maitland-your-say/engagements/draft-destination-management-plan

Re: Draft Destination Management Plan 2020

1. Introduction

I write to express my dismay at the proposals for the Walka Water Works site in the draft plan to increase the number of tourists visiting Maitland. I support all the objections presented in the detailed submission written by Ann Lindsey on behalf of the Hunter Bird Observers Club (HBOC). I raise no objections to the proposals in the draft report concerning the future of Morpeth, Maitland Gaol, Central Maitland or Tocal. Walka Water Works has long been recognised by Maitland City Council and most of the residents of Maitland as special piece of native bushland and water reserved for passive recreation. It is the only large bushland area with high ecological value remaining in the Maitland Local Government area. To destroy this gem for a possible small commercial gain, as proposed in the draft Destination Management Plan, would be a very regrettable move. I suggest that the best way to preserve Walka as attractor of tourists to Maitland is to spend money preserving it as top quality green space for local passive recreation and for nation-wide eco- tourists and as, in the long term, a Hunter Valley Industrial Heritage Museum.

2. Ecological Importance of Walka Water Works.

The number of bird species utilising a given area is a good measure of the ecological importance of that area. A small group of local members of the Hunter Bird Observers Club, including this writer, have been carrying out a monthly count of the waterbirds on the Walka lake for the past 18 years. Surveys have also been done of the birds of the bushland of Walka. The records held by eBird (Cornell Uni), Birdata (Birdlife Australia) and HBOC members combine to show a total of 208 species of Australian birds have been recorded in recent years at Walka Water Works. This represents 25% of all the bird species present on the land and surrounding sea of Australia. It also is 40% of all bird species recorded in NSW. There are very few places anywhere in Australia that are as rich in avifauna as Maitland’s Walka Water Works. In addition to a large number of species the number of individual birds living at Walka can be quite large. At present bird numbers here (and all over Australia) are very low due to the prolonged drought and bushfires. More typically around 400 individual waterbirds have been counted at Walka. The average count over the ten years from 2003 for August was 397 individuals on the lake and in the fringing vegetation. The maximum count was on 8 June 2016 when a total of 1112 individuals were on the lake. This was at the start of the recent dry period and most likely included refugees from western NSW as well as local residents. A paper discussing the findings of our first ten years of Walka Waterbird surveys can be found here: https://www.hboc.org.au/the-whistler-volume-6/ on pages 11-23. There are other areas of water and/or bushland around the Maitland City area but, although valuable, are seriously degraded and do not have the biodiversity of Walka.

3. Industrial Heritage

The Water Works buildings at Walka are in relatively good condition. With some effort they could be converted into a first class industrial heritage museum that would be a major tourist attraction for the Hunter Valley. The original James Watt and Company of Birmingham steam engines powering the waterworks pumps were sold for scrap metal in 1949 for £2500. A project to construct a working replica would be a great asset for Maitland. Maitland City Council, with the skilful guidance of Ms Judy Jaeger, managed to convert an old Technical College building into a world class Regional Art Museum. They have the talent to convert the Walka Water Works buildings into a world class Industrial Heritage Museum.

4. Ecotourism.

Large numbers of noisy people consuming food and alcohol in glitzy surroundings is not a preferred way to have a good time for many people. Walka Water Works already attracts a significant number of people who prefer relaxing in a green environment. It has had numerous visits from birdwatchers, mostly at early morning times. Some of these people record their sightings on the fairly recently introduced eBird and Birdata websites whilst other just keep personal records. Increasingly people are finding that drinks and drugs do not bring contentment in a stressful world whereas so-called Green Therapy does. For the sake of the whole community we must preserve the Walka Water Works site as a quality green environment.

4. Recommendations to improve Walka Water Works as a tourist destination.

• It is very important that the lake and surrounding land of Walka Water Works be preserved as a Nature Reserve for passive recreation, with the appropriate town planning zoning. • Accommodation providers in Maitland should be encouraged to advertise as being close to Walka Water Works in the birding magazines such as Australian Birdlife. • A systematic long-term program to restore the vegetation to the original Lower Hunter Spotted Gum/Ironbark forest with a predominately papilionaceous understory be implemented. Exotic species such as African Olive, Green Cestrum, Castor Oil, Pinus sp. and Lantana should be removed. • The fringing vegetation surrounding the lake is important habitat for Crakes, Rails etc. It needs to be preserved carefully, including no mowing within 10 metres of the water. • The area currently being mowed is excessive for a Nature Reserve and should be reduced. • The area proposed for a caravan park should be revegetated to Spotted Gum/Ironbark forest. • The observation platform at the western end of the lake needs work to ensure stormwater does not wash mud onto the platform. The signage explaining the birdlife on the lake envisaged in the original proposal needs to be completed. • The signage on the walking tracks needs to be kept clean. • No extension of the miniature train track is needed. The existing track needs maintenance, especially replacement of rotten timber sleepers. • First impressions are important. A quality entrance including an introductory exhibit, toilets and car park should be constructed on the site of the old dairy farm buildings. Only walkers (and runners) should be routinely allowed on the Nature Reserve and Heritage areas. Specifically trail bikes, motorbikes, horses and boats should be excluded. • Until the Industrial Heritage Museum is constructed a set of signs explaining the function of each of the original Water Works structures needs to be installed. • The location of a coal-fired power station on the area now the picnic area in front of the main pump house needs to be recognised. Signage explaining its function is needed. It will not be long before coal-fired power stations will only be found in history books. • Walka Water Works is summer habitat for Latham’s Snipe, a migratory species that fly here from Japan and that Australia is committed to protect under the Ramsar Convention. Signage covering this should be installed. • A full-time caretaker living on site is needed. • Consideration should be given to construction of an enclosed bird hide on the northern shore of the lake about 400 metres from the start of the miniature railway. Bird observation and bird photography is best done in the morning with the sun behind you.

INVITATION

The bird-watching fraternity of Maitland are astounded that a document like the Draft Destination Management Plan 2020 proposing a major alteration to the functioning of the Walka Water Works area could be written and presented to Council without showing any understanding of the ecological significance of the area. Accordingly we offer to give a guided tour of Walka Water Works Nature Reserve to the authors of the plan plus any other interested Council officers at any mutually convenient time. Please contact me at Submission 37

Delivered by hand To Maitland City Council 12 August 2020

Submission to Maitland City Council

Draft Destination Management Plan - WALKA WATER WORKS

I should like to register my dismay at the proposed development plan for Walka Water Works.

This is a unique wildlife area within Maitland LGA. It combines both natural bushland and water for a large variety of birds. I totally agree with the Hunter Bird Observers Club submission by outlining the importance of preserving this reserve.

The proposed installation of Eco-cabins by necessity, will disrupt the birdlife depriving habitat and food for not only bush birds but also the numerous water birds that can always be seen there.

Walka Water Works itself is an amazing example of Victorian architecture and well deserves it National Heritage status but the surrounding reserve is equally important.

Given its extensive 'development plan' this proposal by the Maitland City Council has not been given sufficient time to be viewed by the public or brought to the attention of Maitland residents.

Walka could be utilised more but not by destroying what is an amazing natural area within easy reach of the city centre.

Yours

j DOC No. ______/ �:C'D 1 2 AUG 2020 r:.:: I FILE No. j ------: REFER Submission 38

Our ref: DOC20/655358 Mr David Evans PSM General Manager Maitland City Council PO Box 220 MAITLAND NSW 2320

Attention: Coordinator City and Visitor Economy [email protected]

Draft Maitland Destination Management Plan

Dear Mr Evans

Thank you for the opportunity to comment on the draft Maitland Destination Management Plan (DMP).

You are congratulated on the strong recognition of heritage and culture in the DMP and the many initiatives identified, including:  leveraging Maitland’s history and heritage to create memorable cultural experiences  acknowledging the Traditional Custodians and Owners  engaging local Aboriginal stakeholders to identify opportunities that support social and economic benefits for Aboriginal people through Aboriginal cultural tourism  working with the Aboriginal Reference Group to assist with broader engagement of all local Aboriginal stakeholders to develop a citywide Aboriginal Tourism Action Plan  adaptive reuse of buildings in Maitland’s civic and cultural precinct for tourism-related purposes, or simply for visitors to access and enjoy the heritage and architecture  bringing heritage buildings to life through stories, shared via digital technology, light displays, open house events, signage and people/guides/tourism operators  a vision for Maitland Gaol as an iconic tourism destination, driven by its unique heritage, including a range of tourism experiences to create a hub for heritage, arts and culture  recognition of the rich architectural heritage of Morpeth and vision for it to become a destination while maintaining this heritage and unique character  enhancing the visitor experience at Walka Water Works with walking trails and signage to highlight the site’s heritage, and restoring and improving heritage buildings to cater for events  utilising churches and other heritage facilities for performances and other unique experiences such as bell tower tours, and  opportunities to improve visitor experience through innovative ways to provide information including interactive heritage mapping and augmented reality heritage tours.

Overall the initiatives identified above will have either a positive or neutral heritage outcome.

Level 6, 10 Valentine Ave Parramatta NSW 2150  Locked Bag 5020 Parramatta NSW 2124 P: 02 9873 8500  E: [email protected] Heritage NSW has several publications which may assist you when addressing the heritage initiatives identified in the DMP, these publications are available at heritage.nsw.gov.au/search-for-heritage/ publications-and-resources/.

As noted in the advice we provided on Council’s Local Strategic Planning Statement, your local government area contains:  38 State Heritage Register items  the Aboriginal Place ‘King Tom’s Memorial Headstone’, and  527 Recorded Aboriginal Sites.

Care must be taken to avoid impacts on these items, place and sites, and consideration needs to be given as to how to mitigate any impacts where they are unavoidable. We can provide specific information and more detailed advice on State heritage, Aboriginal places and sites if you require.

If Council is proposing to undertake any works on any items listed on the State Heritage Register, approval is required under the Heritage Act 1977 (the Act) prior to commencement of works.

Some works can be carried out under the Standard Exemptions provisions, which can be found at heritage.nsw.gov.au/assets/StandardExemptions.pdf. Some of these Standard Exemptions require notification and/or endorsement under s.57(2) of the Act.

If proposed works exceed these provisions, they will require the submission of an application under s.60 of the Act for consideration by the Heritage Council of NSW or its delegate.

If you have any questions regarding this matter please contact Senior Heritage Programs Officer, Statewide Programs, Heritage NSW by phone on or via email at

Yours sincerely

Rochelle Johnston Manager, Statewide Programs Heritage NSW

21 August 2020

Heritage NSW The former Office of Environment and Heritage (Heritage Division) is now Heritage NSW. Correspondence should be sent to us via email at [email protected]. If you need to provide hard copies, please send to Heritage NSW, Locked Bag 5020, Parramatta NSW 2124. Please update your records as using an incorrect name and address could cause significant delays or non-delivery of your correspondence. Submission 39

From: Sent: Thursday, 20 August 2020 4:45 PM

Subject: Maitland DMP - RE: Vicki Brown contact details Hi The Maitland DMP is a comprehensive document. Congratulations on bringing it all together. I didn’t have a chance to read it in its entirety, but I did peruse it. It certainly covers a range of issues and is nicely laid out. While there are good recommendations in the document, many are based around tourism and events and they’re creating their own challenges these days as you know. My only ‘smallish’ observations are: On page 33, the ice cream van seems to have the word ‘ice’ reversed. On page 51, the spacing between point I and J is inconsistent with the rest of the page. But maybe that’s just me. Things like that jump out at me. I’m sure you’ve picked that up anyway. Regards, Vicki Brown Senior Project Officer, Hunter & Central Coast Regional Development | Department of Regional NSW

Level 3, 32 Mann Street, Gosford NSW 2250 nsw.gov.au/regionalnsw

The Department of Regional New South Wales acknowledges that it stands on Country which always was and always will be Aboriginal land. We acknowledge the Traditional Custodians of the land and waters, and we show our respect for Elders past, present and emerging. We are committed to providing places in which Aboriginal people are included socially, culturally and economically through thoughtful and collaborative approaches to our work. Submission 40

12.8.2020

SUBMISSION RE: DRAFT MAITLAND DESTINATION REPORT 2020 – PRIORITY HUB MORPETH

I’m afraid in my “non-hipster” opinion Morpeth is a lost opportunity. Council has procrastinated for years. In its bid to promote development throughout the city it has destroyed what should have provided a wonderful experience for a wide range of visitors. I am fed up with having to put forward negative comment but have no choice as Morpeth turns into a traffic nightmare, a hoons paradise, a drug dealing centre and a heritage slum.

How many times is it necessary to put pen to paper to state the obvious?

We have a wealth of history in Morpeth and yet we do nothing to encourage its promotion and preservation. In fact the exact opposite applies.

TRAFFIC THE BIG TURN-OFF IS THE TRAFFIC. This was addressed 20 years ago in the Morpeth Management Plan but Council once again turned a blind eye. To solve the issue would require some hard decisions and expenditure.

One minor recommendation implemented was that High St, home to many heritage buildings, was made a light traffic street to preserve its residential amenity. Well recently the sign was removed (no need for a DA, an SOEE or Heritage Study), and now we are recommended as an alternative route to Swan St. This permits all large trucks, including gravel trucks towing dogs, to pollute the street with noise, fumes, screeching brakes and gear changes. Definitely a great move to help preserve our heritage.

Swan St suffers the same issues and Maitland Council well knows that unless the traffic is diverted around Morpeth there is no hope of offering it as an acceptable Priority Destination. Council should not seek to pit the Business interests against the Resident’s interests but that is exactly what it comes down to.

RIVERSIDE WALK For how many years have we tried to get a riverside walk linking the Morpeth railway station at Robert St to Queens Wharf? Is this now even a possibility? Have residents claimed possessory title to some of the land? Is the railway corridor still unhindered? You could once walk from Robert St to the Morpeth Bridge but the last time I tried it was overgrown and dangerous. MORPETH BRIDGE How can it be proposed that pedestrians and cyclists cross Morpeth bridge and visit Phoenix Park? The bridge is not designated for non-vehicular traffic and there is a sign forbidding your return to Morpeth after your visit. Alternative route via East Maitland – not good news for pedestrians.

RIVERSIDE HERITAGE Various Council funded heritage reports from 1982 onwards recommend the preservation of the riverside heritage. Last year I inspected the riverbank from the river and it was distressing to see the lack of riverbank housekeeping. It was difficult to see any intact stone work from the original wharves. Most of the bank was overgrown and there were piles of stones in the river. What might have provided interest to river cruises appears to have been destroyed by neglect.

TREES The trees along the riverbank should be removed. The tree planting in the 1980s was misguided and has caused considerable damage to the remaining wharf heritage and traditional views of the Hunter river are lost. This tree planting should never have been allowed. Early photos show there were few trees on the riverbank. Tourists should be able to see the Hunter river when enjoying the cafes in Swan St. Views are important for tourists.

HERITAGE BUILDINGS There are several heritage buildings that are under serious threat of demolition. This is not a good look when the council tourist walk guides visitors past them. The Astor Theatre, Whites Joinery, Morpeth Railway Station and even the Griffin site buildings all give the appearance of a village in decline. This affects residents as well as tourists.

SOME POSITIVE PROPOSALS TO PROVIDE A HERITAGE EXPERIENCE STEAMER ST, QUARRY AND EARLY STONE CULVERT This would provide an interesting tourist walk from Queens Wharf, passing both the stone quarry and remains of the original Morpeth station to the culvert and then return via Figtree Hill taking in Closebourne House (revamped version) and the magnificent Hunter river floodplain landscape. That should help visitors work up an appetite for some local fare.

ARTISTS TRAIL Why not create an en plein air artists trail in Morpeth. There are some lovely views and historic buildings to be captured. Platforms for easels could be created at suitable points.

ROBERT ST RAILWAY STATION This building is crying out for a sympathetic use. The appearance of the building is a disgrace and the yard at the rear looks like a scrap metal yard. Should Council manage to create a riverside walk then it could be put to adaptive reuse.

Submission 41

Subject: RE: Feedback re DMP Date: Tuesday, 1 September 2020 2:34:43 PM

Hi ,

Thanks so much for checking back in! Please see Pauls comments below. I have summarised his verbal comments.

Greater diversity in images e.g. people using wheelchairs or guide dogs etc. Discussion on the benefits of access and inclusion in terms of enabling more people to participate in the visitor economy. E.g. having a physically accessible business means that it is easier (or possible) for people who use wheelchairs, older people, people with temporary disability or parents with strollers etc. to access premises Connectivity to attractions in terms of what needs to occur to make things accessible (E.g. the train station at Maitland Gaol only has stairs and you are required to be able to travel up a hill) It would be great if there was an easy read/fact sheet version of the document to allow for a greater number of people to be able to read and understand the information within the DMP Encouragement of a variety of food options to be available e.g. gluten free or dairy free

Community Planner Culture, Community and Recreation | Maitland City Council Submission 42

Draft Destination Management Plan Maitland City Council

Submission from: Maitland City Council Aboriginal Reference Group

RE: Draft Destination Management Plan

The Maitland City Council Aboriginal Reference Group (ARG) welcomes the opportunity to provide comment on the Draft Destination Management Plan 2020 (DDMP), as community representatives representing the 4087 Aboriginal and Torres Strait Islander People that live within the Maitland Local Government Area.

Aboriginal People have a deep and unbroken spiritual connection to our country, our Dreaming, our culture, our heritage and our identity. The lands within the Maitland LGA have provided a continued occupation of Aboriginal people for over 80,000 years. Even in this neo-contemporary environment Aboriginal people are intrinsically linked through these lands socially, culturally, emotionally and economically; and we will continue to engage in the business of our country into the future. With this understanding, we request that the first amendment to the DDMP is the addition of an Acknowledgement of Country made to the Wonnarua People at the forefront of this plan.

The MCC Aboriginal Reference Group is made up of long term residents, respected individual representatives and business people from the Aboriginal Community along with representatives from the NSW Indigenous Chamber of Commerce, Mindaribba Local Aboriginal Land Council, The Maitland Regional Aboriginal Education Consultative Group and the NSW Department of Aboriginal Affairs yet the Aboriginal community and this reference group was overlooked when the writers of this plan sought to engage with industry and business stakeholders during the consultation process identified on page 15 of the report. The Aboriginal Reference Group seeks to amend this process going forward and requests the MCC create an Aboriginal Engagement Strategy in consultation with the reference group as part of the due diligence process going forward with the DDMP to ensure that Aboriginal Peoples particularly businesses are appropriately engaged in all spaces. Engagement with Aboriginal Peoples is not a linear experience. Like all other Australians we have very varied backgrounds and offer a broad range of knowledge and skills across a multitude of sectors, and like all other community leaders we as First Nations Peoples have the right to be consulted with.

The creation of an Aboriginal Tourism plan is a great positive for the entire community moving forward. However, this plan needs to acknowledge that Aboriginal Peoples are already active in the spaces of events, food and education tourism and have possibly have more to offer in inbound tourism potential than other areas of the community and we seek to be invited to consult with the broader community in these spaces. The Maitland area is rich with history yet there is a consistent pattern to the plan where it mentions Aboriginal people or connection and then brushes past it to highlight the recent (200 year) built environment, which suggests that Aboriginal people have not continued to

Page 1 of 2 live and practice cultural traditions in contemporary times. The ARG supports the idea of linking modern significant places such as Walka Water Works, Tocal, rural areas and farmland, the Hunter and Paterson rivers and their tributaries, railway lines (both decommissioned and in use), to one another (this is not a new idea, Wonnarua Peoples have transgressed this landscape and linked these same significant places for over 80,000 years; and the ARG do not accept that this process of connected pathways destroys relics of our rich cultural heritage in its path. The reference group seeks to ensure that Archaeologists and/or Cultural Advisors (approved by the reference group) are engaged in this space in the pre-planning, due diligence, engineering and building stages if required. The ARG do not support MCC in undertaking their own in house due diligence in relation to these spaces as, in relation to the outcomes of the DMP the destruction of culture and heritage immediately negatively impacts on the economic wellbeing of our Indigenous Tourism Industry. This space must be managed correctly, with “genuine and real” respect for Aboriginal Culture and Heritage and in true partnership with Aboriginal Peoples in order to compliment the ongoing viability of the LGA in supporting and growing Indigenous tourism opportunities in this area.

“Walka Water Works is a 64.23 ha parcel of Crown Land located approximately 2km north west of the commercial centre of Maitland. The reserve has been reserved for the ‘Preservation of Historical sites and buildings’ under the Crown Lands Act 1989, the Crown Lands Legislation Amendment Act 2005 and the now the Crown Lands Management Act 2016.” Pg 56. Ensure that this crown lands management plan is undertaken in consultation with the Aboriginal Community and any further development does not impact on the rich culture and heritage of that area. Historical sites include the hundreds of Aboriginal Cultural Heritage sites already registered and those yet to be registered. A simple due diligence check of AHIMs register is not sufficient for areas historically developed prior to the current legislation under the National Parks and Wildlife Act 1974.

We would like to work genuinely with MCC to realise the true potential of the Destination Management Plan and to develop practical measures that will help to achieve the best outcomes for Maitland’s Tourism industry whilst supporting the social, emotional and economic wellbeing of Aboriginal peoples within the LGA. We trust that the issues raised in this submission will be addressed and we look forward to working in partnership with Maitland City Council to deliver on the outstanding expectations of this strategy.

Sincerely

Maitland City Council Aboriginal Reference Group

Members- Andrew Fernando (Community Representative) Stevie-Lee Molina (Stakeholder - Carrie’s Place –Aboriginal focus worker) Debbie Barwick (Stakeholder – NSW Indigenous Chamber of Commerce) Phillip Cliff (Stakeholder- Maitland Regional Aboriginal Education Consultative Group) Tara Dever (Stakeholder- Mindaribba Local Aboriginal Land Council) Chery Kitchener (Stakeholder - Aboriginal Affairs)

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