3. DELIVERING THE PROMISE
Australia’s Coastal Wilderness offers the promise of a unique • Greater participation in the international tourism and fulfilling holiday experience away from the stress of distribution network by current operators including the modern life. Delivering on this promise and meeting (if not development of product packages or ‘bundles’ through exceeding) the expectations of the international ‘Experience industry and product development; Seeker’ is a key challenge for the destination. Research • supports the idea that promising and not delivering is very Development of international ready and iconic damaging to a destinations reputation, especially in a global accommodation places; and village connected through technology such as the social • Improved linkages to and through the destination with networking sites and user-generated web content. tours and transport including the need to deliver on the promise of personalised wildlife and nature At present, the destination product is well suited to the experiences. adventurous and domestic market and those seeking a beach holiday. To attract and meet the needs of the Once these key challenges have been progressed the international ‘Experience Seeker’, it is recommended that marketing and promotion will be supported by products Australia’s Coastal Wilderness will need: and experiences that are actively promoting to the international market.
Whale Watching, Courtesy of Sapphire Coast Tourism
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INDUSTRY AND PRODUCT DEVELOPMENT While new product development will play an important role mentoring program and provide links to available research in the future success of Australia’s Coastal Wilderness as an on the international market for local and regional international destination, the depth and range of existing practitioners to disseminate. product provides significant opportunities. Encouraging greater operator participation in international tourism Key partners in industry and product development include distribution is the aim of an Industry & Product (but are not limited to): Development Plan. At present there is only a handful of • Tourism Australia; tourism products in the destination that would be considered ‘international market-ready’ by Tourism Australia • State Tourism Organisations; or the State Tourism Organisations and who actively • participate in international trade and consumer promotions. Regional Tourism Organisations; • Indigenous Business Australia; An Industry and Product Development Plan is needed to • identify the ideal strategies to increase participation in Tourism Industry Associations; international promotional activities (e.g. State Tourism • Local Government; Organisations, Tourism Australia, and Sydney Melbourne Coastal Drive). The Industry and Product Development Plan • Regional Economic Development Organisations; and would not only identify the key steps and assistance • Chambers of Commerce. available for businesses and events to become ‘international market-ready’ but also provide guidance on the existing The willingness and ability of existing products to become product that is ready to take the first step. The plan would ‘internationally-ready’ will determine new product look at the merits of a development priorities.
PRIORITY PROJECTS – INDUSTRY & PRODUCT DEVELOPMENT • Prepare an Industry & Product Development Plan to assist with addressing the challenges of increasing the number of ‘international-ready’ tourism businesses. The plan would include recommendations concerning how to work with State, Regional and Local Tourism Organisations to deliver service and ‘international market- readiness‘ training programs including potentially a mentoring program for new and existing operators.. • Distribute Australia’s Coastal Wilderness Brand Toolkit to assist with presentation and development of new products. • Undertake a Heritage Tourism Strategy for the Sapphire Coast to identify a suite of quality heritage experiences.
PRIORITY PROJECTS • Identify and grow existing regional events to be more attractive to international visitors and encourage longer stays in the region. • Develop an Evaluation Framework and research program linked to the Key Performance Indicators including regular visitation, yield and satisfaction research with Tourism Australia. Note, it is considered that some conservation frameworks already exist within the various management plans applied by land management agencies and local governments. • Support an industry-lead ‘Coastal Wilderness Guides’ group which links new and established guides into training and service delivery partnerships, co-operative marketing and joint negotiations for extended permits with protected area managers. This would include mentoring for new and niche guiding business.
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ICONIC ACCOMMODATION • The current accommodation offering within Australia’s Locations identified through the Victorian ‘Land Bank’ Coastal Wilderness consists in the main of three-four star investigations; and hotels, motels, bed & breakfasts and some upmarket tented • Adaptation and expansion of existing accommodation accommodation. While the existing accommodation offering in both the gateway precincts and experience precincts satisfies the expectations of most domestic visitors, and the to better meet the needs of the ‘Experience Seeker’. ‘early adopter’ international market, new and enhanced accommodation options will improve the attractiveness of These sites should be subject to further investigations the region to the ‘Experience Seeker’. including extensive community consultations in partnership There is also a need to ensure that accommodation is with National Parks authorities. It is intended that this Plan developed to complement new and emerging experiences forms, but does not supersede Park Management Plans or such as the overnight walks (e.g. Light to Light). ‘Iconic’ other existing plans. accommodation is simply a location and style of accommodation that embodies the ‘wilderness’ brand and positions Australia’s Coastal Wilderness in the minds of international consumers and the international trade. Some locations for consideration include: • Various locations in the established experience precincts of Mallacoota and Eden; • Locations in emerging precincts including Disaster Bay, Tamboon Inlet, Kiah River (Eden) and Bemm River; • Adaptive reuse of existing buildings at the Penders site in Bithry Inlet (Mimosa Rocks National Park); • Investigate the viability of expanding the Green Cape, accommodation offer at Green Cape Lighthouse (Ben Courtesy of NSW National Parks & Wildlife Service Boyd National Park), Gabo Island, Point Hicks and Cape Conran subject to further investigations and alignment with the Plans of land managers;
PRIORITY PROJECTS – ICONIC ACCOMMODATION • Undertake feasibility studies and business case development to assess the viability to expand accommodation at Cape Conran, Point Hicks and Gabo Island, in accordance with Parks Victoria management planning processes. This accommodation at these sites will support both the extended coastal walking trail and niche market visitors looking for experiential accommodation. • Investigate feasibility for adaptive re-use of the existing buildings at Penders site, Bithry Inlet, Mimosa Rocks National Park for visitor accommodation.
PRIORITY PROJECTS • Investigate future opportunities for accommodation development that supports the Victorian Land Bank process. • Support the development of a Tourism Accommodation Investment Prospectus. The Prospectus would identify existing gaps in the supply of suitable accommodation and opportunities for development of appropriate facilities on identified parcels of public and private land throughout the region, and would seek to encourage investment in new accommodation relevant to the experience seeker market. • Encourage expansion and refurbishment of existing accommodation properties through engagement with industry. This may include the roll-out of a program such as the Sustainable Tourism CRC and Hotel Motel and Accommodation Association ‘Motel Makeover’ Kit.
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TOURS & TRANSPORT As identified in ‘Destination Challenges and Opportunities’ economic assessment and extensive community (page 5), access is a key constraint. However, there is consultation. currently a lack of critical mass of visitors which makes expanding services challenging. Key objectives and long-term goals for the development of tours and transport to and through Australia’s Coastal It is recognised that the challenge of access to and within Wilderness identified through the Experiences Development Australia’s Coastal Wilderness will need to be addressed by Strategy include: facilitating collaborative and innovative approaches. This will • Direct domestic and international jet air access; include the development of packaged holidays, innovative • A seamless network of visitor transport for those and flexible transport options and connection points, guided without motor vehicles; tours and support for improved road, rail, air and sea access. • Improved access to key experiences for those in
The Strategy aims to inform, but does not supersede, state hire cars; and or local planning processes and all projects outlined in the • A destination that is renowned for its guided and Plan would be subject to environmental, social and personalised tours.
PRIORITY PROJECTS – TOURS & TRANSPORT • Support for an Environmental, Social and Economic Impact Assessment of the proposed expansion of the Merimbula Airport including extension of the runway, apron development, new terminal development and associated works. This would need to be supported by the development of a tailored business case to attract suitable new airlines to Merimbula Airport.
PRIORITY PROJECTS • Progress the Coastal Wilderness Way that connects the entire region from Lakes Entrance to Bermagui, through progressing the proposed Snowy River Shared Pathway linking the East Gippsland Rail Trail in Orbost and Marlo. • Encourage a tour operator product that offers additional water-based activities (guided kayaking, yachting, sailing, etc including overnight trips) on the lake / estuary systems (Wallaga Lake, Eden, Mallacoota). • Encourage the development of wilderness day-trip products for cruise ships to Eden. • Development and promotion of canoe trails with equipment hire, links to accommodation and activities along the trails. A first priority would be Gypsy Point to Mallacoota which would link in with the Coastal Wilderness Way. • Investigate the feasibility of equipment hire options to support of the Coastal Wilderness Way (Phase Two) including canoe trips, and further biking, walking and sea kayaking trails. • Support improved, safe and adequate blue water access at Mallacoota.
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IMPLEMENTATION
The Experiences Development Strategy aims to provide a KEY PERFORMANCE MEASURES strategic intent and direction to inform local, regional and state planning priorities for the future development of The Experiences Development Strategy recommends an Australia’s Coastal Wilderness as an international tourism inclusive process of stakeholder engagement and discussion destination for the ‘Experience Seeker’ target market. surrounding the identified priorities. That is, projects where possible should become part of the planning processes of Whilst the Steering Committee will play an important role in governments, land managers and tourism organisations. information dissemination and coordination and in managing some projects, the ultimate responsibility for The successful delivery of the Experiences Development implementation of a range of projects may rest with Local Strategy will partly depend on Australia’s Coastal Wilderness and State Government, Land Managers, the private sector Steering Committee maintaining regular communication and community. with a broad range of stakeholders. While not prescriptive, monitoring the following Key Performance Measures will Australia’s Coastal Wilderness as a National Landscape aims assist the Steering Committee to maintain a dialogue with to move beyond the administrative and jurisdictional key partners around progress towards the overall goal of boundaries to create a seamless tourism journey for the establishing Australia’s Coastal Wilderness as an international ‘Experience Seeker’. The region encompasses international destination. two states, three local Governments, a range of land management agencies and a significant number of tourism Table 1 provides a summary of the recommended Key and community organisations and boundaries. Monitoring Performance Measures. Targets will need to be established the progress and achieving consensus are key challenges in from existing information sources including from local, this environment. regional and state agencies and monitored subject to a range of external.
KEY PERFORMANCE MEASURES
Contribution of tourism to the conservation of the natural environment Value and proportion of international visitors to Australia’s Coastal Wilderness Priority 1 projects progressing or completed by 2012 Brand awareness and media exposure of Australia’s Coastal Wilderness Industry participation and international-readiness (including commercial packages) Satisfaction of ‘Experience Seekers’ with the products, precincts and journeys Local support for tourism
PRIORITY PROJECTS • Develop a set of targets for the implementation of the Experiences Development Strategy and contribution of the National Landscape.
PRIORITY PROJECTS • Continue to engage local stakeholders by implementing an ACW Communications Strategy and adapt the role and membership of the Steering Committee to reflect the specific stages of project implementation.
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PART B:
PROJECT ACTION PLAN
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PRIORITY PROJECT ACTION PLAN
Priority Projects are considered to be iconic ‘coastal Plan provides a description of each of these actions; wilderness’ experiences that meet the target market suggested stakeholders groups who would take needs, are aligned with the brand and are supported. responsibility for the implementation of each project; and Throughout the Experiences Development Strategy timeframes for their implementation. Appendix 5 planning process, 20 Priority Projects were identified, provides further details concerning specific actions and and 25 Priority Projects. This Priority Project Action the strategic context for each Priority Project.
BUILDING A TRULY UNIQUE DESTINATION IMAGE PRIORITY PROJECT ACTIONS KEY STAKEHOLDERS TIMEFRAME PARTNERSHIP MARKETING Priority 1 Projects Through engagement of key stakeholders develop partnership marketing activities between Tourism Australia and key partners. Australia’s Coastal Wilderness will be promoted using the Brand Toolkit and guidelines. Upon agreement by key partners, implement a range of partnership marketing activities that deliver messages to visitors throughout the trip planning cycle, including: - Distribute the Brand Toolkit for stakeholders; - Further develop the Brand Website; - Development of content for the National Landscapes website, including ‘user-generated’ content; - Creating a photo library with Tourism Australia; - Special interest collateral and travel guides; ACW Steering Committee, Tourism Partnership Marketing - Travel stories (PR); and Australia, State and 1-2 Years Initiatives - Itineraries and packages for niche markets (bird Regional Tourism Organisations. watching, wildflowers etc). Explore the feasibility of dedicated collateral for promotion of the destination, including: - A location film and TV productions; - Maps or brochures for the region - Better utilisation of Tourism Australia’s network including e-newsletters, Search Engine marketing; Trade links; and - Generating user-content through other networking tools such as ‘Facebook’ and ‘Twitter’.
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PRIORITY PROJECT ACTIONS KEY STAKEHOLDERS TIMEFRAME PRECINCTS AND JOURNEYS Priority 1 Projects Preparation of Precinct Master Plans for Point Hicks and Cape Conran to guide the sustainable growth of existing and emerging experience precincts. The Master Plans should be prepared in accordance with Parks Victoria Precinct Master Plans Parks Victoria 1-3 Years management planning processes and include consideration of access and other servicing constraints, expansion of accommodation, and developing linkages to the East Gippsland Icon Walks. International Develop Destination Management Plans for Mallacoota Destination and Eden to build the capacity to meet the needs of East Gippsland Shire Management Plans international visitors including product development, Council, East Gippsland 1-3 Years for Mallacoota and packaging, participation in international promotion and RTA and MADBTA. Eden service quality and reduce the impacts of seasonality. Develop a Master Plan to interpret and develop the Eden Local Aboriginal Bundian Way as an indigenous tourism journey linking Lands Council, NSW The Bundian Way Eden to the Alps, including a survey of the route and NPWS, Local 1-2 Years Master Plan identification of the most viable components of this Governments and ACW project in the short and medium term (guided walks, Steering Committee. tourist drive, etc). Development of a ‘Coastal Wilderness Way’ as a non- DSE, Parks Victoria, Coastal Wilderness motorised wilderness journey, connecting the entire NSW NPWS and Local 1-2 Years Way region with further bike and walking tracks, and. canoe Governments. trips. Assist new operators to participate in the Sydney to ACW Steering Sydney to Melbourne Melbourne Coastal Drive promotions and packaging Committee, State and 1-3 years Coastal Drive opportunities. Regional Tourism Organisations. Priority 2 Projects In partnership with Local and State Government Local and State investigate visitor transport gaps and aim to link gateway Government, Transport Visitor Transport Gaps and experience precincts building on existing transport 2-3 Years providers and providers to improve visitor transport within the region operators. without the use of hire vehicles. Support the development and signposting of Tourist Drives in the hinterland (including the Snowy River Country Trail) DSE, Parks Victoria, Hinterland Tourist with interpretation points along the route.The tourist NSW NPWS, Local 1-5 Years Drives drives need to be developed in keeping with best practice Governments and guidelines in safe and effective tourist drives and provide DECC. consistent ACW visitor information and interpretation. VISITOR INFORMATION & INTERPRETATION Priority 1 Projects Develop strategies to encourage the provision of high quality and consistent visitor information & interpretation ACW Steering Visitor Information across Australia’s Coastal Wilderness. Plan to create Committee and Local 1-2 Years and Interpretation linkages, encourage longer stays and deliver a more Government. consistent visitor experience through a network of sites (both Information Centres and interpretative sites).
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PRIORITY PROJECT ACTIONS KEY STAKEHOLDERS TIMEFRAME Priority 2 Projects Investigate the feasibility and ideal location for an iconic East Gippsland Shire Croajingolong Croajingolong Interpretative Centre with a tourism / Council and Parks 3-4 Years Interpretative Centre customer service approach as a hub for activities in the Victoria. region. Upgrading of information gateway centres including ACW Steering Information Gateway investigation of new facilities of locations such as Genoa Committee and Local 2-5 Years Centres (e.g. pullover information bay and public facilities) and Governments. support expanded facilities at Cann River.
CREATING ICONIC EXPERIENCES PRIORITY PROJECT DESCRIPTION KEY STAKEHOLDERS TIMEFRAME ABORIGINAL AUSTRALIA Priority 1 Projects Eden Local Aboriginal Develop and promote the Monaroo Boberrer Gudu Land Council, NSW Monaroo Boberrer Keeping Place (Jigamy Farm) as a hub of indigenous NPWS, Bega Valley Shire 1-3 Years Gudu Keeping Place tourism experiences through a Business Development and and Indigenous Business Concept Plan and securing safe access. Australia. Indigenous Land Councils and local Engage with indigenous communities for the development groups, Indigenous Indigenous Tourism of cultural tourism product and support new and 1-2 Years Business Australia and emerging indigenous tourism businesses. ACW Steering Committee. NATURE AND WILDLIFE Priority 1 Projects Plan and develop supporting facilities and business case including a marketing strategy to implement an overnight walk in the East Gippsland as a unique and ‘wild’ hiking Overnight East Parks Victoria, DSE, East experience from Cape Conran to Mallacoota. Phase one Gippsland walk – Gippsland Shire Council 1-5 Years (Cape Conran to Point Hicks) should progress in the short Phase One and private investors. to medium term and be undertaken in accordance with Parks Victoria management planning processes. NB Elements of this walk already exist Prioritise and progress the development of new short walks throughout Australia’s Coastal Wilderness, including progressing the five new walks and upgrade and Parks Victoria, DSE, Short Walks promotion of existing walks identified in the Far East NSW NPWS and Local 1-3 Years Gippsland Icon Walks Study and implementation of new Governments. iconic short walks in New South Wales in accordance with Plans of Management. Develop the Platypus Reserve in Bombala into a unique visitor experience through the development of additional Bombala Platypus Bombala Council and facilities including walking tracks and picnic tables/seating 3-5 Years Reserve NSW NPWS. along the river, engaging visitors in conservation projects and exploring the potential for guided wildlife tours.
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PRIORITY PROJECT DESCRIPTION KEY STAKEHOLDERS TIMEFRAME Encourage the development of the Light to Light Walk as a world class guided and independent walking experience through progressing feasibility investigations into Light to Light Walk expanded commercial guided tours and eco-sensitive NSW NPWS. 1-5 Years accommodation. Locations such as adaptive re-use of existing buildings at Green Cape and en-route sites including Mowarry Point require further investigation. Expansion and further development of activities from the Sapphire Coast Marine Sapphire Coast Marine Discovery Centre and support for Bega Valley Shire 1-3 Years Discovery Centre the overall improvement of the Snug Cove environs as a Council. bustling tourism and marine precinct.
Priority 2 Projects Attract a tour operator to establish a guided eco-tour along the walk through the Nadgee Howe Wilderness. This Nadgee Howe remote area is protected as Wilderness, and numbers are Parks Victoria and NSW 2-5 Years Wilderness Walk currently limited in order to preserve the site. The tour NPWS. should be designed to have minimal impact on public access to this trail. Support for the investigation of a new multi-day trail from NSW NPWS, Forests Multi-day walking trail Merimbula to Eden, including the development of NSW, Bega Valley Shire from Merimbula to 1-5 Years feasibility and concept plans and building on the existing Council and Trail Eden coastal link between Tathra and Merimbula. Committee. Develop and promote iconic experiences in selected Parks Victoria and NSW Marine National Parks Marine National Parks including tour operators, boat hire, 3-5 Years NPWS. and gear hire including a review of accessibility. Support conservation tourism programs linked to National NSW NPWS, Parks Conservation Tourism Parks (similar to Montague Island) and coordinate and Victoria & Volunteers 2-3 Years Programs promote as key experiences for those wanting a Organisation and ACW conservation volunteer style experience. Steering Committee. COASTAL LIFESTYLE & COMMUNITY Priority 2 Projects Undertake an audit of the existing food and wine mentoring and marketing initiatives and build upon these through the establishment of an Australia’s Coastal Regional Tourism ACW Food and Wine Wilderness Food and Wine cluster linked to relevant state Organisations and ACW 1-3 Years cluster agencies. This would include engaging local fishermen Steering Committee. and/or local restaurants to deliver and promote local seafood. Support early development of the PS Curlip paddle PS Curlip paddle PS Curlip and East steamer at Marlo as an iconic Australia’s Coastal 2-3 Years steamer at Marlo Gippsland Shire. Wilderness experience. Provide a consistent opportunity for visitors to view European cultural European cultural activities and history such as shearing Bombala Council. 1-2 Years activities demonstrations and historic displays in Bombala. Explore the potential of targeted marketing and product Health and well-being State and Regional development for the destination in ‘health and well- 2-3 Years tourism Tourism Organisations. being’.
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DELIVERING THE PROMISE PRIORITY PROJECT DESCRIPTION KEY STAKEHOLDERS TIMEFRAME INDUSTRY & PRODUCT DEVELOPMENT Priority 1 Projects Prepare an Industry & Product Development Plan to ACW Steering Industry and Product encourage greater operator participation in Committee, State 1-2 Years Development international tourism distribution. and Regional Tourism Organisations. Distribute Australia’s Coastal Wilderness Brand Toolkit ACW Steering Brand Toolkit to assist with presentation and development of new Committee, RTO’s, 1-2 Years products. Local Governments Sapphire Coast Undertake a Heritage Tourism Strategy for the Sapphire Heritage Tourism Coast to identify a suite of quality heritage experiences SCTB;BVSC 1-2 Years Strategy Priority 2 Projects Identify and grow existing regional events to be more RTOs, Local Regional events attractive to international visitors and encourage longer Governments and 1-3 Years stays in the region. Events organisers. Support an industry-lead ‘Coastal Wilderness Guides’ Australia’s Coastal NSW NPWS and training group 2-5 Years Wilderness Guides Parks Victoria, RTO’s
Research and Undertake regular research with Tourism Australia and Tourism Australia 1-2 Years Evaluation key partners to monitor progress against the Key and ACW Steering (ongoing) Framework Performance Measures. Committee. ACCOMMODATION Priority 1 Projects Penders site, Investigate feasibility for adaptive re-use of the existing Mimosa Rocks buildings at Penders site, Bithry Inlet, Mimosa Rocks NP NSW NPWS. 2-5 Years Natonal Park for visitor accommodation. Undertake feasibility studies and business case development to assess the viability to expand Cape Conran, Point accommodation at Point Hicks, Cape Conran and Gabo Hicks and Gabo Island in accordance with Parks Vic management Parks Victoria. 2-3 Years Island planning processes. The accommodation would support Accommodation both the extended walking trail and niche market visitors. Priority 2 Projects Investigate future opportunities for accommodation Accommodation DSE, Parks Victoria development that supports the Victorian Land Bank 1-5 Years development and NSW NPWS. process. Tourism Support the development of a Tourism Accommodation DSE, Parks Victoria Accommodation Investment Prospectus to encourage investment in new, and DECCW (with 1-2 Years Investment iconic accommodation attractive to the ‘Experience support from ACW Prospectus Seeker’ market. Steering Committee). Implement an education and training program on Accommodation refurbishment and expansion of existing RTOs. 2-3 Years makeover accommodation facilities using existing tools such as the ‘Motel Makeover’ kit developed by STCRC and HMAA.
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TOURS & TRANSPORT Priority 1 Projects Support for an Environmental, Social and Economic Impact Assessment to investigate the feasibility of Airport Agencies Pty Merimbula Airport expanding the Merimbula Airport including extension of Ltd, Bega Valley Shire 1-2 Years Investigations the runway, new terminal development and associated Council works, and a tailored business case to attract suitable new airlines to Merimbula Airport. Priority 2 Projects Develop Phase One of the ‘Coastal Wilderness Way’ DSE, Parks Victoria Snowy River Shared through the Snowy River Shared Pathway linking the and East Gippsland 2-3 Years Pathway East Gippsland Rail Trail in Orbost and Marlo. Shire. Encourage a tour operator product that offers additional Regional Tourism Water-based water-based activities (guided kayaking yachting and Organisations and 3-5 Years activities sailing, etc -including overnight) on the lake / estuary Local Government. systems (Wallaga Lake, Eden, Mallacoota). Regional and Local Tourism Day trips for Cruise Encourage the development of wilderness day-trip Organisations and 2-3 Years Visitors products for cruise ships to Eden. Bega Valley Shire Council. Development and promotion of canoe trails with Private investors, Canoe Trail equipment hire, links to accommodation and activities Parks Victoria, NSW Development and along the trails. A first priority would be Gypsy Point to 1-2 Years NPWS and Local Promotion Mallacoota which would link in with the Coastal Government. Wilderness Way. DSE, NSW NPWS, Investigate the feasibility of equipment hire options to Parks Victoria, Local Coastal Wilderness support of the Coastal Wilderness Way (Phase Two) Governments and 3-5 Years Way (Phase Two) including further biking, walking, sea kayaking trails and ACW Steering canoe trips Committee. East Gippsland Shire Blue water access at Support improved, safe and adequate blue water access Council and State 1-2 Years Mallacoota at Mallacoota. Government. IMPLEMENTATION Priority 1 Projects ACW Steering Committee, Local Develop a set of targets for the implementation of the and State Establishing Targets Experiences Development Strategy and contribution of Governments, Local, 1-2 Year the National Landscape Program. State and Regional Tourism Organisations. Priority 2 Projects Continue to engage local stakeholders and adapt the Stakeholder ACW Steering role and membership of the Steering Committee to Ongoing Engagement Committee. reflect the stage of implementation
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APPENDICES
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APPENDIX 1: BACKGROUND AND CONTEXT
About the Experiences Development Strategy The purpose of the Australia’s Coastal Wilderness Experiences Development Strategy is to identify iconic world-class experiences matching Tourism Australia’s ‘Experience Seeker’ target market. With a focus on the international market, the Strategy is not a comprehensive regional tourism strategy but rather a blueprint for the region’s development through the identification of priority short and medium term projects. The Experiences Development Strategy draws on the comprehensive suite of existing reports and strategies, consultation with key stakeholders through workshops, interviews, site visits, and the experience of the project team.
The Experiences Development Strategy aims to provide direction to the sustainable future growth of the region. In identifying iconic world-class experiences matching the needs of the ‘Experience Seeker’ target market within precincts and corridors the Strategy includes an examination of the future needs in terms of: • Visitor facilities, services and information; • Infrastructure; • Product development (including product linkages); and • Strategic Marketing recommendations.
While every effort has been made to highlight projects that are viable, sustainable and in keeping with the ‘vision’ for the region, each initiative Croajingolong National Park - Genoa Peak, requires an assessment of its financial feasibility and its compliance with Courtesy of Tourism Victoria planning regulations prior to development.
Key Outcomes of the Experiences Development Strategy The project team and the Steering Committee have taken into account a broad range of ideas and opinions in the development of the Strategy. The Experiences Development Strategy provides a summary of the broad strategic direction and should be read in conjunction with the Context Analysis to gain a broader appreciation of the input received. While every effort has been made to conduct an inclusive and broad ranging consultation and assessment process not all views and opportunities are included in the Strategy. The Strategy sets a bold future direction and aspires to the establishment of Australia’s Coastal Wilderness as a future international destination.
The key outcomes of the Experiences Development Strategy include the identification of: • Experiences that deliver and maintain the integrity of the Australia’s Coastal Wilderness brand proposition as well as the Brand Australia and National Landscapes values; • Product and experience gaps including the identification of investment and infrastructure development required to deliver on the world-class experiences; and • Priority short and medium term projects for the region including actions, timeframes, and responsibilities along with performance indicators and a review process to measure success.
About Australia’s Coastal Wilderness Australia’s Coastal Wilderness comprises over 300km of wilderness coastline, national parks, state forests and private lands stretching from Lake Tyers, Cape Conran and Croajingolong NP in East Gippsland to Nadgee Nature Reserve, Ben Boyd NP and Mimosa Rocks NP and Wallaga Lake on the Far South Coast of NSW. It also extends into the hinterland through the South East Forests National Parks. The ‘experience boundary’ reflects ecosystems and the experience of visitors over administrative boundaries, making it a truly National Landscape.
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A number of the internationally significant features of Australia’s Coastal Wilderness include: • The region is home to more than 50 mammal species, 1,000 native plants and around one third of Australia’s total bird species. You can catch a glimpse of our unique wildlife in the heath lands and eucalypt forests in the park provide a sanctuary for threatened species such as the ground parrot, yellow-bellied glider, and long-nosed potoroo; • Point Hicks, reputedly the first place of Australia sighted by Captain Cook, is just one of the places to spend a night at the Lighthouse Keeper’s cottage and stroll along the rocky cliffs where strong winds and rough seas sunk many 18th and 19th century voyages, evidenced by the shipwrecks still visible along this coast; • Various lookouts provide the perfect place to see humpback whales , dolphins and even platypus; • See White-bellied Sea Eagles soar over granite cliff-faces, the world’s largest colony of little penguins nest on windswept Gabo Island, and communities of seals basking in the sun; • Spectacular geological sites including the 30 million year old red and white earth formations of The Pinnacles, the Buchan Limestone Caves, the folded coloured rock at Quarry beach, and the huge sand dunes at Thurra River rise to a height of over 100 metres above sea level; • Dine on fresh seafood or sample the delights of the local organic produce; • Listen to local stories of ancient trading routes, the relationship between the indigenous people and the whalers with the Killer Whales near Eden and of the heroic efforts of shipwreck survivors trekking this vast coastal wilderness; • Numerous unspoilt coastal environments are home to inspiring ocean beaches, great surfing spots, creeks, and lagoons including peaceful inlets and lakes; and • Ideal long-range walking environments including the Light to Light Walking Track from Boyds Tower to Green Cape over 30km of unspoilt coast south of Eden, and the Coastal Wild Walk over 100km from Marlo to Mallacoota.
Access and Competition The majority of visitors access the region by road (Princes Highway) with a small but growing market arriving by air through Merimbula or private aircraft. The region is approximately 2hrs from the major domestic airports of Sydney and Melbourne and the Canberra International Airport (due to open in 2011 / 2012). Access represents both a major constraint to growth in the international market and the reason the destination has not experienced greater population and visitor growth. Maintaining this balance is a key challenge of the Experiences Development Strategy.
Along with its proximity to the Princes Highway, regional airports, and a population base servicing established tourism gateways the region is surprisingly undeveloped. Incorporating the Bega Valley and Bombala Shires of New South Wales and the East Gippsland Shire in Victoria the region is characterised by large areas of National Park, making it one of the least densely populated coastal areas within such proximity to major population centres. Table 1 below highlights one of the unique selling point of the destination – space.
Table 1: Population and Area by Local Government Area Residents per Area km2 Population km2 Bega Valley Shire (NSW) 6,279.6 32,655 5.2 Bombala Shire (NSW) 3,944.3 2,635 0.7 East Gippsland Shire (Vic) 20,931.5 41,954 2.0 Total Australia’s Coastal Wilderness Region 31,155.4 77,244 2.5 Port Macquarie-Hastings (NSW) 3,687 72,315 19.6 City of Greater Geelong (VIC) 387.6 208,201 537.2 City of Melbourne (VIC) 37.6 85,844 2,283.1 City of Sydney (NSW) 26.15 164,547 6,292.4
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While unsealed roads provide a barrier to those travelling in hire cares, there are alternatives. Two of the five main hire car companies will not allow their vehicles on unsealed roads, the remaining three companies will allow vehicles on ‘well maintained’, ‘gazetted’ and ‘metalled or gravel roads’ and on those roads identified on their list of suitable roads. In addition the region is serviced by both V-line and local public transport services.
The global tourism marketplace is fiercely competitive. New and emerging destinations must offer a real alternative to gain a place on the global stage. Yet the global traveller is increasingly time poor so a destination must represent both value for money and time. In the face of increased competition and improved access through Low Cost Airlines, Australia’s Coastal Wilderness must compete with domestic and international destinations not only in terms of ‘attractiveness’ but also in terms of accessibility.
Table 2 (below) highlights the comparative accessibility of Australia’s Coastal Wilderness’ key experience precincts (Eden, Mallacoota, Cape Conran and Bombala) in comparison to a number of domestic ‘coastal wilderness’ destinations including Freycinet (TAS), The Coorong (SA), Margaret River (WA) and Cooktown (QLD). This comparison is made on the assumption that time is the most vital factor (over cost) and includes the use of both regular passenger air transport and road access for visitors arriving through either Sydney or Melbourne international airports.
Table 2: Travel Costs and Time ex Sydney and Melbourne Sydney Melbourne Travel Closest Airport Travel Time# Cost* Cost* Time# (one (one way) (one way) (one way) way) Eden Merimbula 2 hrs $ 250 1.75 hrs $ 265
Mallacoota Merimbula 3 .5 hrs $ 265 3.25 hrs $ 280
Cape Conran Canberra 5.25 hrs $ 225 5.5 hrs $ 235
Bombala Canberra 3.5 hrs $ 205 3.75 hrs $ 215
Freycinet (TAS) Launceston 4 .5 hrs $ 220 3.5 hrs $ 190
The Coorong (SA) Adelaide 3 hrs $ 340 3.5hrs $ 210 Travel time from Perth - 4.5 hrs Margaret River (WA) Perth Travel Costs from Perth - $ 120 Travel time from Cairns - 4.5 hrs Cooktown (QLD) Cairns Travel Costs from Cairns - $ 130 # Travel time is the shortest time possible via either car, air or combined * Cost is based on booking 6 weeks in advance, car hire (max 300km per day) includes fuel costs
Planning Context The development of the Australia’s Coastal Wilderness Experiences Development Strategy has included an extensive literature review and consultation with key local and state planning agencies to ensure that the recommendations align with existing and future plans, documented in the Context Analysis Report. The Steering Committee includes representation from key government agencies. An important role of the Steering Committee and other advocates is to promote and distribute the Experiences Development Strategy to government agencies and other organisations who are in a position to provide mechanisms for the recommendations to be taken forward.
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DESTINATION BRAND The brand ‘Australia’s Coastal Wilderness’ reflects a destination of national significance, deeply connected to its community yet wild and unspoilt. It tells the story of ‘living in Australia’s Coastal Wilderness’ and the interconnected marine, coastal and hinterland ecosystems. The following elements are provided to more truly describe the brand identity: • Essence - Living in Australia’s Coastal Wilderness • Values - Conservation, freedom, community, tread lightly • Personality - Adventurer, environmentalist, teacher • Attributes - Untouched, coastal nature, accessible
“Embrace Something Wild” has been identified as the tagline for Australia’s Coastal Wilderness, which evokes feelings of anticipation and excitement while also hinting at the warmth of community. The communication as a whole will be established in the brand pillars of Sharing, Nature, Discovery and Freedom:
Sharing is: Nature is: • Warm and inviting • Pristine and unspoiled because we care for it as a • It gives a feeling of community and togetherness community • Beautiful and majestic • Wild and epic in scale Discovery is: Freedom is: • Very personal • Part of the discovery journey • Both a physical and spiritual experience • The overarching promise/idea to be communicated • At once inward and outward
Looking at Australia’s Coastal Wilderness through the three Tourism Australia lenses (below) it is clear that the destination builds on Australia’s ‘pillars’ of people, environment and lifestyle. It appeals to the core Australian holiday ‘motivations’ for self-fulfilment, relationships, health, freedom and provides a range of settings to deliver many of the core ‘experiences’, especially beaches, nature, and Indigenous.
There is no place in Australia that can deliver this experience like Australia’s Coastal Wilderness. The natural beauty and its unique mix of isolation and sensitive development with its relative proximity to the major population centres make it truly unique.
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VISION AND GUIDING PRINCIPLES
Vision The vision for Australia’s Coastal Wilderness as articulated by the Steering Committee is to focus on value over volume and ensure that any future development retains and enhance the qualities outlined in the positioning statement that make it a unique destination. That is, an accessible yet remote coastal destination where you can stand on the beach with no one else’s footsteps but your own!
Positioning statement The Iconic world-class experiences recommended in the Experiences Development Strategy aim to reflect and embody the identity explicit in the Australia’s Coastal Wilderness Positioning Statement. The Positioning Statement of Australia’s Coastal Wilderness is simply: “This hidden pocket of Australia’s endless coastline is where you can get close and share your love of nature. Immerse yourself in the natural beauty of tall forests, lakes and beaches in this unspoilt coastal wilderness” Cape Conran, Courtesy of Gavin Hansford Guiding Principles Projects included in the Experiences Development Strategy aim to: • Provide personalised wilderness experiences SUPPORT THE • Embody a sense of freedom and discovery BRAND • Provide opportunities to connect physically and spiritually • Ensure that the environment is unspoilt and pristine • Access to nature/wilderness in proximity to established townships • Engage and immerse in the environment, people and culture • Offer a contrast to everyday life APPEAL TO THE • Immerse visitors in an Australian coastal lifestyle that is accessible yet remote TARGET MARKET • Provide opportunities for personal development and learning • Provide a sense of freedom • Give the visitor experiences and stories they can brag about • Create opportunities for meaningful communication with locals • Facilitate experiences on the rivers, estuaries, lakes or coast • Provide opportunities to experience quiet, coastal lookouts • Allow visitors to drive or cycle through tall forests inland from the coast • Provide opportunities to stay in coastal settlements, experience local character and BE TRULY ICONIC hear the stories of locals by the water • Provide opportunities to walk along the beach for miles • Allow visitors to fly over the coast and visit unique places such as Gabo Island • Provide opportunities to purchase local produce from local growers and fishers • Facilitate access to wildlife and birdlife, including conservation experiences • Be sensitive, low impact and complementary to the local natural environment BE SUPPORTED BY • Ensure that the sense of wilderness is maintained THE COMMUNITY • Ensure that the natural features remain the focus of the experience
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TARGET MARKET While the projects and initiatives included in the Experiences Development Strategy will appeal to a range of domestic and international consumers the focus is to develop experiences that are suited to the needs of Tourism Australia’s target market, the “Experience Seeker”.
Experience seekers: • Are experienced international travellers who see travel as an important aspect of their lifestyle • Investigate holiday options thoroughly and as such are knowledgeable consumers • Seek out and enjoy authentic personal experiences they can talk about, involve themselves in holiday activities, are sociable and enjoy engaging with the locals, environment and culture to come away having learnt something • Are somewhat adventurous and enjoy a variety of experiences on any single trip. They do not enjoy being seen as a tourist Croajingolong National Park, • Place high importance on value and hence critically balance Courtesy of Tourism Victoria benefits with costs • Place high value on contrasting experiences (i.e. different from their everyday lives)
They typically: • Spend more and come from households that have higher than average household income • Are tertiary educated • Are open-minded and have an interest in world affairs • Are selective about their media consumption Figure 2: Size of Experience Seeker Market • Are opinion leaders within their peer and social groups • Are not characterised by nationality, preferred holiday style/mode or age • Are substantial consumers of non-traditional and mainstream media and higher than usual consumers of cable television, cinema, international news and current affairs and the internet • Understand how brands work and operate and expect messages to be succinct, focused on their motivations and provide a compelling message
Tourism Australia data shows that the Experience Seeker segment comprises at least 26% of all potential long haul outbound travellers, with the average around 40%. Figure 2 shows the potential size of the Experience Seeker market from key Australian markets. Experience Seekers can be described as being: • Young, affluent 25–35 couples childless; or • Affluent families 30–45 (with children); or • Older, affluent couples (children independent) 45–65 +; and they are • “aspirational”, with a high net worth.
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Current Visitor Market For the Year Ended 2008, the international market made up only 5% of total overnight visitors to Australia’s Coastal Wilderness and 5% of visitor nights (see Table 3). In comparison destinations such as the Margaret River (WA) and Freycinct / Bay of Fires (TAS) receive between 8-15% international visitor nights. The primary international market to Australia’s Coastal Wilderness is the United Kingdom accounting for approximately 30% of all international visitors, well above the state and national averages of 15% and 13% respectively. Germany is the second largest source market for international visitation representing approximately 15 % of total international visitors closely followed by the New Zealand market which accounts for approximately 10% of international visitors.
Table 3: Total Visitor Market to Australia’s Coastal Wilderness & Key Domestic Competitors Visitors (‘000) Visitor Nights (‘000) Internationa Domestic International TOTAL Domestic l No. % No. % NIGHTS Bega Valley 491 96% 21 4% 2,288 96% 88 4% 2,376 East Gippsland 628 95% 32 5% 2,034 95% 111 5% 2,145 Total Australia’s Coastal Wilderness* 1,119 95% 53 5% 4,322 96% 199 4% 4,521 Freycinct / Bay of Fires (TAS) 373 92% 34 8% 933 92% 78 8% 1,011 Margaret River (WA) 437 89% 54 11% 1,319 85% 231 15% 1,550 Cook Shire (Cooktown) 78 90% 9 10% 229 83% 47 17% 276 * Total excludes Bombala Shire data which is not available Source: Tourism Research Australia
Future Growth Markets Cruise Tourism Cruise Shipping is one of the fastest growing tourism sectors in Australia. In 2007-08 the number of ports recording a cruise ship visit increased (13%), along with cruise ship passenger capacity (24%) and subsequently the number of total passenger days (from 407,301 to 343,045). The economic value of the industry also grew by 47% on the previous year to $324.2 million. This market represents an opportunity for growth in Australia’s Coastal Wilderness along with the lucrative super yacht segment. The Port of Eden is one of only three major ports located in NSW suitable for cruise visits. While not all cruise passengers will be ‘Experience Seekers’ the Experiences Development Strategy recognises the work by ‘Cruise Eden’ in promoting the region and identifies a number of experiences that would appeal to this market. While cruise visits to Eden declined in recent years, in the 2009-10 year Eden is scheduled to receive 5 passenger ships and 3,500 passengers representing a ready market for emerging international products. Education (Study) Tourism In the year ending December 2008, 7% of all international visitors listed ‘education’ as their main purpose of visit to Australia, staying an average of 143 nights. This makes education tourism a significant market to both New South Wales and Victoria, and notably they receive a large share of this market with 53% and 33% of all education visitors visiting the two states respectively. It is estimated that for every 3 formal study visitors to Australia, one family member visits and for every 4.5 formal study visitors, one friend will visit, each contributing their own to the local economy. Australia’s Coastal Wilderness is perfectly positioned to target and benefit from the education tourism market including international conservation volunteer groups and visiting academics and scientists. High Yield Domestic Travellers Traditionally, international source markets generate the highest economic contribution per visitor and visitor night. With a focus on value over volume the domestic ‘high-yield’ market segments has potential also. While experiences in this Strategy target the international visitor it is assumed they are attractive to the aspirational ‘high-yield’ domestic traveller. That is, segments such as the Pampadour and True Traveller identified through the Roy Morgan Value segments. These travellers are willing to pay for a unique experience, often travel in adult couples, and avoid ‘family’ destinations. For the True Traveller it may be ‘glamping’ (glamorous camping) in luxury tents in a wilderness setting, for the Pampadour a 5 star ecolodge is more their style with gourmet meals and guided walks. While the current product in the Australia’s Coastal Wilderness does not meet all of their needs, the natural setting and the sense of ‘escape’ is ideal to attract this market.
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KEY TRENDS (AS IDENTIFIED JUNE 2009)
The future strategic direction of Australia’s Coastal Wilderness needs to take into account the key Global and National trends facing the destination. The following key trends have influenced the development of the Experiences Development Strategy:
Global • International visitors are seeking ‘experiences’ (not just products), and destinations with ‘brag-ability’; • Increasing oil prices and economic fluctuations world-wide are impacting on travel affordability and discretionary spending; • There is increasing pressure on industry to respond to Climate Change & Sustainability concerns; • Loss of appeal and competitiveness of Australia relative to other destinations; and • Emergence of low cost airlines and the impact of their expansion into emerging destinations driving consumer choice.
National • Although key tourism statistics indicate a downward trend in terms of activity, the lower Australian dollar (and lower petrol prices) will support some growth in tourism spending in Australia; • Total spending on tourism in Australia (or total tourism consumption) is forecast to increase by 0.3% (or by $0.3 billion) in 2009, with the 1.8% increase (or $1.2 billion) in the larger domestic visitor segment, offsetting the 3.6% decrease (or $0.9 billion) in international tourism consumption.1 • Increasing trend towards direct and online bookings with 62% of international visitors and 68% of domestic visitors now using the internet to gather information. Further, 32% of international visitors and 44% of domestic visitors used the internet to book their trip2. • The skills shortage continues to affect the tourism industry, impacting on growth and Australian consumers are becoming increasingly demanding and discerning. • Shorter breaks are the increasing trend, and domestic air travel continues to be more price competitive than road travel. • The impact of low-cost carriers (including international carriers) on the desirability and visitation to domestic destinations.
Long-term forecasts • International visitor arrivals are projected to increase at an average annual rate of 3.7% over the period between 2007- 2017 to reach 8.1 million arrivals in 2017. • The distribution of Australia’s main markets will change dramatically by 2017. In particular, China will become the second largest inbound market from fifth place in 2007, with projected grow at an annual rate of 10.3% over 2007-2017 period. New Zealand will remain our largest market albeit with lower share (forecast to be 15.6% in 2017 compared with 20.2% in 2007). • Emerging and continuing consumer trends include: the search for ‘authenticity’ in brands and experiences, the continued importance of ‘tribes’, a shift to small indulgences rather than excesses in tough economic times, an ageing Australian population, and a desire to be involved in ‘real life’ and ‘real-time’ experiences in an increasingly manufactured and downloadable culture.
1 Tourism Research Australia, International Visitor Survey, December 2007 2 Tourism Research Australia, International Visitor Survey, December 2007 AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 41
APPENDIX 2: INTERNATIONAL GROWTH POTENTIAL
A core aim of the Experiences Development Strategy is to increase the value of international tourism balanced with the need to protect the environmental and community values for future generations. Visitation to the region is primarily domestic overnight and day trips (see Table 1), yet the region’s natural assets appeal to the international ‘Experience Seeker’. At present less than 1% of all international visitors that visit National Parks in Victoria and New South Wales do so in Australia’s Coastal Wilderness.
Table 1: Current Visitors to Australia’s Coastal Wilderness* Visitors Visitor Nights Spend per State Average Total Spend CURRENT night ($’s) Spent ($M) DAY TRIPS 783,000 n.a. 103 95 80 40% n.a. 44% 30% 16% DOMESTIC 1,119,000 4,322,000 92.5 126.5 400 57% 96% 40% 40% 82% INTERNATIONAL 53,000 199,000 36.5 94.5 7 3% 4% 16% 30% 1% TOTAL 1,955,000 4,521,000 $487M *Figures include Bega Valley and East Gippsland Shires but exclude Bombala due to lack of available data Source: Tourism Research Australia, 2008
Visitors spend almost half a billion dollars ($487M) in the region annually. Of this international visitors spend only 1% (under $40 per night). This is significantly below the state average ($95 per night). A key aim of the Experiences Development Strategy is to both increase the regions share of nature-based visitors at sustainable rates and the average spend through appropriate development. A goal of the Experiences Development Strategy is to grow the value of tourism to the region to $1B by 2020 (see Table 2).
Table 2: Forecast Visitors to Australia’s Coastal Wilderness* STRETCH TARGET Visitors Visitor Nights Spend per State Average Total Spend (by 2020)* night ($’s) Spent ($M) DAY TRIPS 955,000 - 95 116 91 43% 30% 29% 9% DOMESTIC 1,181,000 4,560,000 126.5 133 577 53% 93% 40% 33% 55% INTERNATIONAL 109,000 413,000 94.5 152 373 5% 8% 30% 38% 36% TOTAL 2,245,000 4,972,000 316 402 $1041M Extra Per Annum 26,375 41,036 $50M * Target based on increasing ACW’s share of nature-based tourists by 1% above forecast (TFC, 2009), and increasing average spend to 2009 State average. Source: EC3 Global and Tourism Research Australia, 2009
The latest forecast report from the Tourism Forecasting Committee (February, 2009) predicts domestic visitor growth to average 0.5% per annum between 2012 – 20127. This growth rate has been adopted for the forecasts to 2020 developed for Australia’s Coastal Wilderness. The international market overall is forecast to grow at 5% per annum over the same period. As international visitors to Australia’s Coastal Wilderness currently represent only 3% of total visitors and 4% of visitor nights the total average forecast growth for the region is just 1% per annum.
Further, the Experiences Development Strategy identifies growth in the share of existing ‘Nature Based’ International visitors (those that currently visit National Parks in Victoria and New South Wales) as a target market. The Stretch Targets identified in Table 2 above work on the presumption that through the implementation of the Experiences Development Strategy the
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region could grow its share of international Nature-Based visitors to 5% (from 1%) and then applies the above forecasts. This would grow visitor numbers to 5% of total visitation and visitor nights to 7% of total visitation.
The Stretch Targets also target an increase in international visitor expenditure from $36.50 per night to the State average of $94.50 over the period to 2020. It is expected that the State average international overnight spend per night would have increased to $152, but the region will only have increased its spend per night to the $94.50 previously identified. This would generate a further $50M per annum. While this seems substantial, with over 2,200 businesses identified by Tourism Australia as directly employing staff from tourism in the Bega Valley and East Gippsland Shire that equates to just over $20,000 in additional turnover per business per annum.
Through the growth in region’s share of Nature-Based International visitors and an increase in the spend per night the region will experience an annual growth rate of 26,375 visitors (2.3% per annum), and 41,036 additional visitor nights (1% per annum). While this growth rate is sustainable it requires some new product development. Further, if through product development the region can capture a larger share of spend per day, it could grow expenditure at over 10% per annum.
Seasonality
While international visitors are unlikely to grow to levels experienced in destinations closer to international airports, increased international visitation in the September and December quarter could begin to address the region’s seasonality (see Figure 1).
Figure 1: Seasonality of Australia’s Coastal Wilderness
Note: Data for Bombala Shire not available due to sample size Source: Tourism Research Australia, 2008
Figure 1 above highlights that while the Bega Valley and East Gippsland Shires follow the overall season trend for Victoria and New South Wales they have higher March and December quarter seasonality respectively. In fact, Bega Valley Shire is 7% above the New South Wales average for the March Quarter while the East Gippsland is 3% above the Victoria average in both the September and December quarters.
A key aim of the Experiences Development Strategy is to grow targeted international visitor markets outside of peak season where possible. This, as shown in Figure 1, is different for different parts of the region, thus Destination Management Plans for both Eden and Mallacoota are required to best manage the growth and encourage sustainable growth.
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APPENDIX 3: KEY STRATEGIC DOCUMENTS AND REFERENCES
Title Author Date ACW Experiences Development Strategy Context EC3 Global April 2009 Analysis Report ACW Experience Audit Planning for People May 2008 ACW Brand Development Strategy Leap Agency March 2008 East Gippsland Strategic Tourism Plan 2006-2011, Tourism Destination Marketing and Quercus Marketing 2006 Part A – Strategic Tourism Plan & Part B – Strategies & Implementation Plans Tourism Investment Guidelines. Tourism Victoria September 2008 Victorian Trails Strategy 2005-2010 Parks Victoria, (Victorian Trails Coordinating Committee) 2004 Regional Tourism Action Plan 2008-2011 Tourism Victoria August 2008 Victoria’s Nature Based Tourism Strategy Parks Victoria and DSE 2008 Gippsland Sustainable Tourism Project Urban Enterprise June 2007 Victoria Coastal Strategy Victorian Coastal Council, Melbourne 2008 East Gippsland Forest Management Plan Department of Sustainability and Environment 1994 Coastal Towns Design Framework Project East Gippsland Shire Council 2007 (Volume 1) Far East Gippsland Icon Walks Ecotourism Inspiring Place November 2006 Infrastructure Study East Gippsland Shire Planning Scheme East Gippsland Shire Council Review into Tourism in New South Wales John O’Neill April 2008 Living Parks – A Sustainable Visitation Strategy NSW Dept of Environment and Conservation 2006 Towards 2020 New South Wales Experiences Tourism New South Wales 2003 Development Strategy NSW Tourism Strategy Tourism New South Wales 2008 NSW Taskforce on Tourism and National Parks Dept of Environment and Climate Change November 2008 Bega Valley Shire Council – Snug Cove and Urban Design Advisory Service- A business unit of the March 2005 Environs Master Plan Department of Infrastructure, Planning and Natural Resources Draft Business Plan Sapphire Coast Tourism Ltd Draft Jan 09 Sapphire Coast Tourism Ltd Bega Valley Commercial Strategy Bega Valley Shire Council, 12 December 2006 Environment Planning & Development Services Department Croajingolong National Park Management Plan National Parks Service June 1996 Department of Natural Resources and Environment South East Forest National Park and Egan Peaks NSW National Parks and Wildlife Service August 2006 Nature Reserve Plan of Management Nadgee Nature Reserve Plan of Management NSW National Parks and Wildlife Service June 2003 Ben Boyd National Park and Bellbird Creek Nature NSW National Parks and Wildlife Service April 2006 Reserve Draft Plan of Management South Coast Regional Strategy NSW Government Department of Planning 2006 State Plan - A New Direction for NSW NSW Government 2006
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APPENDIX 4: STEERING COMMITTEE
STEERING COMMITTEE
Name Organisation
Tim Shepherd (Chair) National Parks & Wildlife Service, NSW. DECCW Geoff Brookes Bega Valley Shire Business Forum Adrian Weedon & Leanne Barnes Bega Valley Shire Council Karen Cash Bombala Shire Council Joady Chick Department of Sustainability & Environment, Victoria Phil Rickards East Gippsland Shire Council Terry Robinson Destination Gippsland Ltd Robyn Kesby National Parks & Wildlife Service, NSW Will McCutcheon Parks Victoria Samantha Smith Sapphire Coast Tourism John Rudge East Gippsland Regional Tourism Association Margaret O’Dwyer Tourism New South Wales Anita Verde Tourism Victoria
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APPENDIX 5: PRIORITY 1 PROJECT DESCRIPTIONS
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Actions Include: PARTNERSHIP MARKETING PLAN - Development of the Brand Identity, Brand Toolkit and investigate a Brand website; - Discussions between the National Landscapes Steering Committee for Tourism Australia is committed to the ongoing promotion of the National Landscapes Australia’s Coastal Wilderness, Tourism Australia and the State Tourism and has a comprehensive consumer and trade promotional program planned for Organisations need to progress to identify where the National Landscapes fit in 2009/10. The State and Regional Tourism Organisations have an awareness of the existing international marketing programs; National Landscapes but are yet to identify the best way to incorporate the landscapes - A targeted Marketing and Communications Plan to be developed outlining into their ongoing international promotions programs. For Australia’s Coastal where and how communication of the National Landscapes messages are to be Wilderness to gain greater awareness in the ‘Experience Seeker’ target market it must delivered to the ‘Experience Seeker’. Preferably this would be achieved through maximise the leverage available through its partners – this requires a collaborative existing channels; approach facilitated through a Partnership Marketing Plan. - Australia’s Coastal Wilderness should build on the existing initiatives by the Industry, Local Government, State and Regional Tourism Organisations and The primary objective of the Partnership Marketing Plan is to find agreement between Tourism Australia to increase awareness of the destination and its unique key stakeholders on how to promote the message to the ‘Experience Seeker’ market experiences (it is important to note that products and experiences should not and the trade without creating confusion or a duplication of effort. Without it, be promoted until they are ready to meet consumers expectations); and Australia’s Coastal Wilderness runs the risk of duplication and having limited ‘cut- - Through the Australia’s Coastal Wilderness Steering Committee, Local through’. As the first stage the distinctive brand identity will be established utilising Government and the tourism partners a number of initiatives could be the services of branding roll-out professionals. This project will create the look and progressed in the short-term, including: feel for the identity including colour, typefaces, photographic and other graphic - Development of a series of itineraries and packages designed for elements. It will create a brand manual of identity elements for end users including particular market segments; land management agencies and the tourism industry - Establishing a photo library with the support of Tourism Australia, the Regional Tourism Organisations, State Tourism Organisations and Local In the short to medium term the marketing focus of the partners in Australia’s Coastal Government; and Wilderness should be on establishing the ‘marketing infrastructure’. That is, the image library, itineraries, special interest story angles, and the content of the new Tourism - Investigate the feasibility of a high-profile event along the Coastal Australian National Landscapes website site-let for Australia’s Coastal Wilderness. Wilderness Way highlighting the use of walking, cycling, canoeing and Implementation of key projects identified in the Experiences Development Strategy trekking. could also begin to raise both awareness of the destination, reinforce the brand - Build on the National Landscapes website developed by Tourism Australia with messages of immersion in nature, and assist in the development of key products. For user-generated content (blog), images, itineraries, a wildflower, wildlife and example, an annual event along the Coastal Wilderness Way could reinforce key event calendar; and development of targeted online only collateral for the messages and encourage new guided tours to establish. destination.
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Growing demand from overnight walkers and special interest international visitors POINT HICKS MASTERPLAN may support the expansion of accommodation within the Lighthouse Reserve. The Department of Sustainability and Environment is currently investigating this opportunity as a part of its State-wide Land Bank project which aims to identify sites Address: Point Hicks Rd, Cann River VIC 3890 within public land that offer ecotourism opportunities. This will need to be further investigated along with additional opportunities such as new day use facilities and Property Description: Point Hicks Lighthouse Reserve short walks near the Thurra River subject to Parks Victoria planning processes. Land Tenure: Crown Land Reserve Existing challenges including access for those in hire vehicles due to the road being Land Management: Parks Victoria, 10 year commercial lease unsealed, the ‘sense of arrival’, day use facilities at Thurra River and interpretation of Management Plans: Croajingolong National Park Management Plan sustainable tourism also need to be further investigated. (1996), Point Hicks Marine National Park Management Plan (2006) It is recommended that a Master Plan be prepared to guide the sustainable development of tourism opportunities within the Point Hicks reserve and surrounding Local Government: East Gippsland Shire Council area.
Size of lot: Lease 37 ha Actions include: Access: Approximately 1 hour off the Princes Highway, large - Investigations into the viability and sustainability of expanding accommodation section of unsealed road. within the Lighthouse Reserve; - Explore the feasibility of improved day-use facilities at the Thurra River, Site Challenges: Potentially unstable section of road into the reserve including a possible, but sensitive, lookout to the Thurra Sand Dunes; Existing Infrastructure: Lighthouse and two timber residences - Review alternative visitor access both to and within the park, including options such as shuttle services; Icon Environmental Thurra Sand Dunes, Point Hicks Marine National - Develop Cann River as the gateway to Point Hicks and the surrounding Element/s: Park, Croajingolong National Park experiences, including improvement of information available at the Visitor Partner Products: Wild East Gippsland walk, Coastal Wilderness Way Information Centre; and - Investigate the possibility of a shuttle service from Cann River to the park or
allowing hire vehicles to traverse the current road through arrangements with Point Hicks is an area of Coastal Wilderness located within the Croajingolong National hire companies. Park which offers iconic coastal lookouts and has a unique lighthouse with on-site accommodation, campground facilities and short walks. It is a one hour drive from All investigations would be undertaken with Parks Victoria in accordance with the Park Cann River, which is identified as a gateway to this important experience precinct. It is Plan of Management and would require a business plan and impact assessment for also a start, end or midpoint for those doing an overnight walk in the East Gippsland any significant changes to be made. (e.g. between Marlo and Mallacoota).
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Cape Conran Coastal Park is an ecologically sensitive accommodation operation CAPE CONRAN MASTER PLAN offering four types of accommodation including bush camp sites, cabins, a lodge equipped with a large kitchen, BBQs and log ovens and permanent luxury safari tents (Wilderness Retreats). Address: Cape Conran Coastal Park is located near Marlo, 396 km from Melbourne Currently, Cape Conran experiences high occupancy and reaches its capacity to supply Land Tenure: Coastal Park (National Parks Act), and nearby accommodation to visitors during peak periods. Access for visitors in hire vehicles is Private lands currently restricted due to a small section of unsealed road to the camp grounds and cabins. Land Management: Parks Victoria with a management lease Management Plans: Cape Conran Coastal Park Management Plan (2005) It is recommended that a Cape Conran Coastal Park Master Plan be prepared to guide the expansion of accommodation, the development of guided nature-based activities Local Government: East Gippsland Shire Council and sealing of the access road. The plan should consider adjoining private land in the nearby area in consideration of the overall accommodation offer. Size of lot: 11,700ha
Government Approvals State Government approval required for the Actions include: Required: expansion of accommodation on site; Victorian Investigate the value and impacts of: Aboriginal Heritage Act; assessment of impact on - Sealing the Yerrung Road to the camp ground and cabins, removing a barrier for values required visitors in hire cars and buses; - Establishing further Wilderness Retreat safari tents, to provide more reliable Access: 19km east of Marlo on the Cape Conran Road, some availability of accommodation; of road is unsealed - Establishing a regular (daily) wildlife experience program. This could be through Site Challenges: Unsealed road access and seasonal peaks visitation either a Conservation Volunteers Australia partnership which involves reaching capacity of available accommodation participation in research such as wildlife capture/tagging/measure, or through regular scheduled education programs or tours (evening or daytime). The Existing Infrastructure: Bush camping, 7 cabins, 5 wilderness safari tents program could expand to fill demand for interpretive experiences providing and a lodge, boat ramp. information on the Park’s plants, birdlife, coast, Indigenous history and use of Icon Environmental Beware Reef Marine Sanctuary, coastal experience, the area; Element/s: fishing diving, native fauna - Encouraging the establishment of water-based activities such as diving, snorkelling and whale watching from Cape Conran; and Partner Products: Wild East Gippsland walk, Coastal Wilderness Guides, Coastal Wilderness Way
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The town’s location between two emerging overnight walking destinations, its range MALLACOOTA & EDEN DESTINATION PLANS of short walks and its lakes system suggest it will be a focal point and driver of the growth experienced in Australia’s Coastal Wilderness which could be as high as an extra 25,000 international visitors per annum. Identified as key experience precincts having greater participation and product range in Mallacoota and Eden will be an important part of the growth of Australia’s Coastal The International Destination Management Plan for Mallacoota should build on, Wilderness. While international visitors are unlikely to grow to levels experienced in without threatening, the precincts natural assets and existing products. Key areas of destinations closer to international airports, increased international visitation in the focus in the Mallacoota International Destination Management Plan would likely September and December quarter could begin to address the region’s seasonality include: (see Figure 1). - Packaging of existing product and increased participation in international promotion; Figure 1: Seasonality of Australia’s Coastal Wilderness - Interpretation of the Croajingolong National Park, Nadgee and Howe Wilderness Zones and the lakes system; - Encouraging the development of more accommodation, tours and attractions to meet the growing international demand; and - Service Quality and delivery of international standard service with a Mallacoota flavour.
Eden Eden, located on Twofold Bay and as the natural location to access the Light-to-Light Walk, the growing marine and wildlife tourism offerings, and the emerging indigenous tourism experiences (including the Bundian Way) will be another focal point and driver of international visitation. The International Destination Management Plan for Eden would likely include: - Packaging of existing and new products and increased participation in international promotion; - Interpretation of the Ben Boyd National Park, the Light-to-Light Walk and the
Source: Tourism Research Australia, International Visitor Survey, Year Ended June 2007 regions rich indigenous cultural heritage; Note: Data for Bombala Shire not available due to sample size - Encouraging the development of more accommodation, local transport, and tours to meet the growing international demand; and Mallacoota - Service quality and delivery of international standard service that reflects the Mallacoota is already recognised by international publications such as Lonely Planet unique qualities of the Eden community. for its exceptional range of nature-based tourism experiences. These experiences however are not well known or available to the international market prior to These plans should be concise, action-oriented and link directly to the plans of the departure. Local, Regional and State Tourism bodies including industry driven initiatives such as the Sydney to Melbourne Coastal Drive.
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Actions Include: THE BUNDIAN WAY MASTER PLAN - In partnership with all key stakeholders, develop a vision and key objectives for the development of the Bundian Way as a tourism experience; Indigenous tourism is an emerging experience for Southern NSW. The ‘Bundian Way’, a - Survey and map the route of the Bundian Way and document the associated 260km ancient trading route established by the indigenous people of Southern NSW ‘stories’, including natural and cultural features, flora and cultural heritage and and Eastern Victoria linking the ocean to the Alps, creates a tangible connection for identify key locations for the development of short drives, walking trails and international Experience Seekers. interpretation points; - Develop the Monaroo Bobberrer Gudu Keeping Place (Jigamy Farm) as a The Bundian Way is an ancient pathway, possibly 40,000 years old, and has been gateway to the Bundian Way, including on-site interpretation and short walks; proposed for Heritage listing, for both its Aboriginal and European and shared heritage and values. The Bundian Way has a remarkable shared history. Shared use of pathways - Develop Bundian Way walking tracks and interpretation points, guided walking resulted in exploration and development of the South East coast between Bega and tours (lead by the Eden Local Aboriginal Lands Council) and at least one Bundian Mallacoota, as well as on the Monaro and into Gippsland. In the mid nineteenth Way Drive trail or loop. century the Aboriginal people showed the European ‘explorers’ the route and permitted use of the country in the earliest days by highland Scots shepherds, and the horsemen and cattlemen who followed (Source: Watson, 1984).
This ancient Aboriginal trail has been nominated by the Eden Local Aboriginal Lands Council for recognition as a significant part of the Australian and NSW Heritage. The Bundian Way passes through Delegate and the village of Towamba, finishing near Boydtown on Twofold Bay.
Development of the Bundian Way presents a significant product development opportunity for Australia’s Coastal Wilderness and an economic development opportunity for indigenous people connected to the story. While few visitors would aspire to trek the entire journey, parts of the trail can be developed into short walks, guided tours, tourist drives and interpretation points.
Bundian Way Map and Lookout, Canberra Times, Oct 2007
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and transport. To achieve this, a number of initiatives will need to be developed in COASTAL WILDERNESS WAY incremental stages, including:
The concept of the ‘Coastal Wilderness Way’ is of a car-free braided route that Visitor Transport Analysis connects the entire region from Lakes Entrance to Bermagui, linking existing tracks This would involve identification of all existing services and products along the route and trails with alternative transport options and new links over time to create a to identify key gaps. Gaps would then need to be assessed for the feasibility of a seamless link in the long-term. This initiative would be implemented in stages. linkage solution. The benefit of taking a ‘whole of region’ approach is that a business opportunity that facilitates links between two locations may not be viable on its own, A unique selling point of Australia’s Coastal Wilderness is that while it is accessible but if three or four opportunities are identified at one time there may be a stronger from the National Highway (A1) the natural areas remain relatively undisturbed due business case. to the lack of vehicular access. Improving access via sealing of roads would result in increasing visitor numbers over time, but may not be the right option when a) Long-range walking trails considering long-term sustainability. The Experiences Development Strategy identifies a number of long-range walking trails that provide iconic Coastal Wilderness experiences e.g. Light to Light and wild Australia’s Coastal Wilderness is already serviced by a number of gateway transport East Gippsland walk. Linking these walking trails with other forms of transport could nodes and links, these include: provide a competitive and iconic tourism product that encourages ‘carbon light’ • The Princes Highway, providing a transport spine for the region; holidays.
• Direct air access from international gateways into Merimbula, along with a b) Cycle Trails number of charter and private air strips; • The rail line ends at Bairnsdale (Victoria), Canberra (ACT), and Nowra / Cycling tourism is a growing sector within the East Gippsland region and is extending Bomaderry (NSW); into the broader Australia’s Coastal Wilderness Planning area.
• A variety of interstate and regional bus lines linking many destinations including The East Gippsland Rail Trail is an excellent starting point for a cycle experience of Vline, Countrylink buses (extending the rail line), Deanes, and Premier; the Coastal Wilderness. Starting at Bairnsdale, the rail trail extends for almost • Rail Trail from Bairnsdale to Orbost (Victoria); and 100km to Orbost through farmland, forest and river crossings. The opportunity exists • A network of local and charter buses currently operate in the communities to extend the Snowy River Shared Pathway (Orbost to Marlo) all the way to Cape throughout the region. Conran and then on to Bemm River via the Telegraph Road (unsealed). This approach could easily be applied to follow other forestry trails and tracks however In addition, a number of businesses offer canoe hire, bike hire and guided some infrastructure will be needed to cross streams / watercourses. excursions. The key need for cyclists is shuttle services to return them to their starting point or The vision of the Coastal Wilderness Way is to link the communities through a to connect them with points further along the journey. The majority of ‘Experience Strategic Plan and incremental gains to develop a braided network of trails, tracks Seekers’ will not bring their bicycle with them. The feasibility of a regional bike hire
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service linking a number of service points (potentially the Visitor Centres) to provide Actions include: pick-up and drop-off bike hire should be considered. - Form an overarching Project Steering Committee with broad representation to coordinate with the vast number of local committees developing projects c) Public Transport / Bike Bus including the Snowy River Shared Pathway; Successful rail and walking trails are supported by a network of connected public - Examine preferred routes, requirements, and issues affecting the development transport services to return walkers / riders to their point of origin or interchange of certain sections; and with another form of transport (e.g. interstate bus or airport links). The Coastal - Estimate the approximate costs to develop each section. Wilderness Way would need a similar network. Ideally this would build on existing shuttle services including school buses and community buses that link outlying communities with service communities. These services would need to be approached to be a part of a ‘bike bus’ service and potentially include some equipment being installed on buses to carry bicycles. This would be assessed in the Linkage Strategy. d) Canoe Trails
The network of coastal lagoons and calm coastal waterways lend themselves to the development of a network of canoe trails. The vast majority of ‘Experience Seekers’ will not have their own canoe. While in many cases, like the bicycle hire this could be facilitated through the Visitor Information Centres or other local businesses, it depends on whether the hire vehicle can carry a canoe.
An alternative is to establish a series of hire points located near or servicing major water bodies (Mallacoota, Tamboon Inlet, Lake Wonboyn, Lake Wallagoot, Wapengo Lake, Kiah River, etc). This system could enable key canoe trails including the proposed Gypsy Point to Mallacoota trail to offer a unique and iconic experience for ‘Experience Seekers’ without a guide. The feasibility of this system would need to be assessed in the Visitor Transport Analysis.
There is also an opportunity to develop multi-day sea kayaking trails with overnight campsites as an opportunity for exploring the New South Wales component of the Australia’s Coastal Wilderness. Sea kayaking opportunities on the Victorian coast will be limited due to ocean conditions.
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Actions Include: VISITOR INFORMATION & INTERPRETATION - Document the regions ‘stories’ and linkages including natural and cultural themes of geology, flora and cultural heritage and identify key locations for Australia’s Coastal Wilderness covers a large and diverse area with a variety of interpretation and additional information (including the precinct gateways jurisdictions, approaches and priorities. To encourage visitors to ‘explore’ the region a identified in this Strategy) in the form of an Information and Interpretation Plan; more consistent and engaging approach to information and interpretation is needed. - Conduct an on-site audit of existing signage, rest stops, Information Centres and That is, establishing a network of information centres, supported by additional on-site interpretation boards in key sites; and roadside interpretation material that links sites and experiences to encourage - Establish a template for interpretation panel design, factsheets and story longer stays. collection. Once established, seek funding for the design and implementation of a series of interpretation points including, where necessary, new lookouts and At present, visitors could easily travel through the Australia’s Coastal Wilderness infrastructure; region by road and gain only a glimpse of the regions unique attractions. At natural - Develop a suite of interpretative panels for gateway Information Centres and and established decision-points and stopping places a network of information and establish a Visitor Information Centre Network linking the existing Information interpretation is needed that introduces the passing traveller to the stories of the Centres; and region and directs them to key locations to see, hear and experience more. - Support for region-wide sector specific interpretation and signage projects such as the establishment of safe and well signed tourist drives in the hinterland. The Visitor Information and Interpretation project aims to create linkages and deliver a more consistent visitor experience through a network of sites (both Information Centres and interpretative sites). A hierarchy of signage and information ‘gateways’ or decision points, information nodes and interpretation sites would be established as and recommendations made on the themes or stories that link key sites.
On-site interpretation at key sites will be vital to delivering the experience of a Coastal Wilderness as for many this will be limited to what they read in the brochure or online prior to travel. Developing the stories, themes and material will be a key part of the development and evolution of the Brand and should reflect the Brand Values. This includes the delivery of information through traditional methods (signs and printed materials) as well as innovative approaches (e.g. podcasts).
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Key constraints for the site include the lack of turning lanes off the Princes Highway, MONAROO BOBBERRER GUDU KEEPING PLACE which inhibits access for cars and buses and is a key limitation to the viability of the Monaroo Bobberrer Gudu Keeping Place as a commercial tourism operation. The Address: Monaroo Bobberrer Gudu Keeping Place (Jigamy Centre itself also requires further investment to incorporate interpretation and local Farm), 431 Princes Highway, Eden artwork and to bring the ‘Keeping Place’ to life for visitors.
Real Property Description: Lot 1 DP651608, Lot 25 DP750242, Lot 43 There is an opportunity for the Monaroo Bobberrer Gudu Keeping Place to DP750242 and Lot 243 DP1112013 immediately establish itself as the ‘gateway’ to the Bundian Way. This would include Land Tenure: Owned by the community under the title of developing activities (guided walks, etc), stories and interpretation located at the site Twofold Aboriginal Corporation to start to build interest and awareness of the Keeping Place as the place to find out more information and to gain an experience of the Bundian Way. In addition, the Land Management: Eden Local Aboriginal Land Council Keeping Place could re-establish its role as a training facility. Management Plans: Jigamy Farm Business Plan Local Government: Bega Valley Shire Council Actions include: Prepare and implement a Business and Concept Development Plan covering the Size of lot: 153 acres following: Access: No turning lanes of main highway. Currently no - Address the road access to Monaroo Bobberrer Gudu Keeping Place to allow for jetty or boat ramp for water access safe bus and car access; Existing Infrastructure: Cultural centre building (including kitchen facilities), - Develop a range of activities including night tours, storytelling around the Bora Bora ring, walking trail (on site) ring, and night time activities such as wildlife spotting, etc; - Incorporate interpretation of the Keeping Place, an art gallery space and set up Risks from Adjacent Sites: Private landholder adjacent to site a training facility within the Centre; Icon Environmental On the edge of Pambula Lake, short walk to Ben - Support the development of the Haycock Point to the Keeping Place short walk Element/s: Boyd National Park as a starting point of the Bundian Way and develop guided tours around this product; The Monaroo Bobberrer Gudu Keeping Place (also known as Jigamy Farm), located in - In partnership with Indigenous Business Australia and the National Parks and Eden, is a 153 acre site with a large hall space, meeting rooms and a kitchen; parking Wildlife Service of New South Wales, establish a guiding program supported by facilities for cars and buses; outdoor recreation and learning spaces; and a walking a business model that provides tourism employment opportunities; trail. The site is ideal for group tour experiences, focusing on face-to-face outdoor - Appoint a suitably qualified project officer to lead and coordinate the project; Indigenous experiences utilising the existing ‘talking circle’ and could be an ideal - Map the Bundian Way, including identifying opportunities for experiences for location for Wilderness Guide training. visitors including short walks, drives and interpretation points; and
- Seek funding in collaboration with key partners for the project’s There is also an opportunity for the Keeping Place to be established as a hub for implementation. indigenous tourism experiences (interpretation, activities, immersion) as well as a gateway to the Bundian Way.
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INDIGENOUS TOURISM Actions include: - Work with existing Indigenous business groups and appropriate state agencies to assess the potential role and scope of the Working Group and develop a draft Indigenous tourism experiences are a recognised product opportunity for the Terms of Reference; and international ‘Experience Seeker’. The Australia’s Coastal Wilderness region has a - Engage Indigenous Business Australia in the process to develop a thorough number of Indigenous tourism enterprises that are well suited to the international understanding of the services they provide and partnership opportunities. target market. Providing support and advice to emerging Indigenous tourism businesses requires an in-depth understanding of the needs of the consumer as well as a strong working relationship with the community.
Establishing a network of existing and experienced indigenous and cultural tourism operators from across the region will help to build capacity in new and emerging businesses and would aim to explore opportunities for joint packaging, promotion, and funding. The aim of network would be to work with emerging businesses to provide assistance and advice and to link them into mainstream tourism research information and assistance programs. The group would discuss cooperative marketing and product development activities and seek the support of key agencies (e.g. Local, State and Federal Government, Industry Associations, etc) to progress priority initiatives across the region.
A range of Federal, State and Local Programs exist to support new tourism products, including indigenous business development and community development programs. The aim of the group is to identify collective needs and seek support for new and Lake Tyers Culture in the Catchment, Courtesy of Chris Lewis emerging indigenous tourism businesses. This includes working with the State Tourism Organisations, Tourism Australia and Regional Tourism bodies to provide a pathway for new businesses into cooperative programs.
The group could also explore partnership opportunities with Indigenous Business Australia, who work with indigenous Australians to establish, acquire and grow small to medium businesses through business loans and business support services. Indigenous Business Australia can provide indigenous tourism businesses with access to a panel of expert tourism consultants who can provide professional advice regarding business plans, feasibility studies, marketing, product development, etc.
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Developing an overnight ‘wild’ walk along the coastline of Croajingolong National Park OVERNIGHT EAST GIPPSLAND WALK from Cape Conran to Mallacoota in the East Gippsland is an opportunity that should be progressed in stages. It is a semi hard-core walking experience incorporating beaches, Address: Croajingalong National Park rocky headlands and crossing of several inlets along the way.
Real Property Description: Various It is recommended that this walk be developed to provide a quality mix of remote, self Land Tenure: Various reliant and guided experiences in a ‘wilderness’ setting. This will mean developing a recognisable brand for the walk, marketing and interpretation and encouraging guided Land Management: Parks Victoria tours. Planning for the walk will need to address logistical constraints including the Management Plans: Croajingolong National Park Management Plan need for marking out clear trails, crossing major inlets, access to drinking water and (1996) compatibility with wilderness values, particularly in the Sandpatch Wilderness Zone. A Local Government: East Gippsland Shire Council staged approach for the development and launch of the track is recommended, focussing firstly on the section of track between Cape Conran to Point Hicks, followed Size of lot: Croajingolong National Park covers 87,500ha and by the section from Point Hicks to Mallacoota. extends for 100km along the wilderness coast of Victoria's East Gippsland Actions include: Government Approvals Victorian Aboriginal Heritage Act; assessment of - Develop an identifiable brand to underpin promotion of the track for inclusion Required: impact on values required in promotional and interpretation material as well as trail markers; Access: Several access points, including at Marlo, Cape - Commence planning for required and sensitive infrastructure at appropriate Conran and Mallacoota. Access to other points by locations to finalise the section of walking trail from Cape Conran to Point Hicks, unsealed road and put out to tender for additional commercial operators to run guided tours through this section of the Coastal Wilderness Way; Site Challenges: Emergency access in case of fires, water supply, - Further investigations of suitable and viable accommodation development inlet crossings. options and sites on route to be undertaken at appropriate sites; and Existing Infrastructure: Existing cleared areas for pathways such as the - Ensure the track is formed and regularly maintained, and make water available telegraph line, accommodation (Point Hicks) and at overnight stops to make the experience more accessible to visitors; camp grounds Icon Environmental Coastal inlets, rocky headlands, the Sandpatch All actions will be subject to extensive consideration and planning by Parks Victoria to Element/s: Wilderness. develop practical and sensitive solutions to logistical matters.
Partner Products: Coastal Wilderness Way, Point Hicks and Cape
Conran.
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Actions include: SHORT WALKS - Prepare an Iconic Short Walks Program for Australia’s Coastal Wilderness, including a range of ‘must experience’ short walks and incorporate these walks A key way for people to experience the array of incredible natural features in into travel itineraries and linked to the Partnership Marketing Plan; Australian’s Coastal Wilderness is by engaging in short walks. Short walks include short - Implementation of new iconic short walks in the New South Wales section of return-trip walks (1-2 hours) up to half or full day walks, but do not include overnight Australia’s Coastal Wilderness in accordance with NSW National Parks & walks. The Far East Gippsland Icon Walks study identifies a range of market-ready Wildlife Service Plans of Management; short walks, however there is a need to develop some additional short walks to - Source funding for the development and promotion of the five new strategic, present the depth and diversity of the region as well as address fragmentation in the iconic walking trails identified in the Far East Gippsland Icon Walks Study; promotion and marketing of short walks. - Source funding for the upgrade and promotion of existing iconic walks identified in the Far East Gippsland Icon Walks Study; The Far East Gippsland Icon Walks and Eco-Tourism Infrastructure Study provides a - Identify priority short walks that should be developed on the New South Wales strategic assessment of the walk opportunities and identifies ‘best prospect’ part of Australia’s Coastal Wilderness. Note: South East Forests has short walks; opportunities within Far East Gippsland. The study identified 11 walks as being market- and ready, a further 16 walks for further investment and the potential for five new short - Promote the opportunity to experience sections of the East Gippsland walk and walks for development as funds permit. The development of these new walking tracks Light to Light overnight walks as day walk activities from camping and/or in Far East Gippsland will help to reach the region’s vision of providing access to and accommodation nodes. revealing the depth and diversity of Far East Gippsland.
Opportunities for new iconic walks in the New South Wales should be identified and included in a short walks program for Australia’s Coastal Wilderness. Plans are already underway for a walking network in the South East Forests National Park in the Alexanders Hut / Nunnock Swamp area. Short walks also have been identified in Mimosa Rocks National Park Draft Management Plan. Ben Boyd National Park (Northern section), Bournda National park and South East Forests already have some excellent short walks.
Mallacoota, Courtesy of EC3 Global
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Bombala is the heart of ‘platypus country’ and the Bombala Platypus Reserve is a key BOMBALA PLATYPUS RESERVE attraction in the area. The Platypus Reserve provides an opportunity for visitors to view platypus in the wild from a raised platform, which makes viewing easy for all age groups. Further investment is needed to develop the Platypus Reserve into an Address: Delegate Road, Bombala, NSW 2632 experience precinct for visitors to walk around, explore, relax and picnic by the river.
Real Property Description: Lot 1 DP884132 There is considerable community support in revegetating the site to encourage native Land Tenure: Managed on behalf of the Department of Lands wildlife in the areas as well as preserve the platypus habitat and threatened species of lizard. Land Management: Bombala Shire Council Management Plans: Bombala Shire Council Management Plan Actions Include - Provide additional walking tracks and quite viewing areas in the reserve, to Local Government: Bombala Shire Council allow for platypus and wildlife ‘discoveries’ in a quiet, natural setting; Size of lot: 147ha - Engage visitors in conservation and revegetation projects (including a possible partnership with Conservation Volunteers); Government Approvals Council approval required. Any significant - Support the connection of the Reserve to the Bombala township via a walking Required: developments on the site may require approval track; from Department of Lands - Recognise the potential of the Platypus Reserve as a Wilderness Guide site for guided wildlife tours; Access: Unsealed road - Encourage wider promotion of platypus events, such as the ‘Paddling with the Site Challenges: Threatened lizard species on site Platypus’ and ‘Out and About in Playtypus Country’; and - Consider the option of sealing the road access to the Platypus Reserve as a Existing Infrastructure: Raised platform, information board; and two picnic longer term outcome. tables and a barbeque facility are to be developed. Risks from Adjacent Sites: Private land visible from platform.
Icon Environmental Platypus viewing Element/s: Partner Products: Other wildlife experiences such as whale watching, bird watching, etc.
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The Light to Light walk is an established two to three day 30km walking track between LIGHT TO LIGHT WALK the Ben Boyd Tower carpark and the Green Cape Lighthouse in Ben Boyd National Park. The walk already includes an established trail, camp grounds with amenities at four locations, road access and cottage style accommodation at the Green Cape end of Address: Ben Boyd National Park (Southern section) the walk. Expansion of existing guided tours is currently under study. Land Tenure: National Park The opportunity exists to develop a range of new iconic accommodation options along Land Management: New South Wales National Parks and Wildlife this spectacular coastline, which may include high level eco-lodge style Service accommodation based on the Bay of Fires model. Identified sites for new Management Plans: Ben Boyd National Park and Bellbird Creek Nature accommodation include Mowarry Point which could be a first-stop for those walking Reserve Plan of Management from the Northern entrance and Green Cape Lighthouse which is located at the southern end of the walk. Local Government: Bega Valley Shire Council The development of new accommodation opportunities is being addressed in the new Government Approvals Review of environmental factors (REF), and may Plan of Management for Ben Boyd National Park. In addition, access and utilities such Required: trigger an EIS under State Government legislation. as sewerage, power and water will need to be considered to support new Access: Sealed to Boyd Tower, unsealed road access points. accommodation. There is also a need to provide secure parking for walkers, improved Unsealed road access to Green Cape may come directional signage to the walk and expand the guided walking tours. under pressure with increased visitation. Actions include: Site Challenges: Access for additional accommodation - Investigate expansion of accommodation facilities at Green Cape lighthouse, developments and services (power, sewage, etc). including the adaptive reuse of existing buildings on the site; Existing Infrastructure: Cottage-style accommodation at Green Cape - Feasibility investigations into the development of safari-style / eco sensitive (currently two attached cottages, accommodating accommodation at suitable locations including Mowarry Point. These up to 12 people) investigations should be conducted by NSW National Parks and Wildlife Service in partnership with potential investors. Current site access is by 4WD access Icon Environmental Threatened species, including the ground parrot only, which will need to be considered; Element/s: - Encourage greater commercial involvement along the Light to Light walk, such Partner Products: Coastal Wilderness Way; Davidson Whaling Station, as guided / catered tours; Boydtown - Investigate options for improved secure car parking and transport arrangements for walkers.
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The Sapphire Coast Marine Discovery Centre, located at Snug Cove wharf, is a hub for SAPPHIRE COAST MARINE DISCOVERY CENTRE scientific research and excellence and attracts internationally renowned marine experts in delivering guided experiences. The Snug Cove Master Plan aims to create a Address: Snug Cove, Imlay Street, Eden, NSW 2511 thriving marine precinct providing people with access to ocean-based educational and tourism experiences which would support the development of this key facility. The Real Property Description: Lot 225 DP47934 and L1 403434 Discovery Centre is developing as a gateway to a variety of marine experiences, Land Tenure: Crown lease to 2022 (Department of Lands) including specialist small group conservation and educational tours.
Land Management: Eden Marine Centre Limited, as trustee for the Eden There is a need to build upon the existing work by investing in the interpretation and Whale Discovery Centre Research Trust (Trading as display materials at the Centre; developing and further promoting marine discovery Sapphire Coast Marine Discovery Centre) tours; and supporting the overall improvement of the Snug Cove environs as a bustling Management Plans: Strategic Plan 2009, Snug Cover and Environs tourism and marine precinct, which people can experience before and after their Master Plan tours. Local Government: Bega Valley Shire Council Size of lot: 3507m2 and 420m2 Actions include: - Further investment in interpretation and display materials, themed fit-out of Government Approvals Local Area Plans the Centre and additional retail development and site works including car and Required: bus parking, building appearance, and signage; Access: Road access is appropriate, parking for larger - Establish and encourage wide promotion of regular guided educational and vehicles may be required experiential marine-based tours from the Centre; Site Challenges: Potential contamination of some surrounding sites - Partnerships and linkages with other marine research and education facilities may limit development options for the precinct. should be encouraged; - Engage with the local Aboriginal community representatives to identify ways of Existing Infrastructure: Marine Discovery Centre incorporating the local Indigenous stories associated with the marine Risks from Adjacent Sites: Outcomes of Snug Cove Master Plan process will environment in Eden and getting indigenous guides on the vessels; and impact on facilities and future development of the - As a working port as well as a community and visitor hub, Snug Cove is a key Centre. precinct in Eden. The Master planning of Snug Cove is essential to guide the sustainable development of Snug Cove as a bustling tourism and marine Icon Environmental 19 species of whales and dolphins precinct. The Master Plan should consider accommodation development, access Element/s: to the harbour, dining facilities, carparking and support for establishing a Partner Products: Monaroo Bobberrer Gudu Keeping Place (Jigamy seafood cluster. Farm), Eden Killer Whale Museum
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Actions include: INDUSTRY & PRODUCT DEVELOPMENT PLAN - Appoint a suitably qualified international tourism advisor to identify and work with businesses to take the first step in international product readiness; While new product development will play an important role in the future success of - Develop a series of itineraries and packages with ‘international market-ready’ Australia’s Coastal Wilderness as an international destination, the depth and range of tourism businesses and events for inclusion in existing wholesale, retail and existing product provides significant opportunities. Encouraging greater operator publicity opportunities; participation in international tourism distribution is the aim of an Industry and Product - Ensure that gateway precincts and experience hubs have appropriate packages Development Plan. At present, there is only a handful of tourism products in the of quality product to meet the needs of a growing international market; destination that would be considered ‘international market-ready’ by Tourism - Encourage existing and new operators to participate in existing State and Australia or the State Tourism Organisations and who actively participate in National programs such as the Sydney to Melbourne Coastal Drive; and international trade and consumer promotions. - Increase the capacity of selected events to be more attractive to international visitors (e.g. a Wilderness Challenge, or Conservation Volunteers weekend The aim of an Industry and Product Development Plan is to identify the ideal strategies program). to increase participation in international promotional activities (e.g. State Tourism organisations, Tourism Australia, and the Sydney to Melbourne Coastal Drive). The Industry and Product Development Plan would not only identify the key steps and assistance available for businesses and events to become ‘international market-ready’ but also provide guidance on the existing product that is ready to take the first step. The plan would look at the merits of a mentoring program and provide links to available research on the international market for local and regional practitioners to disseminate.
In addition, the Industry and Product Development plan would identify suitable programs to improve service quality, marketing and distribution, and product ‘bundling’.
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Case Study: Savannah Guides – The Undara Experience COASTAL WILDERNESS GUIDES Savannah Guides is a network of professional tour guides with a collective in-depth Developing a network of industry-led ‘Coastal Wilderness Guides’ to support new and knowledge of the natural and cultural assets of the tropical savannahs of Northern existing tour guides has been identified as an opportunity to share and gain a Australia. There are currently 14 guide sites providing access for visitors to public, collective in-depth knowledge through regular training programs. This program, based private and management sites throughout the Savannah region, including the on the ‘Savannah Guides’ concept could lead to accreditation and adornment with a ‘Undara Experience’. recognised brand. Savannah Guides conduct a range of nature based tours showcasing the Undara Lava The Wilderness Guide Program will create a network of tour guides, involving willing Tubes, acclaimed the largest and longest on the planet. Undara Experience employs public or private enterprises who have a commitment to conservation and education six Savannah guides who have each attended one of the four-day Savannah Guide of the natural and / or cultural assets of the region. The Program could be funded Training Schools annually. The Guide Training Schools do not provide additional through sponsorships, and partnerships with conservation volunteer organisations and guide training, but more importantly to opportunities learn more about the would provide participating businesses with the following benefits: Savannah landscapes and create stronger links to other Savannah Guides. - Commitment to delivery of quality, under a recognisable accreditation program; - Providing customers with a sense of confidence and protection while they are in the region, plus cooperative marketing leverage; and - Linking new and established guides into partnerships, and can jointly negotiate extended permits and other benefits.
Actions include: - Identify partners and interested public and private enterprises and establish a brand and marketing program. Businesses who might like to be involved include Monaroo Bobberrer Gudu Keeping Place (Jigamy Farm), the Sapphire Coast Marine Discovery Centre, Cape Conran, Bombala Platypus Reserve, Gabo and Montague Islands and Culture in the Catchment at Lake Tyres; - Develop a training program for initial and ongoing certification of businesses in the program; and - Identify training location (e.g. Monaroo Bobberrer Gudu Keeping Place (Jigamy Savannah Guides Farm) is a relatively central facility that could potentially be used for training), and a Wilderness Guides logo
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• Adaptive reuse of existing buildings at the Penders Site in Bithry Inlet (Mimosa INTERNATIONAL STANDARD ACCOMMODATION Rocks National Park); • Investigate the viability of expanding the accommodation offer at Green Cape Green Cape, National Parks NSW The current accommodation offering throughout the Australia’s Coastal Wilderness Lighthouse (Ben Boyd National Park), Gabo Island, Point Hicks and Cape Conran consists largely of 3-4 star motel, bed & breakfast and wilderness retreat-style subject to further investigations, consultation and alignment with the Plans of accommodation. There is limited participation by accommodation providers in Management; attracting higher yielding international ‘Experience Seekers’. To address this need, a • Locations identified through the Victorian ‘Land Bank’ investigations; and mix of industry and product development is recommended. • Adaptation and expansion of existing accommodation in both the gateway Industry Development precincts and experience precincts to better meet the needs of the ‘Experience The Industry and Product Development Plan will identify opportunities to assist Seeker’. existing operators to become international market-ready. Further to this, work may be required to encourage refurbishment and expansion of facilities through a program Discussion with investors about essential information for inclusion in an investment such as the ‘Motel Makeover’ kit developed by the Sustainable Tourism Cooperative prospectus as well as discussions with key State agencies will be required to assess the Research Centre (STCRC) and the Hotel Motel and Accommodation Australia (HMAA). need, timing and scope of the project. If through this process a range of ‘iconic’ or hero products is not identified, the next step is new product development. Actions include: - Encourage industry development as the first priority including international Accommodation Investment Prospectus market-readiness training and a program such as the ‘Motel Makeover’ kit; An Accommodation Investment Prospectus is recommended to identify new iconic - Identification of the identified sites for future accommodation development, accommodation opportunities and potential sites for development. The and the type and style of ‘appropriate’ accommodation envisaged for each Accommodation Investment Prospectus would build on the significant work that has location; been undertaken or underway in both Victoria and New South Wales to investigate - Pre-approvals, existing land tenure, agreed lease terms including length of new investment opportunities on both public and private lands. This includes the lease; existing studies and reports and agreed approvals processes need to be Victorian Department of Sustainability and Environment’s Tourism Land Bank Project clearly articulated; and the NSW Department of Environment and Climate Change Tourism and Recreation - Development of a clear scope and intent of the prospectus and identification of Strategy (underway). the target audience and method for delivery; and - Presented as a professional investment prospectus including contacts to The following sites have been identified as possible sites for consideration: progress to a site visit and further investigation of development feasibility.
• Various locations in the established experience precincts of Mallacoota and
Eden;
• Location in emerging precincts including Disaster Bay, Tamboon Inlet, the Kiah River (Eden) and Bemm River;
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medium sized jets; Due to restrictions of strip strength, length, apron and terminal MERIMBULA AIRPORT INVESTIGATIONS facilities the airport is only able to attract regional aircrafts.
There is the potential to increase visitation to Australia’s Coastal Wilderness by Address: Arthur Caine Drv, Merimbula, NSW 2548 international ‘Experience Seekers’ by providing more regular and competitive direct air access to Merimbula. This would require an extensive consultative process including Real Property Description: Lot 20 DP864620 environmental, economic and social impact assessments to the undertaken to Land Tenure: Management Lease from Bega Valley Shire Council investigate the possible expansion of the airport to service 737 and other mid-sized jets. Also required is an effective case for increased services. This would be enhanced Land Management: Airport Agencies Pty Ltd by a significant investment in the form of a runway extension (up to 1800m), apron Management Plans: Building and planning codes; Master Plan development, new terminal development and associated works totalling approximately $20M. Local Government: Bega Valley Shire Size of lot: Runway: 1,600m x 30m Actions Include: - Support for an Environmental, Economic and Social Impact Assessment for the Government Approvals Need support from DECC and Local Government. expansion of the Merimbula Airport including extension of the runway, apron Required: May trigger RAMSAR / EPBC if expansion beyond development, new terminal development and associated works; 1800m is needed in the future - Develop a tailored business case to attract suitable new airlines to Merimbula Airport; and Site Challenges: Length of strip is a current limitation for expansion - Continue to work in partnership with the community to maintain support for of airport the airport and its growth. Existing Infrastructure: 1600M x 30M airstrip, administration offices, departure/arrivals lounge, 3 vehicle rental companies
Risks from Adjacent Sites: Work depot and inlet; possible Information Centre
Merimbula Airport is the only airport that supports commercial flights directly into Australia’s Coastal Wilderness, and is centrally located providing access to most experiences within 1.5 hours drive. The airport supports a local population of around 4,000 and approximately 32,000 within the broader Bega Valley Shire and serviced 65,000 passengers in 2008. The current airport, situated on the banks of the coastal waterways of Merimbula, has a 1,600m x 30m strip which can service aircraft up to
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Acknowledgements
The EC3 Global Project Team would like to extend our appreciation to those community representatives, industry operators and government officials who participated in workshops, attended meetings and provided feedback during the preparation of this report. In particular we would also like to acknowledge the support provided by the Australian Coastal Wilderness National Landscape Steering Committee.
Merimbula Beach, Courtesy of Sapphire Coast Tourism
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY