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3. Delivering the Promise

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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 AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 21 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. AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 22 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. AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 23 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.
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