Attachment 8. East Gippsland Shire Tourism Policy

Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64 Submission no.64

East Gippsland Strategic Tourism Plan Report 2006 – 2011

Part A: Strategic Tourism Plan

This report has been supported by the following organisations

EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. Submission no.64 PART A: STRATEGIC TOURISM PLAN

TABLE OF CONTENTS

CHAPTER 1. EXECUTIVE SUMMARY...... 3 4.6.3 Structure ...... 53 CHAPTER 2. BACKGROUND, OBJECTIVES & 4.7 SWOT analysis ...... 55 VISION...... 7 4.7.1 Analysis linked to strategic 2.1 Background...... 7 directions ...... 56 2.2 Objectives...... 8 CHAPTER 5. STRATEGY OVERVIEW ...... 57 2.3 Vision...... 8 ATTACHMENT 1: SUMMARIES OF RELEVANT CHAPTER 3. PROJECT METHODOLOGY ...... 9 REPORTS & STUDIES ...... 59 CHAPTER 4. SITUATION ANALYSIS...... 10 State level strategies...... 59 4.1 Demand ...... 10 Regional level strategies...... 62 4.1.1 Visitor numbers...... 11 Local level strategies ...... 75 4.1.2 Types of visitors...... 12 ATTACHMENT 2: SHIRE DATA ON CURRENT 4.1.3 Patterns of visitation ...... 14 INFRASTRUCTURE PROJECTS & 4.1.4 Economic & employment impact OPPORTUNITIES ...... 77 of tourism...... 15 ATTACHMENT 3: ANALYSIS OF EAST 4.1.5 Visitor needs & trends...... 15 GIPPSLAND PRODUCT SEGMENTS...... 79 4.2 Supply...... 17 Nature based attractions...... 79 4.3 Marketing...... 19 Adventure ...... 79 4.3.1 Marketing...... 19 Food & wine...... 80 4.3.2 Brand considerations...... 23 Key activity themes...... 80 4.3.3 Brand – summary findings.....25 Accommodation ...... 81 4.4 Infrastructure & product Support services ...... 81 development ...... 27 ATTACHMENT 4: SUMMARIES – COMMUNITY & 4.4.1 Public infrastructure...... 27 STAKEHOLDER WORKSHOPS...... 82 4.4.2 Private investment ...... 34 ATTACHMENT 5. REFERENCES...... 84 4.4.3 Product & industry development ATTACHMENT 6. ROY MORGAN VALUE ...... 35 SEGMENTS...... 87 4.5 Links to existing policies & strategies ATTACHMENT 7. EAST GIPPSLAND ECONOMIC ...... 42 DEVELOPMENT & TOURISM UNIT STRUCTURE 4.6 Structure, management & resources ...... 88 ...... 44 ATTACHMENT 8. EAST GIPPSLAND SHIRE 4.6.1 Management...... 44 TOURISM POLICY...... 89 4.6.2 Resources ...... 51

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EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. Submission no.64 PART A: STRATEGIC TOURISM PLAN

TABLES Table 1: Hub and spoke focus for East Gippsland...... 5 Table 2: Overview of Settlement Futures in East Gippsland & Wellington Shires .....10 Table 3: East Gippsland visitor data, 1999 – 2005 ...... 11 Table 4: Priority types of holidays & source markets for East Gippsland cross referenced with Roy Morgan Value Segments...... 12 Table 5: Seasonality of visitors to East Gippsland compared with Regional Victoria 14 Table 6: Ranking of East Gippsland tourism product segment strengths ...... 17 Table 7: Marketing status & analysis ...... 19 Table 8: East Gippsland short, medium & long term marketing opportunities ...... 23 Table 9: Comparison of brand name options for East Gippsland ...... 24 Table 10: East Gippsland infrastructure analysis and priorities ...... 28 Table 11: Evaluation and priorities of product & industry development opportunities35 Table 12: Relationship between State, regional, local tourism & other policies affecting the development of tourism in East Gippsland ...... 43 Table 13: Regional tourism structure ...... 53 Table 14: East Gippsland tourism structure ...... 54 Table 15: SWOT matrix...... 55

Disclaimer Any representation, statement, opinion or advice, expressed or implied in this document is made in good faith but on the basis that Tourism Destination Management Pty Ltd and Quercus Marketing are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any representation, statement or advice referred to here.

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GLOSSARY OF TERMS ABS Australian Bureau of Statistics BRPA Bemm River Progress Association BTA Business & Tourism Association CFL Conventional Family Life CVEP Country Victoria Events Program DIIRD Department of Industry Innovation Research & Development DGI Destination Gippsland Inc DSE Department of Sustainability & Environment EGCMA East Gippsland Catchment Management Authority EGRBTA East Gippsland Regional Business & Tourism Association EGS East Gippsland Shire GAR Great Alpine Road GCB Gippsland Coastal Board (Gippsland Lakes and Coasts Regional Coastal Board) GP Gippsland Ports GSTP Gippsland Sustainable Tourism Project IVS National Visitor Survey LEBTA Lakes Entrance Business & Tourism Association LEFCOL Lakes Entrance Fishing Cooperative Limited MBTA Metung Business & Tourism Association NP National Park NPWS New South Wales Parks & Wildlife Service NVS National Visitor Survey OBTA Orbost Business & Tourism Association PBTA Paynesville Business & Tourism Association PV Parks Victoria RAPS Regional Awareness & perceptions Survey RDV Regional Development Victoria (part of DIIRD) RTA NSW Roads & Traffic Authority SA Socially Aware SMCD Sydney Melbourne Coastal Drive SWOT Strengths Weaknesses Opportunities Threats TAB Tourism Advisory Board TAFE Technical & Further Education TAV Tourism Alliance Victoria TFL Traditional Family Life The Plan East Gippsland Shire Strategic Tourism Plan TSTA Tri State Touring Alliance Inc. TVic Tourism Victoria VA Visible Achievers YO Young Optimists

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CHAPTER 1. EXECUTIVE SUMMARY

This Plan is a highly integrated tourism strategy that covers the East Gippsland Shire for the five years 2006 to 2011. Part B of the Plan details 96 specific strategies and associated actions. The Plan also provides direction and detail for maximising alignment and partnerships with over 30 groups/organisations within and outside East Gippsland. This Plan integrates with the plans and policies of these groups and organisations such as the Gippsland Regional Tourism Development Plan 2006 Review and the Shire Council’s policies and plans to provide a high level of efficiency and effectiveness in the development of sustainable tourism.1 The Plan objective is to generate increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal) driven by strong industry leadership and commitment from across the region. The vision for tourism is that: “The East Gippsland region will be increasingly recognised amongst targeted domestic and international market segments as a highly appealing visitor destination. The recognition will be based on its competitive advantages in natural attributes, water-based activities, supporting infrastructure and a strong culture of providing excellent customer service. Tourism will create sustainable growth and be a major contributor to East Gippsland’s economy”.

Domestic overnight visitor numbers to Gippsland have shown modest growth over the past six years of around 1% pa, although this average masks some wide fluctuations in the yearly figures.2 More recently we are seeing major domestic market competitive pressures including a shift to short breaks and budget air travel. National visitor arrivals data indicates that international visitor numbers are growing by 4–6% pa3, a figure that is believed to reasonably reflect the inbound visitor growth being experienced in Sydney–Melbourne touring and supported by the planned Tri- State strategy to stimulate Sydney–Melbourne touring. Tourism provides about 1,287 jobs or 7.9% of employment in the Shire.4

1 World Tourism Organisation definition of sustainable tourism - "tourism which meets the needs of the present tourists and host regions while protecting and enhancing opportunity for the future". 2 See Table 3: East Gippsland visitor data, 1999 – 2005. 3 Source: Visitors by Country of Residence 2005. Tourism Australia, From ABS Overseas Arrivals and Departures, 3401.0. 4 Source: Victorian Tourism Employment Atlas 2005. Tourism & Transport Forum. Employment data is based on August 2002 census figures and should be regarded as a ‘reasonable estimate’ rather than accurate to the last job.

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The supply side of tourism is notable for the dominance of public lands across the Shire (76% of all land, managed by Parks Victoria and the Department of Sustainability and Environment) and the associated forests, lakes, rivers and coastline on which the settlement and related tourism activity is concentrated. East Gippsland has been subject to a history of changing tourism plans, marketing and brand strategies and associated structures.5 Attracting adequate resources for public land and coastal infrastructure, maintenance and development is a major challenge for the community, government and the tourism industry. There is agreement across the Shire that the time is right to implement a long term plan for tourism that will improve industry and government productivity in tourism leading to sustainable tourism growth. This Plan will work because it reflects an agreed coordinated approach to the new circumstances and a high level of commitment to its implementation from the key tourism stakeholders in East Gippsland. The Plan is structured around a hub and spoke approach which, from analysis, best fits the market and product realities of East Gippsland. Hub – Gippsland Lakes and its associated communities. Spokes:

o The Princes Highway, reflecting marketing commitment to the Sydney Melbourne Coastal Drive and including the coastal towns

o The Great Alpine Road, reflecting its status as one of Victoria’s great drives

o The Snowy River Valley, showcasing the investment in returning environmental flows to the Snowy River.

5 See Attachment 1: Summaries of Relevant Reports & Studies which highlights the range of tourism plans post 1988 that have resulted in limited implementation of recommended strategies.

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Table 1: Hub and spoke focus for East Gippsland

This Plan has four pillars for sustainable growth: marketing and brand; infrastructure; product and industry development; and management. 1. Marketing and brand: Firstly, with a concentration on building short term promotional activity that includes

o The development of an integrated marketing plan by the East Gippsland Business and Tourism Association supported by East Gippsland Shire is another key short term high priority activity. Secondly, a ‘pendulum swing’ with the positioning of East Gippsland from nature to accessible nature6 reflected in the multi-million dollar annual

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investments in waterside infrastructure and facilities that are occurring around the Gippsland Lakes.7 2. Infrastructure: Development of tourism related infrastructure to enhance the showcasing of nature; boating, water and touring infrastructure including signage and interpretation, conference facilities, cultural heritage and the impact of restored flows to the Snowy River. 3. Product and industry development: Development of products of existing and potential market strength such as touring, cycling, motor bike, boating and water related activities; soft nature based experiences including walking and wildlife viewing; seafood, food and wine, arts/culture and heritage including indigenous tourism; conventions/meetings and events. Industry will develop greater cohesion and unity of purpose through participation in the Plan including professional development activities and business awards; cooperative marketing activities and the Plan review and ongoing development process. 4. Structure, management and resources: This Plan adopts an integrated approach to tourism development that encourages ongoing integration with current and emerging tourism related planning. The Plan will deliver steady growth in tourism investment as a result of growing trust, cooperation and coordination, with measurable results flowing from the Plan for all stakeholders – public, private and community. In turn, this growth will encourage a transition from a tourism strategy driven by Council and the Tourism Advisory Board to a Plan led by the East Gippsland Regional Business and Tourism Association, with increasing industry investment and active participation by all tiers of government. A crucial pre-requisite to the EGRBTA taking a greater role in tourism management will be adequate ongoing resourcing linked to industry and government investment in EGRBTA planned activities. Execution of the Plan through the hub and spoke and four pillars approaches will deliver a highly appealing visitor experience based on understanding consumer needs and East Gippsland’s most competitive advantages. In a complex, competitive and dynamic environment this Plan should be subject to annual and major three year reviews. Furthermore as new opportunities arise from time to time they should be assessed against the strategic parameters of this Plan.

sun) activities in a marine environment; extractive tourism (fishing, fossicking, gold panning); native wildlife parks/gardens and nature retreats. See also Tourism Victoria’s Nature Based Tourism Strategy 2007-2011. 7 See Attachment 2: Shire Data on Current Infrastructure. The value of development approvals for residential and tourist related infrastructure in East Gippsland concentrated on the Gippsland Lakes is approximately $25m.

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CHAPTER 2. BACKGROUND, OBJECTIVES & VISION

2.1 Background Between 1995 and 2002 East Gippsland Shire financially supported but fully outsourced economic development and tourism activities. In 2002 Council decided to bring both areas ‘in-house’. The restructuring of the industry locally together with Tourism Victoria’s decision to amalgamate the former two Gippsland tourism campaign committees in 2004 left a temporary gap in tourism marketing. These and other factors led to a perceived reduction in confidence and a sense of frustration within the local tourism industry. Since then Council has worked to re-build confidence in the industry, including the appointment of a shire Tourism Coordinator and the recent establishment of a new Tourism Advisory Board and a Regional Business and Tourism Association to coordinate tourism strategy. This Plan was also facilitated and partly funded by Council. Development of this Plan has been the responsibility of the TAB with the objective to develop a sustainable, integrated five year tourism strategy that generates increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal). Workshops and consultations as part of this Plan’s development highlighted the following directions and values that stakeholders viewed as important in order to take tourism forward: Is consumer focused. Strengthens the region’s natural attributes and the accessibility to nature. Puts high priority on marketing, infrastructure, industry/product development and industry cohesion. Is results driven (measurable). Provides practical strategies within current resources (including human resources) and strategies that are aspirational to attract new investment and fulfil the region’s potential. Captures and recognises strategies of key tourism groups and relevant government agencies. Integrates with key partner plans and strategies such as Destination Gippsland (DGI) and Sydney Melbourne Coast Drive (SMCD).

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2.2 Objectives The Shire’s current tourism policy lists 25 objectives, however following discussion with the Tourism Advisory Board the objectives to be highlighted in the Plan were distilled to: “To develop a sustainable, integrated five year tourism strategy that generates increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal)”. The agreed project priorities were: Public infrastructure. Product development. Marketing. Industry cohesion & service standards.

2.3 Vision The following five year vision for tourism to deliver the Plan objectives was developed after taking into consideration the values and priorities identified by stakeholders: “The East Gippsland region will be increasingly recognised amongst targeted domestic and international market segments as a highly appealing visitor destination. The recognition will be based on its competitive advantages in natural attributes, water-based activities, supporting infrastructure and a strong culture of providing excellent customer service. Tourism will create sustainable growth and be a major contributor to East Gippsland’s economy.”

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CHAPTER 3. PROJECT METHODOLOGY

The methodology adopted for the preparation of the Plan emphasised effective stakeholder communication and engagement to ensure industry and community understanding, involvement and support for the project. The consultative process included: Public forums in Lakes Entrance and Bairnsdale (see summaries Attachment 4: Summaries – Community & Stakeholder Workshops) A workshop and two meetings with the Tourism Advisory Board. A meeting with the East Gippsland Regional Business and Tourism Association. Meetings with the committee and/or committee members of the various Business and Tourism Associations in Bairnsdale, Bemm River, Lakes Entrance, Mallacoota, Orbost, Paynesville and Omeo. Meetings with key industry and government personnel, the latter including Destination Gippsland, Parks Victoria, Department of Sustainability and Environment, Gippsland Coastal Board, Gippsland Ports and Gippsland & East Gippsland Aboriginal Co-operative. Site visits were undertaken to explore the range of available product and to conduct interviews with key operators. Development of the strategy also involved a review of existing information, including promotional material, website content, various local, regional and state strategies, and existing quantitative and qualitative research relating to visitors and brand awareness including the National Visitor Survey, Tourism Victoria’s Regional Awareness and Perceptions Survey, and Tourism Victoria’s market segmentation research using the Roy Morgan Research ‘Value Segments’.

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CHAPTER 4. SITUATION ANALYSIS

Reference throughout this analysis includes information and feedback obtained during the consultative process.

4.1 Demand East Gippsland is undergoing change most noticeably through growing coastal settlements. The following table from the 2005/06 Coastal Urban Design Framework summarises this growth. The impact for tourism is important as settlement growth, particularly coastal growth, drives tourism demand not only through holiday visitors but also through visiting friends and relatives and business visitors.

Table 2: Overview of Settlement Futures in East Gippsland & Wellington Shires

Source: East Gippsland & Wellington Shire Coastal Urban Design Framework. Volume 3 Mallacoota Urban Design Framework Part I: East Gippsland Shire. Prepared for: East Gippsland Shire, Wellington Shire, & Department of Sustainability and Environment. Meinhardt Infrastructure & Environment Pty Ltd. December 2005.

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4.1.1 Visitor numbers The following table provides an overview of East Gippsland visitor trends between 1999 and 2005 relative to wider Gippsland and total Victorian trends.

Table 3: East Gippsland visitor data, 1999 – 2005 % Year ending AAG¹ change September 1999 2000 2001 2002 2003 2004 2005 99/05 04/05 Domestic Overnight Visitors (000's) Gippsland Discovery 988 965 1,096 934 1,158 1,262 1,009 +.04% -20.0% Gipps L & W² 534 644 702 653 690 677 571 +1.1% -15.7% Gippsland 1,486 1,578 1,771 1,567 1,802 1,871 1,542 +0.6% -17.6% Total Victoria 17,147 17,293 18,407 17,911 18,190 17,995 16,639 -0.5% -7.5% Domestic Visitor Nights (000's) Gippsland Discovery 2,815 2,606 3,103 2,869 3,130 3,337 2,945 +0.8% -11.7% Gipps L & W² 1,842 2,166 2,051 1,926 2,186 2,066 1,984 +1.2% -4.0% Gippsland 4,656 4,772 5,153 4,795 5,316 5,403 4,929 +1.0% -8.8% Total Victoria 54,673 52,108 55,350 55,627 56,305 55,691 51,507 -1.0% -7.5% Domestic Daytrip Visitors (000's) Gippsland Discovery 2,443 2,496 2,288 2,058 1,928 1,875 2,076 -2.7% +10.7% Gipps L & W² 431 571 478 559 530 303 590 +5.4% +94.7% Gippsland 2,874 3,067 2,766 2,617 2,457 2,178 2,666 -1.2% +22.4% Total Victoria 45,051 42,322 40,703 36,139 37,235 31,894 31,494 -5.8% -1.3% AAG* International Overnight Visitors 00/05 Gippsland Discovery 33,935 23,497 23,450 26,039 28,287 31,870 -1.2% +12.7% Gipps L & W² 33,450 52,693 38,856 41,398 39,424 32,674 -0.5% -17.1% Gippsland 58,289 64,521 54,728 60,606 60,982 54,067 -1.5% -11.3% Total Victoria 1,113,841 1,236,299 1,175,824 1,197,301 1,301,597 1,333,000 +3.7% +19.7% ¹AAG Average Annual Growth ² Gippsland Lakes & Wilderness Gippsland Discovery & Gippsland Lakes & Wilderness are the two sub-regions that together make-up the Gippsland tourism zone. Source: Tourism Victoria aggregated data from Tourism Research Australia 2005. Domestic overnight visitors and visitor nights spent in Victoria decreased by 7.5% for the year ending September 2005 compared to the previous year. Relative to the slight growth 1999/2005 this indicates a significant recent change in the Victorian market place. The number of international overnight visitors to Regional Victoria decreased by 6.0% to 308,400 for the year ending September 2005 but it has grown at an annual average rate of 3.7% for the period 2000/2005 (not shown in the above table). The table highlights a sharp change in fortunes for East Gippsland. The six year trends have seen above average domestic growth but below average (negative) international growth off a high in 2001. In the more recent period of increasing competitive pressures in the domestic market East Gippsland has seen a -15.7% drop in domestic overnight visitors but nights held up comparatively well (-4%). Regional Victoria experienced a decrease in domestic visitor nights of -9.3% for the year ending September 2005 compared to the previous year. East Gippsland day visitation has increased dramatically in the latest period and if this trend continues it may need detailed investigation to understand the nature of this market and the opportunities to best capitalise on its growth.

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The inbound market has been trending down since 2001. Despite this the industry along the Sydney Melbourne Coastal Drive sees this as a growth market. At the national level 5 – 6% annual growth is forecast by Tourism Research Australia.

4.1.2 Types of visitors Tourism Victoria segments the national market in a number of ways using segmentation techniques including the Roy Morgan Value Segments, developed in conjunction with Collin Benjamin - The Horizon Network. The Roy Morgan Value Segments in particular have been used by Tourism Victoria to distinguish markets with the highest yield potential and to identify their holiday needs. The key Roy Morgan Value Segments8 attracted to the wider Gippsland region are Socially Aware (SA) (20%), Visible Achievers (VA) (22%) and Traditional Family Life (TFL) (20%). Young Optimists (YO) (9%) and Look at Me (LM) (11%) are the other significant segments for Gippsland. East Gippsland has traditionally also been very competitive in attracting the Conventional Family Life (CFL) segment – a lower yield mono destination/ long stay market attracted by camping and activities such as fishing and the beach/rivers. Segmentation that refers to type of holiday is also valuable to this Plan, particularly as East Gippsland attracts a significant car touring market.9 The following table brings together the type of holidays relevant to East Gippsland cross referenced with the Roy Morgan Value Segments and geographic segments, plus the rationale for the rating their importance to East Gippsland. Table 4: Priority types of holidays & source markets for East Gippsland cross referenced with Roy Morgan Value Segments HOLIDAY ROY GEOGRAPHIC DESCRIPTION & RATIONALE FOR RANKING TYPE & MORGAN MARKETS RANKING SEGMENTS 1. Short SA, VA, YO SE Melbourne, City or country escape. Break other Melbourne, Growth market partially with high yielding Gippsland, North Melbourne SA’s & VA’s. EasTVictoria/ Princes H’way road improvements & Nights away: South East NSW Gippsland Lakes infrastructure investment 1-3 should result in sustainable growth. Attractive market for shoulder & off peak periods. Reasonable capacity to influence market behaviour through marketing & word of mouth promotion.

8 See Attachment 6. Roy Morgan Value Segments for a detailed profile and analysis of the needs of the key three segments. 9 Sources used in developing the holiday typology assessment criteria include: Hardy, A. Key Factors in the Development of Successful Touring Routes. Tourism Tasmania and Tourism Council Tasmania. 2002. Hore, K. Self Drive Touring Routes: Best Practice Recommendations. Commonwealth Department of Industry and Resources. June 2002. Tourism Alliance Victoria. Best Practice Touring Routes. Fact Sheet 03. April 2003. Lessons from the Road, Numbers 10-12. National Scenic Byways Program. US Federal Highways Administration.

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HOLIDAY ROY GEOGRAPHIC DESCRIPTION & RATIONALE FOR RANKING TYPE & MORGAN MARKETS RANKING SEGMENTS Infrastructure development very important including quality accommodation & boating infrastructure. 2. Beach SA, VA, CFL, SE Melbourne, Extended mono destination holiday at Holiday or TFL, YO other Melbourne, beach/coastal destination for up to 2 weeks, Getaway Regional Victoria, highly active with large proportion including SE NSW, family with children or a holiday to escape & unwind. The ‘classic beach holiday’. Nights away Sydney, Canberra Still a core peak period type of holiday but with 3-14 reduced length of stay. CFL segment also declining related to competing economic or spending pressures. Limited capacity to influence market behaviour through marketing due to strong repeat visitation. Word of mouth promotion most effective. Infrastructure development very important including boating infrastructure. 3. Big Tour TFL, SA, VA, International, SE Up to two week touring, multi-destination, YO (in the Melbourne, other mostly by car but includes coach. international Melbourne, A comparatively small market but Nights away demonstrating good growth associated with 8-14 market) Sydney, SE QLD, regional Victoria, SMCD inbound visitation & the ageing SE NSW domestic TFM segment (see TRA inbound forecasts) & good leverage from DGI & Tri- (note also State touring strategy.10 some ‘Grand Best holiday type for shoulder & off peak tourer’ – 1-6 (including mid week growth). months away) Good capacity to influence market behaviour through marketing & development. 4. Short Tour TFL, SA, VA, SE Melbourne, Up to a week of touring, multi-destination stays YO, other Melbourne, travelling by own car & includes some coach. Regional Victoria, A comparatively small domestic segment but Nights away reasonable growth prospects linked to ageing 5-7 SE NSW, Sydney, population. Canberra GAR presents an excellent marketing opportunity for the key Melbourne market as does Gippsland touring with East Gippsland being the key destination. Good shoulder & off peak growth prospects. Leverage from DGI & GAR alliances important. Good capacity to influence market behaviour through marketing including packages ex Melbourne. 5. Day Trip SA, VA, CFL, Gippsland & SE Self explanatory - no overnight stay. TFL Melbourne A significant decline in day trip activity (see Table 3) but still accounting for 38% of all No nights Gippsland visitors in 2004. away Includes significant intra regional shopping, sports & events movements. Limited capacity to influence behaviours. Best suited to retail driven marketing strategies. Latrobe Valley & outer SE Melbourne suburbs represent best prospects to influence market behaviour through marketing including events. 6. Special SA, TFL, VA, Gippsland, SE Up to a week away to attend an event, sport, & events & YO, Melbourne, other special interest functions etc. Lawn bowls & golf are typical sports events; food & wine &

10 The Tri-State Touring Strategy is a new joint Tourism Victoria, Tourism NSW and Australian Capital Tourism Strategy aimed at stimulating domestic and inbound travel between Sydney and Melbourne.

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HOLIDAY ROY GEOGRAPHIC DESCRIPTION & RATIONALE FOR RANKING TYPE & MORGAN MARKETS RANKING SEGMENTS meetings Melbourne, NE jazz typical indulgence. Cultural events & a Victoria, SE regional business conference a typical Nights away NSW, other meeting. Gippsland & East Gippsland lack 1-7 Victoria flagship events inhibiting visitation & brand positioning. Opportunity to move ranking up via initial events development focus. Conference & meetings opportunity with initial focus on facilities (see section 4.2.6) 7. Visiting TFL, CFL, YO, Melbourne, Low cost holiday staying with friends & Friends & SA, VA, other regional Vic, relatives or in the holiday house. TRA data 11 Relatives Sydney, Regional indicates some national growth NSW Very limited capacity to influence behaviour pre visit but education of local residents to be tourism product aware can help extend in- region expenditure.12

4.1.3 Patterns of visitation The following table indicates the seasonality of visitation to East Gippsland compared with domestic overnight visitors to Gippsland.

Table 5: Seasonality of visitors to East Gippsland compared with Regional Victoria MONTH EAST GIPPSLAND GIPPSLAND REGIONAL VICTORIA

SUMMER 38% 34% 29%

AUTUMN 27% 23% 25%

WINTER 13% 21% 23%

SPRING 23% 23% 23% Sources: Tourism Victoria Regional Profiles for year ending June 2005; Visitor Information Centre visitor statistics for Lakes Entrance & Bairnsdale VIC’s, 1995–2005.

The data supports in-region anecdotal evidence that East Gippsland has significantly higher peak period visitation than Regional Victoria and significantly lower winter period visitation. This highlights the need through this Plan to give significant weighting to strategies that help address this comparative imbalance in seasonality, eg the recommendations for building the appeal of Gippsland as a year round boating destination (see Table 10), development of the touring market (SMCD and GAR) and development of a more competitive presence in the Melbourne and neighbouring regions short breaks market.

11 Tourism Research Australia analysis 2006 indicates a small trend from use of paid holiday accommodation to VFR accommodation. 12McKercher, R. A Study of the VFR Market in Albury Wodonga. 1996. Charles Sturt University. The data indicated the extent of VFR spending (over $12m in 2005). The author suggested strategies to educate the host community as to tourism attractions, eating and entertainment facilities would be advantageous in enabling greater VFR expenditure.

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4.1.4 Economic & employment impact of tourism Tourism is estimated to generate approximately $175m in direct and indirect output annually for East Gippsland.13 The specific accommodation, cafés and restaurants sector is estimated to generate $146m in output annually.14 Tourism employment in East Gippsland is comparatively high.15 Within the accommodation, cafés and restaurants sector it accounts for 1,071 jobs.16 According to the Victorian Tourism Employment Atlas 2005 tourism accounts for 7.9% of all employment compared to 4.2% for the rest of Gippsland and 6.1% of all jobs in the Great Ocean Road region excluding Geelong. In 2002/03 tourism accounted for 1,287 jobs in East Gippsland according to the Atlas. The number of jobs increased 4.4% from 1997/98. While tourism is clearly comparatively important for East Gippsland the rate of jobs growth has not been as impressive as the tourism regions around Melbourne where 10 – 20% changes are the norm. Spa Country tourism campaign sub-region focused around Daylesford recorded a 49% increase in tourism jobs for the period 1997/98 to 2002/03. This highlights the increasing competition from regions closer to Melbourne and the imperative that East Gippsland makes the productivity improvements needed to maintain and build market share.

4.1.5 Visitor needs & trends Visitors are increasingly seeking more from their holiday. Key tourism trends include:17 Shorter holidays or short breaks; some are talking of micro breaks. Shorter lead times for planning holidays – web meets this need. Time out; chill out get or back to nature: a reaction against the ‘urban rat race’. Demand for higher service levels: tourism information/interpretation; food; personal service etc. More niche markets; special interest groups; older including Probus groups. Niche groups getting together for functions; events, swap meets etc eg beer can collectors. Experiential tourism; people wanting to touch; feel; learn and grow. The brag factor: increasingly we are brand conscience: consumers seek holiday destinations and experiences which reflect the brands they wear/carry/drive.

13 Estimate based on data from Tourism Victoria Visitors for Lakes & Wilderness – summary results year ending 2001. Note expenditure relates to 1998 data. Estimate also cross referenced with employment data (see following footnote) using TRA estimate that $1m in tourism expenditure equates to approximately 8 full time equivalent tourism jobs. 14 Source: REMPLAN 2.0 Regional Economic Modeling & Planning System. Developed as part of the data inputs into the East Gippsland Shire Economic Development Strategy 2006 15 Source: Victorian Tourism Employment Atlas 2005. Tourism & Transport Forum (TTF). 16 REMPLAN 2.0 17 Sources include: Victoria’s Tourism Industry Strategic Plan 2002–2006. (Trends analysis, P 5–8); Tourism Research Australia. Domestic overnight leisure travel trends and challenges 2005.

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Each tourism segment has specific needs that destinations targeting them should try to meet. The following is a list of factors important to the needs of the key car touring market:18 Meeting wonderful, interesting people – often locals. Good traffic/road conditions. Well signposted roads. Great weather. Being organised: car services, taking good maps, taking all you need – including a good navigator! Having a comfortable car. Visiting places off the beaten track. Unexpected delights – people, scenery, towns etc.

These tourism trends and specific touring needs are important for this Plan presenting a range of opportunities including: Developing infrastructure that meets the needs of visitors, eg accessible nature opportunities in areas managed by Parks Victoria VA and SA segments are important and Department of Sustainability for short breaks & leverage off the and Environment that deliver on the ‘high status’ products & experiences such as Metung and Paynesville. region’s strength in nature-based attributes. Competing aggressively in the growing short breaks Melbourne market and leverage off ‘high status’ products and experiences such as Metung and Paynesville to short break VA and SA segments. Promoting and building on the accessibility of nature experiences at the key tourism hubs and spokes. The opportunity to promote and develop the Great Alpine Road and Sydney Melbourne Coastal Drive as ‘must do’ journeys to the big tour/grand tour markets. Developing a reputation for consistently providing good customer service and standards. Fostering niche markets and targeted marketing. Promoting to SA, TFL and YO segments the icon nature status of Croajingolong National Park (one of 12 World Biosphere reserves in

18 Tourism NSW Car Touring Research from 15 focus groups. 2001.

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Australia) and the high country grandeur and adventure of the Alpine and Snowy River National Parks.

4.2 Supply Analysis of the supply side of tourism in East Gippsland for this plan included a general audit of tourism inventory or product, significant stakeholder input as part of the consultative process and desk top research from brochures, websites and reports. The analysis is focused on matching the supply side with the current and potential demand and needs from East Gippsland visitors and identifying gaps and potential opportunities. The needs of the touring, short breaks and mono destination ‘getaway’ markets are the key focus of the supply analysis. The analysis is summarised in the following table. Detailed data relating to the audit including signage can be found in Attachment 2: Shire Data on Current Infrastructure.

Table 6: Ranking of East Gippsland tourism product segment strengths PRODUCT SEGMENTS PS SS ES GAP GAP- NA

O Eco tourism including ● bushwalking & wildlife tourism Coast/beach including sailing, ● surfing & beachcombing Nature retreats including eco ● Nature-based lodges Adventure tourism including 4WD ● & cycling & extractive tourism including fishing Wildlife including parks/zoos & ● aquariums Water sports including power ● boating/swimming Sports/Adventure Traditional sports including ● tennis, bowls Motor bike riding ● Wineries ● Pubs & Clubs ● Food & Wine Gourmet/fine dining ● Farm gate/ local produce ● Café culture ● Family activities & attractions ● Arts/culture ● European heritage ● Aboriginal culture ● Rural village life ● Events & festivals ● Shopping/markets ● Charter boat/cruise ● Accommodation Backpacker ● Boutique/B&B ● Camping/caravanning ●

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PRODUCT SEGMENTS PS SS ES GAP GAP- NA

O Cabins ● Country guesthouses ● Farm stays ● International brands ● Motels ●

Explanatory notes on product segment definitions: Primary strength: Strong attribute of the region or destination; one of the main attractors, or the attractor, for visitors. A primary strength contributes to positive consumer perceptions. Primary strengths individually and collectively represent the key product attributes aligned to needs of the identified target markets. Secondary strength: Do not drive demand, but complement the needs of the market and/or provide positive market associations with the touring experience. Add richness and depth to the visitor experience. Emerging strength: Product is sufficient to provide potential market development opportunities linked to increasing market demand, eg interest in aboriginal heritage. Gap: Absence of an attribute that aligns with market needs. Gap – opportunity: Absence of an attribute that aligns with market needs. Opportunity for development.

While detailed analysis of the above table can be found in Attachment 3: Analysis of East Gippsland Product Segments the following key conclusions are drawn: While there is an ample supply of nature-based product the challenge is to make it more accessible to the mainstream markets. Maintenance of public infrastructure is an issue with communities, governments and the tourism industry identifying lack of resources for maintenance and development of infrastructure on public lands as an inhibiting factor in the effective promotion of natural assets. To this point Parks Victoria has developed ‘Levels of Service’ ratings for parks linked in part to the visitation levels to specific parks. Adventure and related water based activities are the other key competitive product strengths. The provision of infrastructure to cater for growing boating related demand is a key challenge, eg the provision of berthing and associated facilities such as on-water refuelling and sewerage pump out facilities are seriously lacking. Food and wine and arts/culture/heritage including indigenous tourism are not strengths but a priority to help to build a more sophisticated element into the positioning of the region. Across all product and experience themes sought by target markets East Gippsland has opportunities to strengthen its provision of these themes. Gippsland is seeing a move to higher quality accommodation linked to shorter breaks, increasing land values and competitive pressures on the

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traditional holiday market. Nature based19, five star quality and niche accommodation such as backpackers are emerging opportunities.

4.3 Marketing

4.3.1 Marketing Marketing is identified as a core priority by the region’s tourism industry.20 The 15.7% drop in domestic overnight visitors in the year ending September 2005 to East Gippsland21 is an indicator of a tougher tourism marketplace. The need to compete in the market place has never been greater. Regions closer to Melbourne are providing more competition reflected in growth in domestic overnight visitors to Phillip Island +25.0% and the Yarra Valley, Dandenongs & the Ranges +8.1% for the 12 months to year end September 2005.22 The Sapphire Coast is targeting East Gippsland and Latrobe Valley consumers with regular print features. Industry marketing in the region is limited and very fragmented. Apart from the East Gippsland Regional Business and Tourism Association’s development of an Official Visitors Guide and Council’s website there are no other regional cooperative marketing activities. There is limited operator participation in Destination Gippsland Inc. and Sydney Melbourne Coastal Drive strategies. Great Alpine Road marketing has been limited over the past 12 months, however recent planning indicates that this will be increased in 2006/07. Combined with Council’s policy of not funding external marketing the cooperative marketing outputs from the East Gippsland region are minuscule for a region that generated 1,287 tourism jobs in 2002/03. It is essential that in a tough tourism environment East Gippsland not only maintains but grows the value of tourism and tourism jobs. Current private investment in tourism infrastructure is a key indicator of the region’s potential to build tourism growth. Without productive cooperative marketing however such investment will not be sustainable in such a competitive tourism environment. The following table summarises and analyses the current marketing situation.

Table 7: Marketing status & analysis MARKETING ACTIVITY RESPONSIBLE ANALYSIS & PRIORITY & STATUS AGENCY/ AGENCIES EXTERNAL MARKETING Websites EGS, EGRBTA, The need to revamp the East RDV Gippsland site is seen as a major EGS manage the main East & immediate project for East Gippsland site: Gippsland through the Shire. www.lakesandwilderness.com.au. Industry needs to see bookings & Local towns such as Omeo & business coming from the site.

19 Tourism Victoria identifies opportunity for high quality, environmentally sustainable, larger scale accommodation of 20-40 units. 20 See Attachment 4: Summaries – Community & Stakeholder Workshops 21 See Table 3: East Gippsland visitor data, 1999 – 2005. 22 Source: Tourism Victoria aggregated data from Tourism Research Australia 2005.

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MARKETING ACTIVITY RESPONSIBLE ANALYSIS & PRIORITY & STATUS AGENCY/ AGENCIES Bemm River have their own Links with other key touring & sites with a link from the EGS. destination sites such as the DGI Other relevant sites include: site are essential. www.sydney-melbourne.com.au TVic is moving to establish a which is the SMCD committee state-wide booking system that site, www.parkweb.vic.gov.au, may have a significant impact on the PV site & decisions to be made. www.greatalpineroad.info, the Opportunity to develop a best latter integrated into the TVic practice destination marketing site www.visitvictoria.com. website that is with strong industry ownership & integration with DGI & TVic sites/databases & booking systems.

HIGH PRIORITY – SHORT TERM Promotion in domestic EGRBTA, EGS, Current EGS policy is not to markets PV, DSE engage in external marketing – undertaken by DGI. Very low levels of coordinated EGRBTA, EGS, Opportunity to reverse this marketing emanating from East all relevant decision linked to tough market Gippsland. stakeholders for conditions & the catalyst role EGRBTA currently updating marketing plan Council can play in supporting OVG using temporary tagline EGRBTA. ‘Paradise Found’. Opportunity to build short term Sapphire Coast marketing very cooperative promotional prominent in East Gippsland & opportunities through EGRBTA Latrobe Valley. including an East Gippsland High reliance on agencies such destination brochure, print as Tourism Victoria & through advertising in regional press, in- small investments in DGI, market consumer & VIC SMCD & GAR. promotions (Cross reference with website, marketing partner & VIC strategies). Development of an integrated marketing plan needed HIGH PRIORITY – ONGOING Touring information EGRBTA, EGS There is very limited integrated marketing for the touring market. The touring market is a key Opportunity to develop an growth market linked to both integrated suite of destination & SMCD & GAR. touring collateral for in-region There is the East Gippsland visitor use & web download with a Seven Great Drives flyer with ½ low cost co-op buy-in. & 1 day trips in the Shire, the The Seven Great Drives DL is a Great Walks brochure & the good information tool with the East Gippsland Map. opportunity to update it with ½ & 1 DGI’s Gippsland brochure also day trips radiating out from Lakes’ promotes touring in the Shire destinations (including tour to via SMCD & GAR. Dargo via Mitchell River NP). The Cartoscope A4 brochure is Opportunity to build SMCD & popular with SMCD users & in GAR marketing investment. Federation Square (Melbourne) & the Rocks (Sydney) VIC’s. HIGH PRIORITY – ONGOING Partnership marketing Partnerships & alliances are

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MARKETING ACTIVITY RESPONSIBLE ANALYSIS & PRIORITY & STATUS AGENCY/ AGENCIES lacking through insufficient Currently good partnerships resources – including human with DGI & weak through GAR resources – to service the & SMCD. relationships. Very limited marketing with There is an opportunity to build, neighbouring shires. over time, a range of partnership Cooperation with land marketing activities, building on management agencies but the DGI brochure & tactical limited cooperative marketing advertising; GAR, SMCD & Tri- output. State touring opportunities & closer market planning with the land management agencies. Latter require increased marketing budgets for boosting the nature brand & rollout of standing camps, eg Buchan Caves. Omeo BTA has an excellent opportunity to strengthen GAR promotions linked to 2005/06 DSE funding managed through TVic.

HIGH PRIORITY – ONGOING Public Relations EGS, EGRBTA East Gippsland currently lacks resources to be more effective in The EGS Tourism Coordinator this vital area of tourism is responsible for generating & marketing. coordinating tourism PR. Having a steady & regular contact The BTA’s also play a role in & relationship with the media is this depending on resources & very important. skills. Important opportunity to increase A destination such as resources over the life of this Plan Rutherglen has been paying to provide regular tourism around $35k pa for 5 years for a information to Melbourne, regional Melbourne PR specialist to & in-region press & support service wine & travel media. marketing partners PR including TVic, DGI, SMCD & GAR.

HIGH PRIORITY – ONGOING Familiarisations EGS Like PR a key role for effective destination marketing – not just in The EGS Tourism Coordinator reacting to famils but in is responsible for coordination proactively setting them up. of familiarisations. This is another notable weakness The BTA’s also play a role in in East Gippsland linked again to this depending on resources lack of resources & coordination. including time. There is a key opportunity over the life of the plan to better support marketing partners as above with trade & journalists familiarisations as well as actively developing famils with the above.

HIGH PRIORITY – ONGOING

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MARKETING ACTIVITY RESPONSIBLE ANALYSIS & PRIORITY & STATUS AGENCY/ AGENCIES Film library EGS The film library is a core marketing resource for destination The EGS has a film library. marketing. BTA’s maintain libraries to This is not an area of focus due to varying degrees of scale & lack of resources. order. There is an opportunity to review, A range of operators & update & catalogue available agencies have good images of images with a focus on the new East Gippsland. brand including accessible nature images including aerial images, waterside dining including seafood, wildlife & scenic viewing & nature side quality accommodation.

HIGH PRIORITY – SHORT TERM Research EGS There is an opportunity to establish agreed benchmark consumers awareness of East Gippsland linked to TVic’s RAPS research HIGH PRIORITY – SHORT TERM NOTE: Agencies with primary responsibility for the activity are shown in bold font.

SUMMARY The opportunity is to build a productive marketing strategy based on the brand strengths of the region that is driven by a productive industry and Council partnership. Council can play a catalytic role in building the cooperative marketing culture across East Gippsland through changing its policy to participate in external marketing. The strengthening of marketing alliances is a major opportunity for East Gippsland. Sydney Melbourne Coastal Drive is being boosted by the Tri-State Touring Alliance Inc strategy initiative23, Great Alpine Road is looking for cooperative investment opportunities; regions to the north are an opportunity for cooperative marketing and product development24 and Destination Gippsland Inc will roll-out a major brand campaign in 2006/07. The Department of Sustainability and Environment and Park Victoria are also key partners wanting to see and participate in an integrated approach. The table at the top of the following page provides a summary of marketing opportunities over the life of this Plan.

23 A Tourism Victoria, Tourism NSW and Australian Capital Tourism strategy to boost touring across the Sydney – Melbourne corridor. 24 For example the Man from Snowy River Drive and development of the motor bike market.

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Table 8: East Gippsland short, medium & long term marketing opportunities PERIOD OPPORTUNITY SHORT TERM Brochure & press advertising in regional markets & in Canberra (12 months) Website development including alignment with state-wide booking system or other alternative. Building the cooperative marketing alliances including DGI Development of an integrated marketing plan MEDIUM TERM Expand the marketing mix through more familiarisation visits (2-3 years) PR activities Targeted media advertising into lifestyle magazines focusing on ‘comfortable nature’. Further developing electronic marketing activities & website presence. A growing cooperative culture will also enable cost effective participation in targeted special interest consumer shows such as 4WD & boating. LONG TERM With more accessible nature related infrastructure in place, increased (4-5 years) marketing of nature products across the marketing mix will be a major opportunity. There will be an associated opportunity with DSE & PV to step up cooperative marketing to stimulate demand for the infrastructure investment.

4.3.2 Brand considerations The development of an effective and well supported tourism brand for the East Gippsland region has been identified as a key outcome from this Plan. Consultation indicated a range of opinion with the most support expressed for Gippsland Lakes and Victoria’s Riviera. Options considered were: Victoria’s Riviera Gippsland Lakes and Wilderness Gippsland Lakes Victoria’s Far East Far East Gippsland East Gippsland Destination awareness and associations data from Tourism Victoria RAPS research26 indicates Lakes Entrance has by far the highest consumer destination awareness of any East Gippsland destination and well above the awareness of Gippsland itself. The attributes most frequently associated by consumers with the former Gippsland Lakes & Wilderness region in 2003 were lakes, fishing, boating, beaches and seafood.27 Qualitative research conducted to develop an East Gippsland region

26 Tourism Victoria Regional Awareness & Perceptions Survey consumer research data for 2001, 2003 and 2005. 27 Regional Awareness & Perceptions Survey 2003.

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Table 9: Comparison of brand name options for East Gippsland BRAND STRENGTHS WEAKNESSES Victoria’s Strong residual awareness Riviera image no longer so positive – Riviera from 1980’s marketing crowded beaches & pollution. campaign. Weather now less a competitive Capitalises on high difference due to changed travel patterns awareness of Victoria in and opportunities, eg low cost fares to domestic market the Gold Coast and SE Asian Businesses still use the destinations name. Copying destination names considered Area is hub of Shire passé; research indicating increased tourism investment, demand for authenticity in tourism population & visitation experiences.29 growth Gippsland Implies the broad area. No growth in consumer awareness. Lakes & Makes connection with Wilderness daunting for some – too wild Wilderness Lakes Entrance which is or extreme. ranked 7 for destination Lack of product diversity & support awareness in Victoria. services in inland areas. Likelihood of having alignment with new whole of Gippsland brand with nature positioning. Gippsland Makes connection with Limits focus to Lakes Entrance areas & Lakes Lakes Entrance which is not whole region. ranked 7 for destination awareness in Victoria. Area is hub of Shire tourism investment, population & visitation growth. Lakes & estuaries extend along coast to Mallacoota. Likelihood of having alignment with new whole of Gippsland brand with nature positioning. Victoria’s Far Capitalises on high May be considered too distant – a long East awareness of Victoria in way to go, eg Far North Queensland was domestic market. once the brand now marketed as Cairns Effectively positions the & the Barrier Reef Region (the icons). region’s location in the No clear link with Gippsland & its nature Australian market. association strength. Has somewhat exotic associations eg derived

28 Qualitative Research Report August 2002.Taylor Nelson Sofres. Comprised 270 individual consumer surveys, four focus groups and an industry survey. Prepared for Gippsland Lakes & Wilderness Tourism Campaign Committee. 29 See for example South Australian Tourism Commission Fact Sheet: Consumer Trends. Indicates increasing demand for authentic experiences.

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BRAND STRENGTHS WEAKNESSES from ‘far east’ (Asia). Far East Effectively positions the As per the above but with a linkage to Gippsland region’s location in the intra lesser known Gippsland brand (but state market. better aligned to the larger regional Has somewhat exotic Gippsland brand). associations eg derived Does not capitalise on the comparative from ‘far east’ (Asia). brand strength (awareness) associated with Lakes Entrance. East Says it as it is. Does not have any associations with Gippsland Effectively positions the tourism benefits eg lakes/water or region’s location in the nature. intrastate market. Does not capitalise on the comparative Reinforces Councils brand strength associated with Lakes investment in the name. Entrance. Aligns well with wider regional name Gippsland. Provides equity across the Shire.

4.3.3 Brand – summary findings While there is no ‘perfect brand’ for the East Gippsland region the weight of evidence from the above analysis suggests the name Gippsland Lakes is best suited to drive sustainable tourism growth for the East Gippsland Region. A ‘pendulum swing’ is required: moving slightly from the positioning of East Gippsland from nature to accessible nature reflected in the multi-million dollar annual investment in demand driven waterside infrastructure, facilities and associated sophistication around the Gippsland Lakes.30 Our desktop research leads us to conclude that the branding should continue to focus on the Gippsland Lakes as per the 2002 recommendations (see following logo).31 However we recommend refinement to the creative brand execution, strengthening the connection with quality services and a certain level of style and sophistication. Given the strong stakeholder views on branding this will provide an opportunity for further input and analysis.

(Note this is the previous logo)

30 See Attachment 2: Shire Data on Current Infrastructure List of development approvals for $25m residential and tourist related infrastructure in East Gippsland concentrated on the Gippsland Lakes. 31 Qualitative Research Report August 2002.Taylor Nelson Sofres.

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It is further recommended that individual tag or strap lines be developed for the market segments identified in this strategy (short breaks, touring, beach/getaway) reflecting their specific needs. It is recognised that this brand recommendation does not on first appearances provide equity across the Shire ‘Accessible nature’: short walk at region. Analysis of successful regional, State McKenzie River Scenic Reserve & and national branding and associated Rainforest Walk on the Princes Highway between Orbost & Cann marketing however indicates an increasing River. trend to build on destination brand strengths rather than focus on the politically acceptable Shire or regional name.32 This Plan also places significant focus on the Great Alpine Road, the Snowy River (Valley) and the Sydney Melbourne Coastal Drive. For these key tourism spokes or corridors much of the recommended brand focus is on leveraging off the strongly promoted names Great Alpine Road, Snowy River and the awareness of Sydney and Melbourne for the coastal drive. The rationale for the Gippsland Lakes recommendation is based on: Consumer research that consistently shows Lakes Entrance as the leading individual East Gippsland destination.33 Visitation data: the Gippsland Lakes are the primary destination for most visitors to the region. Short breaks are a sustainable growth trend and the Gippsland Lakes are best positioned in East Gippsland to compete in this market. Investment and population growth data: this shows a concentration in the Gippsland Lakes area. Likelihood of having alignment with new whole of Gippsland brand. Comparatively limited tourism support services in inland areas. State, local and regional commitment to touring routes Sydney Melbourne Coastal Drive and Great Alpine Road through inland areas provides strong marketing opportunity for these corridors. Hub and spoke opportunity – build on the (hub) strengths and use strategies including touring to disperse visitors out from the hub.

32 For example Tourism Victoria is currently implementing a major marketing campaign based on use of the destination brand Daylesford rather than the regional name Macedon Ranges & Spa Country. Victoria’s Tourism Industry Strategic Plan 2002 – 2006 refers to the need to move to marketing destinations and experiences rather than regions – see P 66. 33 Source: Regional Awareness & Perceptions Survey. 2003. Tourism Victoria. Primacy of Lakes entrance relates to both intrastate and interstate survey respondents.

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The recommended approach delivers benefits across the region through leverage off the most appropriate name or brand. In a tough domestic market place a market focused approached is needed to achieve the objectives of this Plan.

4.4 Infrastructure & product development

4.4.1 Public infrastructure The Plan places great importance on the development of public infrastructure to underpin sustainable tourism growth in East Gippsland. This has been an ongoing theme articulated through tourism plans for the region since the late 1980’s.34 The consultative process associated with One of the views from Jemmys Point Lookout – significant opportunity for this Plan and analysis of current local, infrastructure development. regional and state agency plans indicates that, while development of public tourism related infrastructure is essential, it needs to: Be linked to demonstrated demand. Build on identified areas of regional strength/competitive advantage. Be linked, integrated and supported with related plans and processes at a local, regional, state or even national level. Be sustainable beyond any initial government seed funding. Show potential for public/private partnerships. Be supported and ‘owned’ by the community. The infrastructure analysis in Table 10 gives priority rankings to infrastructure projects identified through this Plan development process with due consideration to the above criteria. There is an important ‘bundling’ opportunity for infrastructure development in East Gippsland. This can add weight to individual projects that may otherwise be seen in isolation. The key bundles or project areas are again the hub of Gippsland Lakes, SMCD, GAR and the Snowy River Valley including Buchan. The latter is particularly opportune linked to the opportunity to showcase the $400m investment by governments in restoration of environmental water flows to the Snowy River.

34 See for example the Far East Gippsland Tourism Strategy 1988. In the conclusion on page 93 one of three initiatives that ‘must occur immediately’ is ‘the provision of improved public infrastructure’ for the identified hubs of the Mallacoota area, Cape Conran/Marlo, Upper Snowy Valley, Errinundra and a recreational fishing zone.

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The State Government’s Moving Forward strategic plan which outlines some $502m in regional support programs for the period 2006 – 2009 provides a major opportunity for East Gippsland to align with and get infrastructure developments happening.35 While the focus of this Plan is public infrastructure the development of private infrastructure is highly relevant to the following assessments (Table 10) and, to this end, Section 4.4.2 analyses key current and planned private infrastructure investment in East Gippsland.

Table 10: East Gippsland infrastructure analysis and priorities INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES GIPPSLAND LAKES HUB Jemmys Point lookout DSE, EGS World class views. Lakes Entrance Creates a major icon between Sydney & Melbourne on SMCD. Potential to redevelop the Accessible nature – encapsulates site to create lookout & Gippsland Lakes. interpretation of Gippsland Alignment with intent of plans Lakes & entrance. Large including DGI & Tourism Victoria. site with capacity to support Relieves major planning issues with visitor infrastructure current highway lookouts including including interpretive traffic flow & pedestrian safety. material, parking, toilet & food services. SHORT TERM HIGH PRIORITY Victoria’s year round GP, DSE, PV, Identified State & regional boating capital EGS, GCB development priority. Development issues, needs and Ongoing commitment to opportunities identified in Gippsland sustainable development by Boating Coast Action Plan & various agencies Gippsland Lakes Coastal Action Gippsland Lakes Coastal Plan (specific opportunities Action Plan currently being highlighted in Part B - Strategies & reviewed Implementation Plan) Gippsland Lakes Boating Capacity Study to be SHORT TERM HIGH PRIORITY undertaken prior to the Gippsland Boating Coast Action Plan being reviewed in 2007 Marina Development, Lakes GP, DSE, EGS Addresses shortage of moorings at Entrance premium tourism waterfront hub east of Melbourne. Currently scoping for Stimulant to yacht & power boat development of marina traffic into Lakes Entrance & across berths including North Arm & Lakes system. Cunninghame Arm as per Plan alignment with Gippsland implementation plan. Boating Coastal Action Plan36 & Gippsland Ports Strategy 2006/08. Strengthens positioning of Lakes Entrance on SMCD & Gippsland

35 See Attachment 1: Summaries of Relevant Reports & Studies for summary of programs. 36 Gippsland Boating Coastal Action Plan 2002 Page X1. Identified as a medium priority.

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INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES Lakes as an icon coastal destination with multi-night stay appeal. Excellent private investment & partnership opportunities. MEDIUM TERM HIGH PRIORITY Bullock Island, Lakes DSE, EGS, High mixed use demand. Currently Entrance appears as a site lacking integrated planning High profile site Fails to capitalise on potential of Fishing Co-op to be a major attraction for Gippsland Lakes & SMCD. Could reinforce regional seafood strength. Opportunity not specifically aligned to local or state plans. Further revenue private partnership opportunities. MEDIUM TERM HIGH PRIORITY SMCD & MALLACOOTA Accessible nature – Lakes DSE, EGS, Lack of accessible ‘nature product’ to the border VicRoads, PV in East Gippsland for mass holiday & touring markets. Opportunity for detailed ‘Brings nature to the people’. identification, prioritisation & Builds on competitive strengths. coordinated development of Reflects consumer demand & trends accessible nature findings for short walks, scenic experience opportunities & lookouts & interpretation. associated touring services Supports dispersion east from along Princes H’way Gippsland Lakes. between Lakes Entrance to Supports SMCD strategy & Mallacoota/border. rationalisation of resources by DSE Include: Bemm River & PV to areas of greatest Rainforest Walk including demand/sustainability. toilets, Euchre Valley Nature Some private investment at DSE Drive, Cann River as major sites. driver rest area, Drummer Will require ongoing maintenance Road Rainforest Walk, budgets within PV/DSE. Genoa Peak Lookout, Factor in Nowa Nowa/Bairnsdale Furnells & Choof Choof major route upgrade. Track, Youngs Creek 2WD

project, Cape Conran & Nowa Nowa walk. Cape Conran & Point Hicks. (Note also the cross reference with Snowy River Orbost infrastructure MEDIUM TERM HIGH PRIORITY projects.) Mallacoota Bluewater DSE, GP, EGS, Aligns with Tourism Victoria’s access upgraded GCB identified opportunities. Improved facilities required to meet Continue to progress commercial/recreational requirements. SHORT TERM HIGH PRIORITY

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INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES Mallacoota Caravan Park EGS, DSE, High demand particularly over peak management with period. Park reflects contemporary lessee. Key landmark site in Mallacoota service & management aligned to nature strength & Council, standards. Tourism Victoria & National Parks strategies. Excellent revenue generation & private partnership potential. MEDIUM TERM HIGH PRIORITY Mallacoota Pathways EGS, DSE Strong community support Project Council funds committed for 2007/08 SHORT/MEDIUM TERM HIGH PRIORITY Point Hicks PV Serious safety issues with state of road from Princes H’way. Major heritage site – Captain Current demand for camping is Cook/European settlement seasonal. Year round demand for Opportunity to repair, lighthouse accommodation. upgrade & maintain access Area has excellent potential road. alignment with regional strengths – Plan for lighthouse area to could be a world class ‘show case’ better capitalise on high experience. quality historic & Better access would open up SMCD environmental assets market. including seal & whale Weak alignment with current viewing. National Park planning priorities. Lease in place for lighthouse Considerable commercial management & opportunities with lighthouse. accommodation. Capacity to greatly extend private partnership. MEDIUM TERM HIGH PRIORITY Eco lodge DSE, PV, TVic Conceptually wilderness lodge has great market appeal – access/time Opportunity identified – not from market may be a barrier. yet at planning stage. Reinforces nature strength & brings higher yield segments. No specific Plan alignment although more upmarket accommodation at Mallacoota has been identified through this planning process. Revenue & partnering options subject to business plan. Bemm River access road to PV, BRPA, local Site has significance for whale whale & bird watching site aboriginal watching (pods with calves) during at Pearl Point. community November – April season & Sea Eagle bird watching – delivers on Viewing platform erected by significant competitive advantage. Bemm River Progress Maintain regular road maintenance Association, with road to guarantee access. access recently improved. SHORT TERM HIGH PRIORITY Cape Conran PV Commitment to improving infrastructure is excellent & Standing camps being recognises the ‘drawing capacity’ of

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INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES developed the park. Management Plan commits Investment in standing camps (also to improved visitor facilities at Buchan) provides excellent including camping areas launching pad for a significant increase in investment in marketing for these icon East Gippsland natural attractions – particularly focused on building shoulder & off peak demand (see marketing strategies). SHORT TERM HIGH PRIORITY SNOWY RIVER VALLEY & BUCHAN Buchan Caves PV Strong but declining demand (approx 40,000 pa). Planned & costed Most significant fee paying national refurbishment of lighting in attraction & essential to support the Royal Cave & mono destination beach holiday associated access & safety market (non beach day option). enhancements. Alignment with DGI plans. Standing camps being Demonstrated revenue generation developed. needed for capital works, maintenance & marketing. Potential private partnerships including standing camps currently underway within PV. See Cape Conran analysis regarding promotion. SHORT TERM HIGH PRIORITY Tulloch Ard Road & scenic DSE, PV, Meets demand for a more lookout convenient & accessible Snowy River experience for mainstream markets. Reinforces regional nature strengths. Links with wider strategy to stimulate demand for Snowy River experiences. No direct private sector partnership opportunities. Further investigation of scenic lookout options is required & in progress SHORT TERM HIGH PRIORITY PS Curlip, Orbost Community Capacity to build on the Snowy project River suit of experiences. Feasibility study completed Aligns generally with SBCD for building a replica paddle strategy. steamer. SHORT TERM MEDIUM PRIORITY Funding approved. Man from Snowy River EGS, Towong, Potential demand but always a Adventure Drive Tumbarumba & niche adventure drive product. Snowy Shires. PV, Reinforces regional nature Opportunity to develop icon NPWS (NSW), strengths. drive capturing the spirit & DSE Alignment with this Plan’s hub

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INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES adventure of the Man from dispersion strategy & Snowy River Snowy River. Valley development node. Sealing of the Bonang Road Primarily a product development & would support visitor marketing opportunity linked to dispersal linked to the gradual en route infrastructure roll Snowy Mountains out. Scoping study & implementation plan needed. (short term product development priority) INTERMEDIATE TERM HIGH PRIORITY Sealing of Barry Way EGS, Snowy Reinforces regional nature Shire (NSW), strengths. Opportunity to seal approx VicRoads, PV, Alignment with this Plan’s hub 73km of road. NPWS dispersion strategy & Snowy River Valley development node. LONG TERM HIGH PRIORITY East Gippsland Rail Trail EGS • Will provide good ‘book ends’ for Planning for extension of marketing of the Trail East Gippsland Rail Trail from Newmerella to Orbost is completed – works to SHORT TERM MEDIUM PRIORITY commence shortly.

Marlo – Frenchs Narrows PV, DSE, EGS Opportunity to develop 4 km walk 4km walk & cliff top lookout Community including lookout over Snowy River • Pre feasibility stage entrance, boardwalk sections & interpretation INTERMEDIATE TERM HIGH PRIORITY Orbost – Marlo multi-use DSE, EGS, EGCMA Could generate significant demand trail ex Orbost. Possibility of creating loop bike trail Pre-feasibility stage Orbost – Cabbage Tree – Cape Conran – Marlo. INTERMEDIATE TERM MEDIUM PRIORITY GREAT ALPINE ROAD Omeo Omeo BTA, Opportunity to leverage off the High Tourism Victoria Country Cultural Heritage Support for tourism & Interpretation Plan (see product cultural heritage following development) – April 2006 meeting decision to end grazing in to develop further details. the Alpine NP ($2.765m) » contribution to sealing the Bogong High Plains Road ($2 million) » support for historic hut maintenance by volunteers, eg Victorian High Country Huts Association ($60K) » interpretive signage & information on the history

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INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES of the high country, including grazing ($240K) Omeo Historic Justice EGS, local Opportunity for further developing Precinct historical this site in conjunction with the High committee, BTA Country Cultural Heritage A well preserved precinct Interpretation Plan noted above. with 5 notable buildings New lookouts EGS, GAR, Opportunity to create two new VicRoads lookouts with GAR interpretive Opportunity along GAR material (5km south of Hotham Airport & at Kandangora Muttung Point south of Omeo). GENERAL Conference facility Private industry, Anecdotally strong demand in EGS Bairnsdale & Lakes Entrance. Identified opportunity for a Excellent alignment with this Plan’s large conference & events objective to smooth seasonality. facility Significant off peak bed capacity particularly at Lakes. Accessibility/time to Melbourne an impediment (commercial air access would help). Good revenue generation & private partnership opportunities subject to business planning. SHORT TERM HIGH PRIORITY East Gippsland Icon Walk PV & DSE Demand subject to assessment noting growing demand for lodge to Feasibility study underway. lodge & vehicle supported camping 37 multi night walks. Would highlight regional strengths. May have ongoing revenue capacity. Private partnership options subject to study outcomes. Work in conjunction with DSE/PV/ TVic Land Bank project. Investigate development site. See also product development section SHORT TERM MEDIUM PRIORITY Gippsland Hinterland All 4/W/D Victoria, Will stimulate 4WD visitation into Wheel Drive Touring Route DSE, PV, DGI, 5 East Gippsland. Gippsland Shires Promote & link small communities in Planning underway. East Gippsland. Objective is to identify, Integrate with GAR, Snowy River manage & promote an all Drive & the proposed Man from wheel drive touring route Snowy River Drive. alternative between Capitalise on Victoria’s competitive

37 Chris Buykx from World Expeditions Pty Ltd stated in a phone interview January 2006 that the vehicle supported campsites model is increasing in popularity and they are planning to add departure dates to their Larapinta and Flinders Ranges vehicle supported walks.

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INFRASTRUCTURE & RESPONSIBLE ANALYSIS & PRIORITY STATUS AGENCY/ AGENCIES Melbourne & Eden through advantage over NSW in providing the Gippsland Hinterland. 4WD experiences. SHORT TERM HIGH PRIORITY Three Sisters 4/W/D Tour DSE, PV Will expand range of 4/W/D tour & Project in progress associated products SHORT TERM HIGH PRIORITY Shire tourism signage EGS, VicRoads Preliminary audit indicates major upgrade inconsistency of standards against accepted TVic Tourist Signing Opportunity to audit signage, Guidelines. plan & implement major Support DGI & this Plan’s focus on upgrade – time with Tourism developing touring including SMCD Victoria completion of & GAR. statewide review of tourism Opportunity to cross reference with road signage in 2006. East Gippsland tourism branding. INTERMEDIATE TERM HIGH PRIORITY Standing camps Meets demand for higher standard accommodation in National Parks. Development at Buchan & Reinforces nature strength & brings Cape Conran underway with higher yield segments. Summer 2006/07 Alignment with Tourism Victoria & completion. National Park plans. Good sustainability potential. Private partnerships potential. Demonstration project – may open up other opportunities. INTERMEDIATE TERM HIGH PRIORITY Forestech – Forest DSE, TAFE Discovery Centre

Second launch August 2006 (see Section 4.4.3 Product & industry development).

4.4.2 Private investment The information in Attachment 2: Shire Data on Current Infrastructure Projects & Opportunities indicates the concentration of private sector investment around the Gippsland Lakes. Residential projects that are planned or approved in East Gippsland amount to more than $195 million. There is a noted lack of investment in natural areas outside the built environment of the Gippsland Lakes hub. This concentration of investment reflects the comparative strength of tourism centred on the Gippsland Lakes driven by increasing lifestyle retirement and tourism related demand. This concentration of investment reinforces the strategy of ‘leading with your strengths’ – using Gippsland Lakes as the flagship destination to drive visitation into the region.

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4.4.3 Product & industry development The table at the top of the following page provides an evaluation and prioritisation of the product and industry development opportunities for East Gippsland tourism.

Table 11: Evaluation and priorities of product & industry development opportunities PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS GIPPSLAND LAKES Development of the Fishing There is a lack of availability of fresh seafood experience industry, seafood to restaurants – distribution chain LEBTA, EGS, sees it going to Melbourne & returning. Lakes Entrance has EGRBTA LEFCOL is in a premium location but the product, location & provides a 1970’s experience facility. infrastructure to build Buying fresh seafood from the boat is a on this major great experience but apparently illegal, while competitive advantage. buying cooked prawns is legal. There are no seafood events that focus consumer & media attention on seafood. Opportunities to develop a seasonal seafood seasonal calendar. Investigate seasonal seafood events – scallops, prawns – whiting etc. Encourage development of high quality seafood experiences linked to Bullock Is development. Encourage more direct to retail outlet distribution. SHORT TERM HIGH PRIORITY Regular boat service Industry, A regular passenger boating service linking Paynesville – Metung – EGS the three icon towns of the Lakes would Lakes Entrance provide a major activity promoting movement around the Lakes & supporting increased No regular service length of stay. exists to link these key Opportunity to investigate private sector waterside destinations. interest & possible funding sources to support establishment costs. LONG TERM LOW PRIORITY Entertainment on the EGS There is increasingly use of floating Lakes Local BTA’s pontoons for concerts, films etc as a means of bringing people to waterside destinations. Numerous sites appear suited to such a product. Opportunity to add another attraction to the Lakes experience. MEDIUM TERM MEDIUM PRIORITY SYDNEY MELBOURNE COASTAL DRIVE & MALLACOOTA Colquhoun State TAFE, DSE Opportunity to enhance visitor experience to Forest & Forest see value added timber products such as Industries Interpretive furniture & to provide interpretation of the Centre centre & the forests industry. SHORT TERM LOW PRIORITY

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS GREAT ALPINE ROAD Omeo Product Omeo BTA, Omeo is the major East Gippsland through Development TVic, EGS destination on the GAR with capacity to become a significant en route hub for day $265K allocated over 3 tours. years through State There is a lack of accessible product Government’s High experiences in the Omeo area that provide a Country Initiatives high country experience. Program following the Linked to the implementation of the Omeo alpine grazing Destination Plan there needs to be bundled decision. packages – activity options, meet the locals, Funding from DSE but sample the produce etc. administered by TVic. April workshop to fine tune the High Country To be used for part- Initiatives Program is opportunity to develop. time employment of The Omeo Historical Justice Precinct is a Tourism Officer; co-op significant collection of 5 heritage listed marketing in GAR; buildings managed by the Omeo Historical skills development Society, including displays of high country workshops; mentoring; pioneering, agricultural & gold mining visitor servicing, eg history. Opportunity for integration into day signage tour packages. Also support for high Linked to the wider opportunity of promoting country cultural one week drive GAR drive packages ex heritage events & Melbourne38 Omeo have the opportunity to festivals, eg Man from be a key player in accommodation & activity Snowy River Festival value add packages for co-op promotions. ($200K) SHORT TERM HIGH PRIORITY High Country Cultural DSE, Alpine Accessible quality cultural interpretation of Heritage Interpretation Shire, EGS, the high country including the history of the Plan Omeo BTA high country cattlemen is a key product gap currently around the Omeo area. This plan is being There is a significant opportunity for the high developed following country area to capitalise on the plan’s the alpine grazing implementation initiatives (such as sealing decision. the Bogong High Plains Road) linked to GAR strategies & the significant role the Omeo region has in delivering the high country cattle, mining, exploration & other components of cultural history. SHORT TERM HIGH PRIORITY SNOWY RIVER VALLEY The Man from Snowy EGS, local See Section 4.4.1 Public infrastructure. River Adventure Drive BTA’s, DSE, PV,

State Government commitment to provide seed funding & currently seeking support from other areas including Snowy Mountains.

38 Packaging opportunity identified through the Gippsland Sustainable Tourism Project 2006.

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS GENERAL Develop destination TVic, local These four destinations are the core visitor plans for lead BTA’s, EGS centres of East Gippsland. Effective tourism destinations identified destination plans are essential to provide for by Tourism Victoria sustainable development. The plans for the Lakes destinations will help deliver on the Victoria’s Tourism promise of ‘Victoria’s year round boating Industry Strategic Plan destination’. 2002-2006 outlined a There is an opportunity aligned with the commitment to the wider Tourism Victoria strategy to implement preparation & destination plans – essential given the implementation of increasing pressures on these centres. tourism destination & village planning. MEDIUM TERM HIGH PRIORITY Metung / Paynesville, Mallacoota & Lakes Entrance are identified in the Gippsland Regional Tourism Development Plan (2006 Review) as potential destinations for such plans. Develop an iconic walk See Section 4.4.1 Public infrastructure. Increase awareness of TVic, PV, The Croajingolong National Park is difficult Croajingolong National EGS to access with a limited & run down road Park as a tourist infrastructure. While some sites such a Point destination Hicks are potentially of world class status (wildlife viewing, scenery, history, The 2005 update of landscape) the infrastructure is poor & the Gippsland access very difficult. Regional Tourism Linked to the Gippsland/Tourism Victoria Development Plan Development Plan there is an opportunity to outlines this action. provide a detailed audit of the product, (See also Section including the level of accessibility prior to 4.4.1 Public any focus on building awareness. infrastructure.) SHORT TERM HIGH PRIORITY

There is also an opportunity to include the Snowy River & Alpine National Parks in this process. MEDIUM TERM HIGH PRIORITY Investigate Tourism Task This is a key issue for EGS identified in development Force (DIIRD, plans dating back to the 1980’s (see sites for tourism DSE), industry, Attachment 1: Summaries of Relevant including EGS Reports & Studies). accommodation Opportunity for EGS to be a priority Shire for adjacent to National seeing implementation resulting from this Parks or on DSE sites ‘land bank’ identification study. Approximately $1.7m is available under Currently underway. ‘Moving Forward’ to support implementation. SHORT TERM HIGH PRIORITY Increase awareness of DSE, PV, While the Marine National Parks (Ninety Mile

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS Marine National Parks Tourism Victoria Beach, Point Hicks & Cape Howe) & Beware & Marine Sanctuaries Reef Marine Sanctuary are highly important marine ecological sites they themselves The 2005 update of attract very little visitation linked to their the Gippsland marine status. Regional Tourism Linked to the Gippsland/Tourism Victoria Development Plan Regional Development Plan there is the outlines this action. need & opportunity to audit the product, including the level of accessibility prior to a focus on building awareness – major issue is poor access including ramps & roads.

Point Hicks audit. SHORT TERM HIGH PRIORITY

Ninety Mile Beach, Cape Howe & Beware Reef Marine Sanctuary audits. MEDIUM TERM MEDIUM PRIORITY Commercial flights into Private sector Lakes Entrance has a high quality sealed East Gippsland EGS airstrip with capacity for commercial flights. 3–4 hour Melbourne drive time brings flight option onto the radar. Opportunity to investigate feasibility of commercial flights – & with tourism group air tours such as Air Tours of Australia. Shire strips at Bairnsdale, Marlo & Mallacoota also represent opportunities that should be investigated. SHORT TERM MEDIUM PRIORITY Conference & Meetings EGRBTA There is no coordinated development & sector EGS, industry marketing of this sector in East Gippsland – typically done though a specialised arm of Marketing & the regional tourism association. development of this Short term the priority should be on sector is conducted development of infrastructure for medium primarily at an operator size conferences/meetings. level or through Subsequently development of conference industry groups & packages including accommodation, tours, associations (see also transport, entertainment & meeting services Section 4.4.1 Public are an opportunity for development. infrastructure). MEDIUM – LONG TERM HIGH PRIORITY East Gippsland Rail Committees of While the trail is impressive in its scale, the Trail management, experience beyond Lakes Entrance has local BTA’s, sections of limited scenic appeal, services & The rail trail now EGS variety when compared to highly popular extends some 100km Rail Trails such as Murray to the Mountains from Bairnsdale to If demand cannot be developed the Newmerella near sustainability of these eastern sections may Orbost. be called into question. The development of product, packages & events is an opportunity to stimulate demand. For example developing a family ride day event Nowa Nowa to the Snowy

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS River (Orbost) with en route entertainment & food stalls. SHORT TERM MEDIUM PRIORITY Krowathunkaloong Gippsland & Despite being an excellent cultural centre it Keeping Place East Gippsland attracts less than 2,000 visitors per annum. Aboriginal Co- There is a significant opportunity to support A business & operative, the centre though in-kind promotions & PR. marketing plan is to Arts & Culture Also to assist the traditional owners through be prepared. Strategic the BTA network to increase support from The Draft East Advisory Board, the accommodation sector in particular in Gippsland Arts & EGS promoting the centre to their visitors. Culture Strategic Plan recommends SHORT TERM MEDIUM PRIORITY discussions with indigenous organisations to support indigenous projects. Support identified & provided.39 Signature event EGS, BTA’s, Potential ‘big bang’ new event approach TVic has not been embraced due to capacity, Events study resource & sustainability issues. conducted in 2003 but State Government supports significant local recommendations not events through the Country Victorian Events adopted. Program & Tourism Victoria Events Program. Analysis indicates an opportunity to group existing Lakes area events that have existing organising committees, eg Paynesville Jazz Festival, into an agreed shoulder period to create ‘a week on the Lakes’ type collection of events. SHORT TERM MEDIUM PRIORITY Niche events, eg BTA’s The lack of flagship events is acknowledged Wilderness Bike Ride EGS, DSE, as an issue in East Gippsland. industry Development of events with strong Across the Shire there community support can be important to are some excellent development into ultimate flagship events. small scale There exists through the events officer community events or position the opportunity to further develop events for niche event funding development criteria aligned markets. with flagship potential that enables priority Council & other sponsor support. SHORT TERM MEDIUM PRIORITY Cross regional motor EGRBTA, The growing presence of the motor bike bike touring LOCAL BTA’S market has been reported in communities EGS, on & north of the Princes Highway. neighbouring This is an important market across the shires, Australian Alps & individual Shires & VicRoads, TAC, communities are developing strategies to

39 East Gippsland Shire Council Draft Five Year Arts & Culture Strategic Plan. Page 18.

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS RTA (NSW) cater for this market. In NSW the RTA is a key cooperative partner. An Australian Alpine Communities approach to product development (including safety) & marketing to motor bike groups would be well received by this growing market. It would also align with Federal funding guidelines encouraging across regional/border cooperation. MEDIUM TERM MEDIUM PRIORITY Gippsland Hinterland See Section 4.4.1 Public infrastructure. All Wheel Drive Touring Route Major arts /culture Arts & Culture The arts & cultural assets of East Gippsland event or conference Strategic are not strong tourism drivers. Stronger arts Advisory Board & culture development & recognition as per The East Gippsland EGS, the Arts & Culture Strategic Plan would draft Arts & Culture EGTAB assist the image of the region & to attract Strategic Plan visitors. outlines a strategy to Tourism industry support for a major arts & showcase & progress cultural event is an important development the arts industry.40 opportunity. MEDIUM TERM HIGH PRIORITY Regional food & wine Food & wine – regional produce are important attributes for regions attracting The region is not known high end visitors. for its food or wine apart There is the need to investigate from seafood. (See also mechanisms to achieve greater in-region seafood under distribution & sale of local food & wine. Gippsland Lakes.) Consistent with Identify opportunities for further Victoria’s Food & wine development of food & wine tourism Tourism Plan 2004 - product, eg Feast on East annual event & 2007. through quality restaurants (note: dining out is the preferred activity of visitors to The Twin Rivers Farm Gippsland.41) – Food & Wine Trail has been operating There are also possible partnership successfully for seven opportunities in opening up the years interpretation of the vegetable industry based around Lindenow to visitors. MEDIUM TERM MEDIUM PRIORITY Packaging for the DGI, EGS, TAV Opportunity for developing packaging for international market inbound market; inbound commissions; packaging destinations. DGI is hosting two Undertake education workshops to increase workshops in internationally ready product along the Walhalla & Metung Great Alpine Road & Sydney Melbourne during April. Coastal Drive.

40 Ibid. Page 19. 41 The top three activities most frequently participated in by domestic visitors to Gippsland are eating out at restaurants (33%), visiting friends & relatives (33%) & general sightseeing (26%). Source: National Visitor Survey year ending December 2004 as reported in the Destination Gippsland Three Year Strategic Marketing Plan 2005/06 – 2007/08.

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS MEDIUM TERM MEDIUM PRIORITY INDUSTRY DEVELOPMENT Raise awareness of the TVic, TAV, DGI, The consultative process associated with value of tourism & EGS this Plan has identified the need to sell the engagement & benefits of tourism internally. participation among The opportunity exists to capitalise on businesses & the TVic strategy 42 consumers. Tourism Victoria‘s strategy should include A communication Research to determine the value of strategy regarding the tourism to the region significance of tourism Identify key stakeholders is to be developed by Outline methods used to influence Tourism Victoria. stakeholders Development of an information kit Corporate & community briefings Development of regional good news stories SHORT TERM MEDIUM PRIORITY Industry development EGRBTA, EGS, Ongoing need. seminar series TVic, TAV Topics could include: » Benefits of Green Globe & Ecotourism Australian Certification » How to win a tourism award » How to get the Britz/Maui vans staying with you » How to not need to spend any money on advertising. MEDIUM TERM MEDIUM PRIORITY Business & tourism EGS, EGRBTA Recognised need to promote excellence in awards the industry & encourage higher standards. SHORT TERM MEDIUM PRIORITY Integration of food & EGS, East Consistent with Victoria’s Food & Wine wine industry groups Gippsland Tourism Plan 2004 -2007 & the Gippsland to provide leadership & Food Wine Regional Tourism Development Plan there to integrate marketing Tourism is an opportunity to integrate the various strategies at the local Network, elements of the food & wine sector & regional levels Wellington (food/seafood producers, food processors, Shire, TAB, wine producers, food/wine retailers, As outlined in the EGRBTA cafes/restaurants): Gippsland Regional » Develop a common vision for the food & Tourism Development wine tourism segment across the region Plan 2006 Review. » Encourage networking & activities to raise standards linked to Tourism Victoria’s forthcoming Quality Tourism Strategy Opportunity for industry to take leadership role through East Gippsland Food Wine Tourism Network in coordination with the TAB & EGRBTA. SHORT TERM MEDIUM PRIORITY

42 Action from the Gippsland Tourism Regional Development Plan 2006 Review. Page 4.

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PRODUCT & STAKE- ANALYSIS & PRIORITY INDUSTRY HOLDERS DEVELOPMENT & STATUS Facilitate high TVic, EGS The Tourism Victoria Quality Tourism standards of visitor Strategy include a range of modules and services, visitor support development of higher standards satisfaction & the requirements of high MEDIUM TERM MEDIUM PRIORITY yielding markets. Strengthen strategic See Section 4.6.1 Management. alliances SHORT TERM MEDIUM PRIORITY Industry leadership Industry, Tourism leadership across East Gippsland EGRBTA, EGS, is being carried by a scarce few. Leadership The Gippsland TAV ‘burn out’ has been reported as a major Tourism Development issue during the consultative processes of Plan 2006 Review this Plan. identifies the need for The encouragement of young & energetic support for industry leaders is essential in the large East leadership Gippsland regional tourism industry development. A leadership program, similar to the North East Leader’s Group, would be an excellent initiative to be developed in the future. The opportunity exists for the East Gippsland industry to encourage its establishment through the Shire & Tourism Victoria. MEDIUM TERM HIGH PRIORITY

4.5 Links to existing policies & strategies Various federal, state, regional and local area policies are applicable to tourism in the Shire and have informed the development of this strategy. Victoria’s Tourism Industry Strategic Plan 2002-2006 and East Gippsland Shire’s Municipal Strategic Statement provide the overarching framework, supported by a range of other plans and policies, including those shown in the table at the top of the following page.

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Table 12: Relationship between State, regional, local tourism & other policies affecting the development of tourism in East Gippsland

TOURISM PLANNING OTHER RELEVANT POLICY

Victoria's Tourism Industry Strategic Plan 2002/06, Provincial Victoria STATE Gippsland Regional Tourism 'Moving Forward' Development Plan (2006 review)

Victoria's Nature Based Tourism Forest Management Strategies Strategy 2007/11 PV & DSE

Victorian Coastal Strategy 2002 Tri -State Touring Strategy Coastal Spaces Report

Aboriginal Tourism Development Plan 2006/09 Tourism Task Group Plan DIIRD & DSE Destination Gippsland Strategic South East Australia Transport REGIONAL Marketing Plan Strategy (SEATS) Integrated Coastal Planning for Sydney Melbourne Gippsland Coastal Action Plan Coastal Drive (Integrated CAP) Tourism Victoria's Gippsland Gippsland Boating Coastal Regional Development Plan Action Plan

Gippsland Lakes Coastal Great Alpine Road Action Plan East Gippsland Regional LOCAL Business & Tourism Municipal Strategic Statement Association Gippsland Economic East Gippsland Shire Strategic Development Plan (pending) & Tourism Plan East Gippsland Arts/Culture Plan Local Business & Tourism Association Plans Urban Design Frameworks Local Community Plans Park Management Plans, Parks Victoria The DIIRD Moving Forward plan provides a key opportunity for the development of tourism in East Gippsland. Recent State government planning through groups such as the DIIRD/DSE Tourism Task Group also provide new opportunities for East Gippsland. The role and planning of the Department of Regional Communities is also an important linkage for East Gippsland tourism to foster and integrate with. 2006 will see the development of Tourism Victoria’s 2007 – 2010 strategic plan. It will be important the key opportunities identified in this Plan are understood and supported within the State tourism plan.

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4.6 Structure, management & resources

4.6.1 Management The key management functions are planning, organising, leading and controlling.43 The management function associated with this Plan is made more complex because the Plan is delivered though multiple organisations. Over the past decade the management of tourism in East Gippsland lacked stability. From 1995 to 2002 the East Gippsland Shire Council financially supported but fully outsourced economic development and tourism. In 2002 Council made a strategic decision to incorporate both areas ‘in-house’. The restructuring of the industry locally together with Tourism Victoria's decision to amalgamate the former two Gippsland based tourism Campaign Committees in 2004 left a temporary gap in tourism management. These and other factors led to a reduction in productivity and some sense of frustration within the local tourism industry. More recently much has been done to improve the management framework of the local tourism industry, including: Council’s adoption in 2004 of an official Tourism Policy. Establishment of the East Gippsland Regional Business & Tourism Association. Establishment of the East Gippsland Shire Tourism Advisory Board. Establishment of the position General Manager Gippsland Tourism.

East Gippsland Shire Council’s tourism policy44 provides guidance on the way in which the East Gippsland Shire Council will directly support and develop the tourism sector; and work with other stakeholders in achieving East Gippsland Shire’s vision for tourism. The specific focus of Council’s direct support is in visitor information services, tourism industry development, tourism information, Tourism Advisory Board and through groups including Tourism Victoria, Destination Gippsland Campaign Committee, Tourism Alliance Victoria, local and regional BTA’s, public land and water managers and other regional groups such as the Great Alpine Road Committee. The Economic Development Unit is responsible for tourism, focusing on tourism management and associated economic development opportunities. Internal staffing for tourism includes the following: The Economic Development Manager who provides a key advocacy role for tourism within Shire and a leadership role for the investment and development of tourism in the external market place.

43 See, for example, Organising Behaviour. Ed Robins, Millett & Waters. Prentice Hall. 2004. Page 4. 44 See Attachment 8. East Gippsland Shire Tourism Policy.

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The Economic Development/Tourism Coordinator is pivotal in coordinating and facilitating tourism management and development throughout the region and, through the Economic Development Manager, ensuring that Council’s tourism strategy is implemented and delivered. Managing the two accredited Visitor Information Centres at Bairnsdale and Lakes Entrance is also a responsibility of the Economic Development Unit via a Visitor Information Centre Coordinator.45 The Major Events Development Officer is responsible for community events and attracting and facilitating major events within the Shire. The Small Business Officer is responsible for small business support, including tourism businesses. Council is also responsible for three caravan parks under management arrangements at Mallacoota, Orbost and Cann River. All three caravan parks are managed by a private company through one management contract with the Shire. DSE is considering a review of its assets used for public caravan parks.46 The consultative process associated with this Plan has indicated Council’s current management arrangements are not maximising the potential returns from these assets. The key issues with this policy arising from analysis associated with this Plan’s development are: The policy excludes Council from external tourism marketing. The limited resource capacity of Council to sustain effective delivery of its policy. The related management of the Visitor Information Centre network including operation of Lakes Entrance and Bairnsdale consumes a significant amount of Council’s tourism resources. The limited resource capacity of industry leaders to sustain management involvement. Commercially, Council management of caravan parks is not the most productive model. As highlighted in the market analysis (competition, changing holiday trends etc) and the following resource analysis East Gippsland must strive to have all stakeholders including Council aligning strategy to build sustainable tourism in the Shire. Council’s ability to ‘seed fund’ external marketing as a trigger for building long term private sector investment is a key leadership opportunity for Council.

45 The privately operated accredited visitor centres at Metung, Orbost & Omeo and other non accredited centres are part of the Shire’s coordinated VIC network. 46 Discussions with Vivian Clair, DSE, March 2006.

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A change of Council policy to include external marketing will provide Council with an important management lever to more effectively stimulate tourism industry cooperation and ultimate growth in a sector generating one in twelve jobs in the Shire.47 Council’s capacity to manage its areas of support for tourism as per the policy including effective cooperation with 24 specific local, regional and State level bodies is a significant issue. The scale of the Shire combined with human resource constraints of the Economic Development Unit matched against the policy deliverables suggest changes to the policy and associated management will be needed. Analysis suggests that tourism information (website and film library) and a percentage of stakeholder group liaisons are areas where transfer of responsibility to industry should be considered in the longer term, subject to adequate resourcing. The issue of Council’s significant support for Visitor Centres is a complex area of analysis and beyond the scope of this Plan to recommend a clear direction. Recent measures by Council to take a more entrepreneurial role in the management of the Centres are to be encouraged. The results of this (computerised booking system and Centre floor plan improvements etc) will require careful analysis and should be the subject to a significant review in 2008/09. Recognising the issues of industry leadership burn-out identified during the course of this Plan’s development (refer to ‘industry leadership’ in Table 11), it would be prudent over the longer term to consider rationalising the roles and responsibilities of the East Gippsland Shire Tourism Advisory Board (see below) and the East Gippsland Regional Business and Tourism Association.48 A review of Council’s management of caravan parks is underway and this (combined with any DSE review) will provide the opportunity improve management of the three caravan parks. The opportunity exists to spread the load from the Economic Development/Tourism Coordinator over time to the East Gippsland Regional Business and Tourism Association as industry builds its resources to deliver its strategies. Resources allowing for regular communication including email bulletins and face-to- face meetings will be to keep the Plan aligned will all stakeholder groups. To assist in monitoring and benchmarking the Shire’s tourism management activities it is recommended that the Shire take part in Tourism Alliance Victoria’s periodic ‘Tourism Health Check’ that reports on six indicators for sustainable management of tourism by local government: Strategic planning.

47 Tourism & Transport Forum Victorian Employment Atlas 2005. Page 7. 48 See criteria in Tourism Alliance Fact Sheet No 2. Functions of a Regional Tourism Association.

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Implementation of plans. Involvement with industry. Integration between tourism and other functions within council. Co-ordination with external stakeholders. Resource allocations.

East Gippsland Shire Tourism Advisory Board Role The role of the Board as an independent advisory board to Council is to ensure long- term support from, and participation by, the tourism industry and their partners in Council’s investment in tourism. The Board is seen to contribute to a more sustainable industry, accountable decision-making, better industry participation and long term social and economic benefits to the region. The Board provides recommendations to Council and other stakeholders. It also oversees the development of this Plan and associated yearly action plans. The Board has very good representation (see Council’s Tourism Policy document). Opportunities to simplify the management structure over the longer term are noted in the following section.

East Gippsland Tourism Industry The opportunity exists for industry to take the lead role in East Gippsland tourism. The last two years in East Gippsland has seen the tourism industry working in a somewhat fragmented way with individual or small groups of industry investing in their own marketing. Industry has been largely reliant on Council to provide leadership in tourism planning and representation with wider alliance partners. Variable and at times unsatisfactory customer service and associated levels of service has been identified as an issue in East Gippsland through this Plan’s development. Communities have identified the difficulty of attracting tourism industry leadership as another barrier to industry growth and cohesion. The finite capacity of a limited number of industry leaders to sustain involvement in a productive TAB and the EGRBTA (and local BTA’s) is also an issue for the sustainable management of tourism in East Gippsland. The productive and sustained delivery of management functions (planning, organising, leading and controlling) will be is aided by efforts to simplify the structures through which management is delivered. Industry support and participation in project focused tourism action groups is another opportunity to bring in new industry players who can focus on specific projects within a set time frame.

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East Gippsland Regional Business & Tourism Association The EGRBTA is a fledgling association with good leadership and initial direction. It is focused on industry representation and the development of marketing with a regional brochure as the first key project. Full engagement with all ten local BTA’s is essential as any lack of unity has the capacity to weaken EGRBTA leadership and strategy implementation. Lack of resources for marketing and administration is a key issue for the association. Council has indicated a willingness to support EGRBTA administration to give it the kick start needed to implement marketing and increase industry investment in Association programs. Over the life of this Plan the opportunity exists for the EGRBTA to build its delivery of the integrated cooperative marketing component of the Plan on behalf of all stakeholders in the tourism industry including Council and land managers identified in Council’s policy. This would align with the best practice model discussed earlier. Typically such regional associations deliver services linked to an annual member’s cooperative marketing prospectus and an MOU for service delivery with Council on a project by project basis.49

Local Business & Tourism Associations The ten major BTA’s and their members across East Gippsland have a key role in the management function for East Gippsland tourism. The sustainable roll-out of this Plan will rely on members, with the BTA’s providing the most effective monitoring system (feedback) to the Plan’s implementation, with the BTA’s providing input into the refinement and development of future Plans and strategies. The BTA’s are spread across a large region. Attracting and maintaining local industry leadership to sustain the BTA’s is a challenging issue in many communities. A strong EGRBTA can play a role in supporting local BTA’s, as can Council through support to the EGRBTA and though community leadership programs and programs that recognise and celebrate local community leadership. The opportunity exists for the ten local BTA’s to be effectively engaged in the management of this is Plan is through: Development of an annual BTA cooperative members’ prospectus – developed through the EGRBTA and delivered though local BTA’s. Formalising six monthly feedback from the BTA’s against ten agreed KPI’s from this Plan. Providing an annual (late February) meeting inviting all BTA members to refine strategy for the coming financial year and in February 2008 conduct a major review and development seminar as part of the major Plan review process.

49 See for example the MOU between Mildura Council and the Tourism Association.

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Plan implementation through, in part, its hub and spoke strategy provides a new mechanism to engage the local BTA’s. The four (overlapping) communities of interest – GAR, Snowy River Valley, SMCD and Gippsland Lakes provide a logical management framework for groups of BTA’s to assist in plan implementation. For example the Orbost and Buchan BTA’s could coordinate industry input into the bundle of strategies focused on the Snowy River Valley. BTA’s committed to SMCD could form a Tourism Action Group based on the successful Towong Shire model to work with the government agencies to audit and prioritise ‘accessible nature’ development opportunities along the Princes Highway.50

Land Managers – Department of Sustainability & Environment and Parks Victoria The key land managers in East Gippsland (DSE and PV) have demonstrated a clear commitment to East Gippsland tourism development and planning through active representation and participation in the Tourism Advisory Board. Some land managers are also active participants in local level BTA activity. At the State level the formation of the DIIRD/DSE Tourism Action Group51 sends a very positive message to industry and local government that the key tourism-related agencies are committed to advancing tourism on and near public lands. There are a number of issues however relating to public land management identified through this Plan’s development. There has been a significant deterioration of infrastructure within public lands. The quite dangerous condition of the Point Hicks access road is one example of this deterioration that indicates a serious management issue. There is within the land management agencies an indifferent attitude to tourism. While it is recognised as part of the management plan some areas of management appear to view it as a necessary evil – without the visitors, management would be a lot easier. Possibly associated with the above issue is an identified lack of connection with the industry. This may also be attributable to resource related issues. Another identified issue is the limited focus by land managers on the breadth of recreational opportunities across public lands. Rafting, canoeing, horse riding, cycling, fishing and 4WD touring are just some of the opportunities for further development and marketing within areas of public land management. The commitment to this Plan by land managers demonstrates commitment to tourism and to further participation in cooperative tourism development. There is also the opportunity for the land management agencies to actively participate in select tourism

50 Tourism Action Groups consist of small numbers (about eight) of industry and community individuals committed to achieving a set task within an agreed time frame, with Council having a facilitation role. 51 The Group is a senior management group Chaired by the Deputy Chief Executive of Tourism Victoria with representation from DSE, PV and DIIRD.

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Other management agencies, eg Destination Gippsland Inc, Tourism Victoria, Gippsland Coastal Board and Gippsland Ports. The productive management of tourism in East Gippsland relies heavily on many other organisations as identified in Council’s tourism policy, adding to the complexity of tourism management. Gippsland Ports for example, is the designated manager relating to boating and waterway management over the Gippsland Lakes and its Port; the Port of Snowy River and the Port of Mallacoota with a lead role in strategies within this Plan. To keep everyone (24 plus groups/organisations) heading in the one agreed direction as per this Plan is going to require extensive coordination and communication. Without a commitment to regular communication and engagement across the organisations (and associated resources) the Plan coordinated management will be endangered.

Management for crisis: Gippsland Lakes blue green algae and bushfires East Gippsland’s strength of nature product also makes it vulnerable to natural and man-made disasters, in particular bushfires and water related problems such as blue green algae outbreaks. The considered view of the East Gippsland Catchment Management Authority regarding further algal bloom outbreaks leads one to believe that it is very prudent to plan ahead for such an event. A $2m annual investment in the Gippsland Lakes Future Directions and Actions Plan is aimed at reducing the frequency and severity of blooms. The multi million dollars losses resulting from the recent January 2006 Grampians bushfire reinforces the need for East Gippsland to be considering its response to the fire disaster as well. The State Government has an emergency management system in place (called AIMS) that has been adopted by all lead agencies. While this should provide an effective crisis management response the vulnerability of the tourism industry to such natural and man-made disasters suggests a pro-active approach may still be needed by industry. The opportunity exists for tourism to review the AIMS system in consultation with the land managers to ensure the plan adequately covers the tourism industry’s needs.

Monitoring Plan Progress This is an ambitious Plan with some 85 recommended strategies. Monitoring progress and reporting on its progress is essential to generate increasing levels investment in the Plan over the years. Effective monitoring of the Plan and regular reporting of progress will put new pressure on already stretched resources.

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A strategy to regularly and formally measure plan progress (see also Business and Tourism Association opportunities) and communicate Plan outputs to stakeholders is considered a requirement for successful and sustained implementation.

4.6.2 Resources Strategies to improve the use of existing resources are an important element of this Plan. These include: Improving communication and cooperation across the 24 plus organisations directly involved in East Gippsland tourism. Strengthening industry structures (see following). Refining the leadership of tourism through building the role of the EGRBTA. Building ‘human capital’ including training programs for industry leaders, packaging programs and encouraging service excellence. Celebrating the successes and developing a strong culture of teamwork and support across the East Gippsland industry.

Industry Resources The resources needed to deliver the tourism vision for East Gippsland and manage this Plan will grow substantially over the life of the Plan. As outlined earlier increased industry investment in the Plan is essential for growth. The development of an EGRBTA member’s annual cooperative prospectus delivered though local BTA’s will be a key tool to focus increased industry investment in tourism marketing. Funds generated through BTA membership (both numbers of member and value of membership) are another important growth opportunity that should run parallel with the implantation of this Plan. The value of investing in the BTA network will increase as strategies are implanted and outcomes are achieved and reported back to the industry.

Council Resources Council’s budgeted Shire expenditure in 2005/06 for events, tourism, Visitor Information Centres, business support and economic development was about $1m.52 Of this, about 45% was allocated to tourism and the VIC’s. This is within a total budgeted expenditure by the Shire in 2005/06 of $42.8m. The tourism funds come from general rate revenues. For economic development Council introduced a commercial and industrial rate in 2004/05 that raised $80,000 which will be used for specified economic development activities.

52 This is a gross figure after taking into account various grants, accommodation booking commissions and souvenir sales at the VIC’s. The figure does not include any financial estimate for the work of VIC volunteers.

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Analysis of Shires in Victoria and sub-regions indicates an average regional tourism budget of $372,000, with a maximum of $1,930,000.53 While the bulk of the growth in funding needs to come from the private sector and external funding programs (see following) Council has an opportunity to increase tourism investment through this Plan and trigger significant additional industry and other investment. The specific opportunity for Council is to increase the commercial and industrial rate of 5% that raised $80,000 in 2004/05 to 10% and to tag the additional funds to strategy implementation of this Plan. The other key tourism assets managed by Council (three caravan parks and two high profile location visitor information centres) should be considered (as part of their review) as revenue opportunities (particularly Mallacoota Caravan Park and Lakes Entrance VIC). Their potential to generate income to support this Plan with enhanced management strategies is worthy of specific consideration.

Other resources including land managers While East Gippsland public lands and its natural assets are widely appreciated within government they are seen to be receiving comparatively limited resource support. As indicated in the management section there is a deterioration of infrastructure within public lands related to lack of resources. Associated with this is the lack of marketing of the tourism related assets within public lands. The Buchan Caves for example are an icon attraction with declining attendance that is receiving limited marketing exposure in recent destination marketing guides. A well developed regional tourism organisation should have the capacity to leverage base funding by around 30% per annum.54 Specific opportunities for leveraging funding include: Moving Forward – a $502m package of Victorian State government programs over four years. Tourism Victoria marketing programs most usually directed via Destination Gippsland. Australian Tourism Development Program – a $12m annual Federal program for regional tourism most supportive of cross regional applications as well as private industry initiatives. Regional Partnerships Program through the Gippsland Area Consultative Committee.

53 From Indicators of Sustainable Management of Tourism 2005. Tourism Health Check. 2002 – 2005 Comparison Report. Tourism Alliance Victoria. Some caution is needed with the figures due to variations in the way Councils allocate their budgets, eg including or excluding staffing. 54 Based on direct experience of TDM director Colin Bransgrove in a previous capacity as Director of Tourism Albury Wodonga for four years 19992 – 1996.

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Parks Victoria and the Department of Sustainability and Environment. Industry, Council and land managers in partnership have the opportunity through this Plan to seek State and Federal investment in strategies that align closely with regional, State and Federal objectives and strategies. The bundling of infrastructure projects within for example the Snowy River Valley provides a stronger case to government for investment support. It will be essential for the success of this Plan that land managers increase their support and participation in cooperative marketing through EGRBTA and with the key alliance/leverage partners identified in the Plan such as DGI, GAR and SMCD.

4.6.3 Structure The structure for tourism management in East Gippsland is now in place to effectively implement this Plan. At the Gippsland regional level the structure places a large responsibility on General Manager Gippsland Tourism position. This position was created by the six Gippsland councils with the support of Tourism Victoria.

Table 13: Regional tourism structure

Minister

Parks Victoria Tourism Victoria Gippsland Local DSE Governments (6) & Tourism VicRoads GLGN Advisory Boards

Destination General Manager Local Government Gippsland Gippsland Tourism Tourism Creative Campaign Managers Gippsland Committee

Regional Tourism Associations Visitor Information Gippsland Events Centres Network

Operators

Local Tourism and Associations Attractions

Source: Destination Gippsland Inc.

East Gippsland has the opportunity to support and leverage off the Council’s investment in the General Manager Destination Gippsland position to improve integration with Tourism Victoria strategy and increase the benefits from a strong relationship. The East Gippsland tourism structure (see Table 14 on the following page) provides a sound framework on which to build industry cohesion and productive management of tourism. As previously discussed over the longer term there is the opportunity to

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Table 14: East Gippsland tourism structure

LEGEND 1. State Government Agency responsible for marketing Victoria domestically & internationally as a tourism destination. Part of Department of Innovation, Industry, & Regional Development (DIIRD). 2. Peak regional tourism marketing organisation. Responsible to Tourism Victoria and the region for strengthening Gipp- sland as a competitive tourism destination. 3. Responsible to Tourism Victoria and the Gippsland Local Government Network (GLGN) for developing and coordinating strategic regional tourism activities. 4. Gippsland Local Government Network— mayors and CEOs from the 6 Gippsland local governments. 5. Responsible overall for the development of sustainable tourism as a component of economic development within the Shire. 6. Acts as a consultative mechanism for Council and the community. 7. Provide information and booking services to visitors. 8. Peak industry body focused on developing an increasingly dynamic tourism industry in Victoria. 9. Peak Shire-wide industry body representing local BTAs & CCIs etc. 10.Local industry bodies focused on servicing the visitor in individual localities. 11. Custodian of 4.1million hectares of parks & reserves in Victoria. 12. Victorian Department of Sustainability & Environment-manage numerous recreation/tourism natural assets including State forests, alpine/coastal/marine areas rail trails, fauna & flora and heritage sites.

As per Attachment 7. East Gippsland Economic Development & Tourism Unit Structure, the Council structure is currently effective for the delivery of the Tourism Plan. A review of the Council structure as it impacts on tourism would be appropriate as part of the major 2008/09 Plan review associated with the evolving role of the EGRBTA and the review of Council’s role in Visitor Information Centre management as per a previously mentioned opportunity.

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4.7 SWOT analysis The following SWOT matrix was developed at the two public meetings, the Tourism Advisory Board workshop and through the various other consultations.

Table 15: SWOT matrix STRENGTHS WEAKNESSES Diversity of quality natural assets. Lack of man-made attractions particularly Gippsland Lakes – usable & permanent for families on beach holidays. waterways; 400km usable & safe – Lack of product to attract all age groups. boating & fishing. Lack of positive attitudes within & towards Within a day’s drive of 50% of Australia’s tourism. population. Low population & rateable base. Climate with intrastate market. Time & distance from major markets. Touring routes: SMCD & GAR drives. Transport. Monaro Highway link to Canberra. Seasonality. Lakes Entrance & Snowy River brand Size of the region with negative publicity. awareness. Lack of regional identity – brand. Accessibility. No marketing ‘noise’ in the market place. Regional diversity – snow to the sea. Failure to market the region’s fresh National & state parks (also accessible to produce. vehicles). Professional service, eg food service. Water use – secure – no restrictions. Internal communications. Shire recognition of tourism as a regional Infrastructure – public & private. economic strength & commitment to Public & private investment in coordinated tourism industry development. tourism development & marketing Land managers commitment to tourism. including rate structure. Coastal Board commitment to developing commercial & recreational boating infrastructure. OPPPORTUNTIES THREATS Seafood – including fishing fleet. Algal blooms. Emerging food & wine. Fish stock. Good new infrastructure. Failure to implement plan. One region. World heritage site. Snowy River linkages with other shires. Development of touring including SMCD, GAR & the Bogong High Plans Road. ‘Clean Green’. Diversity – “bring more than one hat”. Longer stays. Linkages/partnerships with other shires. Partnerships – DSE, Parks etc. Marketing. Funding – differential rate. Education – business development. Cohesive industry. Branding.

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4.7.1 Analysis linked to strategic directions Strengths. The region’s outstanding strengths in quality water and land based natural attributes provides the essential competitive difference from other regions in Victoria and south east NSW. It underpins the strategy and provides the basis for regional branding based around the concept of ‘accessible nature’. The two principal road corridors of the Princes Highway and Great Alpine Road, plus the Monaro Highway linking the region to Canberra, provide access to the region as well as touring experiences. Weaknesses. The downside of extensive forest assets across the Shire is the concentration of tourism in coastal settlements and a relatively small population and rateable base. The Shire’s distance and travel time from the main domestic visitor markets is another impediment to tourism growth. The changes in tourism structures and tourism marketing strategies over recent years have impacted negatively on the region’s marketing efforts and performance. Opportunities. Not surprisingly, given the undoubted strengths of the region as a tourism destination, there was a raft of opportunities presented during the consultation phase. These have been grouped into the product development, infrastructure development, management and marketing sections of this report. Of particular note, given the number of public and private stakeholders involved in delivering tourism, is the crucial importance of developing partnerships and alliances and developing good internal communications to ensure the widest possible involvement and commitment to delivery of the plan. Threats. Externalities that could seriously disrupt tourism include blue green algae blooms and a recurrence of large scale bushfires. Minimising the impact of these eventualities is reflected in the management recommendation for development of a crisis plan to mitigate the negative effects from natural disasters.

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CHAPTER 5. STRATEGY OVERVIEW

The strategy detailed in the second volume of this report (Part B: Strategies & Implementation Plans) contains some 85 strategies for implementation over the five year life of the plan, reflecting the opportunities identified through analysis contained in this section of the report (Part A). The strategies are assembled around four pillars for sustainable growth: marketing and brand; infrastructure; product and industry development; and management. 1. Marketing and brand: In the short term (12 months), there is a concentration on refining the brand imagery based on the ‘accessible nature’ theme and on building an integrated marketing mix that engages all stakeholders. This marketing mix includes a comprehensive website by the end of 2006 and press advertising to increase the region’s presence in regional markets and in Canberra. There is further expansion of the marketing mix over the medium term (2-3 years) such as PR activities, targeted media advertising into lifestyle magazines focusing on ‘comfortable nature’, and development of events and conferencing marketing. Longer term (4-5 years) marketing includes building the Lakes to Mallacoota and Snowy River Adventure Drive experiences aligned with new infrastructure developments. 2. Infrastructure: Development is based around an integrated hub and spoke approach to prioritising and developing tourism related infrastructure, with the hub being the Gippsland Lakes including Bairnsdale and the spokes being:

o The Princes Highway, reflecting the marketing commitment to Sydney – Melbourne touring

o The Great Alpine Road o The Snowy River Valley. In the short term the focus is on activating the priorities as outlined and as bundled investment support opportunities, for example, showcasing the impact of restored water flows to the Snowy River. Emphasis is given to aligning strategies with national, state, and regional land plans. The medium term sees continued infrastructure roll-out with a review of priorities, including new opportunities, at the end of year three. Longer term there is an expectation for continuing infrastructure development based on the hub and spokes strategy approach.

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3. Product and industry development: The focus for product development strategies highlights touring itineraries that disperse visitors across and around the region, the packaging of products for consumer convenience and increased distribution and development of existing and potential areas of market strength such as seafood, wildlife viewing, conventions/meetings and events. In the short term the strategies include building on the region’s competitive seafood experience and the Great Alpine Road product experience linked to the recently announced Omeo resource support. Over the medium term the recommendations include facilitating identified Gippsland Lakes product developments, Lakes destinations plans and icon walks product and motor bike and all wheel drive product. A major three year review of product development priorities is recommended for 2008/09. Subject to the review, longer term activities see continuing development aligned with the core hub and spoke opportunities including wildlife viewing. Industry development activities focus of increasing greater cohesion and unity of purpose through strong industry commitment to the Plan and participation in development seminars; accreditation and professional development programs, business awards and involvement in cooperative marketing activities. Industry’s deep commitment to the Plan and ongoing involvement in the implementation process is a crucial ingredient to the Plan’s success. 4. Management: The imperative in the short term is to get implementation happening through Council’s commitment to support external marketing and using the special rate to increase investment in Plan strategies. Managing the coordination and communication roles to ensure momentum grows across both industry and government sectors is also an important short term strategy. A final short term strategy is to continue strengthening the industry structural foundations of tourism through the regional and local BTA’s taking on more responsibility. Over the medium term the strategy is for EGRBTA to take increasing responsibly for marketing implementation. The strategy is also to increase investment in Plan strategies through strengthening relationships with government funding agencies, private investors and stakeholder investment in the cooperative prospectus. A review of the Visitor Information Centre Network is recommended along with a move to simplify the tourism structure – possibly folding the TAB into EGRBTA. A major review of the Plan is recommended at this point. Long term strategies maintain the focus on the need to productively manage this Plan (with corresponding resources) as momentum continues to build.

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ATTACHMENT 1: SUMMARIES OF RELEVANT REPORTS & STUDIES

State level strategies Concept Proposals for Tourism Development in Victoria 2005. Tourism Victoria. SYNOPSIS &/OR KEY FINDINGS COMMENT This document outlines development The document provides excellent opportunities and criteria for assessment of weight to assist select development of feasibility East Gippsland infrastructure. The key findings for East Gippsland were: Mallacoota ‘set of projects’ will need ¾ Mallacoota Destination, Tourism Precinct – testing and bottom up integration Substantial upgrading of the camp reserve and through local community & DSE & boating infrastructure close to Mallacoota, a Council processes. blue water access centre at Mallacoota (subject to an EES) and nature based accommodation. A set of projects that would create a quality destination for Victorian and interstate visitors aTVictoria’s eastern gateway. ¾ Gippsland Lakes Boating Infrastructure – Upgrading boating facilities at selected locations on Victoria’s largest inland waterway. Key initiatives could include the redevelopment of the Port of Sale and safe havens and tie-up points with appropriate supporting infrastructure and services. Other concepts worthy of feasibility testing include: ¾ Croajingolong eco-cabins ¾ Gippsland Heritage Ports Report notes these proposals have the potential to generate 0.2 million visitors annually.

Moving Forward: Making Provincial Victoria the Best Place to Live, Work and Invest. Department of Innovation, Industry & Regional Development, Victoria. November 2005. SYNOPSIS &/OR KEY FINDINGS COMMENT Moving Forward outlines $502m for programs OPPORTUNITIES: Moving Forward will to: provide opportunities to address issues ¾ Stimulate economic activity in provincial identified in this Tourism Plan including Victoria attracting people, jobs & investment infrastructure, skills, marketing and ¾ Deliver infrastructure, skills & industry service provision. ¾ To support small towns and local government PROVINCIAL VICTORIA GROWTH FUND: $100m fund to market & promote provincial Victoria, attract new business, industry & Applications to Fund commence April investment; tackle skills shortages & manage 2006. & plan for growth & change including coastal ¾ ACTION: source funding guidelines; growth impacts & possibly tourism planning. potentially very important funding $11m over 4 years for: source for East Gippsland in areas such as – walk & bike trails, port

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SYNOPSIS &/OR KEY FINDINGS COMMENT ¾ Interstate tourism marketing infrastructure, economic tourism ¾ raising awareness of unique provincial infrastructure, fishing & related experiences infrastructure, road upgrades, ¾ Product development including food & wine, development & promotion, tourism nature based tourism & state wide signage planning, industry leadership & business skills development, branding ¾ Tourism leadership. & destination marketing. ¾ $1.7m over 4 years to facilitate development of

quality eco tourism experiences.

¾ $3.2m over 4 years to develop recreational fishing. ¾ $600K program to support export growth in areas including food & wine, furniture & eco tourism.

REGIONAL INFRASTUCTURE DEVELOPMENT FUND (RIDF): $200m to support major infrastructure including Small RIDF provides potential support in Towns Development Fund, Arts & Cultural important areas of need in East facilities, & $30m for local ports including Gippsland including small towns, local Snowy River, Mallacoota & Gippsland Lakes. ports & arts/culture facilities. $31.5m specifically to keep Port of Lakes Comparative lack of funding to date Entrance open. Apparent historic gap in RIDF provides leverage opportunity. support to date for East Gippsland (see P 22).

MAKE IT HAPPEN IN PROVINCIAL

VICTORIA: $12m to showcase successful regional businesses & benefits of regional MAKE IT HAPPEN IN PROVINCIAL investment; also program to sponsor key VICTORIA: opportunity to showcase regional events & continue Provincial tourism businesses, obtain funding for Economic Partnerships (PEP) for Councils regional events; leverage tourism economic promotion & marketing & to upgrade promotion $ through PEP & further up Eco Dev staff skills. skill Eco Dev & Tourism staff.

SMALL TOWNS DEVELOPMENT FUND: SMALL TOWNS DEVELOPMENT $33.6m over 5 years. 2:1 State to local, $250K FUND: excellent potential for funding gap per project. $8m over 4 years for for icon walks project as part of Provincial Pathways projects including walking GreaTVictorian Coastal Walk ex tracks, heritage precincts & innovative water Mallacoota; other trails & heritage in projects. $25K per project via Community towns such as Benambra. Community Enterprises in Small Communities. Enterprises program may support small town VIC provision.

GROWING REGIONAL ARTS: explore GROWING REGIONAL ARTS: including opportunity to develop promotional support to Councils to promote to the film & campaign targeting film & TV industry. television production industry.

COMMUNITY REGIONAL INDUSTRY COMMUNITY REGIONAL INDUSTRY SKILLS SKILLS PROGRAM: opportunity to PROGRAM: $5m from the Growth Fund fund identified tourism business skills including support for business development gaps. skills including promotion & marketing.

PROVINCIAL LEADERS PROGRAM: PROVINCIAL LEADERS PROGRAM: $2m opportunity to support development from Growth fund to develop leadership; tourism industry leadership. particularly young leaders.

STRATEGIC INDUSTRY ROAD STRATEGIC INDUSTRY ROAD PLANS: PLANS: important opportunity to VicRoads are investigating industry related

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SYNOPSIS &/OR KEY FINDINGS COMMENT road needs including tourism industry & will highlight road infrastructure issues feed into future funding priorities. Gippsland particularly from Eden, Monaro & NE the current test case for state-wide study. Vic to support future case for investment.

Victoria’s Strategic Tourism Industry Plan 2002 – 2006. Tourism Victoria. 2002. SYNOPSIS &/OR KEY FINDINGS COMMENT Plan has a strong regional focus which The Plan indicates the importance of East aligns well with the intent of this Plan. Key Gippsland aligning with the wider planning strategies relating to touring are: and marketing of DGI. increased destination focus including OPPORTUNITY: The anticipated ongoing level 1 destinations, the villages program, focus on marketing of lead destinations and development and implementation of a experiences provides rational for this plan to touring strategy and associated give weight to Gippsland Lakes and the development and marketi national parks and nature product & Regional Victoria is seen as most experiences of the region – to achieve attractive for the drive interstate TFL over maximum alignment and marketing support 50’s & SA, VA markets touring, villages, with Tourism Vic Marketing. heritage, & natural attractions. The key ISSUE: Funding support for the SMCD & Victorian consumer benefit is seen as Great Alpine Road has not been compact diversity with key strengths proportional to that given to other flagship being food and wine, arts and cultural routes identified in the Plan. heritage and the drawing power of mainly OPPORTUNITY: The SMCD & Great Alpine Melbourne events delivering state wide Road are seen as very important to regional benefit. Touring provides the means to Vic strategy. This presents an opportunity link competitive destinations & strengths. leading into development of the 2007 Great Alpine Road recognised as a lead Victorian Strategy & some programs in drive. Moving Forward. The international market focus of the plan OPPPORTUNITY: The case for increased relating to East Gippsland relate to funding for East Gippsland National Parks touring via the SMCD. tourism promotion & development may Primary strengths of the East Gippsland strengthen through the recognised East area are seen as: National Parks & Gippsland strength in nature tourism and natural features, ‘passive outdoor activity’, the tourism priorities in Moving Forward that boating/sailing & fishing; secondary focus on investment in infrastructure and strengths are identified as wilderness eco and nature tourism. walking, 4WD & wildlife. Emerging strengths are 2WD touring.

Victoria’s Spa and Wellness Tourism Action Plan. Tourism Victoria. SYNOPSIS &/OR KEY FINDINGS COMMENT The recently released Plan refers to: OPPORTUNITY: given the Investment opportunities: Victoria's identification on Metung thermal pools geothermal water & mineral springs reserves as a long standing development and states: opportunity & the excellent correlation “Tourism Victoria is producing guidelines for between the Metung and wider the development of tourism opportunities Paynesville/Lakes Entrance as a aTVictoria's geothermal and mineral springs lifestyle investment destination reserves. These guidelines will be a valuable appealing to the higher end market – tool for the attraction of greater investment in development of the natural springs geothermal and mineral spring attractions to would be particularly opportune. grow the spa and wellness segment in Tourism Victoria’s push to be the lead

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SYNOPSIS &/OR KEY FINDINGS COMMENT Victoria. In particular, the guidelines will destination for spas and wellness consider the location and status of geothermal provides extra momentum for such water and mineral springs, specific planning development. and design issues and include detailed benchmark case studies. The assistance that these guidelines will provide to potential investor groups and relevant government agencies will encourage the development of this product from concept to reality.

Regional level strategies Gippsland Regional Tourism Development Plan, Gippsland 2004 – 2007 including 2005 Update: Tourism Victoria. SYNOPSIS &/OR KEY FINDINGS COMMENT The goal of the Plan is that by 2007 ISSUES awareness of Gippsland & its destinations & Nature based tourism: need range & attractions will have increased - that it will be quality of accommodation adjacent to recognised for its nature based product, Croajingolong National Park. including complementary experiences such as Need tour services in park adventure, fishing & touring. Furthermore that interpretation & walking trails. there will be a cohesive & cooperative region Blue green algae outbreaks a serious wide tourism structure. issue for Lakes image, visitation & The Plan identifies a range of issues & investment. opportunities particularly focused on the Fishing segment; currently low yielding nature tourism related strengths of the region & related lack of infrastructure including – in particular East Gippsland. fishing charter companies to capture The key factors identified impacting on market. infrastructure planning & investment most Food & wine segment: below State specific to Gippsland include: average participation in food & wine Crown Land & waterways account for a large activities (43% cf 48%). Farm gate & part of the Gippsland region & its nature based seafood produce potential strengths but attractions. accessibility an issue. Gippsland lacks East Gippsland has a comparatively small rate scale of quality wineries & lack of payer base for its size & hence many public signature grape. Structure of food & land works are beyond the reach of Council. wine industry & associated Forestry industry reform has had a major communication relatively undeveloped. impact & local communities see tourism as a Touring: need further infrastructure major opportunity. development along SMCD including Nature tourism & recreational boating are accommodation. Industry education seen in the Plan to be key product strengths & needed re co-op marketing linked to of particular relevance to East Gippsland. Both SMCD. Signage away from main ‘product’ areas have the capacity to stimulate highways needs improving. Seasonal significant tourism growth given appropriate issues with GAR: winter snow development of support infrastructure as impediment & summer on mountain identified in the Plan. accommodation & service closures (see also Alpine Resorts Strategy). Backpackers: lack of accommodation associated with Croajingolong National Park, poor transport linkages & lack of regional marketing to this sector. OPPPORTUNTIES Nature tourism & related fishing/ boating – development of icon walk(s) including part of Victorian Coastal Walk

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SYNOPSIS &/OR KEY FINDINGS COMMENT – (highlighted in 2005 update) (see also Moving Forward). Development of sensitive freehold tourism accommodation & associated services at Mallacoota (quality nature based accomdn & upgrade of camp reserve including infrastructure, accomdn & boating facilities), Bemm River, Tamboon Inlet & adjacent to Cape Conran Coastal Park. Infrastructure for Victoria’s year round boating destination (a TVic state wide development priority & highlighted in 2005 Update), including provision of boat tie-ups, waste pump out facilities, refuelling, supplies, associated commercial facilities such a cafés (identified East Gippsland sites are Hollands Landing, Wattle Point & on upper reaches of Nicholson & Tambo Rivers & Kalimna Point. Blue water access to Mallacoota is also seen a key opportunity.) Food & wine – focus on local farm gate, agriculture; seafood, produce & use in regional restaurants & identification & promotion of quality restaurants. Strengthen (East) Gippsland food/wine network. (Regional produce highlighted in 205 Update) Touring – marketing SMCD as a domestic opportunity. Development of infrastructure along SMCD & increased industry co-op international marketing. Backpacker market: opportunity to marketing of East Gippsland linked to infrastructure developments. Other identified opportunities: » Development of events » Development of state wide VIC booking system (highlighted in 2005 update) » Improved visitor access & seal viewing platform – Wingham Point » Farm stay accommodation » Geothermal springs including public boathouse at Metung & Paynesville » Further rail trail developments » Presentation & enhancement of heritage towns.

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Alpine Reports Tourism Business Plan 2003 – 2006. SYNOPSIS &/OR KEY FINDINGS COMMENT Recognises Victorian ski fields as a level 1 ISSUE destination. Objectives include: For East Gippsland there is a planning » Developing year round ski region and strategy disconnect with the opportunities & awareness Victorian ski fields. » Increasing awareness of the Board of OPPORTUNTIY Alpine Resort Tourism. Given the Tourism Victoria support for » Strengthening links through BART & GAR & the objective of year round ski Legends Wine & High Country Regional field activity there is an argument for Tourism is noted strategy. increased State funding support for GAR promotion & development via TVic or Moving Forward.

A Strategy for the Gippsland Food & Wine Group. Prepared for the Gippsland Food & Wine Group by Urban Enterprises Pty Ltd. October 2003. SYNOPSIS &/OR KEY FINDINGS COMMENT Strategy recognises that food & wine is an ISSUES emerging tourism ‘product’. There is limited Provides insights into issues affecting cooperative marketing and some of the key this sector in East Gippsland including produce such cheese and abalone is not lack of consumer access to product in available directly to the visitor. The Strategy East Gippsland – particularly sea food notes East Gippsland attracts a different visitor including abalone. profile to W & S Gippsland. The key Wine industry relatively dispersed and recommended actions including: lacking consumer awareness and ¾ Establish a regional food & wine group & recognition members package OPPORTUNITIES ¾ Establish a data base Support a Gippsland wide development ¾ Seek project management funding to approach linked with DGI implement strategy Focus this Plan on development & ¾ Develop collateral including F/W brochure & marketing of East Gippsland food & seasonal produce diary wine products & experiences. ¾ Develop web site & promotional activities Development of East Gippsland food & data base including photos, story lines etc wine action group may be an opportunity – feeding into larger Gippsland group May be funding opportunities for development linked to Moving Forward

East Gippsland Planning & Development Strategy 1997– 2010. East Gippsland Shire Council. September 1997. Reprint No 2 January 2000. SYNOPSIS &/OR KEY FINDINGS COMMENT An expansive Strategy document developed This document does not focus on the over 21 months setting out a vision for East issues/impediments that were identified in Gippsland; goals & objectives & regional & the initial stages of the Strategy destination specific strategies/actions. development. The following strategies The vision for Gippsland is stated as: East have been identified of as most interest & Gippsland in 2010 will be recognised or significance for the further throughout Australia and beyond as a development & implementation of this region combining outstanding Tourism Plan. environmental quality and a vibrant and OPPORTUNTIES expanding economy, whilst providing a The strategy specifically highlights 11

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SYNOPSIS &/OR KEY FINDINGS COMMENT rewarding lifestyle, employment and tourism infrastructure projects namely: education opportunities and community » Port of Bairnsdale supports for both its residents & visitors » Paynesville town centre & pier The economic goals related to tourism » SS Gippsland Replica specifically highlight the promotion & » Metung Hot Springs Resort development of tourism based on a strong image & recognition both domestically & » Bataluk Cultural Centre ( west of overseas: underpinned by quality attractions, Cann River) excellent service, community acceptance & » Nature & Wilderness Lodge Circuit underpinning infrastructure & services. (Cape Everard area) 5 tourism objectives are outlined focusing on: » Alpine wilderness lodge (Glen ¾ Increased tourism & related economic Valley area) benefits » Coastal Wilderness project (Wingan ¾ Year round appeal & visitation Inlet area) ¾ A strong & cohesive industry » Eastern Gateway Visitor Info Centre (Genoa) ¾ Wide recognition of the value of tourism & facilitation of tourism infrastructure » Mallacoota Ocean Access Boat investment. ramp The Strategy lists 48 tourism specific » Gondwanaland Voyage & Research strategy/actions across the areas of marketing Centre (Lakes Entrance) & branding, product development & visitor The Development Guidelines (page services, industry development including 107) identify sites suitable for training, the environment & infrastructure. integrated resort development as: » Land on the west of North Arm, north of Lakes Entrance » Bullock Island, Lakes Entrance » Storth Ryes, between Tambo Bluff & Metung » Tamhaven, at Swan Reach » The area between Paynesville & Eagle Point » Stingray Point at Mallacoota » Cultural tourism opportunities are highlighted including: » Bataluk Cultural Trail Committee initiatives » Oriental Claims at Omeo » An Arts Trail » Facilitate development of ‘cultural precincts’ in appropriate towns & centres » Develop a district matrix of European, Italian, Chinese & Koori sites & activities » Enhance the visibility of mining & maritime aspects of East Gippsland’s past (note also timber & cattle history).

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Far East Gippsland Ecotourism Strategy for Parks Victoria & National Resources & Development. December 1997. SYNOPSIS &/OR KEY FINDINGS COMMENT The purpose of the Strategy was to provide The Strategy lists a number of key direction & coordination of ecotourism issues or weaknesses to development development & activity in Far East Gippsland of eco tourism. over the 1997 – 2001 period. The Strategy ISSUES: difficulty of access (no major was developed over a 3 year period airport, trains, buses – late night drop Implementation rested with PV & NRE for site off from interstate bus), distance from management, natural resources & tourism major markets, road conditions, services – Lakes & Wilderness Tourism for distances between visitation industry development & marketing. The centres/isolation of small communities, strategy built on the 1988 Far East Gippsland lack of signature image – promotional Tourism Strategy (Dept Conservation, Forests difficulties, lack of cohesion & & Lands) cooperation between the tourism The Strategy provides a SWOT analysis of industry, signposting, nature based Eco Tourism in Far East Gippsland (P 13) tourism has not achieved its highlighting opportunities for development of a sustainable potential despite marketing image; business opportunities & considerable planing & action packaging, accommodation & transport OPPORTUNTIES: the following services. strategies have been identified of as 42 specific strategies & associated actions are most interest & or significance for the outlined under the categories of marketing & further development & implementation promotion, product development, of this Tourism Plan: infrastructure & service development, training » Development of signature regional & accreditation & coordination, monitoring & image linked to remoteness, natural review. beauty, diversity & geographic The Strategy identifies from previous market location research the region’s key attractions as: » Produce (facilitate) high quality » Remote wilderness qualities outdoor map for nature users – » Natural scenic beauty walks etc » Rainforests & tall trees » Target Canberra as a major growth » Buchan Caves market » Snowy River. » Include access corridors from Sydney, Canberra & Melbourne in 302 respondents from a survey through East promotional materials including Gippsland National Parks as part of the brochures Strategy development identified the major influences on holiday choice were: » Consider development of a nature based flagship event » A bushland setting » Develop & seek funding for a range » Being close to a beach of short & longer multi day walks » Peace & quiet. » Encourage development of In response to what makes East Gippsland wilderness retreats/lodge & camping special the overwhelming responses in order outside Errinundra National Park & were: coastal parks – encourage youth » Beaches & ocean Hostel style accommodation » Natural beauty, & scenery » Encourage & support adventure/ » Wilderness nature commercial tour operators, » Unspoilt, remoteness & wildlife. eg sea kayaking – rafting » Develop drives network » Improve destination signage from Princes H’way to National Parks » (Facilitate) improved transport connections » Develop Pont Hicks & Gabbo Is Light Stations for eco tourism

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SYNOPSIS &/OR KEY FINDINGS COMMENT potential » Expanded structured accommodation at Cape Conran » Establish & seek funding for the Buchan Caves Interpretive Centre » Seek funding for the Colquhoun State Forests & Forest Industries Interpretation Centre » Support operator pick up of the National Eco Tourism Accreditation Scheme.

Far East Gippsland Tourism Strategy. Department Conservation, Forests & Lands, Victorian Tourism Commission, Ministry for Planning & Environment. November 1988. SYNOPSIS &/OR KEY FINDINGS COMMENT The study focused in the assets of the current An insightful document limited for the Shire east of Lake Tyers. The Strategy was purposes of this study only b y its signed off by the State Ministers for Tourism, scope that excluded the Gippsland Conservation & Planning. The Strategy was Lakes & Great Alpine Road. A range developed in the context of regional economic of the strategies have been change & the release of the State implemented particularly in signage & Government’s Timber Industry Strategy. It planning while other strategies flagged the reduction in timber industry continue to be identified opportunities employment & increased areas designated as such as public transport, air services & National Parks. At the State level in tourism the promotions. ‘Tourism Strategy, Victoria. The Best is within The inclusion of Errinundra Plateau & your Reach’ identified seven tourism zones for Tall Forests as one of the five tourism focusing Victorian tourism development & the strengths is now not appropriate as Gippsland Lakes was designated one of the analysis for this Strategy indicates the seven zones. It was said to have ‘the drawing areas suffers significant comparative power to attract tourists & thus benefit the disadvantage in terms of access/time, region as a whole’. limited stand out (accessible) The Far East Gippsland Tourism Strategy attractions for mainstream markets & identified five major tourism development limited support infrastructure. strengths on which it recommended tourism development should be based: » Mallacoota & the surrounding Croajingolong National Park » Marlo/Cape Conran area » Buchan Caves & the Upper Snowy River » Recreational fishing » Errinundra Plateau & the tall forest country Strategies here focused on the following areas along with priority areas of focus: ¾ Promotion » Targeting Latrobe Valley, Canberra & Melbourne » Develop distinctive regional images for Far East Gippsland » Packaging, editorial, off peak product development. ¾ Training & Education

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SYNOPSIS &/OR KEY FINDINGS COMMENT ¾ Information & interpretation » Maps, brochures, distribution, » Strategically located VIC’s with Bairnsdale the hub » Maintain (PV) ‘holiday programs’. ¾ Access » Improve public transport Buchan, Marlo & Mallacoota » Air services Marlo or Mallacoota » Allow interstate bus pick up & set down with state of origin. ¾ Signage » Many locations designated for tourism signage » Tourism route signage including range of support information such as drive times, road standard etc. ¾ Visitor facilities & services » Range of Park infrastructure upgraded including toilets, camp areas etc. ¾ Accommodation » Encourage development including for family market » Environmentally sympathetic development. ¾ Planning » Land managers to consider tourism in planning processes » Statutory planning schemes to make provision for tourism strategies » Sites for significant development be protected in relevant planning scheme » Concentrate tourism in urban areas » Develop townscape – urban design strategies. The Strategy also provides a range of recommended strategies for the five specific areas of tourism strength – Mallacoota etc.

East Gippsland’s Touring Routes and Tourism Drives. Bracher PR & Marketing for East Gippsland Shire Council & Lakes & Wilderness Tourism Association Incorporated. September 2001. SYNOPSIS &/OR KEY FINDINGS COMMENT The Report provides good insights into the ISSUES needs & preferences of the touring marketing Highlights limitations of ‘tourist drives’ in East Gippsland based on approx 200 visitor with majority of touring market surveys gathered in region between April – preferring a greater sense of self June 2001. discovery. Key findings include: Accommodation operators place more » Victorian’s most likely on 3 -5 day holidays value on tourism drives than do the » interstate & overseas visitors on 2 week touring market segments which has holidays created un realistic expectations as to

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SYNOPSIS &/OR KEY FINDINGS COMMENT » Lakes Entrance was the dominant/most the value of tourist drives. desired East Gippsland accommodation Lack of quality en route interpretation at destination for tourers. sites of interest & at strategically » Lakes & boating activity, closely followed located highway information bays/rest by beaches, then forests & caves were the stops is inhibiting capacity to ‘arrest’ nominated things people most wanted to touring traffic. experience in East Gippsland. Role of operators in providing touring » In-region itinerary decision making & recommendations to touring & mono information gathering was very important. stay markets is undervalued. » 1/3 indicated they would venture off the Quality drives for adventure seekers highway to explore coastal areas & 1/3 to market but lack of en route explore a combination of inland & coastal infrastructure & very limited awareness areas. of opportunities. Only 12% of respondents preferred to use formalised touring routes & drives – 60% OPPORTUNTIES preferred to do their own exploring & 27% a For the most significant longer stay combination of formalised routes & their own mono destination coastal holiday exploring. makers focus development ex major Approximately 1/3 expressed reluctance or hubs on limited suite of quality drives refused to take their car on un-sealed roads. with en route interpretation; informative Almost all travellers preferred a combination of brochures/maps & strong VIC – road signage & a brochure to guide them & operator knowledge & promotion roadside information/interpretation was also including a touring product manual for sought by almost all of those surveyed. industry & a media variation. Key analysis by non day tripper categories: Further develop & promote accessible » Traditional longer stay mono destination natural attractions en route particularly holiday makers who undertake short drives including short walks & lookouts. » Transient visitors – approximately 25% of Transient travellers: continue to the surveyed touring market – time poor & upgrade information including limited capacity to ‘arrest’ travel journey interpretation & maps at key highway » Short duration visitors – 3 – 5 days. Good rest tops. Provide km distances for growth opportunity through effective in- short loop/spoke tourism drives off region touring promotion & associated highway. infrastructure Short breaks market: provide short tour » Average short break stay 3.8 days – most maps through VIC & accommodation don’t want to tour but 2 hours or less outlets (up to 2 hours drive) – noting touring sought by 1/4 importance of weather influencing itinerary choice. » Adventure seekers: Snowy Country Drive noted for lack of en route infrastructure & Promote the GAR as an icon drive ex interpretation. Suggests more promotion of Melbourne in its entirety including Bairnsdale – Dargo – Mt Hotham – GAR – through DGI & North EasTVictoria Bairnsdale. Tourism. Ongoing support for SMCD including development of domestic market through Tri-State Touring project. Adventure seekers – Install driving conditions, distance & time indicators entry points to Snowy Country Drive (north of Buchan & Orbost) including road conditions telephone service. Develop en route interpretation. Develop quality/informative information for longer adventure drives noting niche 4WD market status. Actively push for development of wider ‘Man from Snowy River Drive’.

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SYNOPSIS &/OR KEY FINDINGS COMMENT Web information distribution & ‘previous night’ accommodation points – particularly Sapphire Coast important for touring collateral for shorter drives.

Gippsland Boating Coastal Action Plan. Vantree Pty Ltd. 2002. Prepared for the Gippsland Coastal Board. SYNOPSIS &/OR KEY FINDINGS COMMENT The Plan provides a long term development ISSUE: recreational boating framework for recreational boating facilities in infrastructure is a significant Gippsland. The Plan sits under the Victorian impediment to the growth potential of Gippsland Coastal Strategy & the State recreational boasting in East Gippsland government’s commitment to ecologically ISSUE: what is the current (2006) sustainable development. status of implementation of the The economic significance of boating is recommended 50 infrastructure highlighted in Attachment 1 of the Plan improvements recommended within the including data from the Victorian Recreational Shire (Newlands Arm to Mallacoota)? Boating Strategy 2002 – 2010 (State Boating OPPPORTUNITY: implementation of Council 2001). Direct & indirect economic the recommended infrastructure value of the Victorian boating industry is est. at development improvements in the $934m annually & total value of recreational Gippsland Boating Coastal Action Plan boating to the Victorian economy is valued at will have a significant economic impact $1.37b annually. on the East Gippsland economy and Gippsland is the primary boating destination tourism. for 17% of boaters in Victoria & this is OPPORTUNITY: The Gippsland expected to grow to 20% by 2010 given Coastal Board will be undertaking a boating infrastructure is developed as per the Gippsland Coastal Boating Capacity plan. Study in conjunction with other East Gippsland Shire has 75% of the agencies. This will highlight areas for recreational boating infrastructure in further expansion as well as defining Gippsland. limits so that development is The Plan lists recommended improvements to sustainable. boating facilities by location with 18 locations recommended for facilities improvement within East Gippsland Shire. Typical improvements listed are ‘provide public toilets, car parks & boat ramps’. The two sites with most focus for development are Paynesville (the largest centre for recreational boating outside Port Philip & Western Port Bays) with 8 recommended improvements and Mallacoota with 12 recommended improvements. Implementation of the recommended developments is projected by the Boating Council to result in over 6,000 more boating registrations by 2010 & a 30% growth in Gippsland as the preferred boating destination in Victoria.

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Gippsland Tourism Infrastructure Audit. USE Consultants Pty Ltd. October 1996. Prepared for Gippsland Development Ltd, Tourism Victoria & Federal Department of Transport & Regional Development. SYNOPSIS &/OR KEY FINDINGS COMMENT The Audit provided detailed analysis of ISSUE: need to audit progress of tourism related infrastructure across proposed developments & reassess Gippsland. level of support for identified East Infrastructure was defined as developed Gippsland projects. attractions; natural attractions; accessibility ISSUE: lack of development in natural (including roads & public transport) & linkages areas particularly relating to coastal (density, proximity & relationship between and mountains nature related product attractions). The analysis of infrastructure including accommodation and support requirements was based on: infrastructure including walks despite » An inventory of existing infrastructure clear identification of need: suggests » An assessment of existing & future demand lack of investment interest linked to & market segmentation limited visitor demand. » An identification of existing product gaps. OPPORTUNITY: Gippsland Tourism Infrastructure Audit of 1996 highlights 14 priority infrastructure projects were need and opportunity for development identified with 8 ½ being within the East of nature related accommodation and Gippsland Shire walks and drives to support the coastal The identified East Gippsland infrastructure and mountains nature experience. projects were: OPPORTUNTIY: reassess level of » Port of Bairnsdale (S side of Mitchell River support for identified East Gippsland bridge & including SS Gippsland replica) – projects including Port of Bairnsdale, cost $2m. Status of Paynesville Town Centre & » Paynesville Town Centre & Pier – cost Pier Re-development, Metung Hot $2m. Springs, Bataluk Cultural Centre Trail; » SS Gippsland Replica, alternating b/w Nature based accommodation & Lakes Entrance, Pots of Sales & related walks & the Eastern Gateway Bairnsdale – cost $4m. Visitor Centre – Genoa. » Metung Hot Springs & associated health resort – cost $1.5m. » Bataluk Cultural Trail – a themed trail linking indigenous product between Sale & Cann River (12 sites identified) – cost N/A » Nature & Wilderness Lodge Circuit with signage program. A multifaceted project including development of a range of wilderness lodges in coastal & mountain regions linked by a range of assoc touring & assoc walking trail options (3 tiers) with support signage – potential accomdn sites discussed for (3+ star) Mallacoota, Marlo, Benn River, Orbost, Cann River, Buchan & Omeo & 2+ star accomdn for McKillops Bridge & W boundary of Coopracambra NP – cost $0.5m. » Alpine Wilderness Project including walk & lodge developments. Buchan, Cann River & Omeo accomdn locations considered for 3+ star accomdn & 2+ star accomdn considered for Buchan, Omeo, McKillops Bridge, Bonang, & western boundary of Coopracambra NP – cost $4m. » Coastal Wilderness Project including walk & lodge developments. Marlo, Bemm River

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SYNOPSIS &/OR KEY FINDINGS COMMENT & Mallacoota key trail points with associated 2 & 3+ star wilderness lodge accomdn – cost $4m. » Eastern Gateway Visitor Exchange & Information Centre. Genoa – cost $0.5m.

Market Analysis for Lakes & Wilderness Tourism Board. Yann Campbell Hoare Wheeler. 1994. Quoted from Gippsland Tourism Infrastructure Audit. USE Consultants Pty Ltd. October 1996. SYNOPSIS &/OR KEY FINDINGS COMMENT Focus group research was used with groups ISSUE: while the Market Analysis for based on key marker segments & socio- Lakes & Wilderness Tourism Board by economic groups as identified by Tourism Yann Campbell Hoare Wheeler 1994 is Victoria. dated the findings are significant & one The key findings were: may suppose that the results indicating » The market does not possess a clear an unclear regional image would not be understanding of the region’s location very different today. » Only 30% correctly identified the correct travelling time from Melbourne to the region » One in two Victorians stated they knew very little about Lakes & Wilderness region.

Lakes & Wilderness Regional Tourism Development Plan. Urban Spatial & Economic Consultants Pty Ltd. September 1997. SYNOPSIS &/OR KEY FINDINGS COMMENT Complements Tourism Victoria’s 1997 – 2001 The Plan is generally still very relevant Business Plan. and useful for setting direction and 5 Year Framework specific strategies for East Gippsland Stated vision – by 2001 the Lakes & tourism. Wilderness region will be a nationally & ISSUE: the vision in the 1997 – 2001 internationally recognised nature based Plan is overly ambitious – international destination, offering quality natural attractions, recognition for the SMCD would be adventure activities & world class touring more appropriate as would the directing routes….. of inbound strategies via SMCD Key issues identified: lack of branding, ISSUE: the key issues identified in the infrastructure, yield, seasonality, distance from 1997 – 2001 Plan still remain today – ie major cities, product development, operator & lack of branding, infrastructure, yield, community education seasonality, distance from major cities, The identified challenge: product development, operator & community education » Capitalise on the regions competitive advantage – natural attractions ISSUE THE 1997 – 2001 Plan misses the hub of the 2006 challenge for the » Focus on developing high yield product region: while natural attractions are such as adventure activities & touring competitive and development of high product along the GAR & SMCD and yielding product for adventure emerging strengths such as arts & crafts (particularly boating related) activities » Develop co-op partnerships with NE Vic and touring product along the SMCD & Tourism, (DGI) & Southern NSW GAR will continue to be key drivers for » Differentiate product by positioning key building growth – the other core links between the hinterland & the coast challenge is to capitalise on the major » Secure a balance between maintaining Lakes ‘lifestyle’ related investment Conventional Family Life & Traditional (quality apartments, leisure boating,

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SYNOPSIS &/OR KEY FINDINGS COMMENT Family Life markets & attracting higher waterside dining & relaxing etc) and to yield markets of Socially Aware & Visible integrate this into the tourism marketing Achievement to the region and branding mix. » Develop & position the region as an ISSUE: the 1997 – 2001 Plans internationally recognised nature-based marketing direction to position the L&W holiday destination, through product region as the premier long stay holiday development, packaging & promotion destination in Victoria & as an accessible, international standard, nature based destination ignores the major scale of short breaks relative to longer holidays; the benefits of the SE Melbourne growth corridor for East Gippsland & the improving drive time into the western part of the Shire OPPORTUNITY: The 1997 – 2001 Plan highlights the national competitiveness of the regions natural attractions. Development of high yielding product for adventure (particularly boating related) activities and touring product along the SMCD & GAR should continue to be a key focus for building growth. OPPORTUNTIY: capitalise on the major Lakes ‘lifestyle’ related investment in lead destinations: Lakes Entrance, Metung & Paynesville (quality apartments, leisure boating, waterside dining & relaxing etc) and to integrate this into the tourism marketing and branding mix. OPPORTUNITY: While not ignoring the regions strength as a long stay destination capitalise on the sustainable short breaks trend linked to improved road journey times from Melbourne & the fast growing SE Melbourne growth corridor to promote East Gippsland short breaks

Great Alpine Road Infrastructure Strategy. Planning for People. November 2003. Prepared for Great Alpine Road Marketing Inc. SYNOPSIS &/OR KEY FINDINGS COMMENT The Great Alpine Road Marketing The Strategy identified a number of still Incorporated is a regional committee charged current ISSUES in relation to the with the development & marketing of the Great overall visitor experience: Alpine Road (GAR) as one of Victoria’s great » The siting of the signs & touring routes. infrastructure at each of the 13 GAR The committee identified the need to survey locations is inconsistent &, in a the existing infrastructure on the GAR & number of cases, has the potential develop a strategy for investment. to detract from the quality of the The report provides a comprehensive visitor experience. infrastructure development strategy for GAR & » The quality of the alpine drive could

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SYNOPSIS &/OR KEY FINDINGS COMMENT associated touring loops & identifies be considerably enhanced on the opportunities for investment & improvement. GAR to capitalise on & complement GAR is complemented by six touring loops the natural attractions. that link with it. Three of these are in the East » The range & quality of recreational Gippsland Shire: opportunities & facilities that exists » The Great Alpine Discovery Drive (extends along the GAR do not generally into Alpine Shire) 126km Omeo – Falls match the standard that might be Creek – Mt Beauty – Germantown. expected for a world class touring » Wine & Gold Drive 27km Swifts Creek – route. Cassilis – Omeo. » Driving conditions on the GAR vary, » Gippsland Lakes Drive 88km Bairnsdale – particularly between winter & non- Paynesville. Bairnsdale – Lakes via Metung winter. The need to carry chains, – Nowa Nowa – Bruthen. knowledge about carrying & fitting chains, & fear of driving in an alpine There is a clear need for close cooperation in environment may all adversely the marketing of tourism opportunities & affect the visitor’s experience if product with other product regions. inadequate information is available » Prepare submission to have formal to dispel these fears. relationship established between NSW & » The exclusion of rental cars from Victoria for the linking, marking & marketing unsealed & winter roads is an issue of the KAW & the GAR across the for the international market. Australian Alps. The challenge now (2006) for GAR is to build marketing momentum & get information packages & PR out regularly into the Melbourne & interstate market place. A one week drive package ex Melbourne is a specific opportunity as is leverage off the Tri-State Strategy initiative.

Wellington Shire Council Tourism Strategy Plan 2002 – 2005. SYNOPSIS &/OR KEY FINDINGS COMMENT The Plan points to limited opportunities for ISSUE: as a neighbouring region cooperative endeavour with East Gippsland – Wellington does not pull significant most would come via DGI cooperation. numbers of leisure visitors into the Key visitor groups to the Shire are listed as: eastern Gippsland region from which Shoppers to Sale CBD (300,000 pa), through East Gippsland Shire can seek to tap travellers; holiday makers to Ninety Mile into or market to. Beach & Lake Victoria; day trippers to Tarra ISSUE: what is the status of Cultural Bulga NP, High Country visitors, business Gippsland and related tourism? travellers to Sale & visitors to major events. Promotions? 2001/02 Council expenditures: total $34.6m – OPPORTUNITY: develop consistent Eco Dev: $0.68m – tourism: $0.23m including visitor survey instrument with VIC’s & major events. Wellington Shire Key target markets are identified as: touring OPPORTUNITY: link with Wellington to (mainly TFL from Melbourne & Sydney & seek & conduct journalist international self drive); family beach/lake familiarisations focusing on SMCD, holidays (mainly CFL, Short SB (short break?) GAR, Alpine heritage (eg mountain & VA segments); adventure holidays (mainly townships of Dargo, Benambra etc) & backpackers & YO from Melbourne) & events. Gippsland Lakes familiarisations The plan highlights Wellington Shires situation OPPORTUNTIY: capitalise on 300,000 as a ‘travelling though’ area. Visitor origin data people through Sale CBD shopping from Sale VIC since 1998 indicates: hub to communicate to them the » 33% Melbourne residents benefits of East Gippsland attractions & events.

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SYNOPSIS &/OR KEY FINDINGS COMMENT » 27% Victorian country residents » 14% NSW (principally coastal route) » 13% international (1/3 German) » 4% QLD » 3% SA.

Local level strategies Buchan Caves Reserve Draft Business Plan. Parks Victoria. August 2000. SYNOPSIS &/OR KEY FINDINGS COMMENT Draft Plan provides vision, goals & objectives; ISSUES background & market analysis including Lack of funding for capital works; SWOT. User survey found most visitors were management & research issues noted. from Melbourne with Canberra, country NSW OPPPORTUNTIES & international also noted. Most visitors to the With adequate resources update caves area sought natural features, unspoilt nature & infrastructure & increase the marketing nature based activities. SMCD, GAR, TVic budget to promote the total experience related jigsaw brochure advertising & internet including the ‘standing camps’ advertising is noted.

Cape Conran Coastal Park Management Plan. Parks Victoria. October 2005. SYNOPSIS &/OR KEY FINDINGS COMMENT 11,700 ha Park & estimated 200,000 visitors Highlights the inherent strength of the pa natural attractions of the Park attracting Plan aims to ‘provide enhanced sustainable a large number of visitors opportunities for visitor enjoyment & Commitment to improvement of visitor appreciation of the park while maintaining & facilities including camping & roofed protecting park values’ accommodation is very appropriate Strategies include: given the current & potential visitor Promotion & interpretation of indigenous demand culture Commitment to promotion of camping Upgrading visitor facilities at Salmon Rocks, & roofed accommodation will require a Point Ricardo, Yeerung Beach, & Pearl Point significant boost to build awareness of these excellent nature based assets Improvement & promotion of camping & roofed accommodation areas at Cape Conran Launch of standing camps (including Buchan) provides a great launching Improved camping opportunities at pad to significantly increase Binn/Gunnai Beaches & Pearl Pont promotional investment linked to Improved supply of information & leverage off the marketing initiatives in interpretation to visitors this Plan; through DGI and Tourism Collaboration with the (being developed) Rural Victoria ( see Marketing Strategies) Learning Centre

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Discussion Paper and Interim Market Strategy on “Victoria’s Wilderness Corner”. Orbost and District Tourist Association. July 1994. SYNOPSIS &/OR KEY FINDINGS COMMENT Recommends the development of loop roads (both within a day’s drive from NSW south coast & Gippsland Lakes) » Cape Conran to Bemm River, providing access to Dock Inlet & Pearl Point. » Wingan Inlet to Mallacoota, providing access to rugged coastal scenery; scenic platforms at the Skarries would enable seal colony viewing.

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ATTACHMENT 2: SHIRE DATA ON CURRENT INFRASTRUCTURE PROJECTS & OPPORTUNITIES

Bairnsdale K Mart Discount Department Store located in Bairnsdale CBD opened prior to Christmas 2005. Aldi Supermarket currently under construction in this same precinct. Value of Development: $2.5 million. Junior Campus of Gippsland Grammar open for Term 1 2006. Ongoing residential development, Eastwood Estate, Bairnsdale. New Victoria Police Headquarters (no Planning Permit required). Bairnsdale Regional Health Service – upgrade emergency facilities. $5 million. Metung Kings Cove development, Riviera Properties – $120-150 million. East Gippsland Shire – Metung marina upgrade – $5 million. Metung potential expansion $10-12 million. Paynesville Completion of the Riviera Harbours Canal and ongoing residential development, Riviera Properties – $50-70 million. New Bendigo Bank Building, Paynesville. Clippers Apartment and retail complex, Esplanade, Paynesville. Three levels, 37 Apartments. Value of Development: $6.8 million. Lakes Entrance 26 Degrees, Marine Parade, Lakes Entrance - 80 Apartments over 8 levels. Value of Development: $8.9 million. 595 Esplanade, Lakes Entrance. Six Levels, 41 Apartments, Café and Shops (subject to appeal). Value of Development: $9.4 million. 555 Esplanade, Lakes Entrance. Five levels, 31 Apartments, Restaurant and Shops (subject to appeal). Lakes Entrance Bar – upgrade of dredging facilities and processes – $30 million over 5 years. Marlo Snowy River Rural Learning Campus - $3 million. General Nexus/Santos – linking Longtom gas field to Patricia Baleen processing plant – $150 million. Conditional on successful completion of Longtom No. 3 appraisal well – drilling scheduled to commence May 2006.

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East Gippsland Shire – Slip Bight marina – $1 million. Nowa Nowa to Bruthen road upgrade – $18.3 million. Cann River to Genoa – three new overtaking lanes – $4.1 million. Great Alpine Road upgrade – $6.5 million.

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ATTACHMENT 3: ANALYSIS OF EAST GIPPSLAND PRODUCT SEGMENTS

Nature based attractions The regional product strengths are in this area with icon National Parks; Marine Parks and Sanctuaries, the High Country, Snowy River, Ninety Mile Beach, and the Gippsland Lakes. The accessibility of nature and support infrastructure has been a critical issue identified throughout the development of this Plan. For example quality nature based short walks and quality lookouts with support infrastructure in areas of high demand are key needs of the touring market55 but are currently lacking in East Gippsland. Development of infrastructure to convert potential into reality is a key opportunity through this Plan. Wildlife and wildlife viewing is another nature product strength currently lacking in support infrastructure but again with opportunity for development. Point Hicks for example has a highly visible permanent juvenile seal colony 200m offshore but access to it, and promotion of it, are lacking. Development of wildlife experiences/infrastructure aligns with the general trust of the strategy to ‘develop nature based product opportunities through out Gippsland’ in the Gippsland Regional Tourism Development Plan. Note: the specific opportunities identified for development and marketing from this section are highlighted in the infrastructure, product and industry development and marketing sections of this Plan.

Adventure East Gippsland has major strengths in this area: reflected in State government strategy to develop the Gippsland lakes as ‘Victoria’s year round boating destination’.56 Fishing is also a product strength of State significance; not just on the coast but also in the high country mountain streams. Opportunities include off shore charter fishing linked to development of ocean access at Mallacoota and coordinated and targeted promotion of coast and fresh water fishing. The East Gippsland Rail Trail provides a focus for building the attraction of recreational cyclists particularly through leverage off State wide and DGI rail trails promotions. Events such as the Wilderness Bike Ride provide an excellent focus for visitation to the Parks north and east of Orbost.57 Its success indicates opportunity for further development of niche nature related events.

55 See Section 4.1.5 Visitor needs & trends. 56 See for example Tourism Victoria’s Gippsland’s Regional Tourism Development Plan 2005 Update 57 Orbost accommodation providers reported multiple room bookings for 2 -3 nights.

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Food & wine This area is the weakest of the key supply side product areas. While the food and wine industry is becoming more attractive to visitors it is seen as an emerging area of product strength58 relative to other regions. It is also a product ‘category’ of significant potential for East Gippsland. Seafood and related fine dining is noted as a key opportunity while farm gate and local produce also represent opportunities. Development of a stronger café culture particularly focused around the lifestyle villages of Metung and Paynesville and the larger centres of Bairnsdale and Lakes Entrance is important to build the regions image with key VA and SA markets.

Key activity themes Analysis across key tourism themes indicates significant weaknesses. Consultation has highlighted gaps in activities and attractions for the family beach holiday market59. The Shire’s draft Arts and Culture Plan60 indicates 14 areas of challenge for the development of the sector. European heritage has some excellent product such as the Oriental Claims in Omeo but there is no stand out European heritage attraction.61 The Krowathunkaloong Keeping Place Cultural Museum in Bairnsdale is a high quality facility yet receives less than 2,000 visitors per annum.62 The rural villages are an emerging strength and the Council’s roll-out of urban design frameworks will provide a key role in supporting further development of these assets. City visitors are increasingly seeking out small scale personalised experiences and services offered by rural villages as an antidote to stressful city life. Events and festivals are also considered an emerging strength. The region is not short of events but lacks a major flagship event that helps define the region and draws visitors from intrastate and interstate (eg Wangaratta Jazz Festival). Given the strength of the Gippsland Lakes (as demonstrated through, for example, private investment and visitation) as identified in the 2003 events study63 and the lack of take-up of the study recommendations; a more ‘bottom up’, community owned and sustainable model again built around the Lakes/boating theme presents itself as an opportunity. Markets and leisure shopping are another key area of visitor need and a theme for development aligned with the hub and spokes approach outlined in this Plan. Linked with the food and wine analysis there are on going opportunities in villages and towns

58 See, for example, the assessment of Gippsland food and wine as emerging in Victoria’s Tourism Industry Strategic Plan 2002 – 2006, Page 70. 59 Ranked equal number one issue at the Lakes Entrance industry workshop 14/2/06. 60 East Gippsland Draft Arts and Culture Plan, prepared by the Arts and Culture Strategic Advisory Board Nov 2005. 61 The Heritage East Gippsland brochure produced by the East Gippsland Heritage Network lists 50 heritage attractions/sites and eight heritage societies across the Shire. 62 Interview with Centre’s Cultural Officer. 63 East Gippsland Signature Event Feasibility Study. Draft for discussion purposes only. Prepared for Tourism Victoria, East Gippsland Tourism Campaign Committee & East Gippsland Shire Council by Maggie Maguire & Associates & Mary Maddock Consulting Pty Ltd.

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Accommodation The Australian Automobile Association database indicates there are 91 commercial accommodation properties in East Gippsland of three plus star rating, in addition to camping areas on public land. While caravan and camping have been the traditional strength of the region, the analysis indicates the increasing demand for niche market accommodation such as nature lodges, standing camps and backpacker accommodation and top end accommodation at the five star level. An international branded five star property in the far east Gippsland area was seen by the international market as particularly valuable in assisting to the sell of the SMCD.64

Support services The support tourism infrastructure in East Gippsland includes: Roads. Public toilets. Rest areas, way side stops, viewing areas. Directional and tourist signage including way side maps and directories. Visitor Information Centres. Visitor services such as food and petrol providers and electronic bank tellers. Specific analysis of these support services is contained in other sections of this Plan.

64 Tri-State project survey data from Tourism Victoria and Tourism NSW overseas managers. August 2005.

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ATTACHMENT 4: SUMMARIES – COMMUNITY & STAKEHOLDER WORKSHOPS

Bairnsdale workshop, Monday 13 February 2006 ISSUES OPPORTUNITIES Major issues: 1 – 4 Major opportunities: 1 – 4 1. Lack of industry cohesion & 1. Increase visitor length of stay with collaboration. touring routes & suggested itineries. 2. Lack of regional identity (brand). 2. Appeal of natural attributes: equitable 3. Lack of destination awareness in climate, diversified, unique & pristine intrastate & interstate markets. natural environment, two hours travel 4. Lack of concentrated marketing snow skiing to ocean. program. 3. Signature event. 5. Lack of business & community 4. Generating industry commitment to awareness of the importance of tourism tourism management structure & to the region. developing industry cooperation 6. Lack of funding for maintenance of public through networking. infrastructure. 5. Pursuit of excellence in all areas. 7. Lack of suitable attractions, natural & 6. Signature infrastructure linked to water, man-made. eg Centre for Wooden Boats. 8. Accessible authentic experiences. 7. Private investment for attractions. 9. Signage. 8. Capitalise on history. 10. Small scale of businesses. 9. Airport – regional airline. 11. Visitor information services. 10. Eco-lodges linked to walks etc. 12. Public transport. 11. Economic contribution & sustainability. 12. Community ready for change (linked to changing demographics). 13. Rowing competition. 14. Building industry profitability.

Lakes Entrance Workshop, 14 February 2006 ISSUES OPPORTUNITIES Major issues: 1 – 4 Major opportunities 1 – 4 1. Lack of destination awareness; 1. Sydney Melbourne Coastal Drive. marketing (particularly on the web); 2. Seafood including buying direct from branding & marketing across the boats, marketing & industry support region. for industry. 2. Lack of attractions for the family 3. Lakes Main St enhancement – urban market/lack of children’s playground. design framework. 3. Lack of industry cohesion. 4. Signature event – off peak. 4. Professional fishing in the Lakes. 5. Seasonal/fresh produce. 5. Infrastructure to support growth, eg 6. Industry marketing & networking. marinas. 7. Public relations promoting tourism. 6. Health of the Lakes. 8. Conference market. 7. Single lane highway Traralgon to Lakes 9. Special interest markets such as golf, Entrance. fishing & coach markets. 8. Planning barriers to attractions 10. Enhanced entrance opening to the development. Lakes. 9. Council regulatory barriers to free 11. DSE Slipway site – major maritime & camping & outdoor liquor consumption. history interpretation – or children’s 10. Bullock Is. attractions & amusements. 11. Lack of themed festivals. 12. Bullock Is development linked to fishing &

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ISSUES OPPORTUNITIES 12. Inaccurate weather reports. associated learning & interpretation. 13. Lack of packaging across attractions; 13. Gippsland Rail Trail promotion & tours & accommodation sectors. development of en route attractions. 14. Visitor Information Centre networking & cross promotion across the Gippsland & South Coast NSW region – including Federation Square. 15. Return of the Christmas Carnival to Lakes Entrance.

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ATTACHMENT 5. REFERENCES

A Strategy for the Gippsland Food & Wine Group. Prepared for the Gippsland Food & Wine Group by Urban Enterprises Pty Ltd. October 2003.

Alpine Reports Tourism Business Plan 2003 – 2006.

Bruthen & District 5 Year Community Plan 2004 – 2009. Planning for Our Future. Bruthen District Citizens Association. 2005.

Bruthen & District 5 Year Community Plan 2004 – 2009

Buchan Caves Reserve Draft Business Plan. Parks Victoria. August 2000.

Concept Proposals for Tourism Development in Victoria 2005. Tourism Victoria.

Destination Gippsland Three Year Marketing & Communication Plan 2006 – 2009. Prepared for Destination Gippsland Inc Regional Campaign Committee. July 2006.

Discussion Paper and Interim Market Strategy on “Victoria’s Wilderness Corner”. Orbost and District Tourist Association. July 1994.

East Gippsland Shire Council Draft Five Year Arts & Culture Strategic Plan 2006/07 – 2010/11. November 2005.

East Gippsland Planning & Development Strategy 1997– 2010. East Gippsland Shire Council. September 1997. Reprint No 2 January 2000.

East Gippsland Signature Event Feasibility Study. Draft for discussion purposes only. Prepared for Tourism Victoria, East Gippsland Tourism Campaign Committee & East Gippsland Shire Council by Maggie Maguire & Associates & Mary Maddock Consulting Pty Ltd.

East Gippsland’s Touring Routes and Tourism Drives. Bracher RP & Marketing for East Gippsland Shire Council & Lakes & Wilderness Tourism Association Incorporated. September 2001.

East Gippsland Shire Visitor Information Centres. Business Plan 2005/06.

Far East Gippsland Consumer Perceptions. Destination Australia Marketing Pty Ltd. 1987(?).

Far East Gippsland Ecotourism Strategy for Parks Victoria & National Resources & Development. December 1997.

Far East Gippsland Tourism Strategy. Department Conservation, Forests & Lands, Victorian Tourism Commission, Ministry for Planning & Environment. November 1988.

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Gippsland Boating Coastal Action Plan. Vantree Pty Ltd. 2002. Prepared for the Gippsland Coastal Board.

Gippsland Ports Strategy Plan 2006-2008. Gippsland Ports. December 2005.

Gippsland Tourism Infrastructure Audit. USE Consultants Pty Ltd. October 1996. Prepared for Gippsland Development Ltd, Tourism Victoria & Federal Department of Transport & Regional Development.

Geothermal Resort Potential in Coastal Victoria. Final Report. December 1997. Prepared by Sinclair Knight Mertz for Tourism Victoria.

Great Alpine Road Infrastructure Strategy. Planning for People. November 2003. Prepared for Great Alpine Road Marketing Inc.

Indicators of Sustainable Management of Tourism 2005. Tourism Health Check 2002- 2005 Comparison Report. Tourism Alliance Victoria. 2005.

Lakes & Wilderness Regional Tourism Development Plan. Urban Spatial & Economic Consultants Pty Ltd. September 1997.

North East Gippsland Environmental & Land Use Study (ARUP Study). October 2000.

Mallacoota Urban Design Framework Part I. Volume 3 East Gippsland Shire. East Gippsland & Wellington Shire Coastal Urban Design Framework. Prepared for East Gippsland Shire, Wellington Shire, Department of Sustainability and Environment by Meinhardt Infrastructure & Environment Pty Ltd. December 2005.

Market Analysis for Lakes & Wilderness Tourism Board. Yann Campbell Hoare Wheeler. 1994. (Quoted from Gippsland Tourism Infrastructure Audit. October 1996. USE Consultants Pty Ltd.)

Moving Forward: Making Provincial Victoria the Best Place to Live, Work and Invest. Department of Innovation, Industry & Regional Development, Victoria. November 2005.

Nowa Nowa 5 Year Community Plan 2004 – 2009

Omeo Region Business & Tourism Association Including Strategic & Action Plan. June 2002. Updated September 2003 by Omeo Region Business & Tourism Association.

Paynesville Business & Tourism Association Strategic Plan & Action Plan. Paynesville Business & Tourism Association. June 2004.

PS Curlip Business Feasibility Study. Linqage International. July 2003.

Regional Awareness & Perceptions Survey 2003. Tourism Victoria.

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Regional Tourism Development Plan, Gippsland 2004 – 2007. Tourism Victoria.

Regional Tourism Development Plan, Gippsland 2004 – 2007: 2006 Review. Tourism Victoria.

Snowy Wilderness Discovery Centre. Strategy & Business Plan. Final Report. Linqage International. Undated.

Tourism Plan for Public Land in the Otway Hinterland. Department of Sustainability & Environment. January 2005.

Tourist Signing Guidelines: Guidelines for Tourist and Services Signing on Roads in Victoria. Second edition. Tourism Victoria and VicRoads. July 2001.

Tri-State Touring Program Draft Strategy. Tri-State Tourism Committee. December 2005.

Urban Design Framework – Omeo, Swifts Creek and Ensay. Kellogg Brown & Root Pty Ltd. November 2004. Prepared for East Gippsland Shire Council.

Victorian Trails Strategy 2005 – 2010. Victorian Trails Co-ordinating Committee. 2005.

Victoria’s Aboriginal Tourism Development Plan 2006 – 2009. Tourism Victoria. 2006.

Victoria’s Spa and Wellness Tourism Action Plan. Tourism Victoria.

Victoria’s Tourism Industry Strategic Plan 2002-2006. Tourism Victoria. 2002.

Wellington Shire Council Tourism Strategy Plan 2002 – 2005.

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ATTACHMENT 6. ROY MORGAN VALUE SEGMENTS

Tourism Victoria segments the national market in a number of ways using segmentation techniques including the Roy Morgan Value segments, developed in conjunction with Collin Benjamin - The Horizon Network. The Roy Morgan Value Segments in particular have been used by Tourism Victoria to distinguish markets with the highest yield potential and to identify their holiday needs. The following table provides further information on the Roy Morgan market segmentation referred to in Section 4.1.2 Types of visitors. TRADITIONAL SOCIALLY AWARE VISIBLE ACHIEVEMENT FAMILY LIFE (50 (35-49 YEARS) (35-49 YEARS) YEARS +) SEGMENT Retired middle Social issues oriented Success & career CHARACTERISTICS Australia Politically/community driven Family focused active Recognition & status lives Up-market seekers Cautious of new professionals Good family living things Wealth managers Wealth creators Passive income earners PERCENTAGES 20% Australian 14% Australian 18% Australian population population population 13% interstate 19% interstate short 25% interstate short short breaks breaks breaks 21% interstate 16% interstate 21% interstate holidays holidays holidays PRODUCT LIKES Special interest Art galleries/museums Historic sites/ places Coach tours Wineries Golf Nature Aboriginal heritage National parks Gourmet food trails Restaurants Restaurants Golf Skiing Skiing Art galleries/ Nature experiences Wineries museums Food & wine Children’s activities Gardens Historic sites/places Shopping Bushwalking ACCOMMODATION Hotels/Motels Boutique Boutique PREFERENCES Caravans 4/5 star hotels Hotels B & B’s REASONS FOR Increase Short break retreat Spend time together HOLIDAYING knowledge Fly-drive/touring Family holiday Re-live the past break Indulgent/boutique Interpretive Explore & experience Weekend getaways Touring holiday – New & different self-drive or coach Interpretive Indulgent/boutique

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ATTACHMENT 7. EAST GIPPSLAND ECONOMIC DEVELOPMENT & TOURISM UNIT STRUCTURE

John Websdale Group Manager Council

Manager Economic Development and Tourism Pos No.6701 Brett Lynn

Economic Visitor Information Development & Centre Coordinator Business Support Tourism Coordinator (0.4 EFT) Officer (0.8 EFT) Pos No. 6501 Pos No.6512 Pos No. 6511 Phil Rickards John Munns Sandra Bailey

Events Development Officer Pos No. 6503 Andrea Court

Events Project (C'wlth Games) Off. (Ltd Ten. - 30/04/06) Pos No. 5532 Francine Gilfedder

Eco Dev & Tourism Admin Officer Pos No. 6504 Melissa Bentzen

VIC Supervisor VIC Supervisor Slab Hut Officer Bairnsdale Lakes Entrance Pos No. 6507 Pos No. 6514 (0.6 EFT) Lisa Hearl Wendy McPherson Pos No. 6513 (Casual) John Munns

VIC Customer VIC Customer Service Officer Service Officer (0.6 EFT) Pos No. Pos No. Adele Young Susan Derrick

VIC Casuals VIC Casuals Pos No. Pos No. Various Various

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ATTACHMENT 8. EAST GIPPSLAND SHIRE TOURISM POLICY

1. POLICY OBJECTIVES East Gippsland Shire’s vision for tourism is: “That the Tourism Industry, through sustainable growth, will remain a major contributor to East Gippsland’s economy.” “That East Gippsland, through judicious development, management and marketing, becomes an increasingly sought after destination for intrastate, interstate and international visitors.” “That the Tourism Industry, through education and interaction, is recognised by the Community, Industry and Government as having a real economic, social, environmental and cultural benefit to East Gippsland.” This policy provides guidance in the way in which the East Gippsland Shire Council will: 1. Directly support and develop the tourism sector; and 2. Work with other stakeholders in achieving East Gippsland Shire’s vision for tourism.

2. BACKGROUND “Tourism is a service-based industry comprising a number of tangible and intangible components. The tangible elements include transport, foods and beverages, tours, souvenirs and accommodation, while the intangible elements involve education, culture, and adventure or simply escape and relaxation. Tourism in Victoria caters for travellers from Melbourne, regional Victoria, interstate and overseas.” http://www.parkweb.vic.gov.au/education/tourism_parks/da3.htm The tourism industry in East Gippsland is interconnected with all industries and it is also a significant contributor towards the economic well being of the region. It is therefore critical that the industry not only maintains its market share, but also grows and matures, allowing it to become a leader in regional tourism. To help achieve this growth, all stakeholders must be clear about the role they play and how they integrate their functions and services with other players. It is critical that East Gippsland work smarter with our limited resources to maintain growth and the benefits derived from tourism. The tourism industry in East Gippsland needs to continually reexamine the short, medium and long-term strategies so as to adapt to the inevitable change in the internal and external environments. The tourism industry in East Gippsland needs to recognise that they are in competition with other destinations and industries for the disposable income of consumers. In an ever more competitive environment it is essential that the best use of scarce resources in maintained.

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East Gippsland Shire has been conscious of community concerns about Council’s role, and through a consultative process, has developed this Tourism Policy to clearly identify the role that Council will play in the provision of services and the way we will work in partnership with other stakeholders. 3. POLICY STATEMENT The following policy statements are those where the East Gippsland Shire Council will act as the lead agency by taking direct responsibility for the function. 1. Visitor Information Services a. Council will ensure accredited Visitor Information Centre services are provided at key locations throughout the municipality and at other centres to ensure adequate services are available. b. Council will establish and maintain appropriate information to encourage visitors to increase length of stay. c. Council will develop and maintain a website that: 1) provides information for potential visitors to East Gippsland; and 2) provides a booking service on a fee for service basis. d. Council will facilitate tourist and business orientated questionnaires as a means of assessing customer satisfaction with the products and services on offer. e. Visitor Information Centres and the staff employed to manage these facilities, together with promotional activities coordinated by this team will, be identified and marketed in a way which delivers the best outcomes for the tourism industry.

2. Tourism Industry Development a. Council will encourage the appropriate expansion of existing tourism industry and seek to attract new investment into East Gippsland. b. Council will lobby State and Federal Government departments to ensure East Gippsland is receiving its fair and appropriate allocation of available funds for industry development. c. Council will act as auspice agency, where appropriate, for successful grant applications. d. Council will ensure that other industries are not adversely affected by the tourism industry and encourage industries to work together. e. Council will work in partnership with an industry led marketing board.

3. Planning

Prepared by Tourism Destination Management Pty Ltd & Page 90 Quercus Marketing EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. Submission no.64 PART A: STRATEGIC TOURISM PLAN a. In the formulation of its planning policies and development of Urban Design Frameworks, Council will be mindful of the effects on and needs of the tourism industry. b. Council will, in reviewing its planning strategies and other forward planning documents, take into consideration policies on tourism and other leisure activities. c. In the preparation of By-Laws and regulations, Council will have regard to their impact on tourism and the balanced development of the municipality. d. Council will encourage the development and investment of appropriate high quality tourism products that build upon the regions natural attractions and outdoor experiences. e. Council will plan for future tourism developments and precincts and understand that each location is unique and the region offers a diverse array of planning opportunities. f. When considering tourism developments, Council will consider the social, economic, cultural and environmental impact of the proposal within the region.

4. Infrastructure and amenities a. In the development of its capital works program, Council will allocate appropriate budgets to facilities that will support and encourage visitors to appropriate areas within its boundaries, for example, toilet blocks, launching ramps, marinas, directional and interpretative signage, walkways etc. b. Council will seek financial support from other agencies whenever possible for the provision of tourist facilities. c. Council will encourage a high standard of landscaping within tourism precincts and commercial centres. d. Council will, where possible, support the establishment of regional parks and the enhancement of specific natural features, conserve areas of outstanding beauty and recognise items of heritage significance. e. Council will develop and maintain a tourism signage strategy for East Gippsland that takes into account the needs of visitors to the area. f. Council will work with partners to provide high quality signage through the implementation of the signage strategy.

5. Tourism Information a. Council will develop a database of tourism operators within the Shire to be used in industry development, business skills development, and investment and marketing opportunities.

Prepared by Tourism Destination Management Pty Ltd & Page 91 Quercus Marketing EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. Submission no.64 PART A: STRATEGIC TOURISM PLAN b. Council will be a one-stop shop for tourism and associated economic information in East Gippsland and maintain records on tourism visitation trends, perceptions, satisfaction etc. c. Council will maintain a website for the tourism industry that provides appropriate information that will support industry development. d. Council will maintain an up to date photographic library. The following policy statements are those where the East Gippsland Shire will work in partnership with other stakeholders.

6. Tourism Advisory Board a. Council will oversee the establishment of a Tourism Advisory Board for East Gippsland. Council is firmly of the view that an independent advisory board is an important element in ensuring the long-term support from, and participation by the tourism industry and their partners. Such a body will lead to a more sustainable industry, accountable decision-making, better industry participation and long-term social and economic benefits to the region. b. The Tourism Advisory Board will consist of: 1. Two Councillors, appointed by Council; 2. Two industry representatives, appointed by Business and Tourism Peak Body; 3. One representative from Parks Victoria; 4. One representative from The Department of Sustainability & Environment; 5. One representative from the Regional Tourism Campaign Committee; 6. Two Industry representatives appointed by the Board; and 7. Additional representatives may be co-opted by the Board for a limited period to provide advice on specific issues. c. Representatives will have a staggered two-year term in office immediately following Council elections. d. The Advisory Board will: 1. Meet at least quarterly; 2. Report to Council on the outcomes of meetings and any and all matters effecting tourism within East Gippsland; 3. Provide recommendations to Council and other stakeholders; and 4. Oversee the development of an integrated long-term tourism strategy and yearly action plans that takes into consideration the responsibilities and functions of the key stakeholders in the region.

7. Tourism Business Development

Prepared by Tourism Destination Management Pty Ltd & Page 92 Quercus Marketing EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. Submission no.64 PART A: STRATEGIC TOURISM PLAN a. Council will assist businesses to develop their operations, enabling them to maximise the economic benefits of tourism to their business and the region. This will be achieved through partnership, where Council facilitate and coordinate programs that serve to increase the professionalism, skills and knowledge of the tourism industry. b. Council will provide opportunities for tourism operators to increase their understanding of the industry, so they are aware of opportunities to participate in activities that benefit their business. c. Council will encourage networking amongst the operators within the Shire as a method of expanding product knowledge.

8. Tourism Victoria “Tourism Victoria is the State Government authority responsible for developing and marketing Victoria as a premium tourist destination for Australian and international travellers. Tourism Victoria’s role is to raise awareness of, and visitation to, Victoria from within Australia and around the world through strategies and campaigns. In partnership with Victoria's tourism industry, Tourism Victoria is fulfilling its mission to "maximise employment and the long term benefits of tourism to Victoria by developing and marketing the State as a competitive tourism destination” Victoria Tourism Industry, Strategic Plan 2002 -2006 a. Council will work with Tourism Victoria to market East Gippsland as a tourist destination. b. Council will work cooperatively with the Event Development Unit of Tourism Victoria to develop the events industry in East Gippsland. c. Council will encourage local operators to be part of the State Governments product region campaigns d. Council will work with the industry development unit to enable the tourism industry in East Gippsland to access business development opportunities.

9. Regional Tourism Campaign Committee “The role of the Campaign Committee is to: • promote the region; • promote sustainable tourism in the region; • be informed about market trends and issues; • work within the frame work of Tourism Victoria’s Strategic Plan and Regional Marketing Cooperative Plan, and • work cooperatively with local and regional tourism associations and the Local Councils to promote the region.”

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East Gippsland Tourism Campaign Committee a. Council will support the Campaign Committee to market the region through the provision of the following. 1) Access to available up to date tourism statistics. 2) Access to services and staff resources where appropriate on a fee for service basis. 3) A staff member to participate on the committee.

10. Country Victoria Tourism Association “CVTC aims to provide leadership, communication and marketing services to develop a professional and sustainable regional tourism industry in Victoria.” www.cvtc.com.au Council will: a. Support CVTC so that their role of supporting regional tourism in Victoria is enhanced. b. Work with CVTC to provide leadership, communication and marketing services to East Gippsland.

11. Local Business Associations, Tourism Associations and Chambers of Commerce The roles of these associations and groups are to act as facilitators and advocates on behalf of their members, focusing their efforts on servicing visitor and other customers. They provide communication between their members and represent businesses to Government. Council will: a. Provide guidance and support for integrated local tourism association plans across the region. b. Encourage liaison between groups and organisations to maximise exposure to events in the area. c. Promote product packaging as a means of retaining visitors in the area for a longer period. d. Coordinate a Peak Body forum of local business and tourism associations on a quarterly basis.

12. Public Land and Water Managers These include, but are not limited to: The Department of Sustainability and

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Environment; Parks Victoria; Gippsland Coastal Board and Gippsland Ports “Victoria's vision for natural resource management seeks to ensure the health of our land, water and vegetation are improved, long term productivity is enhanced and regional communities are resilient and prosperous.” Department of Sustainability and Environment “Parks Victoria exists to: • Conserve, protect and enhance environmental and cultural assets • Responsibly meet the needs of our customers for quality information, services, and experiences • Provide excellence and innovation in park management Contribute to the social and economic well being of Victorians “ www.parkweb.vic.gov.au a. Council will work strategically with land and water managers to ensure that outcomes are of benefit to all. b. Council will work cooperatively to ensure that infrastructure, investment and activities managed by the above organisations meets the needs of the regional tourism industry. c. Council is committed to working with other government agencies to leverage off the regions natural features.

13. Regional Marketing Organisations The roles of regional marketing organisations vary depending on the activity they are involved in. Generally the role is to: • promote the region, destination or attraction as a place to visit; and • work cooperatively with industry, local and regional tourism associations and the Councils a. Council will work with industry on appropriate regional marketing organisations, such as: 1) Great Alpine Road Marketing and Coordination Committees 2) Gippsland Food and Wine Tourism Network 3) Creative Gippsland. 4) Sydney Melbourne Coastal Drive b. Where appropriate, Council will be a financial member of these organisations and provide in kind support to these organisations where it maximises the outcomes for East Gippsland.

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4. IMPLICATIONS Financial Implications Council will ensure appropriate budget allocations are made available on an annual basis to ensure the objectives of this policy can be achieved. Through partnership with the tourism industry, Council will identify alternative funding methods that will support a sustainable tourism industry.

5. CONSULTATION WITH STAKEHOLDERS Consultation has taken place with key industry stakeholders, community groups and government bodies appropriate to tourism in East Gippsland. These include: c. Tourism Victoria d. Country Victoria Tourism Council e. East Gippsland Tourism Campaign Committee f. Parks Victoria g. Local business and tourism associations, and Chambers of Commerce h. Peak Business Association i. Lakes and Wilderness Tourism Association j. Lakes Entrance Business and Tourism Association k. Omeo Region Business and Tourism Association l. Paynesville Business and Tourism Association m. Metung Business and Tourism Association n. Bairnsdale Business and Tourism Association o. Orbost Chamber of Commerce p. Department of Sustainability and Environment The Draft Tourism Policy was mailed out to over thirty individuals. Advertising was undertaken in local papers and the Draft Tourism Policy and Discussion Paper were placed on the Council website.

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East Gippsland Strategic Tourism Plan 2006 – 2011 Part B: Strategies & Implementation Plans

This report has been supported by the following organisations

EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

TABLE OF CONTENTS

Executive Summary...... 3

Objective 1. Marketing & Brand ...... 7 1.1 Marketing ...... 8 1.2 Brand ...... 10 Objective 2. Infrastructure...... 11

Objective 3. Product & Industry Development ...... 19

Objective 4. Management...... 27

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GLOSSARY OF TERMS ABS Australian Bureau of Statistics NP National Park BRPA Bemm River Progress Association NPWS New South Wales Parks & Wildlife Service BTA Business & Tourism Association NVS National Visitor Survey CFL Conventional Family Life OBTA Orbost Business & Tourism Association CVEP Country Victoria Events Program PBTA Paynesville Business & Tourism Association DIIRD Department of Industry Innovation Research & PV Parks Victoria Development RAPS Regional Awareness & Perceptions Survey DGI Destination Gippsland Inc RDV Regional Development Victoria (part of DIIRD) DSE Department of Sustainability & Environment RTA NSW Roads & Traffic Authority EGCMA East Gippsland Catchment Management Authority SA Socially Aware EGRBTA East Gippsland Regional Business & Tourism SMCD Sydney Melbourne Coastal Drive Association SWOT Strengths Weaknesses Opportunities Threats EGS East Gippsland Shire TAB Tourism Advisory Board GAR Great Alpine Road TAFE Technical & Further Education GCB Gippsland Coastal Board (Gippsland Lakes and Coasts Regional Coastal Board) TAV Tourism Alliance Victoria GP Gippsland Ports TFL Traditional Family Life GSTP Gippsland Sustainable Tourism Project The Plan East Gippsland Shire Strategic Tourism Plan IVS National Visitor Survey TSTA Tri State Touring Alliance Inc. LEBTA Lakes Entrance Business & Tourism Association TVic Tourism Victoria LEFCOL Lakes Entrance Fishing Cooperative Limited VA Visible Achievers MBTA Metung Business & Tourism Association YO Young Optimists

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Executive Summary This Plan is a highly integrated tourism strategy that covers the East Gippsland Shire for the five years 2006 to 2011. The following sections details 96 specific strategies and associated actions. The Plan also provides direction and detail for maximising alignment and partnerships with over 30 groups/organisations within and outside East Gippsland. This Plan integrates with the plans and policies of these groups and organisations such as the Gippsland Regional Tourism Development Plan 2006 Review and the Shire Council’s policies and plans to provide a high level of efficiency and effectiveness in the development of sustainable tourism.1 The Plan objective is to generate increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal) driven by strong industry leadership and commitment from across the region. The vision for tourism is that: “The East Gippsland region will be increasingly recognised amongst targeted domestic and international market segments as a highly appealing visitor destination. The recognition will be based on its competitive advantages in natural attributes, water-based activities, supporting infrastructure and a strong culture of providing excellent customer service. Tourism will create sustainable growth and be a major contributor to East Gippsland’s economy”.

Domestic overnight visitor numbers to Gippsland have shown modest growth over the past six years of around 1% pa, although this average masks some wide fluctuations in the yearly figures.2 More recently we are seeing major domestic market competitive pressures including a shift to short breaks and budget air travel. National visitor arrivals data indicates that international visitor numbers are growing by 4–6% pa3, a figure that is believed to reasonably reflect the inbound visitor growth being experienced in Sydney–Melbourne touring and supported by the planned Tri-State strategy to stimulate Sydney–Melbourne touring. Tourism provides about 1,287 jobs or 7.9% of employment in the Shire.4

1 World Tourism Organisation definition of sustainable tourism - "tourism which meets the needs of the present tourists and host regions while protecting and enhancing opportunity for the future". 2 See Part A, Table 3: East Gippsland visitor data, 1999 – 2005. 3 Source: Visitors by Country of Residence 2005. Tourism Australia, From ABS Overseas Arrivals and Departures, 3401.0. ______Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 3 EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

o The Princes Highway, reflecting marketing commitment to the Sydney Melbourne Coastal Drive and including the coastal towns o The Great Alpine Road, reflecting its status as one of Victoria’s great drives o The Snowy River Valley, showcasing the investment in returning environmental flows to the Snowy River.

4 Source: Victorian Tourism Employment Atlas 2005. Tourism & Transport Forum. Employment data is based on August 2002 census figures and should be regarded as a ‘reasonable estimate’ rather than accurate to the last job. 5 See Part A, Attachment 1: Summaries of Relevant Reports & Studies which highlights the range of tourism plans post 1988 that have resulted in limited implementation of recommended strategies. ______Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 4 EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

Table 1: Hub and spoke focus for East Gippsland

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o a comprehensive website by the end of 2006 o cooperative promotions including a brochure and print advertising o public relations and familiarisations and participation in Destination Gippsland Inc marketing activity o The development of an integrated marketing plan by the East Gippsland Business and Tourism Association supported by East Gippsland Shire is another key short term high priority activity. Secondly, a ‘pendulum swing’ with the positioning of East Gippsland from nature to accessible nature6 reflected in the multi-million dollar annual investments in waterside infrastructure and facilities that are occurring around the Gippsland Lakes.7 2. Infrastructure: Development of tourism related infrastructure to enhance the showcasing of nature; boating, water and touring infrastructure including signage and interpretation, conference facilities, cultural heritage and the impact of restored flows to the Snowy River. 3. Product and industry development: Development of products of existing and potential market strength such as touring, cycling, motor bike, boating and water related activities; soft nature based experiences including walking and wildlife viewing; seafood, food and wine, arts/culture and heritage including indigenous tourism; conventions/meetings and events. Industry will develop greater cohesion and unity of purpose through participation in the Plan including professional development activities and business awards; cooperative marketing activities and the Plan review and ongoing development process.

6 ‘Accessible nature’ relates to the proximity of nature-based experiences that can be viewed from the car while travelling or readily accessed, eg short walks, lookouts, waterside dining. It is an important ingredient for holiday enjoyment amongst mainstream visitors. TVic indicates 85% of the 'nature based tourism' market is seeking a 'soft' nature based experience which is often part of a larger holiday experience. East Gippsland is also attractive to the 15% seeking ‘hard’ nature based experiences (those wanting to ‘immerse’ themselves in nature) and it is not proposed that this segment be neglected in this Plan. TVic define nature based tourism 'as any type of tourism that relies on experiences directly related to the natural environment'. TVic state there are six types of nature based tourism: ecotourism which includes bushwalking and wildlife viewing; adventure tourism (4/W/D'ing, ski touring etc); 3S (sea, sand and sun) activities in a marine environment; extractive tourism (fishing, fossicking, gold panning); native wildlife parks/gardens and nature retreats. 7 See Part A, Attachment 2: Shire Data on Current Infrastructure. The value of development approvals for residential and tourist related infrastructure in East Gippsland concentrated on the Gippsland Lakes is approximately $25m. ______Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 6 EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

4. Structure, management and resources: This Plan adopts an integrated approach to tourism development that encourages ongoing integration with current and emerging tourism related planning. The Plan will deliver steady growth in tourism investment as a result of growing trust, cooperation and coordination, with measurable results flowing from the Plan for all stakeholders – public, private and community. In turn, this growth will encourage a transition from a tourism strategy driven by Council and the Tourism Advisory Board to a Plan led by the East Gippsland Regional Business and Tourism Association, with increasing industry investment and active participation by all tiers of government. A crucial pre- requisite to the EGRBTA taking a greater role in tourism management will be adequate ongoing resourcing linked to industry and government investment in EGRBTA planned activities. Execution of the Plan through the hub and spoke and four pillars approaches will deliver a highly appealing visitor experience based on understanding consumer needs and East Gippsland’s most competitive advantages. In a complex, competitive and dynamic environment this Plan should be subject to annual and major three year reviews. Furthermore as new opportunities arise from time to time they should be assessed against the strategic parameters of this Plan.

Objective 1. Marketing & Brand Short term (12 months) – roll-out brochure, website development, press advertising to increase the region’s presence in regional markets and in Canberra and strengthen cooperative alliances with GAR, SMCD, DGI. Develop brand and integrated marketing plan. Medium term (2-3 years) – expanding market mix, eg build visiting journalists’ program, PR activities, targeted media advertising into lifestyle magazines focusing on ‘comfortable nature’, further developing electronic marketing activities and website presence. Infrastructure improvements evident. Develop events and conferencing marketing. Seasonal seafood calendar of activities. Long term (4-5 years) – build marketing of Lakes to Mallacoota and Snowy River drive experiences aligned with new infrastructure developments. Continue to expand cooperative marketing and marketing alliances.

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1.1 Marketing OBJECTIVE 1.1 MARKETING STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL WHO MARKETS & TIMING FUNDS SOURCE Create a nationally Scope & develop a high quality destination All In progress High Development EGS $25k EGS competitive web marketing website that is fully sustainable with costs $25k+ & Year 1 Industry $5k EGRBTA presence for the region. strong industry ownership & integration with Ongoing ongoing RDV DGI, TVic & PV websites/databases & management See also TVic booking systems. costs strategy to develop Include as part of the process a one day state-wide booking workshop including industry groups, key facility stakeholders, & TVic web manager to scope all options. Develop an integrated Provide a range of integrated cooperative All touring & EGRBTA High Total $100k Industry $66k EGRBTA, suite of cooperative promotional opportunities including an East mono brochure in Year 1 TVic $21.5k EGS, PV, DSE promotions. Gippsland destination brochure, print destination place Ongoing DGI $5k advertising in regional press, in-market markets consumer & VIC promotions (Cross reference EGS $7.5k with web, marketing partner & VIC strategies). See also Provincial Victoria Growth Fund Develop touring Develop an integrated suite of low unit cost All touring & New & High EGS, DSE, PV, EGRBTA information. destination & touring collateral for in-region mono updated Year 2 & Yr industry All local BTA’s visitor use & web download with a low cost destination projects 4 EGS, PV co-op buy-in. markets High EGRBTA Update the Seven Great Drives DL with ½ & 1 Year 2 day trips radiating out from Lakes’ destinations.

Strengthen partnership Provide tourism & wider industry with a All In progress High $25k Industry $20k EGRBTA marketing (conditional on coordinated suite of partnership marketing Year 1 EGS $5k EGS change in EGS policy). opportunities: DGI brochure & tactical Ongoing advertising; GAR, SMCD & Tri-State touring opportunities. Omeo BTA-TVic TVic (GAR including budget Omeo & Bruthen Strengthen GAR promotions linked to 2006/07 BTA’s) TVic funding. Increase the marketing Consistent with land managers concentration All High TBA PV, Sponsorship PV focus on key nature of resources on limited priority sites, increase Year 1 See also Provincial DSE ______Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 8 EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

OBJECTIVE 1.1 MARKETING STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL WHO MARKETS & TIMING FUNDS SOURCE assets on public lands. the marketing of these sites including Buchan Ongoing Victoria Growth EGRBTA Caves, Cape Conran, Croajingolong around Fund EGS Mallacoota & Alpine National Park. Build the marketing value through leveraging off East Gippsland, DGI, SMCD & GAR cooperative marketing. Build awareness of the Provide regular tourism information to All In progress High EGS – in-kind EGS – in-kind EGS region though Public Melbourne, regional & in-region press & Year 1 EGRBTA Relations. support marketing partners PR including TVic, Ongoing $25k + DGI, SMCD & GAR. Cooperative industry EGRBTA Intermediate term consider in-market (Melb) contract professional PR firm (or joint with DGI). Build awareness, Support marketing partners as above with All in progress High $17k EGS $2k EGS distribution & sales trade & journalists familiarisations. Year 1 Industry $15k in- EGRBTA through familiarisations. Ongoing kind PV

PV in-kind Create & manage a high Review, update & catalogue with a focus on All In progress Medium $10k EGS EGS quality film library the new brand including accessible nature Year 2 & management $10k EGRBTA reflective of the brand images including aerial images, waterside cost (Utilise existing Contract out attributes & key dining including seafood, wildlife & scenic images from real tasks marketing assets. viewing & nature side quality accommodation. Update every estate agents, key PV second year operators, PV & local media) Develop an integrated Relevant stakeholders collaborate on the All New Short term TBA TBA EGRBTA, EGS, marketing plan development of an integrated marketing plan High priority all relevant stakeholders

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1.2 Brand OBJECTIVE 1.2 BRAND STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL WHO MARKETS & TIMING FUNDS SOURCE Develop a destination Engage a creative brand agency to refine the All In HIGHEST $35k EGS $30k TAB brand, including strengthening the connection with brand that drives progress PRIORITY Industry via EGRBTA $5k quality services & a certain level of style & sustainable growth. Immediate sophistication. See also Provincial Victoria Growth Launch new creative & style guide as a key Sept 2006 Fund including ‘raising awareness of outcome of the TAB in partnership with EGRBTA. earliest unique provincial experiences’ Research to establish Liaise with TVic to establish agreed benchmark All New High NA NA EGS consumer awareness of East Gippsland brand benchmark for brand short term awareness linked to RAPS.

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Objective 2. Infrastructure Short term (12 months) – Focus on activating the priorities as outlined and as bundled investment support opportunities. The opportunity for show casing the impact of restored water flows to the Snowy River is a priority for bundling Snowy River Valley infrastructure projects. Maximise strategy and planning alignment to – and leverage from National, State, regional land local plans including Moving Forward, DIIRD/DSE Tourism Task Group, Department of Victorian Communities and Destination Gippsland Inc. Medium term (2-3 years) – Continue infrastructure roll-out as per the Plan with a review of priorities including new opportunities at the end of year three. Long term (4-5 years) – Subject to review continue with focused infrastructure development approach based on the hub and spokes strategy. OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE GIPPSLAND LAKES Develop Jemmys Point Ensure master plan developed Important for all Underway Medium term potential sources DSE, EGS lookout, Lakes Entrance, that fully reflects tourism needs. inbound & high priority including on former Gippsland Ports Assist passage of planning domestic visitor Provincial Victoria beacon site to investigate approval through Council. segments: short Infrastructure creation of lookout & breaks, SMCD etc Development interpretation of Gippsland funding Lakes & entrance. Develop East Gippsland as All key stakeholders to work Day trips, short Ongoing Ongoing high TBA Regional GP, DSE, PV, Victoria’s year round together to develop appropriate breaks, mono priority Development EGS, GCB boating capital. infrastructure on the Gippsland destination long Infrastructure Lakes. stays, SMCD Fund, Marine Safety Victoria, EGS Facilitate development of Develop &/or support plans to High yield boating Short/medium Private GP, DIIRD, DSE, moorings to address accommodate increased mooring segment term high EGS, GCB shortage. capacity in Lakes Entrance priority including North Arm & Cunningham Arm. Investigate Bullock Island, EGS preparing Master Plan for Important for all Ongoing Medium term TBA Private DSE, GCB, GP, Lakes Entrance as high western section as part of Urban inbound & high priority investment, DSE LEFCOL, EGS attraction site including Design Framework. domestic visitor See above seafood industry. segments: short funding sources breaks, SMCD etc

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE Lakes Entrance footbridge Finalise planning & consultative All In planning/ Medium term $1.5m–$2m EGS redevelopment. processes. consultation high priority phase; EGS yet to approve Floating stage for Investigate community –BTA’s Boating segment, Emerging in Medium term TBA Public/Private Industry, Entertainment on the interest in developing a floating short & long stays, industry medium opportunity LEBTA, PBTA, Lakes. stage for Gippsland Lakes events local community discussion priority MBTA, EGS (See also product Subject to demand develop development) business case to support investment Support development of Encourage private sector Family markets Ongoing TBA Private Private sector, family attractions investment in such infrastructure including invrestment EGS Develop a high standard access community for all adventure playground

Council working with LEBTA to In progress Short term plan playground Medium EGS EGS, LEBTA priority Lakes Entrance safe Support DSE study. All DSE Short term $250k approx DSE, LEBTA, swimming beach in undertaking high priority EGS Cunninghame Arm. study

Finalise plans for swim beach Works to be completed Dec $70k 2006 SYDNEY MELBOURNE COASTAL DRIVE & MALLACOOTA Develop an integrated suite Detailed audit, costing & Domestic & New project Short/medium TBA Opportunity to PV, DSE, EGS, of accessible nature prioritisation of sites such as: international term high bundle for funding VicRoads experiences Lakes to the Bemm River Rainforest Walk, , touring segment, priority Opportunities Infrastructure border. Cann River as major driver rest mono including costs TBA (see also signage area, Drummer Road Rainforest destinational Provincial Vic infrastructure strategy and Walk, Genoa Peak Lookout, longer stays Growth Fund & short walks Youngs Creek 2WD project, RIDF recommendations) Furnells & Choof Choof Track, Cape Conran,Nowa Nowa walk & Rail Trail Reference the Taboon Management Plan (DSE)

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE Factor in Nowa Nowa/Bairnsdale major re route Develop & implement over 3 years Mallacoota Bluewater Continue to progress Commercial Underway Short term TBA RDV, EGS DSE, EGS, Access upgrade. abalone & high priority GCB, GP recreational & commercial fishing Opportunities charter boating including RIDF users Review Mallacoota Mallacoota Urban Design SMCD, mono New project Medium term TBA Public/Private EGS, DSE, TVic Caravan Park to reflect Framework will make destinational high priority opportunity contemporary park service recommendations. visitors including See Provincial & management standards. Consider expanded Canberra & Victoria Growth accommodation infrastructure as Sydney Fund per Tourism Victoria Concept Proposals document Investigate private investment potential. Mallacoota Pathways Planning underway SMCD, mono New project Short/medium Council funds EGS, DSE Project destinational term committed for 2007/08 visitors, High priority community Capitalise on Point Hicks Repair & upgrade access road Open up SMCD Ongoing Short term Road TBA PV PV, outstanding scenic, historic Subject to a detailed audit of the market High priority & natural attractions. Croajingolong product including accessibility (see product development) develop Masterplan for lighthouse area to New project Long term high Masterplan TBA PV PV capitalise on high quality historic priority & environmental assets including whale & seal viewing Development of one or Continue to progress feasibility High yielding New project Medium term TBA Public/Private DIIRD/DSE more Eco Lodges in line and approval assessment international & high priority opportunity PV, DSE, EGS with recommendations of processes toward the domestic market See Provincial the East Gippsland Icon development of up to three small segments Victoria Growth Walks & Eco-tourism eco-lodges adjoining Snowy River Fund

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE Infrastructure Study. National Park, Lake Tyers Forest Park and Errinundra National Park providing the basis for premium soft nature based tourism products. Continue to enhance visitor Promotion & interpretation of Short break & long Ongoing Ongoing TBA PV PV opportunities and indigenous cultural heritage in stay SA’s, YO & High priority experiences in the Cape the park in accordance with the TFL Conran Coastal Park in line wishes of the Traditional Owners. with the recently released Upgrade visitor facilities at key Management Plan for the sites including West Cape, park. Yeerung River and Pearl Point. Improvements to Cape Conran camp & roofed accom facilities, improved boating access facilities & promotion of opportunities Complete gravelling of Pearl Point Rd and provide on-site information on short walks and whale watching opportunities. SNOWY RIVER VALLEY & BUCHAN Maintain Buchan Caves Refurbish lighting in the Royal Internationals & Currently Short term TBA PV PV infrastructure. Cave & associated access & mono destination funded project high priority safety issues. beach holiday market (non beach day) Develop Tulloch Ard Road Create a loop drive from Buchan Touring markets, Project Short term TBA PV PV, DSE, loop drive & scenic lookout. to provide a more convenient & mono destination commenced high priority Opportunity for EGS, Industry accessible Snowy River visitor day trips Fed/States support experience. linked to Subject to planning & showcasing consultation, develop further Mid term high Snowy short walks and a suitable Snowy priority environmental River viewing opportunity along flows the Drive.

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE

PS Curlip, Orbost. Continue to support community- SMCD domestic Feasibility study Short term Government Seed capital to Community based paddle steamer market, mono completed high priority funding approved build - project construction project. destination visitor Opportunity for PV, DSE, Progress planning towards day trips Fed/States support Gippsland Ports development of river-based linked to infrastructure showcasing Snowy environmental flows Develop the Man from As a niche adventure drive Aligns with this Support by Intermediate $50k for scoping RDV, LGA’s EGS, Towong, Snowy River Adventure product develop scoping study & plan’s dispersion community term high & strategy plan Opportunity for Tumbarumba & Drive to capture the spirit & strategy plan strategy & Snowy including local priority Implementation to Fed/States support Snowy River adventure of the Man from Consider level of integration & River valley MLA be costed linked to Shires. PV, Snowy River. duplication with Snowy River development node showcasing NPWS (NSW), (See also product Country Drive Snowy DSE development). Encourage sealing of the Bonang environmental Road to strengthen touring linked flows to Monaro and Snowy River Sealing of Barry Way. Strengthen working relationship Niche adventure Ongoing project Long term TBA Shires EGS, Snowy Approx 73km of road is with Snowy River Shire drive & motor medium Link with RIDF River Shire unsealed. Continue to lobby for sealing of cycle markets & priority & VicRoads (NSW), the road alternative development of VicRoads, PV, Link with VicRoads Strategic Canberra access Strategic NPWS Industry Road Plans Industry Road Plans Opportunity for Fed/States support linked to showcasing Snowy environmental flows Marlo-Frenchs Narrows Establish project control group Short break & long Pre-feasibility Intermediate TBA Link with RIDF PV, DSE, EGS walk & cliff top lookout Small Towns Progress planning, consultation stay SA’s, YO & stage term High Note RIDF Community Development and approvals TFL Priority Provincial Fund –

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE Develop 4 km walk including Pathways ($8m Provincial lookout over Snowy River over 4 years) Pathways. entrance, boardwalk sections Opportunity for and interpretation Fed/States’ support linked to showcasing Snowy environmental flows Orbost – Marlo multi-use Establish project working group Could generate Pre-feasibility Intermediate TBA DSE, EGS DSE, EGS, trail Estimate of capital costs & likely significant stage term medium Note RIDF Link with RIDF EGCMA demand linked to East Gippsland community & priority Provincial Small Towns Bike Trail demand. visitor demand ex Pathways ($8m Development Orbost over 4 years) Fund – Provincial

Pathways. Opportunity for Fed/States’ support linked to showcasing Snowy environmental flows GREAT ALPINE ROAD Develop GAR infrastructure Implement Omeo destination GAR touring Omeo project Short term $265k State government Omeo BTA, with Bairnsdale as the plan including infrastructure market & mono underway. high priority Omeo BTA, TVic (TVic) Omeo grant DSE, PV, TVic, starting point & Omeo as development as per Omeo plan. destination EGS an overnight stay Refer to recommendations in the (coastal) visitor destination & en route ARUP study Oct 2000 day trips towns Work with en route towns

Build attraction of East Leverage off the developing High GAR touring High County Short term DSE –TBA DSE DSE, EGS, PV Gippsland High Country County Cultural Heritage market & mono Cultural high priority Cultural Heritage. Interpretation Plan (see product destination Heritage

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE development) (coastal) visitor Interpretation day trips Plan being developed Develop scenic lookouts on Support development of two new GAR users New project Intermediate TBA EGS, VicRoads EGS, DSE, PV, GAR. lookouts & upgrading of others term medium GAR, VicRoads along GAR to highlight E Gipps priority natural environment (see detailed infrastructure analysis Attachment 4) GENERAL East Gippsland Icon Walks Support implementation of study Demand subject Feasibility Ongoing $70k feasibility PV, DSE, EGS PV, DSE, EGS, & Eco-tourism key recommendations relating to; to assessment project near High priority assessment Opportunity to link T Vic, Infrastructure Study – a) short walks marketing and completion stage with RIDF Community implementation of development See RIDF Provincial outcomes. b) eco-lodge development Industry Provincial Pathways projects c) Croajingolong Coastal walk Pathways with short walks projects ($8m collateral over 4 years) Develop Gippsland Support planning process & Intra & interstate Planning Short term TBA DSE &PV DSE, PV EGS Hinterland All Wheel Drive including communities with underway. 4WD & all wheel high priority See also above Opportunity to link Touring Route through the opportunity for promotion drive markets RIDF source with RIDF Gippsland Hinterland. Integrate with GAR, Snowy River Provincial Drive & the proposed Man from Pathways projects Snowy River Drive.

Assist with marketing, eg promote in 4WD magazines, if project proceeds Investigate commercial opportunity for tag-along tours. Ensure EGS, GAR & other collateral reflects AWD tour. Expand range of 4WD Completion of The Sisters 4WD Intra & interstate In progress Short term DSE DSE, PV products Tour & associated products 4WD & all wheel medium drive markets priority Facilitate development of Work with interested parties to 1. Short term: New project Short term TBA EGS Private large conference & events ensure conference & events developers/ high priority industry, EGS

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OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET STATUS PRIORITY & BUDGET POTENTIAL WHO MARKETS TIMING FUNDS SOURCE facilities. needs met. investors in Demand scoping study to assist facility. investment 2. Long term: Continue efforts to attract smaller conference etc MICE activities. organisers. Shire tourism signage Instigate signage audit & cross All markets New project Intermediate TBA EGS, VicRoads upgrade. reference with branding exercise including term high & TVic state wide review of community priority signposting. Standing camps Assist with PR launch & Conran – Mono Underway Short term PV PV PV, EGS marketing campaign Developments at Buchan destination & high priority & Cape Conran underway Ensure details are included in SMCD, with Summer 2006/07 EGS print & website collateral Buchan – GAR, completion. SMCD & Short breaks Increase Forestech – See product development Forest Discovery Centre visitor attraction Provide infrastructure to investigate feasibility of adding Touring, New Medium term TBA TBA EGS, DSE, support ‘grey nomad’ strategically placed drop points Traditional Family High priority VicRoads touring market for black & grey waste at suitable Life public toilet facilities Support Port of Bairnsdale Continue to support Port of Tourism and Current Ongoing TBA EGS, State & Fed EGS & other development Bairnsdale initiatives community govts relevant Boat ramp, Tambo River at Progress possibility of Domestic New project Medium term, Marine Safety Vic EGS state & EGS, DSE, local Swan Reach & possibly construction of boat ramp facility boating/fishing low priority. federal BTA, EGCMA Bairnsdale on Tambo River at Swan Reach. markets. governments,

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Objective 3. Product & Industry Development Short term (12 months) – Build the region’s competitive seafood experience and the GAR product experience linked to Omeo BTA resource support; encourage public land projects that will lead to increased marketing of natural assets and develop a range of niche markets through events development and partnerships Medium term (2-3 years) – Facilitate identified Gippsland Lakes product developments; Lakes destinations plans and icon walks product and motor bike and all wheel drive product. Major three year review of product development priorities in 2008/09.

Long term (4-5 years) – Subject to review, continue development aligned with core hub and spoke opportunities including wildlife viewing. OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE GIPPSLAND LAKES Develop the seafood Investigate seasonal All New project Short term TBA Fishing industry, Fishing industry, experience seafood events, scallops, medium Public/private EGRBTA, LEBTA, LEBTA, Food prawns, whiting etc. priority investment EGS, CVEP (TAV) Wine Tourism Encourage more direct to opportunities Network, EGS retail outlet distribution. See Provincial Opportunity from Develop a seasonal Victoria Growth Provincial seafood calendar for Fund including Victoria Growth promotion especially in food & wine as Fund including regional markets, eg part of $11m food & wine. Latrobe Valley & SE over 4 years Melbourne. Encourage development of high quality seafood experiences. Regular boat service Investigate private sector All segments New project Long term Private sector Industry, Paynesville – Metung – interest & possible funding low priority To investigate EGS Lakes Entrance sources to support establishment costs. Entertainment on the Subject to business case Boating segment, Emerging in industry Medium term TBA Public/Private Industry, LEBTA, Lakes develop water based short & long stays, discussion medium opportunity PBTA, MBTA, events program. (See also infrastructure) local community priority EGS

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE SYDNEY MELBOURNE COASTAL DRIVE & MALLACOOTA Develop package of Subject to assessment of SMCD market New project – Med-long TBA See opportunities PV, DSE, BTA’s wildlife & flora viewing opportunities within particularly inbound Category 3 project of term high within Moving EGS experiences. Croajingolong & Marine Tourism Task Group priority Forward NP’s & Sanctuaries (see (DIIRD & DSE) Product Development – General) develop seasonal calendar and other promotions, location & access guide of wildlife viewing to feed into SMCD marketing. Including seals, whales & sea eagles & koalas on Raymond Is. Work with towns along Integrate this strategy with All Ongoing Ongoing TBA See opportunities EGS, BTA’s, PV, SMCD including coastal other relevant strategies. Medium/high within Moving DSE towns to further develop priority Forward and market product Colquhoun State Forest & Encourage Centre to Touring & mono stay Possible new project Short term TBA TAFE, State or TAFE, DSE Forest Industries extend visitor experience; markets – TFL, SA, subject to consultation low priority Federal programs Interpretive Centre value added timber & education groups with TAFE products such as furniture & to provide interpretation of the centre & the forests industry. GREAT ALPINE ROAD Develop Omeo & region Facilitate development of GAR market – SA, Ongoing. Possible Short term Part of $265k Omeo BTA Omeo BTA, DSE, product experiences as bundled activity options, TFL inclusion in GSTP. medium program through TVic PV, TVic, EGS part of Destination Plan meet the locals, sample the priority implementation produce etc. Further develop short tours ex Omeo. Include Omeo Historical Justice Precinct in tour packages.

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE Development of one Work through GAR GAR market – SA, New project Short term TBA Omeo BTA GAR Committee, week GAR packages ex Committee & DGI to create TFL & also VA high priority through TVic Omeo BTA, TVic, Melbourne marketable & GAR &/or DGI EGS commissionable one week GAR drive packages ex Industry Melbourne. Ensure Omeo is centrally involved in accommodation & activity ‘value add’ packages for co-op promotions. Consider within Omeo BTA marketing program. High County Cultural Consider interpretative GAR travellers State Government Short term DSE From Cultural DSE, Alpine Heritage Interpretation material on the role the initiative linked to high high priority Heritage Shire, EGS, Plan Omeo region has played in country grazing Interpretation Plan Omeo BTA delivering the high country decision budget cattle, mining, exploration & other components of cultural history. Link to GAR strategies. SNOWY RIVER VALLEY The Man from Snowy Subject to outcomes of Touring domestic & Concept stage Medium term TBA LGA’s EGS, Towong, River Adventure Drive strategic plan & potentially inbound high priority Opportunity for Tumbarumba & implementation, develop (see also infrastructure including backpacker Fed/States Snowy River touring product through the development) market support linked to Shires, PV, Snowy River Valley showcasing NPWS (NSW), including packages & Snowy DSE bundling of like environmental experiences. flows GENERAL Encourage appropriate Refer to East Gippsland All Ongoing Ongoing TBA Private sector EGS private investment for Economic Development High priority identified product Strategic Plan development

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE Develop Destination Follow through with TVic SA, VA, TFL, Part of 2002 – 2006 Medium term Est. $30k - $40k TVic TVic, local BTA’s, Plans for lead commitment for Metung, international (Lakes) TVic plan high priority Local & or other EGS destinations identified by Paynesville, Mallacoota & State agency Tourism Victoria. Lakes Entrance destination funding also plan development & usually required implementation (as identified in 2006 Review of the Gippsland Regional Tourism Development Plan).

Develop product Subject to development SA, VA, TFL Awaiting outcomes Medium term TBA PV, DSE, EGS & EGS, associated with the key commitment, develop walk- Internationals from feasibility study & high priority industry – see EGRBTA,PV, walks identified within the based product & packages subsequent also Provincial DSE, industry, East Gippsland Icon capitalising on the region’s development Victoria Growth private investors Walks & Eco-tourism icons (eg. as per the Great Fund Infrastructure Study. Ocean Walk.) Increase awareness of Encourage detailed audit of NA Action from the 2005 Short term TBA PV, TVic PV, DSE Croajingolong National the product, including the update of the high priority Park as a tourist level of accessibility prior to Gippsland Regional destination any focus on building Tourism Development awareness. Plan. Medium term Canvas opportunity to high priority include the Alpine National Park in this process. Investigate development Identify suitable areas NA Underway Short term TBA DSE, PV, sites for tourism including including potential Eco high priority industry, EGS accommodation adjacent lodge sites to National Parks. Consider suitable public land sites for nomination to DSE Contribute to Landbank Increase awareness of Encourage detailed Touring, Short & long Improved signage and Short term TBA PV, TVic PV, Industry Marine National Parks assessment of the product, stay – SA, YO, VA & brochuring is high priority & Marine Sanctuaries. including the level of TFL underway accessibility, prior to any focus on building Medium term awareness. medium

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE Ninety Mile Beach, Cape priority Howe & Beware Reef Marine Sanctuary audits. Improve commercial air Encourage industry to VA, SA, business & Lakes Entrance has Short term NA NA Private sector, access into East investigate feasibility of meetings markets high quality airport medium EGS Gippsland. commercial flights & with infrastructure priority group air tours such as Air Tours of Australia Investigate potential packages into Far East Gippsland using Merimbula Airport as a fly-in point Conference & meetings Investigate ways of Conference & Concept supported by Short term TBA EGS EGRBTA, EGS, sector coordinating development meetings sectors industry medium industry & marketing of this sector priority in East Gippsland. Subsequently ensure development of conference packages including accommodation, tours, transport, entertainment & meeting services. East Gippsland Rail Trail Facilitate development of Local community, Rail trail in place but Short term Rail Trail EGS, industry, Committees of product, packages & day trippers, short demand needs medium committee, state & federal management, events to stimulate breaks markets – YO stimulating priority industry, EGS governments local BTA’s, demand. Eg, developing a & SA EGS family ride day event Nowa Nowa to the Snowy River (Orbost) with en route entertainment & food stalls. Support development of Support the centre though Touring & mono Ongoing Short term In-kind NA EGS, Gippsland Krowathunkaloong in-kind promotions & PR. destination stay medium & East Keeping Place Gippsland Also assist the traditional markets priority Gippsland as a lead Arts & Cultural owners through the BTA Aboriginal Co-op experience & investigate network to increase Arts & Culture other indigenous tourism accomd sector support in Strategic Advisory opportunities particular in promoting the Board, centre to their visitors.

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE Signature event Investigate opportunity for Short break & long Coordination of Short term CVEP (TAV), TVic EGS, BTA’s signature event. stay mono existing events medium events program, destination markets priority state & federal govts, EGS Niche events Facilitate development of Niche Possible extension of Short term TBA EGS, possible BTA’s events with strong existing Council medium additional support EGS, DSE, community support to community grants priority from CVEP (TAV), industry assist development into program TVic events PV ultimate flagship events. program, industry, Establish event community groups development criteria aligned with flagship potential that enables priority Council & other sponsor support. (Existing guidelines relate to community events) Maximise publicity and promotion from one off events such as the Fairy Cave Discovery Centenary and the May 2007 Australian Cave & Karst Management Assoc. conference at Buchan. Cross regional motor bike Investigate possibility of an Niche Individual community Medium term TBA Shires & industry EGRBTA, Local touring Australian Alpine & Shire activity already medium groups, VicRoads, BTA’S Communities approach to in place priority RTA EGS, product development Opportunity under neighbouring (including safety) & Aust Tourism Shires, VicRoads, marketing to motor bike Development TAC, RTA (NSW) groups. Program Gippsland Hinterland All Support development of Niche Preliminary Planning Medium term T Vic DSE DSE, PV, EGS, Wheel Drive touring project. commenced medium See also Moving industry product priority Forward programs

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE Major arts /culture event Support research of major Short breaks Links to draft Arts & Medium term TBA EGS Arts & Culture or conference arts/cultural event or markets & or Culture Strategy high priority Strategic conference with a view to conference market - recommendations Advisory Board building recognition in this SA, VA & YO (policy area 3) EGS, TAB area. Regional food & wine Encourage integration Short breaks, touring Emerging activities Short term TBA Opportunities Food Wine between the East markets – SA,VA, through Food Wine medium linked to Tourism Network, Gippsland Food Wine YO, TFL Tourism Network priority Provincial Victoria EGS, producers, Tourism Network & the Growth Fund Gippsland Food & Wine The Gippsland Food & Tourism Group. Wine Tourism Group is Investigate mechanisms to working with DGI achieve greater in-region although this group is distribution & sale of local not representative of E food & wine. Gipps. Identify opportunities for further development of food & wine tourism product, eg Feast on East annual event & through quality restaurants. Investigate possible opportunities in opening up the interpretation of the Lindenow vegetable industry. INDUSTRY DEVELOPMENT Raise awareness of the Ensure EGS input & EGS communities & On TVic agenda Short term In-kind TVic, TAV, DGI, value of tourism & involvement in roll-out of business medium EGS engagement & communication strategy to priority participation among be developed by Tourism businesses & consumers. Victoria. Support the provision of Hold a series of workshops Industry operators On TVic agenda (see Intermediate TBA TVic, industry TVic, EGRBTA, service excellence in high for operators on the Gippsland Regional term medium PV standards of visitor importance of high Development Plan priority services, visitor standards of visitor satisfaction & the services, visitor satisfaction requirements of high & the requirements of high

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OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY & BUDGET POTENTIAL WHO TIMING FUNDS SOURCE yielding markets. yielding markets. Involvement in the roll-out of TVic Quality Tourism Strategy . Link to tourism & business awards. Industry development Arrange ongoing series of Industry operators Ongoing Medium term TBA Opportunity EGS, TAB, seminar series seminars, eg inbound, eco medium through State & EGRBTA, local certification, marketing. priority Federal govt BTA’s programs Business & tourism Develop business & Industry operators Underway Short term TBA EGS, EGRBTA, EGRBTA, EGS awards tourism awards in medium industry consultation with priority EGRBTAA. Integration of food & wine Develop a common vision Food/seafood New project, building Short term TBA TBA EGS, East industry groups to provide for the food & wine tourism producers, food on initial work of Wine medium Gippsland Food leadership & to integrate segment across the region. processors, wine Tourism Network priority Wine Tourism marketing strategies at Encourage networking & producers, food/wine Network, the local & regional levels activities to raise standards retailers, Wellington Shire (See also product linked to Professionalism & cafes/restaurants TAB, EGRBTA, development) Excellence Strategy. Industry leadership Encourage emerging Emerging leaders in New project & links to Medium term TBA Potentially EGRBTA, EGS, tourism & business leaders the region Gippsland Regional high priority Provincial Victoria TAV as per Gipps Regional Tourism Development Growth fund: Tourism Development Plan Plan. $11m over 4 years & consideration of a including. tourism Leader’s Group modelled leadership on the north East Leader’s Group.

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Objective 4. Management Short term (12 months) – Get implementation happening through Council’s commitment to support external marketing and using the special rate to increase investment in Plan strategies. Manage the coordination and communication roles to ensure momentum grows across both industry and government sectors. Continue to strengthen the industry structural foundations of tourism through the regional and local BTA’s taking on more responsibility. Conduct first annual Plan review. Medium term (2-3 years) – EGRBTA take increasing responsibly for marketing implementation. Continue to increase investment in Plan strategies through strengthening relationships with government funding agencies, private investors and stakeholder investment in the cooperative prospectus. Conduct a review of the Visitor Information Centre Network and move to simplify the tourism structure possibly folding the TAB into EGRBTA. Conduct a major review of the Plan and adjust as needed.

Long term (4-5 years) – Continue to focus on the need to productively manage this Plan (with corresponding resources) as momentum continues to build. OBJECTIVE 4. MANAGEMENT STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL RESPONSIBILITY MARKETS & TIMING FUNDS SOURCE Evolve Council’s Tourism Change EGS policy to include external marketing NA New Short term TBA EGS Policy to allow for its to provide Council with an important management high priority investment in external lever to more effectively stimulate tourism industry marketing. cooperation & growth. Increase Council’s Increase the commercial & industrial rate of 5% NA Ongoing Short term TBA Commercial & EGS investment in tourism that raised $80k in 2004/05 to 10%. high priority industrial through the commercial & properties industrial rate. Review Council’s Consider transferring some areas of Council NA Ongoing High priority NA EGS, EGRBTA functions in tourism as responsibility for tourism information & long term reflected in the Council stakeholder liaison across to industry. tourism policy. Conduct a major review Carefully analyse the results of current NA Ongoing Short term NA EGS of the Visitor Information management changes leading to a more High priority Centre network including commercial operation. Medium term the role of Council. Conduct a significant review of the Visitor Centres High priority NA network including the role of Council 2008/09. NA New EGS EGS

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OBJECTIVE 4. MANAGEMENT STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL RESPONSIBILITY MARKETS & TIMING FUNDS SOURCE Review the roles & Evaluate the potential to simplify the management NA New Long term NA NA EGS, TAB, structure of the TAB & structures including the TAB & EGRBTA. High priority EGRBTA EGRBTA. Review Council’s A review of Council’s management of caravan NA Current Short term NA NA EGS management of caravan parks is underway. Low priority DSE parks with a view to Improve management of Council’s three caravan increasing revenue back parks. into tourism. EGRBTA take EGRBTA gradually build an integrated NA New High priority TBA Industry, EGS EGRBTA responsibility for the cooperative Marketing Plan – on behalf of all Commencing Note: EGS EGS marketing component of stakeholders in the tourism industry including 2007 budgets are PV the East Gippsland Council & land managers identified in Council’s approved on Tourism Plan. policy. yearly basis Incorporate the annual EGRBTA Marketing Plan within the annually updated East Gippsland Tourism Plan. Develop an annual member’s cooperative marketing prospectus. Develop an MOU for service delivery with Council.14 Gradually build the BTA membership base & the cost of membership based on an expanding benefits package. Local BTA’s play a key Formalise six monthly feedback from the BTA’s NA New High priority NA NA Local BTA’s role in the management & against agreed KPI’s. Ongoing EGRBTA development of the East Conduct an annual meeting (late Feb) inviting all EGS Gippsland Tourism Plan. BTA members to refine strategy for the coming Ongoing financial year. NA New NA NA (See also strategy to conduct major review of this plan)

Use this Plan’s hub & From the four (overlapping) communities of NA New Short term TBA Possible Local BTA’s spoke strategy to interest (GAR, Snowy River Valley, SMCD & Medium Moving EGRBTA strengthen local level Gippsland Lakes) form Tourism Action Groups priority Forward EGS

14 See for example the MOU between Mildura Council and the Tourism Association. ______Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 28 EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

OBJECTIVE 4. MANAGEMENT STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL RESPONSIBILITY MARKETS & TIMING FUNDS SOURCE BTA & sub-regional based on the successful Towong Shire model to program BTA’s cooperation. assist in Plan implementation. support Facilitate the development of one Tourism Action Group as a demonstration project as a priority, eg BTA’s committed to SMCD form a Tourism Action Group to work with the government agencies to audit & prioritise ‘accessible nature’ development opportunities along the Princes Highway (see also Infrastructure Section) Review the role of the Seek to spread the load from the Economic NA New Medium term NA NA EGS Economic Development/ Development/Tourism Coordinator over time to High priority Tourism Coordinator as the EGRBTA as resources increase to deliver its EGRBTA increases its strategies. leadership & delivery function. Participate in Tourism To assist in monitoring & benchmarking the NA New Short term NA EGS EGS Alliance Victoria’s Shire’s tourism management activities take part in Medium periodic ‘Tourism Health TAV’s periodic ‘Tourism Health Check’. priority Check’ to provide The report focuses on six indicators for benchmarking against sustainable management of tourism by local other Councils. government. Strengthen land Maintain land manager presence on TAB. NA Short term NA NA EGRBTA, EGS, PV, managers’ commitment to Encourage land manager participation in high priority DSE tourism development. EGRBTA. Encourage land managers to participate in local BTA Tourism Action Groups. . Ensure tourism industry Ensure liaison between the tourism industry and NA New Medium term NA NA DSE,PV, GP, involvement in natural land managers occurs in crisis recovery planning High priority EGCMA, EGS disaster recovery to protect the interests of the tourism industry. planning. Commit to a planned & Regularly & formally measure plan progress NA commenced Ongoing $15k EGS EGS regular measurement of including an annual review (see also BTA high priority All stakeholders this Plan & opportunities) & communicate Plan outputs. In-kind communication of outputs Increase resources allowing for regular support from from the Plan. communication including email bulletins, local TAB, papers & face-to-face meetings including those to ______Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 29 EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS Submission no.64

OBJECTIVE 4. MANAGEMENT STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL RESPONSIBILITY MARKETS & TIMING FUNDS SOURCE keep the Plan aligned will all stakeholder groups. EGRBTA, EGS Actively pursue additional Seek support for tourism through programs NA Ongoing Medium NA Human EGS resources for tourism including: priority resource All stakeholders from sources including » Moving forward – a $502m package of implications government programs & Victorian State government programs over grants & from industry. four years. » TVic marketing programs, most usually directed via DGI. » Australian Tourism Development Program – a $12m annual Federal program for regional tourism most supportive of cross regional applications. » Regional Partnerships Program through the E Gipps Area Consultative Committee. » Marine Safety Victoria. » Industry sponsorship & investment. Actively support and Support & leverage off the Council’s investment in current Commenced High priority $10k pa over EGS EGS utilise the role of the this position. 2006 Currently two three years EGRBTA General Manager Improve integration with TVic strategy & increase year contact TAB Gippsland Tourism. the benefits from a strong relationship with TVic through the position. Conduct a Coastal Scope and cost the implementation of a coastal All New Medium term TBA TBA GCB, key Summer Census summer census to increase community Medium stakeholders knowledge of visitor pressures on the coast in priority peak summer periods & use as a valuable research planning tool for tourism. Conduct a major review Conduct annual review of Plan and adjust in light NA New Annual TBA EGS, EGS, EGRBTA, of the Plan. of changing circumstances & plans of associated High priority EGRBTA, key key stakeholders groups/agencies stakeholders In February 2009 conduct a major Plan review & Medium term development seminar as part of the major Plan review process. High priority Actively involve all stakeholders including BTA members, public land managers & water/ports authorities.

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OBJECTIVE 4. MANAGEMENT STRATEGY ACTIONS TARGET STATUS PRIORITY BUDGET POTENTIAL RESPONSIBILITY MARKETS & TIMING FUNDS SOURCE Include a review of the Council structure as it impacts on tourism associated with the evolving role of the EGRBTA & the review of Council’s role in Visitor Information Centre management as per a previously mentioned strategy.

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