Download - Australia's Coastal Wilderness National Landscape Experience

Australia’s Coastal Wilderness National Landscape

EXPERIENCES DEVELOPMENT

STRATEGY

November 2010

Disclaimer

The information and recommendations provided in this Experiences Development Strategy are made on the basis of information available

at the time of preparation. While all care has been taken to check and validate material presented in this report, independent research and

professional advice should be sought before any action or decision is taken on the basis of material contained in this report.

EC3 Global, the Australia’s Coastal Wilderness National Landscape Steering Committee, or other project partners shall not be liable, in any

way, for any loss arising from use or reliance upon material in this publication by another person.

Cover Image: Point Hicks Lighthouse Reserve, Tourism Victoria

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© 2016 National Parks and Wildlife Service and Ecotourism Australia DISCLAIMER This report was prepared by Tourism Australia in good faith exercising all due care and attention, but no representation or warranty, express or implied, is made as to the relevance, accuracy, completeness or fitness for purpose of this document in respect of any particular user’s circumstances. Users of this document should satisfy themselves concerning its application to, and where necessary seek expert advice in respect of, their situation. The views expressed within are not necessarily the views of the State of NSW and may not represent State of NSW policy.

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AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY i

EXECUTIVE SUMMARY

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY ii

AUSTRALIA’S COASTAL WILDERNESS

Located in South Eastern Australia is a relatively untouched

stretch of wilderness coastline that offers a unique

opportunity to be immersed in nature’s playground.

Australia’s Coastal Wilderness (ACW) is a National Landscape

stretching over 300 kilometres that is home to a World

Biosphere Reserve and some of the world’s richest diversity

of flora and fauna.

The Tourism Australia National Landscapes program

identifies places of national significance that offer distinctive

Australian natural and cultural experiences, beyond an

individual National Park or Government boundary to deliver

conservation, social and economic outcomes while offering

unforgettable experiences to lure the international

‘Experience Seeker’. This philosophy is epitomised in

Australia’s Coastal Wilderness positioning statement:

‘This hidden pocket of Australia’s endless coastline is where

you can get close and share your love of nature. Immerse

yourself in the natural beauty of tall forests, lakes and

beaches in this unspoilt coastal wilderness’

Australia’s Coastal Wilderness, with its majestic wilderness,

unique and diverse wildlife, ancient and active Indigenous

culture and iconic coastal communities, presents a unique

range of visitor experiences including:

� The world’s largest population of little penguins;

� Over 200km of trails through unspoilt coastline;

� The Bundian Way – one of the world’s oldest trade

routes;

� The site where Captain Cook first sited the Australian

mainland;

� Unique welcoming communities adjacent to

wilderness areas; and

� Silent forests in the foothills of the Australian Alps.

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY iii

THE NATIONAL LANDSCAPES PROGRAM

The National Landscapes Program is a national tourism

initiative with an international focus, begun in 2007,

managed by Tourism Australia and Parks Australia. The

Program is a partnership between tourism and

conservation and seeks to identify Australia’s superlative

natural and cultural destinations/experiences for

marketing to Tourism Australia’s target market, the

‘Experience Seeker’, under the Brand Australia banner.

These destinations, whilst encompassing iconic national

parks or existing superlative attractions, are characterised

by their transcending state, municipal or land

management boundaries and are united by their

topography, environmental or cultural significance. The

NL Program is the first tourism initiative in Australia that

disregards borders and land tenures.

The ‘Experience Seeker’ is Tourism Australia’s prime

international target market and is high yield in that they

tend to stay longer, travel more widely and spend more

money than other visitors. They desire authentic personal

experiences, active learning, engaging with locals and

combining a variety of experiences into a single trip.

As well as tourism outcomes the Program seeks to

enhance the role of protected areas in the national and

regional economies, and produce conservation outcomes

through planning and effective management.

Currently (November 2010) there are 10 National

Landscapes which have met the strict selection criteria for

the Program, they being Australian Alps, Australia’s

Coastal Wilderness, Great Ocean Road, Kakadu,

Australia’s Red Centre, Flinders Ranges, Australia’s Green

Cauldron, Greater Blue Mountains, Kangaroo Island and

the Kimberley. It is anticipated that a maximum of 15

National Landscapes will eventually be announced.

The development of each NL is managed on the ground by

voluntary committees comprising a range of government,

land manager and industry stakeholders. The NL is not a

funding program.

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY iv

FOR THE EXPERIENCE SEEKER

Australia’s Coastal Wilderness is located half-way between

Sydney and Melbourne and less than 2 hours from the

international gateways by air. The National A1 Highway runs

through the destination and is supported by a well

maintained regional road network enabling the region to be

easily explored in a week.

The destination remains relatively undiscovered by

international visitors attracting only 53,000 in 2008 (5% of

overnight visitation), whereas competing destinations

attract a higher portion of international visitors (up to 10%).

The opportunity exists to grow the international ‘Experience

Seeker’ market, considered to be an ideal, higher yielding

visitor market for Australian National Landscapes.

Attracting the ‘Experience Seeker’ target market (refer page

4) is a natural fit for the destination as they are seeking:

• Authentic personal experiences

• To engage with locals and nature

• Adventures and variety

• Something out of the ordinary

Current Challenges

Current factors limiting growth in the region include:

• Limited awareness of the experiences

• Few international-ready products

• Increasing global competition

• Lack of ‘iconic’ accommodation

• Few guided and supported tours

• Travel time and costs compared to competitors

(e.g. Tasmania and Great Ocean Road)

• Trends towards shorter holidays

• Lack of a unified approach to telling the ACW story

• Few packages or itineraries

Luring the international ‘Experience Seeker’ to Australia’s

Coastal Wilderness requires a consistent, partnership-led

approach. The Experiences Development Strategy aims to

facilitate that partnership.

Camel Rock Bermagui, Courtesy of Sally Mayman

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY v

AN EXPERIENCES DEVELOPMENT STRATEGY

A unified approach to the development, promotion and

packaging of Australia’s Coastal Wilderness is needed to

grow its share of the lucrative and growing international

‘Experience Seeker’ market. Led by a multi-regional, multi-

agency and cross-border Steering Committee this

Experiences Development Strategy identifies iconic world-

class experiences matching Tourism Australia’s ‘Experience

Seeker’ target market.

The Strategy identifies both Priority #1 projects that link

directly to the three priority goals and Priority #2 projects to

deliver the vision over the coming decade. As a blueprint for

the region’s development the Experiences Development

Strategy identifies priority short and medium term projects

in a detailed action plan (Part B).

The Experiences Development Strategy builds on the

comprehensive suite of existing reports and strategies (see

Figure 1) to establish the following vision for Australia’s

Coastal Wilderness. It does not supersede local, state or

national plans, and should complement the conservation

and wilderness values of this unique region.

The vision for Australia’s Coastal Wilderness:

An accessible yet remote coastal destination

where you can escape to the lakes and forest, or

stand on the beach with no one else’s footprints

but your own!

The Experiences Development Strategy identifies three

primary goals for Australia’s Coastal Wilderness in achieving

this vision:

1. Building a Truly Unique Destination Image

2. Creating Iconic Experiences

3. Delivering the Promise

These three goals aim to address the key barriers and

provide a focus for the delivery of world-class experiences

for the ‘Experience Seeker’ market.

Figure 1: Strategic Context

Experiences

Development

Strategy

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY vi

WILDERNESS VALUES

Within Australia’s Coastal Wilderness there are over 30

protected areas including Nature Reserves, State Forests,

Coastal Parks, National Parks and Wilderness Zones. This

includes the internationally recognised Croajingolong

Biosphere Reserve, part of the UNESCO World Network of

Biosphere Reserves.

All of these protected areas make up an important part of

the story and landscape of Australia’s Coastal Wilderness.

This Experiences Development Strategy seeks to promote

and present these conservation values internationally; in

doing so it recognises and does not supersede the existing

land management processes. That is, all recommendations

in this Experiences Development Strategy remain subject to

the established and future plans of various management

agencies.

A key aim of the Experiences Development Strategy is to

increase the value of international tourism balanced against

the need to

protect this place for future generations. Visitation to the

region is primarily domestic overnight and day trips,

however the region’s natural assets appeal to the

international ‘Experience Seeker’. At present the tourism

product does not capture a large share of the potential

market. At present less than 1% of all international visitors

that visit National Parks in Victoria and New South Wales do

so in Australia’s Coastal Wilderness.

Visitors spend almost half a billion dollars ($487M) in the

region annually. Of this international visitors spend only 1%

(under $40 per night). This is significantly below the state

average ($95 per night). A key aim of the Experiences

Development Strategy is to both increase the regions share

of nature-based visitors, at sustainable rates, and the

average spend through appropriate development. A goal of

the Experiences Development Strategy is to grow the value

of tourism to the region to $1 billion by 2020, without

compromising the wilderness values.

Nadgee Lake, Courtesy of NSW National Parks & Wildlife Service

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY vii

1. BUILDING A TRULY UNIQUE DESTINATION IMAGE

A destination brand has already been created for Australia’s

Coastal Wilderness. The challenge is to now undertake the

development of a distinctive brand identity to raise

awareness both pre-trip and en-route of the destination’s

truly unique experiences. Managers and operators will then

have the tools to ensure that visitors can be provided with

clear messages that guide them to and through the unique

experiences they will encounter.

PRIORITY � PROJECTS

• Develop a Marketing Plan that includes actions for

undertaking partnership marketing activities

• Prepare precinct Master Plans for Cape Conran and

Point Hicks. NB Comprehensive overview plans are

not currently funded or prioritised projects and this

will impact on outcomes

• Prepare International Destination Management Plans

for Mallacoota and Eden

• Interpret and develop the ‘Bundian Way’ Journey,

starting with a survey of the route

• Initiate the Coastal Wilderness Way incorporating the

Snowy River Shared Pathway and linking bicycle, walk

and canoe trails

• Develop strategies to encourage the delivery of high

quality and consistent visitor information and

interpretation

• Encourage operator participation in the Sydney-

Melbourne Coastal Drive

• Support operators to become internationally-ready

• Develop a motivational and informative website in

conjunction with Tourism Australia, Tourism Vic and

Tourism NSW

• Develop and distribute an ACW Brand Toolkit with TA

and PA to assist stakeholders to ‘live the brand’ in

their businesses


• Investigate transport linkage gaps and other

transport initiatives

• Support the development of and signposting of

tourist drives in the hinterland

• Investigate the feasibility of a Croajingolong

Interpretive Centre

• Upgrading of information gateway centres

Raising awareness of the destination will require strong

partnerships and greater industry participation in

international promotion. Further, the brand will need to

evolve through the interpretation material to engage local

stakeholders, operators and the community in telling the

Australia’s Coastal Wilderness story.

Point Hicks, Croajingolong National Park, Courtesy of Tourism Victoria

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY viii

2. CREATING ICONIC EXPERIENCES

Australia’s Coastal Wilderness is truly unique in its mix of

charismatic fauna (whales, platypus, penguins, etc),

spectacular scenery, an ancient and active Indigenous

story, and the limited number of people visiting at any

one time. This provides visitors with an experience

relatively unaffected by mass tourism. The development

of tourism throughout the destination must focus on

building upon the many strengths and features of the

destination, including Aboriginal Australia, Wildlife &

Nature; and Coastal Lifestyle.


• Develop and promote the Monaroo Boberrer

Gudu Keeping Place at Eden as a hub of Indigenous

tourism experiences

• Engage with indigenous communities for the

development of cultural tourism product and

support for new, existing and emerging indigenous

tourism businesses.

• Assist the establishment and promotion of an

overnight walk from Cape Conran to Mallacoota

• Develop short walks linked to identified

experience precincts, including those identified in

the Far East Gippsland Icon Walks Study

•

Develop the Bombala Platypus Reserve into a

unique visitor experience

• Encourage the development of the Light to Light

Walk as a world class guided and independent

walking experience including feasibility

investigations into eco-sensitive accommodation

• Expand the activities at the Sapphire Coast Marine

Discovery Centre (Eden)


• Encourage guided eco-tours on the walk through

the Nadgee Howe Wilderness

• Investigation of a new multi-day walking trail from

Merimbula to Eden

• Develop and promote experiences in selected

Marine National Parks

• Develop a Conservation Tourism Program

• Build on existing Food and Wine initiatives

• Encourage PS Curlip to become international

market-ready

• Provide consistent European cultural activities and

history

• Support niche product development including

health and wellbeing

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY ix

3. DELIVERING THE PROMISE

Australia’s Coastal Wilderness offers the promise of a unique

and fulfilling holiday experience away from the stress of

modern life. Delivering on this promise and meeting (if not

exceeding) the expectations of the international ‘Experience

Seeker’ is a key challenge for the destination.


• Undertake industry and product development

initiatives

• Undertake feasibility studies and business case

development to assess the viability to expand

accommodation at Cape Conran, Point Hicks and

Gabo Island, in accordance with Parks Victoria

management planning processes.

• Investigate the feasibility of adapting existing

structures at Penders in Mimosa Rocks National Park

for accommodation

• Investigate feasibility and sustainability of expanded

facilities at the Merimbula Airport

• Develop and implement an Australia’s Coastal

Wilderness Communication Plan


• Grow signature regional events to international

market-readiness

• Support an industry-lead ‘Coastal Wilderness Guides’

training group

• Implement an Evaluation Program through research

and tracking of results

• Investigate further tourism accommodation

opportunities to support the Victorian LandBank

process

• Encourage expansion and refurbishment of existing

accommodation

• Encourage the establishment of and further

development of water-based tour operators

• Build new ‘wilderness’ day-tour products for visiting

cruise ships

• Develop and promote new canoe-trails

• Investigate the feasibility of equipment hire options

to support the Coastal Wilderness Way (Phase 2)

• Support improved, safe and adequate blue water

access at Mallacoota

Croajingolong National Park, Courtesy of Mark Watson

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY x

WHERE TO FROM HERE

The Experiences Development Strategy aims to provide a

strategic direction to inform local, regional and state

planning priorities for the future development of

Australia’s Coastal Wilderness as an international tourism

destination for the ‘Experience Seeker’ target market.

The Steering Committee will play an important role in

information dissemination and coordination and

management of some projects. However responsibility for

leading some projects may rest with stakeholders such as

Local and State Government, land managers, the private

sector and community.

In guiding the project towards successful implementation

the following Key Performance Measures have been

developed:

� Contribution of tourism to conservation of the

natural environment

� Value of proportion of international visitors to

Australia’s Coastal Wilderness

�

� Projects progressing or completed by 2012

� Brand awareness and media exposure of Australia’s

Coastal Wilderness

� Industry participation and international market-

readiness

� Satisfaction of ‘Experience Seekers’ with the

products, precincts and journeys

� Local support for and satisfaction with Australia’s

Coastal Wilderness


• Develop a set of targets for implementation


• Continue to engage local stakeholders and adapt

the role and membership of the Steering

Committee

Merimbula Beach, Courtesy of Sapphire Coast Tourism


STRATEGY

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 2

TABLE OF CONTENTS

About Australia’s Coastal Wilderness 3

The ‘Experience Seeker’ Target Market 4

Destination Challenges & Opportunities 5

Understanding the Strategic Context 6

Guiding Principles 7

PART A: EXPERIENCES DEVELOPMENT STRATEGY

The Value of Wilderness 10

1. Building a Truly Unique Destination Image 11

Marketing 12

Precincts & Journeys 13

Visitor Information & Interpretation 16

2. Creating Iconic Experiences 17

Aboriginal Australia 18

Nature & Wildlife 19

Coastal Lifestyle & Community 20

3. Delivering the Promise 21

Industry & Product Development 22

Iconic Accommodation 23

Tours & Transport 24

Implementation 25

PART B: PRIORITY PROJECT ACTION PLAN 26

APPENDICES

Appendix 1: Background and Context 33

Appendix 2: International Growth Potential 41

Appendix 3: Key Strategic Documents and References 43

Appendix 4: Steering Committee 44

Appendix 5: Priority 1 Project Descriptions 45

Prepared by:

Earthcheck Pty Ltd (trading as EC3 Global)


ABOUT AUSTRALIA’S COASTAL WILDERNESS

Located in South Eastern Australia is a relatively untouched

stretch of wilderness coastline that offers a unique

opportunity to be immersed in nature’s playground.

Australia’s Coastal Wilderness is a National Landscape

stretching over 300 kilometres that is home to a World

Biosphere Reserve and some of the world’s richest diversity

of flora and fauna (see Figure 1).

The Tourism Australia National Landscapes Program

identifies places of national significance that offer distinctive

Australian natural and cultural experiences, beyond an

individual National Park or Government boundary, to deliver

conservation, social and economic outcomes while offering

unforgettable experiences to lure the international

‘Experience Seeker’. This philosophy is epitomised in the

Australia’s Coastal Wilderness positioning statement:

‘This hidden pocket of Australia’s endless coastline is where

you can get close and share your love of nature. Immerse

yourself in the natural beauty of tall forests, lakes and

beaches in this unspoilt coastal wilderness’ Australia’s Coastal Wilderness, with its majestic wilderness,

unique and diverse wildlife, ancient and active Indigenous

culture and iconic coastal communities, presents a unique

range of visitor experiences including:

� The world’s largest population of little penguins;

� Over 200km of trails through unspoilt coastline;

� The Bundian Way – one of the world’s oldest trade

routes;

� The site where Captain Cook first saw the Australian

mainland;

� Unique welcoming communities adjacent to

wilderness areas; and

� Silent forests in the foothills of the Australian Alps.

Figure 1: Map of Australia’s Coastal Wilderness


FOR THE EXPERIENCE SEEKER

The experiences of Australia’s Coastal Wilderness appeal to

a range of domestic and international consumers. The

destination attracts only 53,000 international visitors or just

5% of international visitation to the region (See Appendix 1).

In comparison destinations such as the Margaret River (WA)

and Freycinet / Bay of Fires (TAS) receive between 8-15% of

their visitor nights from the international market (see

Appendix 2).

The Tourism Forecasting Committee suggest that over the

coming decade, the domestic market will remain relatively

flat while the international market is forecast to grow at

almost 4% per annum (source: Tourism Research Australia).

The opportunity exists to grow the international ‘Experience

Seeker’ market, considered to be an ideal, higher yielding

visitor market for Australia’s Coastal Wilderness during the

traditional low season as well as throughout the year (see

Appendix 2).

This growth should occur within the conservation and

tourism principles of the National Landscape Program so

ensuring the natural attractions of the region are here for

future generations.

Attracting the ‘Experience Seeker’ target market is a natural

fit for the destination as they are seeking:

• Authentic personal experiences;

• Social interactions – making friends and developing

personal relationships;

• Opportunities to meet and interact with the locals;

• Experience something different from their normal

day-to-day life;

• Learning experiences with different lifestyles and

cultures;

• To participate in the lifestyle and experience, rather

than observing it;

• Challenges – physically, emotionally and/or mentally;

• Authentic destinations that are not necessarily part of

the mainstream tourist routes; and

• Exposure to unique and personally compelling

experiences.

While the opportunities and initiatives identified in this plan

have been considered with the ‘Experience Seeker’ in mind,

the importance of the domestic and other international

markets should be enhanced, rather the diminished through

the implementation of this Plan.

“Experience Seekers are, by definition,

looking for unique, involving and

personal experiences from their

holidays”. www.tourism.australia.com


DESTINATION CHALLENGES & OPPORTUNITIES

The global tourism marketplace is fiercely competitive,

presenting a number of challenges and opportunities (see

Figure 2). New and emerging destinations must offer a real

alternative to gain a place on the global stage. Yet the global

traveller is increasingly time poor so a destination must

represent both value for money and time.

In the face of increased competition and improved access

through low cost airlines, Australia’s Coastal Wilderness

must compete with domestic and international destinations

not only in terms of ‘attractiveness’ but also in terms of

accessibility if it aims to grow international market share.

The ‘Australia’s Coastal Wilderness’ brand (see Appendix 1) has been developed

but not yet incorporated into Local, Regional or State-wide promotional activities.

The opportunity exists to build partnership marketing activities.

Promotion

The destination has a number of iconic natural assets that must be conserved and

protected; what is needed are more businesses to make these experiences a

reality. The opportunity exists to build a reputation for personalised nature,

wildlife and cultural tourism. There are sites that would support iconic

accommodation and opportunities exist to deliver high quality guided

experiences. Opportunities for visitors to contribute to the destination through

conservation volunteer programs could create a competitive advantage.

Experiencing the Icons

Travel time and cost from the international gateways is a constraint for some

travellers to Australia’s Coastal Wilderness compared to competitor destinations.

Hire vehicle and direct air access present a real challenge for Australia’s Coastal

Wilderness. The opportunity exists to turn the challenge into a competitive

advantage through a walking, riding and transport network across a range of

land tenures. Improved air access is vital to the growth of many international

markets and to remain competitive.

Access

Servicing the needs of international ‘Experience Seekers’ not only with the quality

of the service but availability of ‘local’ product is key to meeting and exceeding

expectations and generating word of mouth recommendations. Greater

participation in international packaging and distribution is vital to growing the

market. The opportunity exists for business mentoring and support programs to

encourage more products to become ‘international ready’ and participate in

programs such as the Sydney-Melbourne Coastal Drive. A Brand Toolkit will assist

operators to build appropriate new product.

Meeting expectations

Without access to a guide many international visitors will miss out on the best that

Australia’s Coastal Wilderness has to offer. The opportunity exists to create a

greater sense of arrival, reassurance and get beneath the surface of the region

through information and interpretation.

Information & interpretation

Figure 2: Challenges and Opportunities


UNDERSTANDING THE STRATEGIC CONTEXT

The National Landscapes program identifies places of

national significance that offer distinctive Australian natural

and cultural experiences, beyond an individual National Park

or Government boundary to offer unforgettable experiences

to lure the international ‘Experience Seeker’. Australia’s

Coastal Wilderness embodies this philosophy.

“The purpose of the Australia’s Coastal Wilderness

Experiences Development Strategy is to identify iconic

world-class experiences matching Tourism Australia’s

‘Experience Seeker’ target market.”


strategic direction for the region’s future growth and follows

the completion of an Experience Audit and Brand Strategy.

The Experiences Development Strategy builds on the

comprehensive suite of

existing reports and strategies (see Appendix 3), and draws

on established links with local, regional, state and national

planning for the growth in international nature-based

tourism into Australia (see Figure 3).

The Australia’s Coastal Wilderness Experiences Development

Strategy aims to inform new and existing strategic plans, but

doesn’t supersede them, and to guide prioritisation of new

initiatives by providing a blueprint for the region’s

development through the identification of priority short and

medium term projects.

While every effort has been made to highlight projects that

are viable, sustainable and in keeping with the ‘vision’ for

the region, each initiative requires an assessment of its

financial feasibility and its compliance with planning

regulations prior to development. The National Landscapes

program provides support and impetus for projects but is

not in itself a funding program.

Figure 3: Strategic Context

Experiences

Development

Strategy


GUIDING PRINCIPLES

This Experiences Development Strategy has been developed

through extensive consultation with the project Steering

Committee (see Appendix 4) and key stakeholders from

across the region, including state and local Government

agencies; local, state and regional tourism organisations;

community groups and tourism businesses.

A core principle of the National Landscapes program is the

delivery of both conservation and tourism outcomes. This

principle underpins Australia’s Coastal Wilderness and this

Strategy.

Through the development of a set of guiding principles,

every effort has been made to highlight projects that are

viable, sustainable and in keeping with the ‘vision’ for the

region. Each initiative requires an assessment of its financial

feasibility and its compliance with planning regulations prior

to development.

Projects included in the Experiences Development Strategy

aim to deliver on the ‘Guiding Principles’ shown in Figure 4:

Support the Brand

Provide personalised and accessible wilderness

experiences that embody a sense of freedom and

discovery. Provide opportunities to connect

physically and spiritually while ensuring that the

environmental values are preserved.

Appeal to the Target Market Provide access to nature/wilderness, people and

culture; offer a contrast to everyday life; accessible yet

remote Australian coastal lifestyle; opportunities for

personal development and learning; a sense of

freedom; experiences and stories visitors can ‘brag’

about; and opportunities for meaningful

communication with locals.

Be Truly Iconic Facilitate experiences of the rivers, estuaries, lakes, forests

and quiet, coastal lookouts; opportunities to drive or cycle

through tall forests; stay in coastal settlements, experience

local characters and hear the stories of locals; walk along

the beach for miles; fly over the coast and visit unique

places; purchase local produce from local growers and

fishers; experience wildlife and birdlife in their habitat,

including conservation experiences.

Be Supported by the Community Be sensitive, low impact and complementary to

the local natural environment; promote

conservation and maintain the sense of

wilderness; ensure that the natural features

remain the focus of the experience; and support

local businesses and communities.

Figure 4: Guiding Principles


PART A:


STRATEGY


AN EXPERIENCES DEVELOPMENT STRATEGY

The Experiences Development Strategy recognises that

Australia’s Coastal Wilderness, with its majestic wilderness,

unique and diverse wildlife, an ancient and active Indigenous

culture and iconic coastal communities has the potential to

significantly increase its share of the international

‘Experience Seeker’ market (see Appendix 2). The key

challenge is to address awareness, access and delivery of the

experiences to create a sustainable, world-class destination.

The Strategy identifies three core themes which aim to

deliver world-class product for the ‘Experience Seeker’

target market (see Figure 5).

The Experiences Development Strategy identifies over 40

projects and initiatives which have been identified as being

either Priority 1 or Priority 2 projects, and identified in the

report as follows:

� Priority 1 Projects: are considered to be iconic coastal

wilderness experiences that meet the target market

needs, are aligned with the brand and are supported by

aligning with a style of development appropriate for

the setting and are possible in the short (1-3 years) and

medium (3-5 years) timeframe.

� Priority 2 Projects: include longer term projects (5

years+), those which rely on factors outside of the

control of key partners and those of local significance

or projects that support existing products, but are not

iconic experiences.

Priority 1 projects are described in more detail in

Appendix 5. Both Priority 1 and 2 projects are included

in Part B: Priority Project Action Plan.

Objective

To raise awareness both pre-trip and

en-route of the destination’s truly unique

experiences internationally in partnership

with government and industry.

1. Building a Truly

Unique Destination

Image

Objective

Build on the destination’s natural

attractiveness through the development of iconic

experiences, commercially delivered whilst keeping

to the environmental and social values of the

National Landscapes Program.

2. Creating Iconic

Experiences

Objective

Create a network of international-

ready tourism products that can meet and exceed

the expectations of the Global ‘Experience Seeker’.

3. Delivering

the Promise

Key Action Areas

- Aboriginal Australia

- Nature and Wildlife

- Coastal Lifestyle

Key Action Areas

- Accommodation

- Tours and Transport

- Product and Industry

Development

Key Action Areas

- Partnership Marketing

- Precincts and Journeys

- Visitor Information &

Interpretation

Figure 5: Strategy themes, objectives and key action areas


WILDERNESS VALUES

The term ‘wilderness’ holds different meanings for different

people. Wilderness is both a term used in the management

of protected areas and a term visitors use to describe places.

For example, the Nadgee, Cape Howe, and Sandpatch

Wilderness Zones/Areas are recognised in their respective

plans of management or through legislation as ‘wilderness

areas’ and are managed appropriately.

Within Australia’s Coastal Wilderness there are over 30

protected areas including Nature Reserves, State Forests,

Coastal Parks, National Parks and Wilderness Zones. This

includes the internationally recognised Croajingolong

Biosphere Reserve, part of the UNESCO World Network of

Biosphere Reserves.

All of these protected areas make up an important part of

the story and landscape of Australia’s Coastal Wilderness.

This Experiences Development Strategy seeks to promote

and present these conservation values internationally, in

doing so it does not supersede the existing land

management processes. That is, all recommendations in this

Experiences Development Strategy remain subject to the

established and future plans of management agencies.

A core aim of the Experiences Development Strategy is to

increase the value of international tourism balanced with

recognition of the need to protect the environmental and

community values for future generations. Visitation to the

region is mostly domestic overnight and day trips (see

Appendix 2), however the region’s natural assets appeal to

the international ‘Experience Seeker’. The tourism product

however does not capture a large share of the potential

market. At present less than 1% of all international visitors

that visit National Parks in Victoria and New South Wales do

so in Australia’s Coastal Wilderness.

Visitors spend almost half a billion dollars ($487M) in the

region annually. Of this, international visitors spend only 1%

(under $40 per night). This is significantly below the state

average ($95 per night). A key aim of the Experiences

Development Strategy at sustainable rates and the average

spend through appropriate development. A goal of the

Experiences Development Strategy is to grow the value of

tourism to the region to almost $1B by 2020 (see Appendix

2).

Humpback whale breaching off The Pinnacles, Ben Boyd National Park

Courtesy of Cat Balou Cruises, Eden

“In wilderness is the preservation of the world”.

Henry David Thoreau


1. BUILDING A TRULY UNIQUE DESTINATION IMAGE

A destination brand has already been created for Australia’s

Coastal Wilderness. The challenge is now to undertake the

development of a distinctive brand identity and to raise

awareness both pre-trip and en-route of the destination’s

truly unique experiences.

Through the process of developing a brand identity,

managers and operators will have the tools to ensure that

visitors can be provided with clear messages that guide them

to and through the unique experiences they will encounter.

That is, effectively delivering the message both in pre-trip

planning and en-route through a strong partnership with

Tourism Australia and working in concert with state and

local Government to embed the Australia’s Coastal

Wilderness message in all international visitor

communication where possible.

To achieve this, the region needs to:

• Ensure that the destination is promoted to key

international markets through partnership activities

with the State Tourism Organisations and Tourism

Australia including the development of a brand

identity;

• Develop and promote Precincts and Journeys that have

a specific role in delivering the experience to visitors,

including gateway precincts, experience precincts and

some key journeys that link these together; and

• Ensure that inspirational information is provided at key

gateways to the destination (for example Bombala,

Bermagui and Lakes Entrance) to provide information

about the experiences through consistent information

and interpretation strategies.

Mallacoota, Courtesy of Tourism Victoria


MARKETING PLAN

Tourism Australia is committed to the ongoing promotion of

National Landscapes and has a comprehensive consumer

and trade promotional program planned for 2009/10. The

State and Regional Tourism Organisations are developing

approaches to incorporating National Landscapes into their

ongoing international promotions programs. For Australia’s

Coastal Wilderness to gain greater awareness in the

‘Experience Seeker’ target market it must maximise the

leverage available through its partners – this requires a

collaborative approach facilitated through a Marketing Plan.

The primary objective of the marketing approach is to find

agreement between key stakeholders on how to promote

the message to the ‘Experience Seeker’ market and the

trade without creating confusion or a duplication of effort.

Without it, Australia’s Coastal Wilderness runs the risk of

duplication and having limited ‘cut-through’. As the first

stage, a distinctive brand identity will be established for

Australia’s Coastal Wilderness utilising the services of

branding professionals. This project will both define the

substance of the brand identity for use in telling the story

and create the look and feel for the identity including colour,

typefaces, photographic and other graphic elements. It will

create a brand manual of identity elements for end users

including land management agencies and the tourism

industry.

Example marketing initiatives include:

• Develop an Australia’s Coastal Wilderness Brand

Toolkit enabling all stakeholders to understand what

the brand is and “how to bring it to life” in

promotions and in product development;

• Investigate the delivery of an Australia’s Coastal

Wilderness brand website;

• Development of content for the Tourism Australia

National Landscapes site-let including opportunities

for ‘user-generated’ content;

• Creating a photo library with Tourism Australia;

• Special interest visitor guides and publications;

• Travel stories (PR) with Tourism Australia and the

State Tourism Organisations;

• Itineraries and packages for the niche markets (bird

watching, wildflowers etc);

• Editorial coverage in the Sydney-Melbourne Coastal

Drive publication;

• Development and promotion of Coastal Wilderness

themed events;

• Promote the destination as a location for film and

television productions; and

• Dedicated collateral (if required).

PRIORITY � PROJECTS – MARKETING PLAN

• Develop a Marketing Plan that includes actions for undertaking partnership marketing activities. These include use

of a Brand Toolkit and development of Australia’s Coastal Wilderness website and content. With Tourism Australia,

Tourism Vic and Tourism NSW. Consider delivery of messages throughout the trip planning cycle and explore the

feasibility of dedicated collateral for promotion of the destination, including a film and TV location and better

utilisation of Tourism Australia’s network including e-newsletters, Search Engine marketing, trade links and other

networking tools such as ‘Facebook’ and ‘Twitter’.


PRECINCTS & JOURNEYS

The Experiences Development Strategy recognises that the

traveller will enjoy a range of different experiences that

contribute to the whole sense of immersion within a unique

coastal wilderness. While some projects would be supported

in one setting, they would be inappropriate in another.

The Strategy recognises three settings that support different

types of experiences for visitors; they are:

1. Gateway precincts;

2. Experience precincts (including Emerging

Experience Precincts); and

3. Journeys.

GATEWAY PRECINCTS

Gateway precincts are significant communities in the region

that offer a range of accommodation, visitor services and

opportunities to plan, prepare and engage in experiences.

Each ‘gateway’ differs in its level of development. While

visitors will enter Australia via one of the international

gateways (likely Sydney or Melbourne) or through

communities such as Canberra, Cooma or Moruya their

experience begins at the gateway precinct.

Bermagui & Cobargo: The northern gateways, Bermagui and

Cobargo offer established tourism destinations with the

services expected by free and independent international

travellers. The Visitor Centres will play a key role in gateway

information provision and future development should focus

on international readiness; greater product depth in terms

of indigenous and cultural attractions (e.g. Montague Island

and niche accommodation and dining options showcasing

regional food and wine).

Bairnsdale & Lakes Entrance: Bairnsdale and Lakes Entrance

provide a range of accommodation and visitor services. As

key information gateways for those arriving by road or those

accessing the East Gippsland Rail Trail, the information

centres in both towns should be key sites identified in the

proposed Interpretation Plan. Further development of niche

accommodation, dining options and equipment hire (e.g.

bike hire) will occur as demand increases and should be

encouraged.

Merimbula, Bega, & Pambula: The only regional airport,

Merimbula represents a critical link in the future

development of the destination. The communities of Bega,

Pambula and Merimbula offer a range of accommodation

and visitor services including tours and attractions, however

few, if any of these products are currently active in the

international market. Further development of air access,

attractions, activities and dining options will be vital to

attracting and delivering the promise to international

‘Experience Seekers’. Additional information, interpretation

and booking services should also be encouraged.

Bombala & South East Forests: Offering a mix of heritage,

cultural and nature-based tourism experiences Bombala and

the South East Forests are both a gateway and an emerging

experience. A key ‘gateway’ for information and

interpretation the area also offers a number of experiences

including the Platypus Reserve, short walks in the tall forests

and spectacular scenic drives. Emerging experiences are the

cultural and heritage sites such as Delegate, Nunnock

Swamp and the ‘Bundian Way’ indigenous tourism

experience. Further development of accommodation,

dining, attractions and service quality is vital to attracting

international visitors.

EXPERIENCE PRECINCTS

The ‘Experience Seeker’ target market seeks authentic,

adventurous destinations that deliver something out of the

ordinary. The following ‘experience precincts’ represent

attractions in their own right.

Cape Conran, Marlo & Orbost: Well established in the

domestic market, these areas offer a range of

accommodation and basic services in the precinct. Key areas

for development of the international market include

accommodation, dining, attractions (especially night-time,

family and wet-weather), and improved access (e.g. road to

Cape Conran and the development of bike trails, walking

tracks and associated facilities).

Mallacoota and Gypsy Point: Offering a unique coastal

lifestyle, spectacular scenery and plenty of guided and

unguided experiences, the Mallacoota and Gypsy Point

precinct embodies the Australia’s Coastal Wilderness brand.

As the gateway, the township of Genoa plays a key

information and interpretation role and requires additional

infrastructure (e.g. an information bay and public facilities).

The town of Mallacoota encapsulates the Australia’s Coastal

Wilderness experience offering accommodation and

activities and is an ideal base for experiencing the

surrounding wilderness, including Croajingolong National

Park. While appropriate accommodation exists, further

promotion and development will enhance growth of the

international ‘Experience Seeker’ market. This precinct

offers an ideal mix of access and location, improving key

elements of the availability of activities suited to

international visitors (including bike, boat and canoe hire)

will add to its overall attractiveness as a ‘must do’

experience. This precinct represents a prime location to

increase visitor stay and spend.


Eden & Ben Boyd: The nature and wildlife experiences of

Twofold Bay and the Ben Boyd National Park are attracting

increasing interest from international backpackers, cruise

ships, and education travellers. Key areas for future

development include servicing the growing outdoor and

active travel market looking for extended walks (e.g. Light to

Light) as well as delivering quality dining, accommodation

and attractions. An emerging experience is indigenous

tourism and the need to develop guided and unguided tours

linked to the ‘Bundian Way’ and the established marine

tourism industry. Development of Snug Cove and luxury

accommodation at Cattle Bay are a priority to create a

bustling tourism and marine precinct. This precinct should

plan for future growth in international visitation through a

Destination Management Plan.

EMERGING EXPERIENCE PRECINCTS

Pioneering international travellers have already begun to

access the following ‘emerging experience precincts’,

however significantly more investment is needed.

Biamanga & Mimosa Rocks National Parks: These coastal

parks between Bermagui and Tathra and the Princes

Highway are already popular with locals and their visiting

friends and relatives. International visitors can currently

follow the established coastal tourist drive to experience

these parks. This experience could benefit from the

development of commercial facilities such as

accommodation development on or near the parks,

encouraging more guided tours to establish through longer-

term permits and engaging the Indigenous community in

further product development.

Nadgee Howe Wilderness: From Disaster Bay and Wonboyn

Lake to Mallacoota is one of the most significant areas of

Coastal Wilderness in Australia. Straddling the border the

Nadgee Howe Wilderness represents a significant

opportunity for the establishment of guided and unguided

‘wilderness walks’ through some of the most remote parts of

the destination. As a dedicated Wilderness area in New

South Wales and Victoria tourism infrastructure will not be

permitted under existing legislation, and tourism activity in

this zone will be limited.

Cann River, Point Hicks, and Inlets: Through the gateway of

Cann River visitors can experience some of the most

spectacular coastal wilderness located in and adjacent to the

Croajingolong National Park. Increasing popularity with

international visitors associated with both the overnight

walks and day trips will create pressures on access and

accommodation. These are key management issues for

delivering a ‘wilderness’ experience. Significant planning

and consultation is required at Point Hicks, including a

review of access for visitors, day-use and overnight camping,

to account for the possible growth in overnight walkers and

day trips.

Snowy River & Hinterland Forests: An alternative to the

fringing coastal forests are the majestic Snowy River and

South East Forests including the Coopracamba, and

Errinundra National Parks. There’s an opportunity to

develop a network of scenic drives that link some

spectacular forests with a number of sites currently under

investigation for accommodation development. There are

also strong links with the Australian Alps National

Landscape. Accommodation, information, signage and

interpretation will be needed to encourage greater visitor

dispersal.

PRIORITY � PROJECTS – PRECINCTS

• Preparation of Precinct Master Plans for Point Hicks and Cape Conran to guide the sustainable growth of existing

and emerging experience precincts. The Master Plans should be prepared in accordance with Parks Victoria

management planning processes and include consideration of access and other servicing constraints, expansion of

accommodation, and developing linkages to existing and planned East Gippsland Icon Walks.

• Develop Destination Management Plans for Mallacoota and Eden to build the capacity to meet the needs of

international visitors including product development, packaging, participation in international promotion and

service quality and reduce the impacts of seasonality.


• In partnership with Local and State Government investigate visitor transport gaps and aim to link gateway and

experience precincts, building on existing transport providers to improve visitor transport within the region

without the use of hire vehicles.


JOURNEYS

Destinations such as Australia’s Coastal Wilderness present

visitors with a vast array of options and possibilities.

‘Journeys’ or linkage devices such as the Sydney –

Melbourne Coastal Drive provide a way that visitors can

‘make sense’ of the offer.

Journeys also provide a link between gateway and

experience precincts that provides reassurance, guidance

and a sense of adventure for travellers.

Existing Journeys

• Sydney – Melbourne Coastal Drive is an internationally

promoted touring product that provides an ideal device

for further promotion of Australia’s Coastal Wilderness.

Greater operator participation from this region is vital.

• East Gippsland Rail Trail is the starting point for the

development of a ‘non-motorised’ traveller market.

Building on this with additional trail in a staged

approach will begin to build the region’s brand for

‘slow tourism’ experiences.

• Great Alpine Road while not in the region, it provides

an alternative inland path that would support new

market growth into Australia’s Coastal Wilderness.

Opportunities

Two significant new products emerged in the development

of the Strategy. Both have strong links into history. One is

the world’s oldest trading route and a journey of global

significance. The second is a new way of experiencing the

destination that takes us back to a time before the motor-

vehicle was our main mode of transport.

• The Bundian Way is a 260km ancient trading route

established by the Indigenous people of Southern NSW

and Eastern Victoria linking the ocean to the Alps. It

creates a tangible connection between the coastal and

alpine landscapes for international ‘Experience

Seekers’. While few will experience the entire journey,

the opportunity exists to deliver a series of

interpretation points, trails and guided tours. The first

step is to survey the route, document the journey’s

history and identify the sustainable tourism

opportunities.

• The Coastal Wilderness Way is a new concept of

creating a braided trail, linking existing and emerging

walks and trails to link Bermagui to Lakes Entrance for

those wishing to explore the region without their own

motor vehicle. This exemplar project of ‘slow tourism’

aims to create linkages of walking, bike, canoe and sea

kayak trails connected by alternative transport

mechanisms including public transport and transport

provided by commercial operators. This is a long term

project that will rely on commercial operators, so it will

not happen all at once.

Priority � PROJECTS – JOURNEYS

• Develop a Master Plan to interpret and develop the Bundian Way as an indigenous tourism journey linking Eden to

the Alps, including surveying of the route and identifying the most viable components of this project in the short

and medium term (guided walks, tourist drive, etc). This will need to be undertaken in consultation with all key

stakeholders to identify what developments are possible and appropriate.

•

• Analyse existing or proposed trails and transport to identify gaps for the Coastal Wilderness Way with the vision of

delivering a non-motorised wilderness journey that connects the entire region from Lakes Entrance to Bermagui,

including further bike and walking tracks, and canoe trips.

• Assist new operators to participate in the Sydney – Melbourne Coastal Drive promotions and packaging

opportunities.


• Support the development and signposting of Tourist Drives in the hinterland with interpretation points along the

route. These tourist drives need to be developed in keeping with best practice guidelines in safe and effective

tourist drives and provide consistent ACW visitor information and interpretation.


VISITOR INFORMATION & INTERPRETATION

Australia’s Coastal Wilderness covers a large and diverse

area with a variety of jurisdictions, approaches and

priorities. To encourage visitors to ‘explore’ the region a

more consistent and engaging approach to information and

interpretation is needed. That is, supporting existing Visitor

Information Centres and new visitor information facilities

where appropriate, supported by additional on-site and

roadside interpretation material that links sites and

experiences to encourage longer stays.

At present, visitors could easily travel through the Australia’s

Coastal Wilderness region by road and gain only a glimpse of

the region’s unique attractions. At natural and established

decision-points and stopping places, a network of

information and interpretation is needed that introduces the

passing traveller to the stories of the region and directs

them to key locations to see, hear and experience more.

On-site interpretation at key sites will be vital to delivering

the experience of a Coastal Wilderness as for many this will

be limited to what they read in the brochure or online prior

to travel. Developing the stories, themes and material will be

a key part of the development and evolution of the Brand

and should reflect the Brand Values. This includes the

delivery of information through traditional methods (signs

and printed materials) as well as innovative approaches (e.g.

podcasts).

Key objectives of the delivery of Visitor Information and

Interpretation include:

• To engage local communities in sharing their stories;

• Link to existing infrastructure and stopping places

where possible;

• Create a hierarchy of information locations; and

• Be innovative including adoption of new technology

where possible.

PRIORITY � PROJECT – VISITOR INFORMATION

• Develop strategies to encourage the provision of high quality and consistent visitor information & interpretation

across Australia’s Coastal Wilderness. Encourage longer stays, create linkages and deliver a more consistent visitor

experience through a network of sites (both Information Centres and interpretative sites).

-PRIORITY � PROJECTS

• Investigate the feasibility and preferred location of an iconic Croajingolong Interpretative Centre in Mallacoota

with a tourism / customer service approach as a hub for activities in the region.

• Upgrading of information at gateway centres including investigation of new facilities at locations such as Genoa

(e.g. pullover information bay and public facilities).

Davidson Whaling Station

Courtesy of EC3 Global


2. CREATING ICONIC EXPERIENCES

Australia is known for its unspoilt coastline and many

destinations offer a ‘coastal wilderness’ experience.

Australia’s Coastal Wilderness is truly unique in its mix of

charismatic fauna (whales, platypus, penguins, etc),

spectacular scenery, an ancient and active Indigenous story,

and the limited number of people accessing it at any one

time. However, none of these features in isolation is unique

for Australia and the lack of a singular iconic feature (e.g.

Great Barrier Reef or Uluru) makes the decision harder for

time-poor visitors.

The development of tourism throughout the destination

must focus on building upon the many strengths and

features of the destination to deliver a range of less tangible,

yet iconic experiences for which the Australia’s Coastal

Wilderness will become renowned for.

Key experiences for which the destination can become

recognised include:

Aboriginal Australia - All products and experiences directly

relating to indigenous cultural heritage, with a focus on

providing opportunities for direct engagement with local

indigenous people and immersion in Aboriginal stories and

activities;

Nature & Wildlife – Products and experiences that immerse

the ‘Experience Seeker’ in unique and personally compelling

nature-based tourism experiences with or without the use of

a commercial guide or operator, including long and short

walking opportunities, guided whale watching, independent

and guided scuba diving, platypus viewing, etc; and

Coastal Lifestyle – Opportunities for visitors to immerse

themselves in the relaxed lifestyle experience of the unique,

accessible and well serviced coastal communities throughout

the Australia’s Coastal Wilderness, including exploring

villages, relaxing in a cafe or restaurant by the water, buying

local seafood off the boat and engaging with local people.

Point Hicks, Courtesy of Tourism Victoria


ABORIGINAL AUSTRALIA

There are strong indigenous connections to the Australia’s

Coastal Wilderness landscape, and active Aboriginal

communities who are keen to share their stories.

Encouraging new and existing tourism businesses to develop

will improve the economic prospects for the destination as a

whole. For example, the Bundian Way, a 40,000 year old

indigenous trail from Eden to the Alps established before the

‘Silk Road’, is an exceptional international tourism product

development opportunity which has the potential to be a

catalyst for the development of viable indigenous tourism

businesses throughout the entire region.

Growing from a small base, what is needed is a staged

approach to business development for Aboriginal

communities and cultural tourism enterprises to deliver

face-to-face tourism experiences backed by product

development. Training of guides, sharing ideas and

experiences of business success and challenges and gaining

suggestions and mentoring are key priorities in the area of

indigenous and cultural tourism.

The Experience Development Strategy aims to support new

indigenous tourism product linked to tourism experiences

and precincts

including walking trails near Eden and Ben Boyd National

Park (to the Monaroo Bobberer Gudu Keeping Place);

indigenous guides for wildlife cruises on Twofold Bay; guided

tours including canoe tours (such as Culture in the

Catchment at Lake Tyers); re-establishment of the Umbarra

Cultural tourism products; and development of new

products around the Bundian Way.

These projects and ideas have existed for some time but

need a catalyst to make them sustainable.

PRIORITY � PROJECTS – ABORIGINAL AUSTRALIA

• Support the further development of the Monaroo Bobberer Gudu Keeping Place (Jigamy Farm) as a hub of

indigenous tourism experiences through a Business Development and Concept Plan and securing safe access.

Jigamy Farm should be developed as a gateway to the Bundian Way and training facility for indigenous guides.

• Engage with indigenous communities for the development of cultural tourism product and support for new,

existing and emerging indigenous tourism businesses. Draw on a range of existing federal, state and local

programs including Indigenous Business Australia.

Courtesy of NSW National Parks & Wildlife Service


NATURE AND WILDLIFE

While individually few of the locations in Australian’s Coastal

Wilderness are unique in the world (with the exception of

the sites such as the Croajingalong World Biosphere and the

Gabo Island penguin colony), the close proximity and variety

of nature and wildlife experiences available is a unique

selling point. To build a truly unique product, the destination

must remain true to its vision of ‘value over volume’ and

seek to develop nature and wildlife experiences that are

personal and enriching rather than appealing to the mass

tourism market.

The products and experiences that are needed are those

that provide the opportunity for the ‘Experience Seeker’ to

be immersed in unique and personally compelling nature-

based tourism experiences with or without the use of a

commercial guide or operator. The region should aim to be

renowned world-wide for engaging and personal nature and

wildlife experiences that go beyond the photograph to

emotionally and spiritually enriching encounters that are

authentic and memorable but require a little more time and

effort from the visitor.

PRIORITY � PROJECTS – NATURE & WILDLIFE

• Plan and develop supporting facilities to implement a unique and ‘wild’ hiking experience from Cape Conran to

Mallacoota via Point Hicks. An overnight East Gippsland walk (promotional name to be developed) would be a key

part of the broader Coastal Wilderness Way, developed in accordance with Parks Victoria management planning

processes. Key initiatives include brand development, trail mapping and marking and encouraging commercial tour

businesses to run guided tours. Due to a number of significant barriers (including crossing of inlets, availability of

water and limited existing facilities) a staged approach is recommended starting with the Cape Conran to Point Hicks

section (Phase one). NB Elements of this walk already exist in a basic sense.

• Prioritise and progress the development of short walks throughout Australia’s Coastal Wilderness, including

progressing the five new walks and upgrade and promotion of existing walks identified in the Far East Gippsland Icon

Walks Study and implementation of iconic short walks in New South Wales in accordance with NSW National Parks

and Wildlife Service Plans of Management.

• Develop the platypus reserve in Bombala into a unique visitor experience through additional facilities, landscaping

and interpretation.

• Encourage the development of the Light to Light Walk as a world class guided and independent walking experience

through progressing feasibility investigations into expanded commercial guided tours and eco-sensitive

accommodation for walkers such as the adaptive re-use of existing buildings at Green Cape and at key sites including

Mowarry Point.

• Expansion and further development of activities at the Sapphire Coast Marine Discovery Centre including marine

discovery tours; presentation of indigenous stories and encouraging the inclusion of indigenous guides on tour

vessels; and support for the overall improvement of the Snug Cove environs as a bustling tourism and marine

precinct, which people can experience before and after their tours.


• Attract a tour operator to establish guided eco-tours along the walk through the Nadgee-Howe Wilderness designed

to have minimal impact on the site and on public access to the trail. This remote area is a protected ‘wilderness

area’, and as such numbers are currently limited.

• Support for the investigation into a new multi-day walking trail from Merimbula to Eden, including the development

of feasibility and concept plans and building on the existing coastal link between Tathra and Merimbula.

• Develop and promote iconic experiences in selected Marine National Parks including tour operators, boat hire, and

gear hire including a review of accessibility.

• Support conservation tourism programs linked to National Parks (similar to Montague Island) and promote as key

experiences. This may require coordination of existing programs with new products and experiences.


COASTAL LIFESTYLE & COMMUNITY

The laid back lifestyle and culture of the coastal and

hinterland communities of Australia’s Coastal Wilderness is

an important element of the attractiveness of the region for

the international ‘Experience Seeker’. The opportunity exists

to strengthen the delivery of arts, culture, food and wine

products and experiences at key gateway and experience

precincts throughout the region. Actions in this section that

relate to culture refer specifically to products and

experiences that facilitate immersion in European cultural

heritage.

A key selling point for Australia and Australia’s Coastal

Wilderness is the stress free nature and relaxed lifestyle of

coastal and hinterland communities. The ‘sea and tree

change’ is seen to offer numerous health and well-being

benefits in an increasingly stressful world. Australia’s Coastal

Wilderness offers a ‘slow tourism’ destination that is

equivalent to the ‘slow food’ movement in Europe. It taps

into a inherent need by people to take time to appreciate

the things in life that are most valuable.

The development of Precincts identified in ‘Building a Truly

Unique Destination Image (page 11) should be progressed

through Local Government planning and approvals

processes (subject to appropriate consultation). In

particular, there are Priority Projects identified in this report

that will enhance and develop the community and coastal

lifestyle.

It is notable that this area of the Experiences Development

Strategy does not have a list of identified Priority � projects. This is a reflection of the high level of amenities

already existing and that the commercial viability of new

initiatives relies on other priority projects. High priority

initiatives identified elsewhere in the Experiences

Development Strategy include:

• Air access to Merimbula;

• Development of Snug Cove in Eden;

• Establishing Cann River as a future activity node; and

• Future development of information centres as

gateways.

PRIORITY � PROJECTS – COASTAL LIFESTYLE & COMMUNITY

• Undertake an audit of the existing food and wine mentoring and marketing initiatives and build upon these

through the establishment of an ACW Food and Wine cluster linked to relevant state agencies. This would include

engaging local fishermen and/or local restaurants to deliver and promote local seafood.

• Support where feasible development of the PS Curlip paddle steamer at Marlo as an iconic Australia’s Coastal

Wilderness experience.

• Provide a consistent opportunity for visitors to view European cultural activities and history such as shearing

demonstrations and historical displays in Bombala.

• Explore the potential of targeted marketing and new product development supporting growth in the niche market

of ‘health and well-being’ due to ACW’s available air access points and health services.

Eden Harbour, Courtesy of Hamilton Lund


3. DELIVERING THE PROMISE

Australia’s Coastal Wilderness offers the promise of a unique

and fulfilling holiday experience away from the stress of

modern life. Delivering on this promise and meeting (if not

exceeding) the expectations of the international ‘Experience

Seeker’ is a key challenge for the destination. Research

supports the idea that promising and not delivering is very

damaging to a destinations reputation, especially in a global

village connected through technology such as the social

networking sites and user-generated web content.

At present, the destination product is well suited to the

adventurous and domestic market and those seeking a

beach holiday. To attract and meet the needs of the

international ‘Experience Seeker’, it is recommended that

Australia’s Coastal Wilderness will need:

• Greater participation in the international tourism

distribution network by current operators including the

development of product packages or ‘bundles’ through

industry and product development;

• Development of international ready and iconic

accommodation places; and

• Improved linkages to and through the destination with

tours and transport including the need to deliver on

the promise of personalised wildlife and nature

experiences.

Once these key challenges have been progressed the

marketing and promotion will be supported by products

and experiences that are actively promoting to the

international market.

Whale Watching, Courtesy of Sapphire Coast Tourism


INDUSTRY AND PRODUCT DEVELOPMENT

While new product development will play an important role

in the future success of Australia’s Coastal Wilderness as an

international destination, the depth and range of existing

product provides significant opportunities. Encouraging

greater operator participation in international tourism

distribution is the aim of an Industry & Product

Development Plan. At present there is only a handful of

tourism products in the destination that would be

considered ‘international market-ready’ by Tourism Australia

or the State Tourism Organisations and who actively

participate in international trade and consumer promotions.

An Industry and Product Development Plan is needed to

identify the ideal strategies to increase participation in

international promotional activities (e.g. State Tourism

Organisations, Tourism Australia, and Sydney Melbourne

Coastal Drive). The Industry and Product Development Plan

would not only identify the key steps and assistance

available for businesses and events to become ‘international

market-ready’ but also provide guidance on the existing

product that is ready to take the first step. The plan would

look at the merits of a

mentoring program and provide links to available research

on the international market for local and regional

practitioners to disseminate.

Key partners in industry and product development include

(but are not limited to):

• Tourism Australia;

• State Tourism Organisations;

• Regional Tourism Organisations;

• Indigenous Business Australia;

• Tourism Industry Associations;

• Local Government;

• Regional Economic Development Organisations; and

• Chambers of Commerce.

The willingness and ability of existing products to become

‘internationally-ready’ will determine new product

development priorities.

PRIORITY � PROJECTS – INDUSTRY & PRODUCT DEVELOPMENT

• Prepare an Industry & Product Development Plan to assist with addressing the challenges of increasing the

number of ‘international-ready’ tourism businesses. The plan would include recommendations concerning how to

work with State, Regional and Local Tourism Organisations to deliver service and ‘international market-readiness‘

training programs including potentially a mentoring program for new and existing operators.

• Distribute Australia’s Coastal Wilderness Brand Toolkit to assist with presentation and development of new

products.

• Undertake a Heritage Tourism Strategy for the Sapphire Coast to identify a suite of quality heritage experiences.


• Identify and grow existing regional events to be more attractive to international visitors and encourage longer

stays in the region.

• Develop an Evaluation Framework and research program linked to the Key Performance Indicators including

regular visitation, yield and satisfaction research with Tourism Australia. Note, it is considered that some

conservation frameworks already exist within the various management plans applied by land management

agencies and local governments.

• Support an industry-lead ‘Coastal Wilderness Guides’ group which links new and established guides into training

and service delivery partnerships, co-operative marketing and joint negotiations for extended permits with

protected area managers. This would include mentoring for new and niche guiding business.


ICONIC ACCOMMODATION

The current accommodation offering within Australia’s

Coastal Wilderness consists in the main of three-four star

hotels, motels, bed & breakfasts and some upmarket tented

accommodation. While the existing accommodation offering

satisfies the expectations of most domestic visitors, and the

‘early adopter’ international market, new and enhanced

accommodation options will improve the attractiveness of

the region to the ‘Experience Seeker’.

There is also a need to ensure that accommodation is

developed to complement new and emerging experiences

such as the overnight walks (e.g. Light to Light). ‘Iconic’

accommodation is simply a location and style of

accommodation that embodies the ‘wilderness’ brand and

positions Australia’s Coastal Wilderness in the minds of

international consumers and the international trade. Some

locations for consideration include:

• Various locations in the established experience

precincts of Mallacoota and Eden;

• Locations in emerging precincts including Disaster Bay,

Tamboon Inlet, Kiah River (Eden) and Bemm River;

• Adaptive reuse of existing buildings at the Penders site

in Bithry Inlet (Mimosa Rocks National Park);

• Investigate the viability of expanding the

accommodation offer at Green Cape Lighthouse (Ben

Boyd National Park), Gabo Island, Point Hicks and Cape

Conran subject to further investigations and alignment

with the Plans of land managers;

• Locations identified through the Victorian ‘Land Bank’

investigations; and

• Adaptation and expansion of existing accommodation

in both the gateway precincts and experience precincts

to better meet the needs of the ‘Experience Seeker’.

These sites should be subject to further investigations

including extensive community consultations in partnership

with National Parks authorities. It is intended that this Plan

forms, but does not supersede Park Management Plans or

other existing plans.

PRIORITY � PROJECTS – ICONIC ACCOMMODATION

• Undertake feasibility studies and business case development to assess the viability to expand accommodation at

Cape Conran, Point Hicks and Gabo Island, in accordance with Parks Victoria management planning processes.

This accommodation at these sites will support both the extended coastal walking trail and niche market visitors

looking for experiential accommodation. However comprehensive overview plans are not currently funded or

prioritised projects and this will impact on outcomes.

• Investigate feasibility for adaptive re-use of the existing buildings at Penders site, Bithry Inlet, Mimosa Rocks

National Park for visitor accommodation.


• Investigate future opportunities for accommodation development that supports the Victorian Land Bank process.

• Support the development of a Tourism Accommodation Investment Prospectus. The Prospectus would identify

existing gaps in the supply of suitable accommodation and opportunities for development of appropriate facilities

on identified parcels of public and private land throughout the region, and would seek to encourage investment

in new accommodation relevant to the experience seeker market.

• Encourage expansion and refurbishment of existing accommodation properties through engagement with

industry. This may include the roll-out of a program such as the Sustainable Tourism CRC and Hotel Motel and

Accommodation Association ‘Motel Makeover’ Kit.

Green Cape,

Courtesy of NSW National Parks & Wildlife Service


TOURS & TRANSPORT

As identified in ‘Destination Challenges and Opportunities’

(page 5), access is a key constraint. However, there is

currently a lack of critical mass of visitors which makes

expanding services challenging.

It is recognised that the challenge of access to and within

Australia’s Coastal Wilderness will need to be addressed by

facilitating collaborative and innovative approaches. This will

include the development of packaged holidays, innovative

and flexible transport options and connection points, guided

tours and support for improved road, rail, air and sea access.

The Strategy aims to inform, but does not supersede, state

or local planning processes and all projects outlined would

be subject to environmental, social and economic

assessment and extensive community consultation.

Key objectives and long-term goals for the development of

tours and transport to and through Australia’s Coastal

Wilderness identified through the Experiences Development

Strategy include:

• Direct domestic and international jet air access;

• A seamless network of visitor transport for those

without motor vehicles;

• Improved access to key experiences for those in

hire cars; and

• A destination that is renowned for its guided and

personalised tours.

PRIORITY � PROJECTS – TOURS & TRANSPORT

• Support for an Environmental, Social and Economic Impact Assessment of the proposed expansion of the

Merimbula Airport including extension of the runway, apron development, new terminal development and

associated works. This would need to be supported by the development of a tailored business case to attract

suitable new airlines to Merimbula Airport.


• Progress the Coastal Wilderness Way that connects the entire region from Lakes Entrance to Bermagui, through

progressing the proposed Snowy River Shared Pathway linking the East Gippsland Rail Trail in Orbost and Marlo.

• Encourage a tour operator product that offers additional water-based activities (guided kayaking, yachting, sailing,

etc including overnight trips) on the lake / estuary systems (Wallaga Lake, Eden, Mallacoota).

• Encourage the development of wilderness day-trip products for cruise ships to Eden.

• Development and promotion of canoe trails with equipment hire, links to accommodation and activities along the

trails. A first priority would be Gypsy Point to Mallacoota which would link in with the Coastal Wilderness Way.

• Investigate the feasibility of equipment hire options to support of the Coastal Wilderness Way (Phase Two)

including canoe trips, and further biking, walking and sea kayaking trails.

• Support improved, safe and adequate blue water access at Mallacoota.


IMPLEMENTATION


strategic intent and direction to inform local, regional and

state planning priorities for the future development of

Australia’s Coastal Wilderness as an international tourism

destination for the ‘Experience Seeker’ target market.

Whilst the Steering Committee will play an important role in

information dissemination and coordination and in

managing some projects, the ultimate responsibility for

implementation of a range of projects may rest with Local

and State Government, Land Managers, the private sector

and community.

Australia’s Coastal Wilderness as a National Landscape aims

to move beyond the administrative and jurisdictional

boundaries to create a seamless tourism journey for the

international ‘Experience Seeker’. The region encompasses

two states, three local Governments, a range of land

management agencies and a significant number of tourism

and community organisations and boundaries. Monitoring

the progress and achieving consensus are key challenges in

this environment.

KEY PERFORMANCE MEASURES

The Experiences Development Strategy recommends an

inclusive process of stakeholder engagement and discussion

surrounding the identified priorities. That is, projects where

possible should become part of the planning processes of

governments, land managers and tourism organisations.

The successful delivery of the Experiences Development

Strategy will partly depend on Australia’s Coastal Wilderness

Steering Committee maintaining regular communication

with a broad range of stakeholders. While not prescriptive,

monitoring the following Key Performance Measures will

assist the Steering Committee to maintain a dialogue with

key partners around progress towards the overall goal of

establishing Australia’s Coastal Wilderness as an

international destination.

Table 1 provides a summary of the recommended Key

Performance Measures. Targets will need to be established

from existing information sources including from local,

regional and state agencies and monitored subject to a

range of external.

KEY PERFORMANCE MEASURES

Contribution of tourism to the conservation of the natural environment

Value and proportion of international visitors to Australia’s Coastal Wilderness

Priority 1 projects progressing or completed by 2012

Brand awareness and media exposure of Australia’s Coastal Wilderness

Industry participation and international-readiness (including commercial packages)

Satisfaction of ‘Experience Seekers’ with the products, precincts and journeys

Local support for tourism


• Develop a set of targets for the implementation of the Experiences Development Strategy.


• Continue to engage local stakeholders by implementing an ACW Communications Strategy and adapt the role and

membership of the Steering Committee to reflect the specific stages of project implementation.


PART B:

PROJECT ACTION PLAN


PRIORITY PROJECT ACTION PLAN

Priority Projects are considered to be iconic ‘coastal

wilderness’ experiences that meet the target market

needs, are aligned with the brand and are supported.

Throughout the Experiences Development Strategy

planning process, 20 Priority � Projects were identified,

and 25 Priority � Projects. This Priority Project Action

Plan provides a description of each of these actions;

suggested stakeholders groups who would take

responsibility for the implementation of each project; and

timeframes for their implementation. Appendix 5

provides further details concerning specific actions and

the strategic context for each Priority � Project.

BUILDING A TRULY UNIQUE DESTINATION IMAGE

PRIORITY PROJECT ACTIONS KEY STAKEHOLDERS TIMEFRAME

MARKETING PLAN

Priority 1 Projects

Marketing Plan

Develop a Marketing Plan that includes actions for

undertaking partnership marketing activities. Promote

Australia’s Coastal Wilderness with the Brand Toolkit and

guidelines. Implement a range of marketing activities that

deliver messages to visitors throughout the trip planning

cycle, including:

- Distribute the Brand Toolkit for stakeholders;

- Further develop the Brand Website;

- Development of content for the National Landscapes

website, including ‘user-generated’ content;

- Creating a photo library with Tourism Australia;

- Special interest collateral and travel guides;

- Travel stories (PR); and

- Itineraries and packages for niche markets (bird

watching, wildflowers etc).

Explore the feasibility of dedicated collateral for promotion

of the destination, including:

- A location film and TV productions;

- Maps or brochures for the region

- Better utilisation of Tourism Australia’s network

including e-newsletters, Search Engine marketing; Trade

links; and

- Generating user-content through other networking

tools such as ‘Facebook’ and ‘Twitter’.

ACW Steering

Committee, Tourism

Australia, State and

Regional Tourism

Organisations.

1-2 Years

PRECINCTS AND JOURNEYS



Priority 1 Projects

Precinct Master Plans

Preparation of Precinct Master Plans for Point Hicks and

Cape Conran to guide the sustainable growth of existing

and emerging experience precincts. The Master Plans

should be prepared in accordance with Parks Victoria

management planning processes and include

consideration of access and other servicing constraints,

expansion of accommodation, and developing linkages to

the East Gippsland Icon Walks. NB These Master Plans are

not currently prioritised by Parks Victoria.

Parks Victoria 1-3 Years

International

Destination

Management Plans

for Mallacoota and

Eden

Develop Destination Management Plans for Mallacoota

and Eden to build the capacity to meet the needs of

international visitors including product development,

packaging, participation in international promotion and

service quality and reduce the impacts of seasonality.

East Gippsland Shire

Council, East Gippsland

RTA and MADBTA.

1-3 Years

The Bundian Way

Master Plan

Develop a Master Plan to interpret and develop the

Bundian Way as an indigenous tourism journey linking

Eden to the Alps, including a survey of the route and

identification of the most viable components of this

project in the short and medium term (guided walks,

tourist drive, etc).

Eden Local Aboriginal

Lands Council, NSW

NPWS, Local

Governments and ACW

Steering Committee.

1-2 Years

Coastal Wilderness

Way

Development of a ‘Coastal Wilderness Way’ as a non-

motorised wilderness journey, connecting the entire

region with further bike and walking tracks, and. canoe

trips.

DSE, Parks Victoria,

NSW NPWS and Local

Governments.

1-2 Years

Sydney to Melbourne

Coastal Drive

Assist new operators to participate in the Sydney to

Melbourne Coastal Drive promotions and packaging

opportunities.

ACW Steering

Committee, State and

Regional Tourism

Organisations.

1-3 years

Priority 2 Projects

Visitor Transport Gaps

In partnership with Local and State Government

investigate visitor transport gaps and aim to link gateway

and experience precincts building on existing transport

providers. Improve visitor transport within the region

without the use of hire vehicles.

Local and State

Government, Transport

providers and

operators.

2-3 Years

Hinterland Tourist

Drives

Support the development and signposting of Tourist Drives

in the hinterland (including the Snowy River Country Trail)

with interpretation points along the route. The tourist

drives need to be developed in keeping with best practice

guidelines in safe and effective tourist drives and provide

consistent ACW visitor information and interpretation.

DSE, Parks Victoria,

NSW NPWS, Local

Governments and

DECC.

1-5 Years


Priority 1 Projects

Visitor Information

and Interpretation

Develop strategies to encourage the provision of high

quality and consistent visitor information & interpretation

across Australia’s Coastal Wilderness. Encourage longer

stays, create linkages and deliver a more consistent visitor

experience through a network of sites (both Information

Centres and interpretative sites).

ACW Steering

Committee and Local

Government.

1-2 Years

Priority 2 Projects



Croajingolong

Interpretative Centre

Investigate the feasibility and ideal location for an iconic

Croajingolong Interpretative Centre with a tourism /

customer service approach as a hub for activities in the

region.


Council and Parks

Victoria.

3-4 Years

Information Gateway

Centres

Upgrading of information gateway centres including

investigation of new facilities of locations such as Genoa

(e.g. pullover information bay and public facilities) and

support expanded facilities at Cann River.

ACW Steering

Committee and Local

Governments.

2-5 Years

CREATING ICONIC EXPERIENCES

PRIORITY PROJECT DESCRIPTION KEY STAKEHOLDERS TIMEFRAME

ABORIGINAL AUSTRALIA

Priority 1 Projects

Monaroo Boberrer

Gudu Keeping Place

Develop and promote the Monaroo Boberrer Gudu

Keeping Place (Jigamy Farm) as a hub of indigenous

tourism experiences through a Business Development and

Concept Plan and securing safe access.

Eden Local Aboriginal

Land Council, NSW

NPWS, Bega Valley Shire

and Indigenous Business

Australia.

1-3 Years

Indigenous Tourism

Engage with indigenous communities for the development

of cultural tourism product and support new and

emerging indigenous tourism businesses.

Indigenous Land

Councils and local

groups, Indigenous

Business Australia and

ACW Steering

Committee.

1-2 Years

NATURE AND WILDLIFE

Priority 1 Projects

Overnight East

Gippsland walk –

Phase One

Plan and develop supporting facilities and business case

including a marketing strategy to implement an overnight

walk in the East Gippsland as a unique and ‘wild’ hiking

experience from Cape Conran to Mallacoota. Phase one

(Cape Conran to Point Hicks) should progress in the short

to medium term and be undertaken in accordance with

Parks Victoria management planning processes. NB

Elements of this walk already exist

Parks Victoria, DSE, East

Gippsland Shire Council

and private investors.

1-5 Years

Short Walks

Prioritise and progress the development of new short

walks throughout Australia’s Coastal Wilderness, including

progressing the five new walks and upgrade and

promotion of existing walks identified in the Far East

Gippsland Icon Walks Study and implementation of new

iconic short walks in New South Wales in accordance with

Plans of Management.

Parks Victoria, DSE,

NSW NPWS and Local

Governments.

1-3 Years

Bombala Platypus

Reserve

Develop the Platypus Reserve in Bombala into a unique

visitor experience through the development of additional

facilities including walking tracks and picnic tables/seating

along the river, engaging visitors in conservation projects

and exploring the potential for guided wildlife tours.

Bombala Council and

NSW NPWS. 3-5 Years



Light to Light Walk

Encourage the development of the Light to Light Walk as a

world class guided and independent walking experience

through progressing feasibility investigations into

expanded commercial guided tours and eco-sensitive

accommodation. Locations such as adaptive re-use of

existing buildings at Green Cape and en-route sites

including Mowarry Point require further investigation.

NSW NPWS. 1-5 Years

Sapphire Coast Marine

Discovery Centre

Expansion and further development of activities from the

Sapphire Coast Marine Discovery Centre and support for

the overall improvement of the Snug Cove environs as a

bustling tourism and marine precinct.

Bega Valley Shire

Council. 1-3 Years

Priority 2 Projects

Nadgee Howe

Wilderness Walk

Attract a tour operator to establish a guided eco-tour

along the walk through the Nadgee Howe Wilderness. This

remote area is protected as Wilderness, and numbers are

currently limited in order to preserve the site. The tour

should be designed to have minimal impact on public

access to this trail.

Parks Victoria and NSW

NPWS. 2-5 Years

Multi-day walking trail

from Merimbula to

Eden

Support for the investigation of a new multi-day trail from

Merimbula to Eden, including the development of

feasibility and concept plans and building on the existing

coastal link between Tathra and Merimbula.

NSW NPWS, Forests

NSW, Bega Valley Shire

Council and Trail

Committee.

1-5 Years

Marine National Parks

Develop and promote iconic experiences in selected

Marine National Parks including tour operators, boat hire,

and gear hire including a review of accessibility.

Parks Victoria and NSW

NPWS. 3-5 Years

Conservation Tourism

Programs

Support conservation tourism programs linked to National

Parks (similar to Montague Island) and coordinate and

promote as key experiences for those wanting a

conservation volunteer style experience.

NSW NPWS, Parks

Victoria & Volunteers

Organisation and ACW

Steering Committee.

2-3 Years

COASTAL LIFESTYLE & COMMUNITY

Priority 2 Projects

ACW Food and Wine

cluster

Undertake an audit of the existing food and wine

mentoring and marketing initiatives and build upon these

through the establishment of an Australia’s Coastal

Wilderness Food and Wine cluster linked to relevant state

agencies. This would include engaging local fishermen

and/or local restaurants to deliver and promote local

seafood.

Regional Tourism

Organisations and ACW

Steering Committee.

1-3 Years

PS Curlip paddle

steamer at Marlo

Support early development of the PS Curlip paddle

steamer at Marlo as an iconic Australia’s Coastal

Wilderness experience.

PS Curlip and East

Gippsland Shire. 2-3 Years

European cultural

activities

Provide a consistent opportunity for visitors to view

European cultural activities and history such as shearing

demonstrations and historic displays in Bombala.

Bombala Council. 1-2 Years

Health and well-being

tourism

Explore the potential of targeted marketing and product

development for the destination in ‘health and well-

being’.

State and Regional

Tourism Organisations. 2-3 Years


DELIVERING THE PROMISE


INDUSTRY & PRODUCT DEVELOPMENT

Priority 1 Projects

Industry and Product

Development

Prepare an Industry & Product Development Plan to

encourage greater operator participation in

international tourism distribution.

ACW Steering

Committee, State

and Regional Tourism

Organisations.

1-2 Years

Brand Toolkit

Distribute Australia’s Coastal Wilderness Brand Toolkit

to assist with presentation and development of new

products.

ACW Steering

Committee, RTO’s,

Local Governments

1-2 Years

Sapphire Coast

Heritage Tourism

Strategy

Undertake a Heritage Tourism Strategy for the Sapphire

Coast to identify a suite of quality heritage experiences SCTB;BVSC 1-2 Years

Priority 2 Projects

Regional events

Identify and grow existing regional events to be more

attractive to international visitors and encourage longer

stays in the region.

RTOs, Local

Governments and

Events organisers.

1-3 Years

Australia’s Coastal

Wilderness Guides

Support an industry-lead ‘Coastal Wilderness Guides’

training group

NSW NPWS and

Parks Victoria, RTO’s 2-5 Years

Research and

Evaluation

Framework

Undertake regular research with Tourism Australia and

key partners to monitor progress against the Key

Performance Measures.

Tourism Australia

and ACW Steering

Committee.

1-2 Years

(ongoing)

ACCOMMODATION

Priority 1 Projects

Penders site,

Mimosa Rocks

Natonal Park

Investigate feasibility for adaptive re-use of the existing

buildings at Penders site, Bithry Inlet, Mimosa Rocks NP

for visitor accommodation.

NSW NPWS. 2-5 Years

Cape Conran, Point

Hicks and Gabo

Island

Accommodation

Undertake feasibility studies and business case

development to assess the viability to expand

accommodation at Point Hicks, Cape Conran and Gabo

Island in accordance with Parks Vic management

planning processes. The accommodation would support

both the extended walking trail and niche market

visitors.

Parks Victoria. 2-3 Years

Priority 2 Projects

Accommodation

development

Investigate future opportunities for accommodation

development that supports the Victorian Land Bank

process.

DSE, Parks Victoria

and NSW NPWS. 1-5 Years

Tourism

Accommodation

Investment

Prospectus

Support the development of a Tourism Accommodation

Investment Prospectus to encourage investment in new,

iconic accommodation attractive to the ‘Experience

Seeker’ market.

DSE, Parks Victoria

and DECCW (with

support from ACW

Steering Committee).

1-2 Years

Accommodation

makeover

Implement an education and training program on

refurbishment and expansion of existing

accommodation facilities using existing tools such as the

‘Motel Makeover’ kit developed by STCRC and HMAA.

RTOs. 2-3 Years


TOURS & TRANSPORT

Priority 1 Projects

Merimbula Airport

Investigations

Support for an Environmental, Social and Economic

Impact Assessment to investigate the feasibility of

expanding the Merimbula Airport including extension of

the runway, new terminal development and associated

works, and a tailored business case to attract suitable

new airlines to Merimbula Airport.

Airport Agencies Pty

Ltd, Bega Valley Shire

Council

1-2 Years

Priority 2 Projects

Snowy River Shared

Pathway

Develop Phase One of the ‘Coastal Wilderness Way’

through the Snowy River Shared Pathway linking the

East Gippsland Rail Trail in Orbost and Marlo.

DSE, Parks Victoria

and East Gippsland

Shire.

2-3 Years

Water-based

activities

Encourage a tour operator product that offers additional

water-based activities (guided kayaking yachting and

sailing, etc -including overnight) on the lake / estuary

systems (Wallaga Lake, Eden, Mallacoota).

Regional Tourism

Organisations and

Local Government.

3-5 Years

Day trips for Cruise

Visitors

Encourage the development of wilderness day-trip

products for cruise ships to Eden.

Regional and Local

Tourism

Organisations and

Bega Valley Shire

Council.

2-3 Years

Canoe Trail

Development and

Promotion

Development and promotion of canoe trails with

equipment hire, links to accommodation and activities

along the trails. A first priority would be Gypsy Point to

Mallacoota which would link in with the Coastal

Wilderness Way.

Private investors,

Parks Victoria, NSW

NPWS and Local

Government.

1-2 Years

Coastal Wilderness

Way (Phase Two)

Investigate the feasibility of equipment hire options to

support of the Coastal Wilderness Way (Phase Two)

including further biking, walking, sea kayaking trails and

canoe trips

DSE, NSW NPWS,

Parks Victoria, Local

Governments and

ACW Steering

Committee.

3-5 Years

Blue water access at

Mallacoota

Support improved, safe and adequate blue water access

at Mallacoota.


Council and State

Government.

1-2 Years

IMPLEMENTATION

Priority 1 Projects

Establishing Targets

Develop a set of targets for the implementation of the

Experiences Development Strategy and contribution of

the National Landscape Program.

ACW Steering

Committee, Local

and State

Governments, Local,

State and Regional

Tourism

Organisations.

1-2 Year

Priority 2 Projects

Stakeholder

Engagement

Continue to engage local stakeholders and adapt the

role and membership of the Steering Committee to

reflect the stage of implementation

ACW Steering

Committee. Ongoing


APPENDICES


Croajingolong National Park - Genoa Peak,

APPENDIX 1: BACKGROUND AND CONTEXT

About the Experiences Development Strategy The purpose of the Australia’s Coastal Wilderness Experiences Development Strategy is to identify iconic world-class

experiences matching Tourism Australia’s ‘Experience Seeker’ target market. With a focus on the international market, the

Strategy is not a comprehensive regional tourism strategy but rather a blueprint for the region’s development through the

identification of priority short and medium term projects. The Experiences Development Strategy draws on the

comprehensive suite of existing reports and strategies, consultation with key stakeholders through workshops, interviews,

site visits, and the experience of the project team.

The Experiences Development Strategy aims to provide direction to the sustainable future growth of the region. In

identifying iconic world-class experiences matching the needs of the ‘Experience Seeker’ target market within precincts and

corridors the Strategy includes an examination of the future needs in terms

of:

• Visitor facilities, services and information;

• Infrastructure;

• Product development (including product linkages); and

• Strategic Marketing recommendations.

While every effort has been made to highlight projects that are viable,

sustainable and in keeping with the ‘vision’ for the region, each initiative

requires an assessment of its financial feasibility and its compliance with

planning regulations prior to development.

Key Outcomes of the Experiences Development Strategy The project team and the Steering Committee have taken into account a broad range of ideas and opinions in the

development of the Strategy. The Experiences Development Strategy provides a summary of the broad strategic direction

and should be read in conjunction with the Context Analysis to gain a broader appreciation of the input received. While

every effort has been made to conduct an inclusive and broad ranging consultation and assessment process not all views and

opportunities are included in the Strategy. The Strategy sets a bold future direction and aspires to the establishment of

Australia’s Coastal Wilderness as a future international destination.

The key outcomes of the Experiences Development Strategy include the identification of:

• Experiences that deliver and maintain the integrity of the Australia’s Coastal Wilderness brand proposition as well as

the Brand Australia and National Landscapes values;

• Product and experience gaps including the identification of investment and infrastructure development required to

deliver on the world-class experiences; and

• Priority short and medium term projects for the region including actions, timeframes, and responsibilities along with

performance indicators and a review process to measure success.

About Australia’s Coastal Wilderness Australia’s Coastal Wilderness comprises over 300km of wilderness coastline, national parks, state forests and private lands

stretching from Lake Tyers, Cape Conran and Croajingolong NP in East Gippsland to Nadgee Nature Reserve, Ben Boyd NP

and Mimosa Rocks NP and Wallaga Lake on the Far South Coast of NSW. It also extends into the hinterland through the South

East Forests National Parks. The ‘experience boundary’ reflects ecosystems and the experience of visitors over administrative

boundaries, making it a truly National Landscape.

Courtesy of Tourism Victoria


A number of the internationally significant features of Australia’s Coastal Wilderness include:

• The region is home to more than 50 mammal species, 1,000 native plants and around one third of Australia’s total

bird species. You can catch a glimpse of our unique wildlife in the heath lands and eucalypt forests in the park

provide a sanctuary for threatened species such as the ground parrot, yellow-bellied glider, and long-nosed potoroo;

• Point Hicks, reputedly the first place of Australia sighted by Captain Cook, is just one of the places to spend a night at

the Lighthouse Keeper’s cottage and stroll along the rocky cliffs where strong winds and rough seas sunk many 18th

and 19th century voyages, evidenced by the shipwrecks still visible along this coast;

• Various lookouts provide the perfect place to see humpback whales , dolphins and even platypus;

• See White-bellied Sea Eagles soar over granite cliff-faces, the world’s largest colony of little penguins nest on

windswept Gabo Island, and communities of seals basking in the sun;

• Spectacular geological sites including the 30 million year old red and white earth formations of The Pinnacles, the

Buchan Limestone Caves, the folded coloured rock at Quarry beach, and the huge sand dunes at Thurra River rise to

a height of over 100 metres above sea level;

• Dine on fresh seafood or sample the delights of the local organic produce;

• Listen to local stories of ancient trading routes, the relationship between the indigenous people and the whalers

with the Killer Whales near Eden and of the heroic efforts of shipwreck survivors trekking this vast coastal

wilderness;

• Numerous unspoilt coastal environments are home to inspiring ocean beaches, great surfing spots, creeks, and

lagoons including peaceful inlets and lakes; and

• Ideal long-range walking environments including the Light to Light Walking Track from Boyds Tower to Green Cape

over 30km of unspoilt coast south of Eden, and the Coastal Wild Walk over 100km from Marlo to Mallacoota.

Access and Competition The majority of visitors access the region by road (Princes Highway) with a small but growing market arriving by air through

Merimbula or private aircraft. The region is approximately 2hrs from the major domestic airports of Sydney and Melbourne

and the Canberra International Airport (due to open in 2011 / 2012). Access represents both a major constraint to growth in

the international market and the reason the destination has not experienced greater population and visitor growth.

Maintaining this balance is a key challenge of the Experiences Development Strategy.

Along with its proximity to the Princes Highway, regional airports, and a population base servicing established tourism

gateways the region is surprisingly undeveloped. Incorporating the Bega Valley and Bombala Shires of New South Wales and

the East Gippsland Shire in Victoria the region is characterised by large areas of National Park, making it one of the least

densely populated coastal areas within such proximity to major population centres. Table 1 below highlights one of the

unique selling point of the destination – space.

Table 1: Population and Area by Local Government Area

Area km2 Population

Residents per

km2

Bega Valley Shire (NSW) 6,279.6 32,655 5.2

Bombala Shire (NSW) 3,944.3 2,635 0.7

East Gippsland Shire (Vic) 20,931.5 41,954 2.0

Total Australia’s Coastal Wilderness Region 31,155.4 77,244 2.5

Port Macquarie-Hastings (NSW) 3,687 72,315 19.6

City of Greater Geelong (VIC) 387.6 208,201 537.2

City of Melbourne (VIC) 37.6 85,844 2,283.1

City of Sydney (NSW) 26.15 164,547 6,292.4


While unsealed roads provide a barrier to those travelling in hire cares, there are alternatives. Two of the five main hire car

companies will not allow their vehicles on unsealed roads, the remaining three companies will allow vehicles on ‘well

maintained’, ‘gazetted’ and ‘metalled or gravel roads’ and on those roads identified on their list of suitable roads. In addition

the region is serviced by both V-line and local public transport services.

The global tourism marketplace is fiercely competitive. New and emerging destinations must offer a real alternative to gain a

place on the global stage. Yet the global traveller is increasingly time poor so a destination must represent both value for

money and time. In the face of increased competition and improved access through Low Cost Airlines, Australia’s Coastal

Wilderness must compete with domestic and international destinations not only in terms of ‘attractiveness’ but also in terms

of accessibility.

Table 2 (below) highlights the comparative accessibility of Australia’s Coastal Wilderness’ key experience precincts (Eden,

Mallacoota, Cape Conran and Bombala) in comparison to a number of domestic ‘coastal wilderness’ destinations including

Freycinet (TAS), The Coorong (SA), Margaret River (WA) and Cooktown (QLD). This comparison is made on the assumption

that time is the most vital factor (over cost) and includes the use of both regular passenger air transport and road access for

visitors arriving through either Sydney or Melbourne international airports.

Table 2: Travel Costs and Time ex Sydney and Melbourne

Sydney Melbourne

Closest Airport Travel Time#

(one way)

Cost*

(one way)

Travel

Time# (one

way)

Cost*

(one way)

Eden Merimbula 2 hrs $ 250 1.75 hrs $ 265

Mallacoota Merimbula 3 .5 hrs $ 265 3.25 hrs $ 280

Cape Conran Canberra 5.25 hrs $ 225 5.5 hrs $ 235

Bombala Canberra 3.5 hrs $ 205 3.75 hrs $ 215

Freycinet (TAS) Launceston 4 .5 hrs $ 220 3.5 hrs $ 190

The Coorong (SA) Adelaide 3 hrs $ 340 3.5hrs $ 210

Margaret River (WA) Perth Travel time from Perth - 4.5 hrs

Travel Costs from Perth - $ 120

Cooktown (QLD) Cairns Travel time from Cairns - 4.5 hrs

Travel Costs from Cairns - $ 130

# Travel time is the shortest time possible via either car, air or combined

* Cost is based on booking 6 weeks in advance, car hire (max 300km per day) includes fuel costs

Planning Context The development of the Australia’s Coastal Wilderness Experiences Development Strategy has included an extensive

literature review and consultation with key local and state planning agencies to ensure that the recommendations align with

existing and future plans, documented in the Context Analysis Report. The Steering Committee includes representation from

key government agencies. An important role of the Steering Committee and other advocates is to promote and distribute the

Experiences Development Strategy to government agencies and other organisations who are in a position to provide

mechanisms for the recommendations to be taken forward.


DESTINATION BRAND The brand ‘Australia’s Coastal Wilderness’ reflects a destination of national significance, deeply connected to its community

yet wild and unspoilt. It tells the story of ‘living in Australia’s Coastal Wilderness’ and the interconnected marine, coastal and

hinterland ecosystems. The following elements are provided to more truly describe the brand identity:

• Essence - Living in Australia’s Coastal Wilderness

• Values - Conservation, freedom, community, tread lightly

• Personality - Adventurer, environmentalist, teacher

• Attributes - Untouched, coastal nature, accessible

“Embrace Something Wild” has been identified as the tagline for

Australia’s Coastal Wilderness, which evokes feelings of

anticipation and excitement while also hinting at the warmth of community. The communication as a whole will be

established in the brand pillars of Sharing, Nature, Discovery and Freedom:

Looking at Australia’s Coastal Wilderness through the three Tourism Australia lenses (below) it is clear that the destination

builds on Australia’s ‘pillars’ of people, environment and lifestyle. It appeals to the core Australian holiday ‘motivations’ for

self-fulfilment, relationships, health, freedom and provides a range of settings to deliver many of the core ‘experiences’,

especially beaches, nature, and Indigenous.

There is no place in Australia that can deliver this experience like Australia’s Coastal Wilderness. The natural beauty and its

unique mix of isolation and sensitive development with its relative proximity to the major population centres make it truly

unique.

Sharing is:

• Warm and inviting

• It gives a feeling of community and togetherness

Nature is:

• Pristine and unspoiled because we care for it as a

community

• Beautiful and majestic

• Wild and epic in scale

Discovery is:

• Very personal

• Both a physical and spiritual experience

• At once inward and outward

Freedom is:

• Part of the discovery journey

• The overarching promise/idea to be communicated


Cape Conran, Courtesy of Gavin Hansford

VISION AND GUIDING PRINCIPLES

Vision The vision for Australia’s Coastal Wilderness as articulated by the Steering Committee is to focus on value over volume and

ensure that any future development retains and enhance the qualities outlined in the positioning statement that make it a

unique destination. That is, an accessible yet remote coastal destination where you can stand on the beach with no one

else’s footsteps but your own!

Positioning statement

The Iconic world-class experiences recommended in the Experiences

Development Strategy aim to reflect and embody the identity explicit in

the Australia’s Coastal Wilderness Positioning Statement. The Positioning

Statement of Australia’s Coastal Wilderness is simply:

“This hidden pocket of Australia’s endless coastline is where you can get

close and share your love of nature. Immerse yourself in the natural beauty

of tall forests, lakes and beaches in this unspoilt coastal wilderness”

Guiding Principles Projects included in the Experiences Development Strategy aim to:

SUPPORT THE

BRAND

• Provide personalised wilderness experiences

• Embody a sense of freedom and discovery

• Provide opportunities to connect physically and spiritually

• Ensure that the environment is unspoilt and pristine

APPEAL TO THE

TARGET MARKET

• Access to nature/wilderness in proximity to established townships

• Engage and immerse in the environment, people and culture

• Offer a contrast to everyday life

• Immerse visitors in an Australian coastal lifestyle that is accessible yet remote

• Provide opportunities for personal development and learning

• Provide a sense of freedom

• Give the visitor experiences and stories they can brag about

• Create opportunities for meaningful communication with locals

BE TRULY ICONIC

• Facilitate experiences on the rivers, estuaries, lakes or coast

• Provide opportunities to experience quiet, coastal lookouts

• Allow visitors to drive or cycle through tall forests inland from the coast

• Provide opportunities to stay in coastal settlements, experience local character and

hear the stories of locals by the water

• Provide opportunities to walk along the beach for miles

• Allow visitors to fly over the coast and visit unique places such as Gabo Island

• Provide opportunities to purchase local produce from local growers and fishers

• Facilitate access to wildlife and birdlife, including conservation experiences

BE SUPPORTED BY

THE COMMUNITY

• Be sensitive, low impact and complementary to the local natural environment

• Ensure that the sense of wilderness is maintained

• Ensure that the natural features remain the focus of the experience


TARGET MARKET While the projects and initiatives included in the Experiences Development Strategy will appeal to a range of domestic and

international consumers the focus is to develop experiences that are suited to the needs of Tourism Australia’s target

market, the “Experience Seeker”.

Experience seekers:

• Are experienced international travellers who see travel as

an important aspect of their lifestyle

• Investigate holiday options thoroughly and as such are

knowledgeable consumers

• Seek out and enjoy authentic personal experiences they

can talk about, involve themselves in holiday activities, are

sociable and enjoy engaging with the locals, environment

and culture to come away having learnt something

• Are somewhat adventurous and enjoy a variety of

experiences on any single trip. They do not enjoy being

seen as a tourist

• Place high importance on value and hence critically balance

benefits with costs

• Place high value on contrasting experiences (i.e. different from their everyday lives)

They typically:

• Spend more and come from households that have higher than average household income

• Are tertiary educated

• Are open-minded and have an interest in world affairs

• Are selective about their media consumption

• Are opinion leaders within their peer and social groups

• Are not characterised by nationality, preferred holiday

style/mode or age

• Are substantial consumers of non-traditional and mainstream

media and higher than usual consumers of cable television,

cinema, international news and current affairs and the

internet

• Understand how brands work and operate and expect

messages to be succinct, focused on their motivations and

provide a compelling message

Tourism Australia data shows that the Experience Seeker segment

comprises at least 26% of all potential long haul outbound

travellers, with the average around 40%. Figure 2 shows the

potential size of the Experience Seeker market from key Australian

markets. Experience Seekers can be described as being:

• Young, affluent 25–35 couples childless; or

• Affluent families 30–45 (with children); or

• Older, affluent couples (children independent) 45–65 +; and they are

• “aspirational”, with a high net worth.

Figure 2: Size of Experience Seeker Market

Croajingolong National Park,

Courtesy of Tourism Victoria


Current Visitor Market For the Year Ended 2008, the international market made up only 5% of total overnight visitors to Australia’s Coastal

Wilderness and 5% of visitor nights (see Table 3). In comparison destinations such as the Margaret River (WA) and Freycinct /

Bay of Fires (TAS) receive between 8-15% international visitor nights. The primary international market to Australia’s Coastal

Wilderness is the United Kingdom accounting for approximately 30% of all international visitors, well above the state and

national averages of 15% and 13% respectively. Germany is the second largest source market for international visitation

representing approximately 15 % of total international visitors closely followed by the New Zealand market which accounts

for approximately 10% of international visitors.

Table 3: Total Visitor Market to Australia’s Coastal Wilderness & Key Domestic Competitors

Visitors (‘000) Visitor Nights (‘000)

Domestic International

Domestic

Internationa

l No. % No. %

TOTAL

NIGHTS

Bega Valley 491 96% 21 4% 2,288 96% 88 4% 2,376

East Gippsland 628 95% 32 5% 2,034 95% 111 5% 2,145

Total Australia’s Coastal Wilderness* 1,119 95% 53 5% 4,322 96% 199 4% 4,521

Freycinct / Bay of Fires (TAS) 373 92% 34 8% 933 92% 78 8% 1,011

Margaret River (WA) 437 89% 54 11% 1,319 85% 231 15% 1,550

Cook Shire (Cooktown) 78 90% 9 10% 229 83% 47 17% 276

* Total excludes Bombala Shire data which is not available Source: Tourism Research Australia

Future Growth Markets Cruise Tourism

Cruise Shipping is one of the fastest growing tourism sectors in Australia. In 2007-08 the number of ports recording a cruise

ship visit increased (13%), along with cruise ship passenger capacity (24%) and subsequently the number of total passenger

days (from 407,301 to 343,045). The economic value of the industry also grew by 47% on the previous year to $324.2 million.

This market represents an opportunity for growth in Australia’s Coastal Wilderness along with the lucrative super yacht

segment. The Port of Eden is one of only three major ports located in NSW suitable for cruise visits. While not all cruise

passengers will be ‘Experience Seekers’ the Experiences Development Strategy recognises the work by ‘Cruise Eden’ in

promoting the region and identifies a number of experiences that would appeal to this market. While cruise visits to Eden

declined in recent years, in the 2009-10 year Eden is scheduled to receive 5 passenger ships and 3,500 passengers

representing a ready market for emerging international products.

Education (Study) Tourism

In the year ending December 2008, 7% of all international visitors listed ‘education’ as their main purpose of visit to Australia,

staying an average of 143 nights. This makes education tourism a significant market to both New South Wales and Victoria,

and notably they receive a large share of this market with 53% and 33% of all education visitors visiting the two states

respectively. It is estimated that for every 3 formal study visitors to Australia, one family member visits and for every 4.5

formal study visitors, one friend will visit, each contributing their own to the local economy. Australia’s Coastal Wilderness is

perfectly positioned to target and benefit from the education tourism market including international conservation volunteer

groups and visiting academics and scientists.

High Yield Domestic Travellers

Traditionally, international source markets generate the highest economic contribution per visitor and visitor night. With a

focus on value over volume the domestic ‘high-yield’ market segments has potential also. While experiences in this Strategy

target the international visitor it is assumed they are attractive to the aspirational ‘high-yield’ domestic traveller. That is,

segments such as the Pampadour and True Traveller identified through the Roy Morgan Value segments. These travellers

are willing to pay for a unique experience, often travel in adult couples, and avoid ‘family’ destinations. For the True

Traveller it may be ‘glamping’ (glamorous camping) in luxury tents in a wilderness setting, for the Pampadour a 5 star

ecolodge is more their style with gourmet meals and guided walks. While the current product in the Australia’s Coastal

Wilderness does not meet all of their needs, the natural setting and the sense of ‘escape’ is ideal to attract this market.


KEY TRENDS (AS IDENTIFIED JUNE 2009)

The future strategic direction of Australia’s Coastal Wilderness needs to take into account the key Global and National trends

facing the destination. The following key trends have influenced the development of the Experiences Development Strategy:

Global

• International visitors are seeking ‘experiences’ (not just products), and destinations with ‘brag-ability’;

• Increasing oil prices and economic fluctuations world-wide are impacting on travel affordability and discretionary

spending;

• There is increasing pressure on industry to respond to Climate Change & Sustainability concerns;

• Loss of appeal and competitiveness of Australia relative to other destinations; and

• Emergence of low cost airlines and the impact of their expansion into emerging destinations driving consumer choice.

National

• Although key tourism statistics indicate a downward trend in terms of activity, the lower Australian dollar (and lower

petrol prices) will support some growth in tourism spending in Australia;

• Total spending on tourism in Australia (or total tourism consumption) is forecast to increase by 0.3% (or by $0.3 billion)

in 2009, with the 1.8% increase (or $1.2 billion) in the larger domestic visitor segment, offsetting the 3.6% decrease (or

$0.9 billion) in international tourism consumption.1

• Increasing trend towards direct and online bookings with 62% of international visitors and 68% of domestic visitors now

using the internet to gather information. Further, 32% of international visitors and 44% of domestic visitors used the

internet to book their trip2.

• The skills shortage continues to affect the tourism industry, impacting on growth and Australian consumers are

becoming increasingly demanding and discerning.

• Shorter breaks are the increasing trend, and domestic air travel continues to be more price competitive than road

travel.

• The impact of low-cost carriers (including international carriers) on the desirability and visitation to domestic

destinations.

Long-term forecasts

• International visitor arrivals are projected to increase at an average annual rate of 3.7% over the period between 2007-

2017 to reach 8.1 million arrivals in 2017.

• The distribution of Australia’s main markets will change dramatically by 2017. In particular, China will become the

second largest inbound market from fifth place in 2007, with projected grow at an annual rate of 10.3% over 2007-2017

period. New Zealand will remain our largest market albeit with lower share (forecast to be 15.6% in 2017 compared

with 20.2% in 2007).

• Emerging and continuing consumer trends include: the search for ‘authenticity’ in brands and experiences, the

continued importance of ‘tribes’, a shift to small indulgences rather than excesses in tough economic times, an ageing

Australian population, and a desire to be involved in ‘real life’ and ‘real-time’ experiences in an increasingly

manufactured and downloadable culture.

1 Tourism Research Australia, International Visitor Survey, December 2007

2 Tourism Research Australia, International Visitor Survey, December 2007


APPENDIX 2: INTERNATIONAL GROWTH POTENTIAL

A core aim of the Experiences Development Strategy is to increase the value of international tourism balanced with the need

to protect the environmental and community values for future generations. Visitation to the region is primarily domestic

overnight and day trips (see Table 1), yet the region’s natural assets appeal to the international ‘Experience Seeker’. At

present less than 1% of all international visitors that visit National Parks in Victoria and New South Wales do so in Australia’s

Coastal Wilderness.

Visitors spend almost half a billion dollars ($487M) in the region annually. Of this international visitors spend only 1% (under

$40 per night). This is significantly below the state average ($95 per night). A key aim of the Experiences Development

Strategy is to both increase the regions share of nature-based visitors at sustainable rates and the average spend through

appropriate development. A goal of the Experiences Development Strategy is to grow the value of tourism to the region to

$1B by 2020 (see Table 2).

The latest forecast report from the Tourism Forecasting Committee (February, 2009) predicts domestic visitor growth to

average 0.5% per annum between 2012 – 20127. This growth rate has been adopted for the forecasts to 2020 developed for

Australia’s Coastal Wilderness. The international market overall is forecast to grow at 5% per annum over the same period.

As international visitors to Australia’s Coastal Wilderness currently represent only 3% of total visitors and 4% of visitor nights

the total average forecast growth for the region is just 1% per annum.

Further, the Experiences Development Strategy identifies growth in the share of existing ‘Nature Based’ International visitors

(those that currently visit National Parks in Victoria and New South Wales) as a target market. The Stretch Targets identified

in Table 2 above work on the presumption that through the implementation of the Experiences Development Strategy the

Table 2: Forecast Visitors to Australia’s Coastal Wilderness*

STRETCH TARGET

(by 2020)*

Visitors

Visitor Nights

Spend per

night ($’s)

State Average

Spent

Total Spend

($M)

DAY TRIPS 955,000 - 95 116 91

43% 30% 29% 9%

DOMESTIC 1,181,000 4,560,000 126.5 133 577

53% 93% 40% 33% 55%

INTERNATIONAL 109,000 413,000 94.5 152 373

5% 8% 30% 38% 36%

TOTAL 2,245,000 4,972,000 316 402 $1041M

Extra Per Annum 26,375 41,036 $50M

* Target based on increasing ACW’s share of nature-based tourists by 1% above forecast (TFC, 2009), and increasing average spend to

2009 State average.

Source: EC3 Global and Tourism Research Australia, 2009

Table 1: Current Visitors to Australia’s Coastal Wilderness*

CURRENT Visitors

Visitor Nights

Spend per

night ($’s)

State Average

Spent

Total Spend

($M)

DAY TRIPS 783,000 n.a. 103 95 80

40% n.a. 44% 30% 16%

DOMESTIC 1,119,000 4,322,000 92.5 126.5 400

57% 96% 40% 40% 82%

INTERNATIONAL 53,000 199,000 36.5 94.5 7

3% 4% 16% 30% 1%

TOTAL 1,955,000 4,521,000 $487M

*Figures include Bega Valley and East Gippsland Shires but exclude Bombala due to lack of available data

Source: Tourism Research Australia, 2008


region could grow its share of international Nature-Based visitors to 5% (from 1%) and then applies the above forecasts. This

would grow visitor numbers to 5% of total visitation and visitor nights to 7% of total visitation.

The Stretch Targets also target an increase in international visitor expenditure from $36.50 per night to the State average of

$94.50 over the period to 2020. It is expected that the State average international overnight spend per night would have

increased to $152, but the region will only have increased its spend per night to the $94.50 previously identified. This would

generate a further $50M per annum. While this seems substantial, with over 2,200 businesses identified by Tourism

Australia as directly employing staff from tourism in the Bega Valley and East Gippsland Shire that equates to just over

$20,000 in additional turnover per business per annum.

Through the growth in region’s share of Nature-Based International visitors and an increase in the spend per night the region

will experience an annual growth rate of 26,375 visitors (2.3% per annum), and 41,036 additional visitor nights (1% per

annum). While this growth rate is sustainable it requires some new product development. Further, if through product

development the region can capture a larger share of spend per day, it could grow expenditure at over 10% per annum.

Seasonality

While international visitors are unlikely to grow to levels experienced in destinations closer to international airports,

increased international visitation in the September and December quarter could begin to address the region’s seasonality

(see Figure 1).

Figure 1: Seasonality of Australia’s Coastal Wilderness

Note: Data for Bombala Shire not available due to sample size

Source: Tourism Research Australia, 2008

Figure 1 above highlights that while the Bega Valley and East Gippsland Shires follow the overall season trend for Victoria and

New South Wales they have higher March and December quarter seasonality respectively. In fact, Bega Valley Shire is 7%

above the New South Wales average for the March Quarter while the East Gippsland is 3% above the Victoria average in both

the September and December quarters.

A key aim of the Experiences Development Strategy is to grow targeted international visitor markets outside of peak season

where possible. This, as shown in Figure 1, is different for different parts of the region, thus Destination Management Plans

for both Eden and Mallacoota are required to best manage the growth and encourage sustainable growth.


APPENDIX 3: KEY STRATEGIC DOCUMENTS AND REFERENCES

Title Author Date

ACW Experiences Development Strategy Context

Analysis Report

EC3 Global April 2009

ACW Experience Audit Planning for People May 2008

ACW Brand Development Strategy Leap Agency March 2008

East Gippsland Strategic Tourism Plan 2006-2011,

Part A – Strategic Tourism Plan & Part B –

Strategies & Implementation Plans

Tourism Destination Marketing and Quercus Marketing 2006

Tourism Investment Guidelines. Tourism Victoria September 2008

Victorian Trails Strategy 2005-2010 Parks Victoria, (Victorian Trails Coordinating Committee) 2004

Regional Tourism Action Plan 2008-2011 Tourism Victoria August 2008

Victoria’s Nature Based Tourism Strategy Parks Victoria and DSE 2008

Gippsland Sustainable Tourism Project Urban Enterprise June 2007

Victoria Coastal Strategy Victorian Coastal Council, Melbourne 2008

East Gippsland Forest Management Plan Department of Sustainability and Environment 1994

Coastal Towns Design Framework Project East Gippsland Shire Council 2007 (Volume 1)

Far East Gippsland Icon Walks Ecotourism

Infrastructure Study

Inspiring Place November 2006

East Gippsland Shire Planning Scheme East Gippsland Shire Council

Review into Tourism in New South Wales John O’Neill April 2008

Living Parks – A Sustainable Visitation Strategy NSW Dept of Environment and Conservation 2006

Towards 2020 New South Wales Experiences

Development Strategy

Tourism New South Wales 2003

NSW Tourism Strategy Tourism New South Wales 2008

NSW Taskforce on Tourism and National Parks Dept of Environment and Climate Change November 2008

Bega Valley Shire Council – Snug Cove and

Environs Master Plan

Urban Design Advisory Service- A business unit of the

Department of Infrastructure, Planning and Natural

Resources

March 2005

Draft Business Plan

Sapphire Coast Tourism Ltd

Sapphire Coast Tourism Ltd Draft Jan 09

Bega Valley Commercial Strategy Bega Valley Shire Council,

Environment Planning & Development Services

Department

12 December 2006

Croajingolong National Park Management Plan National Parks Service

Department of Natural Resources and Environment

June 1996

South East Forest National Park and Egan Peaks

Nature Reserve Plan of Management

NSW National Parks and Wildlife Service August 2006

Nadgee Nature Reserve Plan of Management NSW National Parks and Wildlife Service June 2003

Ben Boyd National Park and Bellbird Creek Nature

Reserve Draft Plan of Management

NSW National Parks and Wildlife Service

April 2006

South Coast Regional Strategy NSW Government Department of Planning 2006

State Plan - A New Direction for NSW NSW Government 2006


APPENDIX 4: STEERING COMMITTEE

STEERING COMMITTEE

Name Organisation

Tim Shepherd (Chair) National Parks & Wildlife Service, NSW. DECCW

Geoff Brookes Bega Valley Shire Business Forum

Adrian Weedon & Leanne Barnes Bega Valley Shire Council

Karen Cash Bombala Shire Council

Joady Chick Department of Sustainability & Environment, Victoria

Phil Rickards East Gippsland Shire Council

Terry Robinson Destination Gippsland Ltd

Robyn Kesby National Parks & Wildlife Service, NSW

Will McCutcheon Parks Victoria

Samantha Smith Sapphire Coast Tourism

John Rudge East Gippsland Regional Tourism Association

Margaret O’Dwyer Tourism New South Wales

Anita Verde Tourism Victoria


APPENDIX 5: PRIORITY 1 PROJECT DESCRIPTIONS


MARKETING PLAN

Tourism Australia is committed to the ongoing promotion of the National Landscapes

and has a comprehensive consumer and trade promotional program planned for

2009/10. The State and Regional Tourism Organisations have an awareness of the

National Landscapes but are yet to identify the best way to incorporate the landscapes

into their ongoing international promotions programs. For Australia’s Coastal

Wilderness to gain greater awareness in the ‘Experience Seeker’ target market it must

maximise the leverage available through its partners – this requires a collaborative

approach facilitated through a Marketing Plan.

The primary objective of the Marketing Plan is to promote messages to the

‘Experience Seeker’ market and the trade without creating confusion or a duplication

of effort. Without it, Australia’s Coastal Wilderness runs the risk of duplication and

having limited ‘cut-through’. As the first stage the distinctive brand identity will be

established utilising the services of branding roll-out professionals. This project will

create the look and feel for the identity including colour, typefaces, photographic and

other graphic elements. It will create a brand manual of identity elements for end

users including land management agencies and the tourism industry

In the short to medium term the marketing focus of the partners in Australia’s Coastal

Wilderness should be on establishing the ‘marketing infrastructure’. That is, the image

library, itineraries, special interest story angles, and the content of the new Tourism

Australian National Landscapes website site-let for Australia’s Coastal Wilderness.

Implementation of key projects identified in the Experiences Development Strategy

could also begin to raise both awareness of the destination, reinforce the brand

messages of immersion in nature, and assist in the development of key products. For

example, an annual event along the Coastal Wilderness Way could reinforce key

messages and encourage new guided tours to establish.

Actions Include: - Development of the Brand Identity, Brand Toolkit and further development of a

Brand website;

- Discussions between the National Landscapes Steering Committee for

Australia’s Coastal Wilderness, Tourism Australia and the State Tourism

Organisations need to progress to identify where the National Landscapes fit in

existing international marketing programs;

- A targeted Communications Plan to be developed outlining where and how

communication of the National Landscapes messages are to be delivered to the

‘Experience Seeker’. Preferably this would be achieved through existing

channels;

- Australia’s Coastal Wilderness should build on the existing initiatives by the

Industry, Local Government, State and Regional Tourism Organisations and

Tourism Australia to increase awareness of the destination and its unique

experiences (it is important to note that products and experiences should not

be promoted until they are ready to meet consumers expectations); and

- Through the Australia’s Coastal Wilderness Steering Committee, Local

Government and the tourism partners a number of initiatives could be

progressed in the short-term, including:

- Development of a series of itineraries and packages designed for

particular market segments;

- Establishing a photo library with the support of Tourism Australia, the

Regional Tourism Organisations, State Tourism Organisations and Local

Government; and

- Investigate the feasibility of a high-profile event along the Coastal

Wilderness Way highlighting the use of walking, cycling, canoeing and

trekking.

- Build on the National Landscapes website developed by Tourism Australia with

user-generated content (blog), images, itineraries, a wildflower, wildlife and

event calendar; and development of targeted online only collateral for the

destination.


POINT HICKS MASTERPLAN

Address: Point Hicks Rd, Cann River VIC 3890

Property Description: Point Hicks Lighthouse Reserve

Land Tenure: Crown Land Reserve

Land Management: Parks Victoria, 10 year commercial lease

Management Plans: Croajingolong National Park Management Plan

(1996), Point Hicks Marine National Park

Management Plan (2006)

Local Government: East Gippsland Shire Council

Size of lot: Lease 37 ha

Access: Approximately 1 hour off the Princes Highway, large

section of unsealed road.

Site Challenges: Potentially unstable section of road into the reserve

Existing Infrastructure: Lighthouse and two timber residences

Icon Environmental

Element/s:

Thurra Sand Dunes, Point Hicks Marine National

Park, Croajingolong National Park

Partner Products: Wild East Gippsland walk, Coastal Wilderness Way

Point Hicks is an area of Coastal Wilderness located within the Croajingolong National

Park which offers iconic coastal lookouts and has a unique lighthouse with on-site

accommodation, campground facilities and short walks. It is a one hour drive from

Cann River, which is identified as a gateway to this important experience precinct. It is

also a start, end or midpoint for those doing an overnight walk in the East Gippsland

(e.g. between Marlo and Mallacoota).

Growing demand from overnight walkers and special interest international visitors

may support the expansion of accommodation within the Lighthouse Reserve. The

Department of Sustainability and Environment is currently investigating this

opportunity as a part of its State-wide Land Bank project which aims to identify sites

within public land that offer ecotourism opportunities. This will need to be further

investigated along with additional opportunities such as new day use facilities and

short walks near the Thurra River subject to Parks Victoria planning processes.

Existing challenges including access for those in hire vehicles due to the road being

unsealed, the ‘sense of arrival’, day use facilities at Thurra River and interpretation of

sustainable tourism also need to be further investigated.

It is recommended that a Master Plan be prepared to guide the sustainable

development of tourism opportunities within the Point Hicks reserve and surrounding

area. However comprehensive overview plans are not currently funded or prioritised

projects and this will impact on outcomes.

Actions include: - Investigations into the viability and sustainability of expanding accommodation

within the Lighthouse Reserve;

- Explore the feasibility of improved day-use facilities at the Thurra River,

including a possible, but sensitive, lookout to the Thurra Sand Dunes;

- Review alternative visitor access both to and within the park, including options

such as shuttle services;

- Develop Cann River as the gateway to Point Hicks and the surrounding

experiences, including improvement of information available at the Visitor

Information Centre; and

- Investigate the possibility of a shuttle service from Cann River to the park or

allowing hire vehicles to traverse the current road through arrangements with

hire companies.

All investigations would be undertaken with Parks Victoria in accordance with the Park

Plan of Management and would require a business plan and impact assessment for

any significant changes to be made.


CAPE CONRAN MASTER PLAN

Address: Cape Conran Coastal Park is located near Marlo,

396 km from Melbourne

Land Tenure: Coastal Park (National Parks Act), and nearby

Private lands

Land Management: Parks Victoria with a management lease

Management Plans: Cape Conran Coastal Park Management Plan (2005)


Size of lot: 11,700ha

Government Approvals

Required:

State Government approval required for the

expansion of accommodation on site; Victorian

Aboriginal Heritage Act; assessment of impact on

values required

Access: 19km east of Marlo on the Cape Conran Road, some

of road is unsealed

Site Challenges: Unsealed road access and seasonal peaks visitation

reaching capacity of available accommodation

Existing Infrastructure: Bush camping, 7 cabins, 5 wilderness safari tents

and a lodge, boat ramp.

Icon Environmental

Element/s:

Beware Reef Marine Sanctuary, coastal experience,

fishing diving, native fauna

Partner Products: Wild East Gippsland walk, Coastal Wilderness

Guides, Coastal Wilderness Way

Cape Conran Coastal Park is an ecologically sensitive accommodation operation

offering four types of accommodation including bush camp sites, cabins, a lodge

equipped with a large kitchen, BBQs and log ovens and permanent luxury safari tents

(Wilderness Retreats).

Currently, Cape Conran experiences high occupancy and reaches its capacity to supply

accommodation to visitors during peak periods. Access for visitors in hire vehicles is

currently restricted due to a small section of unsealed road to the camp grounds and

cabins.

It is recommended that a Cape Conran Coastal Park Master Plan be prepared to guide

the expansion of accommodation, the development of guided nature-based activities

and sealing of the access road. The plan should consider adjoining private land in the

nearby area in consideration of the overall accommodation offer. However

comprehensive overview plans are not currently funded or prioritised projects and this

will impact on outcomes.

Actions include: Investigate the value and impacts of:

- Sealing the Yerrung Road to the camp ground and cabins, removing a barrier for

visitors in hire cars and buses;

- Establishing further Wilderness Retreat safari tents, to provide more reliable

availability of accommodation;

- Establishing a regular (daily) wildlife experience program. This could be through

either a Conservation Volunteers Australia partnership which involves

participation in research such as wildlife capture/tagging/measure, or through

regular scheduled education programs or tours (evening or daytime). The

program could expand to fill demand for interpretive experiences providing

information on the Park’s plants, birdlife, coast, Indigenous history and use of

the area;

- Encouraging the establishment of water-based activities such as diving,

snorkelling and whale watching from Cape Conran.


MALLACOOTA & EDEN DESTINATION PLANS

Identified as key experience precincts having greater participation and product range

in Mallacoota and Eden will be an important part of the growth of Australia’s Coastal

Wilderness. While international visitors are unlikely to grow to levels experienced in

destinations closer to international airports, increased international visitation in the

September and December quarter could begin to address the region’s seasonality

(see Figure 1).

Figure 1: Seasonality of Australia’s Coastal Wilderness

Source: Tourism Research Australia, International Visitor Survey, Year Ended June 2007

Note: Data for Bombala Shire not available due to sample size

Mallacoota

Mallacoota is already recognised by international publications such as Lonely Planet

for its exceptional range of nature-based tourism experiences. These experiences

however are not well known or available to the international market prior to

departure.

The town’s location between two emerging overnight walking destinations, its range

of short walks and its lakes system suggest it will be a focal point and driver of the

growth experienced in Australia’s Coastal Wilderness which could be as high as an

extra 25,000 international visitors per annum.

The International Destination Management Plan for Mallacoota should build on,

without threatening, the precincts natural assets and existing products. Key areas of

focus in the Mallacoota International Destination Management Plan would likely

include:

- Packaging of existing product and increased participation in international

promotion;

- Interpretation of the Croajingolong National Park, Nadgee and Howe

Wilderness Zones and the lakes system;

- Encouraging the development of more accommodation, tours and attractions to

meet the growing international demand; and

- Service Quality and delivery of international standard service with a Mallacoota

flavour.

Eden

Eden, located on Twofold Bay and as the natural location to access the Light-to-Light

Walk, the growing marine and wildlife tourism offerings, and the emerging

indigenous tourism experiences (including the Bundian Way) will be another focal

point and driver of international visitation. The International Destination

Management Plan for Eden would likely include:

- Packaging of existing and new products and increased participation in

international promotion;

- Interpretation of the Ben Boyd National Park, the Light-to-Light Walk and the

regions rich indigenous cultural heritage;

- Encouraging the development of more accommodation, local transport, and

tours to meet the growing international demand; and

- Service quality and delivery of international standard service that reflects the

unique qualities of the Eden community.

These plans should be concise, action-oriented and link directly to the plans of the

Local, Regional and State Tourism bodies including industry driven initiatives such as

the Sydney to Melbourne Coastal Drive.


THE BUNDIAN WAY MASTER PLAN

Indigenous tourism is an emerging experience for Southern NSW. The ‘Bundian Way’, a

260km ancient trading route established by the indigenous people of Southern NSW

and Eastern Victoria linking the ocean to the Alps, creates a tangible connection for

international Experience Seekers.

The Bundian Way is an ancient pathway, possibly 40,000 years old, and has been

proposed for Heritage listing, for both its Aboriginal and European and shared heritage

values. The Bundian Way has a remarkable shared history. Shared use of pathways

resulted in exploration and development of the South East coast between Bega and

Mallacoota, as well as on the Monaro and into Gippsland. In the mid nineteenth

century the Aboriginal people showed the European ‘explorers’ the route and

permitted use of the country in the earliest days by highland Scots shepherds, and the

horsemen and cattlemen who followed (Source: Watson, 1984).

This ancient Aboriginal trail has been nominated by the Eden Local Aboriginal Lands

Council for recognition as a significant part of the Australian and NSW Heritage. The

Bundian Way passes through Delegate and the village of Towamba, finishing near

Boydtown on Twofold Bay.

Development of the Bundian Way presents a significant product development

opportunity for Australia’s Coastal Wilderness and an economic development

opportunity for indigenous people connected to the story. While few visitors would

aspire to trek the entire journey, parts of the trail can be developed into short walks,

guided tours, tourist drives and interpretation points.

Actions Include: - In partnership with all key stakeholders, develop a vision and key objectives for

the development of the Bundian Way as a tourism experience;

- Survey and map the route of the Bundian Way and document the associated

‘stories’, including natural and cultural features, flora and cultural heritage and

identify key locations for the development of short drives, walking trails and

interpretation points;

- Develop the Monaroo Bobberrer Gudu Keeping Place (Jigamy Farm) as a

gateway to the Bundian Way, including on-site interpretation and short walks;

and

- Develop Bundian Way walking tracks and interpretation points, guided walking

tours (lead by the Eden Local Aboriginal Lands Council) and at least one Bundian

Way Drive trail or loop.

Bundian Way Map and Lookout,

Canberra Times, Oct 2007


COASTAL WILDERNESS WAY

The concept of the ‘Coastal Wilderness Way’ is of a car-free braided route that

connects the entire region from Lakes Entrance to Bermagui, linking existing tracks

and trails with alternative transport options and new links over time to create a

seamless link in the long-term. This initiative would be implemented in stages.

A unique selling point of Australia’s Coastal Wilderness is that while it is accessible

from the National Highway (A1) the natural areas remain relatively undisturbed due

to the lack of vehicular access. Improving access via sealing of roads would result in

increasing visitor numbers over time, but may not be the right option when

considering long-term sustainability.

Australia’s Coastal Wilderness is already serviced by a number of gateway transport

nodes and links, these include:

• The Princes Highway, providing a transport spine for the region;

• Direct air access from international gateways into Merimbula, along with a

number of charter and private air strips;

• The rail line ends at Bairnsdale (Victoria), Canberra (ACT), and Nowra /

Bomaderry (NSW);

• A variety of interstate and regional bus lines linking many destinations including

Vline, Countrylink buses (extending the rail line), Deanes, and Premier;

• Rail Trail from Bairnsdale to Orbost (Victoria); and

• A network of local and charter buses currently operate in the communities

throughout the region.

In addition, a number of businesses offer canoe hire, bike hire and guided

excursions.

The vision of the Coastal Wilderness Way is to link the communities through a

Strategic Plan and incremental gains to develop a braided network of trails, tracks

and transport. To achieve this, a number of initiatives will need to be developed in

incremental stages, including:

Visitor Transport Analysis

This would involve identification of all existing services and products along the route

to identify key gaps. Gaps would then need to be assessed for the feasibility of a

linkage solution. The benefit of taking a ‘whole of region’ approach is that a business

opportunity that facilitates links between two locations may not be viable on its own,

but if three or four opportunities are identified at one time there may be a stronger

business case.

a) Long-range walking trails

The Experiences Development Strategy identifies a number of long-range walking

trails that provide iconic Coastal Wilderness experiences e.g. Light to Light and wild

East Gippsland walk. Linking these walking trails with other forms of transport could

provide a competitive and iconic tourism product that encourages ‘carbon light’

holidays.

b) Cycle Trails

Cycling tourism is a growing sector within the East Gippsland region and is extending

into the broader Australia’s Coastal Wilderness Planning area.

The East Gippsland Rail Trail is an excellent starting point for a cycle experience of

the Coastal Wilderness. Starting at Bairnsdale, the rail trail extends for almost

100km to Orbost through farmland, forest and river crossings. The opportunity exists

to extend the Snowy River Shared Pathway (Orbost to Marlo) all the way to Cape

Conran and then on to Bemm River via the Telegraph Road (unsealed). This

approach could easily be applied to follow other forestry trails and tracks however

some infrastructure will be needed to cross streams / watercourses.

The key need for cyclists is shuttle services to return them to their starting point or

to connect them with points further along the journey. The majority of ‘Experience

Seekers’ will not bring their bicycle with them. The feasibility of a regional bike hire


service linking a number of service points (potentially the Visitor Centres) to provide

pick-up and drop-off bike hire should be considered.

c) Public Transport / Bike Bus

Successful rail and walking trails are supported by a network of connected public

transport services to return walkers / riders to their point of origin or interchange

with another form of transport (e.g. interstate bus or airport links). The Coastal

Wilderness Way would need a similar network. Ideally this would build on existing

shuttle services including school buses and community buses that link outlying

communities with service communities. These services would need to be approached

to be a part of a ‘bike bus’ service and potentially include some equipment being

installed on buses to carry bicycles. This would be assessed in the Linkage Strategy.

d) Canoe Trails

The network of coastal lagoons and calm coastal waterways lend themselves to the

development of a network of canoe trails. The vast majority of ‘Experience Seekers’

will not have their own canoe. While in many cases, like the bicycle hire this could

be facilitated through the Visitor Information Centres or other local businesses, it

depends on whether the hire vehicle can carry a canoe.

An alternative is to establish a series of hire points located near or servicing major

water bodies (Mallacoota, Tamboon Inlet, Lake Wonboyn, Lake Wallagoot, Wapengo

Lake, Kiah River, etc). This system could enable key canoe trails including the

proposed Gypsy Point to Mallacoota trail to offer a unique and iconic experience for

‘Experience Seekers’ without a guide. The feasibility of this system would need to be

assessed in the Visitor Transport Analysis.

There is also an opportunity to develop multi-day sea kayaking trails with overnight

campsites as an opportunity for exploring the New South Wales component of the

Australia’s Coastal Wilderness. Sea kayaking opportunities on the Victorian coast will

be limited due to ocean conditions.

Actions include: - Form an overarching Project Steering Committee with broad representation to

coordinate with the vast number of local committees developing projects

including the Snowy River Shared Pathway;

- Examine preferred routes, requirements, and issues affecting the development

of certain sections; and

- Estimate the approximate costs to develop each section.



Australia’s Coastal Wilderness covers a large and diverse area with a variety of

jurisdictions, approaches and priorities. To encourage visitors to ‘explore’ the region a

more consistent and engaging approach to information and interpretation is needed.

That is, supporting the existing network of information centres, and encouraging by

additional on-site and roadside interpretation material that links sites and experiences

to encourage longer stays.

At present, visitors could easily travel through the Australia’s Coastal Wilderness

region by road and gain only a glimpse of the regions unique attractions. At natural

and established decision-points and stopping places a network of information and

interpretation is needed that introduces the passing traveller to the stories of the

region and directs them to key locations to see, hear and experience more.

The Visitor Information and Interpretation project aims to create linkages and deliver a

more consistent visitor experience through a network of sites (both Information

Centres and interpretative sites). The project would identify a hierarchy of signage

and information ‘gateways’ or decision points, information nodes and interpretation

sites and planning would be undertaken to fill in gaps where needed.

On-site interpretation at key sites will be vital to delivering the experience of a Coastal

Wilderness as for many this will be limited to what they read in the brochure or online

prior to travel. Developing the stories, themes and material will be a key part of the

development and evolution of the Brand and should reflect the Brand Values. This

includes the delivery of information through traditional methods (signs and printed

materials) as well as innovative approaches (e.g. podcasts).

Actions Include: - Document the regions ‘stories’ and linkages including natural and cultural

themes of geology, flora and cultural heritage and identify key locations for

interpretation and additional information (including the precinct gateways

identified in this Strategy) in the form of an Information and Interpretation Plan;

- Conduct an audit of existing signage, rest stops, Information Centres and

interpretation boards in key sites;

- Establish a template for interpretation panel design, factsheets and story

collection and work with stakeholders to plan and deliver relevant products;

- Develop a suite of interpretative products for existing Visitor Information

Centres and

- Support region-wide sector specific interpretation and signage projects such as

the establishment of safe and well signed tourist drives in the hinterland.


MONAROO BOBBERRER GUDU KEEPING PLACE

Address: Monaroo Bobberrer Gudu Keeping Place (Jigamy

Farm), 431 Princes Highway, Eden

Real Property Description: Lot 1 DP651608, Lot 25 DP750242, Lot 43

DP750242 and Lot 243 DP1112013

Land Tenure: Owned by the community under the title of

Twofold Aboriginal Corporation

Land Management: Eden Local Aboriginal Land Council

Management Plans: Jigamy Farm Business Plan

Local Government: Bega Valley Shire Council

Size of lot: 153 acres

Access: No turning lanes of main highway. Currently no

jetty or boat ramp for water access

Existing Infrastructure: Cultural centre building (including kitchen facilities),

Bora ring, walking trail (on site)

Risks from Adjacent Sites: Private landholder adjacent to site

Icon Environmental

Element/s:

On the edge of Pambula Lake, short walk to Ben

Boyd National Park

The Monaroo Bobberrer Gudu Keeping Place (also known as Jigamy Farm), located in

Eden, is a 153 acre site with a large hall space, meeting rooms and a kitchen; parking

facilities for cars and buses; outdoor recreation and learning spaces; and a walking

trail. The site is ideal for group tour experiences, focusing on face-to-face outdoor

Indigenous experiences utilising the existing ‘talking circle’ and could be an ideal

location for Wilderness Guide training.

There is also an opportunity for the Keeping Place to be established as a hub for

indigenous tourism experiences (interpretation, activities, immersion) as well as a

gateway to the Bundian Way.

Key constraints for the site include the lack of turning lanes off the Princes Highway,

which inhibits access for cars and buses and is a key limitation to the viability of the

Monaroo Bobberrer Gudu Keeping Place as a commercial tourism operation. The

Centre itself also requires further investment to incorporate interpretation and local

artwork and to bring the ‘Keeping Place’ to life for visitors.

There is an opportunity for the Monaroo Bobberrer Gudu Keeping Place to

immediately establish itself as the ‘gateway’ to the Bundian Way. This would include

developing activities (guided walks, etc), stories and interpretation located at the site

to start to build interest and awareness of the Keeping Place as the place to find out

more information and to gain an experience of the Bundian Way. In addition, the

Keeping Place could re-establish its role as a training facility.

Actions include: Prepare and implement a Business and Concept Development Plan covering the

following:

- Address the road access to Monaroo Bobberrer Gudu Keeping Place to allow for

safe bus and car access;

- Develop a range of activities including night tours, storytelling around the Bora

ring, and night time activities such as wildlife spotting, etc;

- Incorporate interpretation of the Keeping Place, an art gallery space and set up

a training facility within the Centre;

- Support the development of the Haycock Point to the Keeping Place short walk

as a starting point of the Bundian Way and develop guided tours around this

product;

- In partnership with Indigenous Business Australia and the National Parks and

Wildlife Service of New South Wales, establish a guiding program supported by

a business model that provides tourism employment opportunities;

- Appoint a suitably qualified project officer to lead and coordinate the project;

- Map the Bundian Way, including identifying opportunities for experiences for

visitors including short walks, drives and interpretation points; and

- Seek funding in collaboration with key partners for the project’s

implementation.


INDIGENOUS TOURISM

Indigenous tourism experiences are a recognised product opportunity for the

international ‘Experience Seeker’. The Australia’s Coastal Wilderness region has a

number of Indigenous tourism enterprises that are well suited to the international

target market. Providing support and advice to emerging Indigenous tourism

businesses requires an in-depth understanding of the needs of the consumer as well as

a strong working relationship with the community.

Establishing a network of existing and experienced indigenous and cultural tourism

operators from across the region will help to build capacity in new and emerging

businesses and would aim to explore opportunities for joint packaging, promotion, and

funding. The aim of network would be to work with emerging businesses to provide

assistance and advice and to link them into mainstream tourism research information

and assistance programs. The group would discuss cooperative marketing and product

development activities and seek the support of key agencies (e.g. Local, State and

Federal Government, Industry Associations, etc) to progress priority initiatives across

the region.

A range of Federal, State and Local Programs exist to support new tourism products,

including indigenous business development and community development programs.

The aim of the group is to identify collective needs and seek support for new and

emerging indigenous tourism businesses. This includes working with the State Tourism

Organisations, Tourism Australia and Regional Tourism bodies to provide a pathway

for new businesses into cooperative programs.

The group could also explore partnership opportunities with Indigenous Business

Australia, who work with indigenous Australians to establish, acquire and grow small

to medium businesses through business loans and business support services.

Indigenous Business Australia can provide indigenous tourism businesses with access

to a panel of expert tourism consultants who can provide professional advice

regarding business plans, feasibility studies, marketing, product development, etc.

Actions include: - Work with existing Indigenous business groups and appropriate state agencies

to assess the potential role and scope of the Working Group and develop a draft

Terms of Reference; and

- Engage Indigenous Business Australia in the process to develop a thorough

understanding of the services they provide and partnership opportunities.

Lake Tyers Culture in the Catchment, Courtesy of Chris Lewis


OVERNIGHT EAST GIPPSLAND WALK

Address: Croajingalong National Park

Real Property Description: Various

Land Tenure: Various

Land Management: Parks Victoria

Management Plans: Croajingolong National Park Management Plan

(1996)


Size of lot: Croajingolong National Park covers 87,500ha and

extends for 100km along the wilderness coast of

Victoria's East Gippsland


Required:

Victorian Aboriginal Heritage Act; assessment of

impact on values required

Access: Several access points, including at Marlo, Cape

Conran and Mallacoota. Access to other points by

unsealed road

Site Challenges: Emergency access in case of fires, water supply,

inlet crossings.

Existing Infrastructure: Existing cleared areas for pathways such as the

telegraph line, accommodation (Point Hicks) and

camp grounds

Icon Environmental

Element/s:

Coastal inlets, rocky headlands, the Sandpatch

Wilderness.

Partner Products: Coastal Wilderness Way, Point Hicks and Cape

Conran.

Developing an iconic overnight ‘wild’ walk along the coastline of Croajingolong

National Park from Cape Conran to Mallacoota in the East Gippsland is an opportunity

that should be progressed in stages. It is a semi hard-core walking experience

incorporating beaches, rocky headlands and crossing of several inlets along the way. It

should be noted that the basics of this walk already exist and is used by a relatively

small number of walkers. Parks Victoria has identified the walk for further

development.

It is recommended that this walk be developed to provide a quality mix of remote, self

reliant and guided experiences in a ‘wilderness’ setting. This will mean developing a

recognisable brand for the walk, marketing and interpretation and encouraging guided

tours. Planning for the walk will need to address logistical constraints including the

need for marking out clear trails, crossing major inlets, access to drinking water and

compatibility with wilderness values, particularly in the Sandpatch Wilderness Zone. A

staged approach for the development and launch of the track is recommended,

focussing firstly on the section of track between Cape Conran to Point Hicks, followed

by the section from Point Hicks to Mallacoota.

Actions include: - Develop an identifiable brand to underpin promotion of the track for inclusion

in promotional and interpretation material as well as trail markers;

- Commence planning for required and sensitive infrastructure at appropriate

locations to finalise the section of walking trail from Cape Conran to Point Hicks,

and put out to tender for additional commercial operators to run guided tours

through this section of the Coastal Wilderness Way;

- Further investigations of suitable and viable accommodation development

options and sites on route to be undertaken at appropriate sites; and

- Ensure the track is formed and regularly maintained, and make water available

at overnight stops to make the experience more accessible to visitors;

All actions will be subject to extensive consideration and planning by Parks Victoria to

develop practical and sensitive solutions to logistical matters.


SHORT WALKS

A key way for people to experience the array of incredible natural features in

Australian’s Coastal Wilderness is by engaging in short walks. Short walks include short

return-trip walks (1-2 hours) up to half or full day walks, but do not include overnight

walks. The Far East Gippsland Icon Walks study identifies a range of market-ready

short walks, however there is a need to develop some additional short walks to

present the depth and diversity of the region as well as address fragmentation in the

promotion and marketing of short walks.

The Far East Gippsland Icon Walks and Eco-Tourism Infrastructure Study provides a

strategic assessment of the walk opportunities and identifies ‘best prospect’

opportunities within Far East Gippsland. The study identified 11 walks as being market-

ready, a further 16 walks for further investment and the potential for five new short

walks for development as funds permit. The development of these new walking tracks

in Far East Gippsland will help to reach the region’s vision of providing access to and

revealing the depth and diversity of Far East Gippsland.

Opportunities for new iconic walks in the New South Wales should be identified and

included in a short walks program for Australia’s Coastal Wilderness. Plans are already

underway for a walking network in the South East Forests National Park in the

Alexanders Hut / Nunnock Swamp area. Short walks also have been identified in

Mimosa Rocks National Park Draft Management Plan. Ben Boyd National Park

(Northern section), Bournda National park and South East Forests already have some

excellent short walks.

Actions include: - Support Victorian stakeholders in the ongoing delivery of projects identified in

the Far East Gippsland Icon Walks and Eco-tourism Infrastructure Study and

other short walks initiatives as they arise,

- Implementation of new iconic short walks in the New South Wales section of

Australia’s Coastal Wilderness in accordance with NSW National Parks &

Wildlife Service Plans of Management;

- Identify priority short walks that should be developed on the New South Wales

part of Australia’s Coastal Wilderness. Note: South East Forests National Park

has short walks; and

- Promote the opportunity to experience sections of the East Gippsland walk and

Light to Light overnight walks as day walk activities from camping and/or

accommodation nodes.

Mallacoota,

Courtesy of EC3 Global


BOMBALA PLATYPUS RESERVE

Address: Delegate Road, Bombala, NSW 2632

Real Property Description: Lot 1 DP884132

Land Tenure: Managed on behalf of the Department of Lands

Land Management: Bombala Shire Council

Management Plans: Bombala Shire Council Management Plan

Local Government: Bombala Shire Council

Size of lot: 147ha


Required:

Council approval required. Any significant

developments on the site may require approval

from Department of Lands

Access: Unsealed road

Site Challenges: Threatened lizard species on site

Existing Infrastructure: Raised platform, information board; and two picnic

tables and a barbeque facility are to be developed.

Risks from Adjacent Sites: Private land visible from platform.

Icon Environmental

Element/s:

Platypus viewing

Partner Products: Other wildlife experiences such as whale watching,

bird watching, etc.

Bombala is the heart of ‘platypus country’ and the Bombala Platypus Reserve is a key

attraction in the area. The Platypus Reserve provides an opportunity for visitors to

view platypus in the wild from a raised platform, which makes viewing easy for all age

groups. Further investment is needed to develop the Platypus Reserve into an

experience precinct for visitors to walk around, explore, relax and picnic by the river.

There is considerable community support in revegetating the site to encourage native

wildlife in the areas as well as preserve the platypus habitat and threatened species of

lizard.

Actions Include - Provide additional walking tracks and quite viewing areas in the reserve, to

allow for platypus and wildlife ‘discoveries’ in a quiet, natural setting;

- Engage visitors in conservation and revegetation projects (including a possible

partnership with Conservation Volunteers);

- Support the connection of the Reserve to the Bombala township via a walking

track;

- Recognise the potential of the Platypus Reserve as a Wilderness Guide site for

guided wildlife tours;

- Encourage wider promotion of platypus events, such as the ‘Paddling with the

Platypus’ and ‘Out and About in Playtypus Country’; and

- Consider the option of sealing the road access to the Platypus Reserve as a

longer term outcome.


LIGHT TO LIGHT WALK

Address: Ben Boyd National Park (Southern section)

Land Tenure: National Park

Land Management: New South Wales National Parks and Wildlife

Service

Management Plans: Ben Boyd National Park and Bellbird Creek Nature

Reserve Plan of Management



Required:

Review of environmental factors (REF), and may

trigger an EIS under State Government legislation.

Access: Sealed to Boyd Tower, unsealed road access points.

Unsealed road access to Green Cape may come

under pressure with increased visitation.

Site Challenges: Access for additional accommodation

developments and services (power, sewage, etc).

Existing Infrastructure: Cottage-style accommodation at Green Cape

(currently two attached cottages, accommodating

up to 12 people)

Icon Environmental

Element/s:

Threatened species, including the ground parrot

Partner Products: Coastal Wilderness Way; Davidson Whaling Station,

Boydtown

The Light to Light walk is an established two to three day 30km walking track between

the Ben Boyd Tower carpark and the Green Cape Lighthouse in Ben Boyd National

Park. The walk already includes an established trail, camp grounds with amenities at

four locations, road access and cottage style accommodation at the Green Cape end of

the walk. Expansion of existing guided tours is currently under study.

The opportunity exists to develop a range of new iconic accommodation options along

this spectacular coastline, which may include high level eco-lodge style

accommodation based on the Bay of Fires model. Identified sites for new

accommodation include Mowarry Point which could be a first-stop for those walking

from the Northern entrance and Green Cape Lighthouse which is located at the

southern end of the walk.

The development of new accommodation opportunities is being addressed in the new

Plan of Management for Ben Boyd National Park. In addition, access and utilities such

as sewerage, power and water will need to be considered to support new

accommodation. There is also a need to provide secure parking for walkers, improved

directional signage to the walk and expand the guided walking tours.

Actions include: - Investigate expansion of accommodation facilities at Green Cape lighthouse,

including the adaptive reuse of existing buildings on the site;

- Feasibility investigations into the development of safari-style / eco sensitive

accommodation at suitable locations including Mowarry Point. These

investigations should be conducted by NSW National Parks and Wildlife Service

in partnership with potential investors. Current site access is by 4WD access

only, which will need to be considered;

- Encourage greater commercial involvement along the Light to Light walk, such

as guided / catered tours;

- Investigate options for improved secure car parking and transport

arrangements for walkers.


SAPPHIRE COAST MARINE DISCOVERY CENTRE

Address: Snug Cove, Imlay Street, Eden, NSW 2511

Real Property Description: Lot 225 DP47934 and L1 403434

Land Tenure: Crown lease to 2022 (Department of Lands)

Land Management: Eden Marine Centre Limited, as trustee for the Eden

Whale Discovery Centre Research Trust (Trading as

Sapphire Coast Marine Discovery Centre)

Management Plans: Strategic Plan 2009, Snug Cover and Environs

Master Plan


Size of lot: 3507m2 and 420m

2


Required:

Local Area Plans

Access: Road access is appropriate, parking for larger

vehicles may be required

Site Challenges: Potential contamination of some surrounding sites

may limit development options for the precinct.

Existing Infrastructure: Marine Discovery Centre

Risks from Adjacent Sites: Outcomes of Snug Cove Master Plan process will

impact on facilities and future development of the

Centre.

Icon Environmental

Element/s:

19 species of whales and dolphins

Partner Products: Monaroo Bobberrer Gudu Keeping Place (Jigamy

Farm), Eden Killer Whale Museum

The Sapphire Coast Marine Discovery Centre, located at Snug Cove wharf, is a hub for

scientific research and excellence and attracts internationally renowned marine

experts in delivering guided experiences. The Snug Cove Master Plan aims to create a

thriving marine precinct providing people with access to ocean-based educational and

tourism experiences which would support the development of this key facility. The

Discovery Centre is developing as a gateway to a variety of marine experiences,

including specialist small group conservation and educational tours.

There is a need to build upon the existing work by investing in the interpretation and

display materials at the Centre; developing and further promoting marine discovery

tours; and supporting the overall improvement of the Snug Cove environs as a bustling

tourism and marine precinct, which people can experience before and after their

tours.

Actions include: - Further investment in interpretation and display materials, themed fit-out of

the Centre and additional retail development and site works including car and

bus parking, building appearance, and signage;

- Establish and encourage wide promotion of regular guided educational and

experiential marine-based tours from the Centre;

- Partnerships and linkages with other marine research and education facilities

should be encouraged;

- Engage with the local Aboriginal community representatives to identify ways of

incorporating the local Indigenous stories associated with the marine

environment in Eden and getting indigenous guides on the vessels; and

- As a working port as well as a community and visitor hub, Snug Cove is a key

precinct in Eden. The Master planning of Snug Cove is essential to guide the

sustainable development of Snug Cove as a bustling tourism and marine

precinct. The Master Plan should consider accommodation development, access

to the harbour, dining facilities, carparking and support for establishing a

seafood cluster.


INDUSTRY & PRODUCT DEVELOPMENT PLAN

While new product development will play an important role in the future success of

Australia’s Coastal Wilderness as an international destination, the depth and range of

existing product provides significant opportunities. Encouraging greater operator

participation in international tourism distribution is the aim of an Industry and Product

Development Plan. At present, there is only a handful of tourism products in the

destination that would be considered ‘international market-ready’ by Tourism

Australia or the State Tourism Organisations and who actively participate in

international trade and consumer promotions.

The aim of an Industry and Product Development Plan is to identify the ideal strategies

to increase participation in international promotional activities (e.g. State Tourism

organisations, Tourism Australia, and the Sydney to Melbourne Coastal Drive). The

Industry and Product Development Plan would not only identify the key steps and

assistance available for businesses and events to become ‘international market-ready’

but also provide guidance on the existing product that is ready to take the first step.

The plan would look at the merits of a mentoring program and provide links to

available research on the international market for local and regional practitioners to

disseminate.

In addition, the Industry and Product Development plan would identify suitable

programs to improve service quality, marketing and distribution, and product

‘bundling’.

Actions include: - Develop an Industry and Product Development Plan for Australia’s Coastal

Wilderness;

- Ensure the industry has access to the ACW Brand Toolkit as a means of assisting

them to further develop their product offering;

- Consider the development of a series of itineraries and packages with

‘international market-ready’ tourism businesses and events for inclusion in

existing wholesale, retail and publicity opportunities

- Encourage existing and new operators to participate in existing State and

National programs such as the Sydney to Melbourne Coastal Drive; and

- Increase the capacity of selected events to be more attractive to international

visitors (e.g. a Wilderness Challenge, or Conservation Volunteers weekend

program).


COASTAL WILDERNESS GUIDES

Encouraging the development of a network of industry-led ‘Coastal Wilderness Guides’

to support new and existing tour guides has been identified as an opportunity to share

and gain a collective in-depth knowledge through regular training programs. This

program, based on the ‘Savannah Guides’ concept could lead to accreditation and

adornment with a recognised brand.

The Wilderness Guide Program will create a network of tour guides, involving willing

public or private enterprises who have a commitment to conservation and education

of the natural and / or cultural assets of the region. The Program could be funded

through sponsorships, and partnerships with conservation volunteer organisations and

would provide participating businesses with the following benefits:

- Commitment to delivery of quality, under a recognisable accreditation program;

- Providing customers with a sense of confidence and protection while they are in

the region, plus cooperative marketing leverage; and

- Linking new and established guides into partnerships, and can jointly negotiate

extended permits and other benefits.

Actions include: - Identify partners and interested public and private enterprises and establish a

brand and marketing program. Businesses who might like to be involved include

Monaroo Bobberrer Gudu Keeping Place (Jigamy Farm), the Sapphire Coast

Marine Discovery Centre, Cape Conran, Bombala Platypus Reserve, Gabo and

Montague Islands and Culture in the Catchment at Lake Tyres;

- Develop a training program for initial and ongoing certification of businesses in

the program; and

- Identify training location (e.g. Monaroo Bobberrer Gudu Keeping Place (Jigamy

Farm) is a relatively central facility that could potentially be used for training),

and a Wilderness Guides logo

Case Study: Savannah Guides – The Undara Experience

Savannah Guides is a network of professional tour guides with a collective in-depth

knowledge of the natural and cultural assets of the tropical savannahs of Northern

Australia. There are currently 14 guide sites providing access for visitors to public,

private and management sites throughout the Savannah region, including the

‘Undara Experience’.

Savannah Guides conduct a range of nature based tours showcasing the Undara Lava

Tubes, acclaimed the largest and longest on the planet. Undara Experience employs

six Savannah guides who have each attended one of the four-day Savannah Guide

Training Schools annually. The Guide Training Schools do not provide additional

guide training, but more importantly to opportunities learn more about the

Savannah landscapes and create stronger links to other Savannah Guides.

Savannah Guides


MERIMBULA AIRPORT INVESTIGATIONS

Address: Arthur Caine Drv, Merimbula, NSW 2548

Real Property Description: Lot 20 DP864620

Land Tenure: Management Lease from Bega Valley Shire Council

Land Management: Airport Agencies Pty Ltd

Management Plans: Building and planning codes; Master Plan

Local Government: Bega Valley Shire

Size of lot: Runway: 1,600m x 30m


Required:

Need support from DECC and Local Government.

May trigger RAMSAR / EPBC if expansion beyond

1800m is needed in the future

Site Challenges: Length of strip is a current limitation for expansion

of airport

Existing Infrastructure: 1600M x 30M airstrip, administration offices,

departure/arrivals lounge, 3 vehicle rental

companies

Risks from Adjacent Sites: Work depot and inlet; possible Information Centre

Merimbula Airport is the only airport that supports commercial flights directly into

Australia’s Coastal Wilderness, and is centrally located providing access to most

experiences within 1.5 hours drive. The airport supports a local population of around

4,000 and approximately 32,000 within the broader Bega Valley Shire and serviced

65,000 passengers in 2008. The current airport, situated on the banks of the coastal

waterways of Merimbula, has a 1,600m x 30m strip which can service aircraft up to

medium sized jets; Due to restrictions of strip strength, length, apron and terminal

facilities the airport is only able to attract regional aircrafts.

There is the potential to increase visitation to Australia’s Coastal Wilderness by

international ‘Experience Seekers’ by providing more regular and competitive direct air

access to Merimbula. This would require an extensive consultative process including

environmental, economic and social impact assessments to the undertaken to

investigate the possible expansion of the airport to service 737 and other mid-sized

jets. Also required is an effective case for increased services. This would be enhanced

by a significant investment in the form of a runway extension (up to 1800m), apron

development, new terminal development and associated works totalling

approximately $20M.

Actions Include: - Support for an Environmental, Economic and Social Impact Assessment for the

expansion of the Merimbula Airport including extension of the runway, apron

development, new terminal development and associated works;

- Develop a tailored business case to attract suitable new airlines to Merimbula

Airport; and

- Continue to work in partnership with the community to maintain support for

the airport and its growth.

AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY

Acknowledgements

The EC3 Global Project Team would like to extend our appreciation to those community representatives, industry operators

and government officials who participated in workshops, attended meetings and provided feedback during the preparation

of this report. In particular we would also like to acknowledge the support provided by the Australian Coastal Wilderness

National Landscape Steering Committee.

Download - Australia's Coastal Wilderness National Landscape Experience

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