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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
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
PRIORITY � PROJECTS
• 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.
PRIORITY � PROJECTS
• 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)
PRIORITY � PROJECTS
• 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.
PRIORITY � PROJECTS
• 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
PRIORITY � PROJECTS
• 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
PRIORITY � PROJECTS
• Develop a set of targets for implementation
PRIORITY � PROJECTS
• Continue to engage local stakeholders and adapt
the role and membership of the Steering
Committee
Merimbula Beach, Courtesy of Sapphire Coast Tourism
EXPERIENCES DEVELOPMENT
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)
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 3
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 4
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 5
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 6
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.”
The Experiences Development Strategy aims to provide a
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 7
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 8
PART A:
EXPERIENCES DEVELOPMENT
STRATEGY
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 9
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 10
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 11
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 12
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’.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 13
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 14
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.
PRIORITY � PROJECTS
• 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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 15
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.
PRIORITY � PROJECTS
• 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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 16
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 17
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 18
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 19
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.
PRIORITY � PROJECTS
• 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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 20
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 21
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 22
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.
PRIORITY � PROJECTS
• Identify and grow existing regional events to be more attractive to international visitors and encourage longer
stays in the region.
• Develop an Evaluation Framework and research program linked to the Key Performance Indicators including
regular visitation, yield and satisfaction research with Tourism Australia. Note, it is considered that some
conservation frameworks already exist within the various management plans applied by land management
agencies and local governments.
• Support an industry-lead ‘Coastal Wilderness Guides’ group which links new and established guides into training
and service delivery partnerships, co-operative marketing and joint negotiations for extended permits with
protected area managers. This would include mentoring for new and niche guiding business.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 23
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.
PRIORITY � PROJECTS
• Investigate future opportunities for accommodation development that supports the Victorian Land Bank process.
• Support the development of a Tourism Accommodation Investment Prospectus. The Prospectus would identify
existing gaps in the supply of suitable accommodation and opportunities for development of appropriate facilities
on identified parcels of public and private land throughout the region, and would seek to encourage investment
in new accommodation relevant to the experience seeker market.
• Encourage expansion and refurbishment of existing accommodation properties through engagement with
industry. This may include the roll-out of a program such as the Sustainable Tourism CRC and Hotel Motel and
Accommodation Association ‘Motel Makeover’ Kit.
Green Cape,
Courtesy of NSW National Parks & Wildlife Service
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 24
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.
PRIORITY � PROJECTS
• Progress the Coastal Wilderness Way that connects the entire region from Lakes Entrance to Bermagui, through
progressing the proposed Snowy River Shared Pathway linking the East Gippsland Rail Trail in Orbost and Marlo.
• Encourage a tour operator product that offers additional water-based activities (guided kayaking, yachting, sailing,
etc including overnight trips) on the lake / estuary systems (Wallaga Lake, Eden, Mallacoota).
• Encourage the development of wilderness day-trip products for cruise ships to Eden.
• Development and promotion of canoe trails with equipment hire, links to accommodation and activities along the
trails. A first priority would be Gypsy Point to Mallacoota which would link in with the Coastal Wilderness Way.
• Investigate the feasibility of equipment hire options to support of the Coastal Wilderness Way (Phase Two)
including canoe trips, and further biking, walking and sea kayaking trails.
• Support improved, safe and adequate blue water access at Mallacoota.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 25
IMPLEMENTATION
The Experiences Development Strategy aims to provide a
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
PRIORITY � PROJECTS
• Develop a set of targets for the implementation of the Experiences Development Strategy.
PRIORITY � PROJECTS
• Continue to engage local stakeholders by implementing an ACW Communications Strategy and adapt the role and
membership of the Steering Committee to reflect the specific stages of project implementation.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 26
PART B:
PROJECT ACTION PLAN
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 27
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 28
PRIORITY PROJECT ACTIONS KEY STAKEHOLDERS TIMEFRAME
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
VISITOR INFORMATION & INTERPRETATION
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 29
PRIORITY PROJECT ACTIONS KEY STAKEHOLDERS TIMEFRAME
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.
East Gippsland Shire
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 30
PRIORITY PROJECT DESCRIPTION KEY STAKEHOLDERS TIMEFRAME
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 31
DELIVERING THE PROMISE
PRIORITY PROJECT DESCRIPTION KEY STAKEHOLDERS TIMEFRAME
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 32
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.
East Gippsland Shire
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 33
APPENDICES
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 34
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 35
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 36
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 37
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 38
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 39
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 40
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 41
KEY TRENDS (AS IDENTIFIED JUNE 2009)
The future strategic direction of Australia’s Coastal Wilderness needs to take into account the key Global and National trends
facing the destination. The following key trends have influenced the development of the Experiences Development Strategy:
Global
• International visitors are seeking ‘experiences’ (not just products), and destinations with ‘brag-ability’;
• Increasing oil prices and economic fluctuations world-wide are impacting on travel affordability and discretionary
spending;
• There is increasing pressure on industry to respond to Climate Change & Sustainability concerns;
• Loss of appeal and competitiveness of Australia relative to other destinations; and
• Emergence of low cost airlines and the impact of their expansion into emerging destinations driving consumer choice.
National
• Although key tourism statistics indicate a downward trend in terms of activity, the lower Australian dollar (and lower
petrol prices) will support some growth in tourism spending in Australia;
• Total spending on tourism in Australia (or total tourism consumption) is forecast to increase by 0.3% (or by $0.3 billion)
in 2009, with the 1.8% increase (or $1.2 billion) in the larger domestic visitor segment, offsetting the 3.6% decrease (or
$0.9 billion) in international tourism consumption.1
• Increasing trend towards direct and online bookings with 62% of international visitors and 68% of domestic visitors now
using the internet to gather information. Further, 32% of international visitors and 44% of domestic visitors used the
internet to book their trip2.
• The skills shortage continues to affect the tourism industry, impacting on growth and Australian consumers are
becoming increasingly demanding and discerning.
• Shorter breaks are the increasing trend, and domestic air travel continues to be more price competitive than road
travel.
• The impact of low-cost carriers (including international carriers) on the desirability and visitation to domestic
destinations.
Long-term forecasts
• International visitor arrivals are projected to increase at an average annual rate of 3.7% over the period between 2007-
2017 to reach 8.1 million arrivals in 2017.
• The distribution of Australia’s main markets will change dramatically by 2017. In particular, China will become the
second largest inbound market from fifth place in 2007, with projected grow at an annual rate of 10.3% over 2007-2017
period. New Zealand will remain our largest market albeit with lower share (forecast to be 15.6% in 2017 compared
with 20.2% in 2007).
• Emerging and continuing consumer trends include: the search for ‘authenticity’ in brands and experiences, the
continued importance of ‘tribes’, a shift to small indulgences rather than excesses in tough economic times, an ageing
Australian population, and a desire to be involved in ‘real life’ and ‘real-time’ experiences in an increasingly
manufactured and downloadable culture.
1 Tourism Research Australia, International Visitor Survey, December 2007
2 Tourism Research Australia, International Visitor Survey, December 2007
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 42
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 43
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 44
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 45
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 46
APPENDIX 5: PRIORITY 1 PROJECT DESCRIPTIONS
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 47
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 48
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 49
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)
Local Government: East Gippsland Shire Council
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 50
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 51
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 52
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 53
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 EXPERIENCES DEVELOPMENT STRATEGY 54
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 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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 55
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 56
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 57
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)
Local Government: East Gippsland Shire Council
Size of lot: Croajingolong National Park covers 87,500ha and
extends for 100km along the wilderness coast of
Victoria's East Gippsland
Government Approvals
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 58
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 59
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
Government Approvals
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 60
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
Local Government: Bega Valley Shire Council
Government Approvals
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 61
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
Local Government: Bega Valley Shire Council
Size of lot: 3507m2 and 420m
2
Government Approvals
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.
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 62
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).
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 63
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
AUSTRALIA’S COASTAL WILDERNESS EXPERIENCES DEVELOPMENT STRATEGY 64
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
Government Approvals
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.
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