A Strategic Approach to the Caravan and Camping Industry 2012

Develop collateral for ‘selling’ the opportunity to interested parties to include
running in-depth workshops to transfer skills and understanding about the
opportunity and required commitment to Indigenous landowners/ lease holders
Provide a framework for seeking interested parties to establish partnerships
Provide indicative development concepts which take into account best practice
environmental sustainability and remote logistical constraints
Identify support, training, employment and economic development opportunities
for Indigenous participants and surrounding communities
o
o
Indigenous landowners or leaseholders; and
Caravan industry experts – e.g. management or ownership groups
Structuring sample partnership agreements and lease agreements (land to be
leased or sub leased to the new partnership entity)
Investigating potential management models considering options such as:
o
o
Industry expert / management group could be responsible for financial
management, administration, bookings, marketing, online payments etc.
The Indigenous proponent could be responsible for guest relations,
cleaning; routine maintenance and provision of value added touring
components such as cultural tours, fishing charters, hire equipment etc.
(alternatively these could be delivered by separate micro enterprises or
pooled labour resources arrangements).
Secure ongoing support from DEEWR and/or IBA to provide mentoring to
participating Indigenous proponents as required improving and developing their
skills and commitment. Also to help troubleshoot any issues which may arise and
have the potential to negatively impact on the partnership / relationship
Cost out and seek grant funding if required for the development and installation
of physical infrastructure (ablution facilities, laundry, camp kitchen etc.) - this may
be able to be funded through Indigenous specific subsidised loan programs (e.g.
through Indigenous Business Australia or the Indigenous Capital Assistance
Scheme) or funded by one or both of the partners
Provide a framework for agreements which could stipulate key performance
indicators (KPI’s) for both parties which if not met could require the placement of
an employed staff member who would be made responsible for meeting KPI’s as
an interim or long term measure. KPI’s could include receiving satisfactory guest
ratings on service, cleanliness and maintenance of facilities
Through access the National Workforce Development Fund and DEEWR’s Skills
Connect program (which provides enterprises with access to a range of skills and
workforce development programs and funding) ensure that the workers engaged
on the program develop the necessary skills for sustainability of the enterprises.
Positive Impacts
Indigenous and Private Enterprise Partnerships for the delivery of caravan and
camping facilities on Indigenous Land would deliver much needed capacity in areas of
high demand. It would open up accessibility to remote and spectacular parts of the
State and provide visitors with awesome nature based experiences, with the added
cultural component providing a unique dimension to the camping experience. It
would provide a sustainable opportunity for visitors to learn about and share
Indigenous culture in exclusive locations, with a business structure that strikes a
balance between cultural considerations and mainstream consumer demands.
The Jackson Report (2009) identified that Australia needs to focus more clearly on
developing our tourism industry products based on our four key competitive
advantages, one of which was Indigenous culture. It noted that Indigenous tourism “is
a key point of differentiation for Australia in a highly competitive international tourism
market.” It further stated that “tourism offers enormous potential to Indigenous
communities, both to create sustainable jobs and employment and as a means to
protect and nurture cultural and environmental heritage.” 87 This supports many of
the strategies identified in the Aboriginal Tourism Strategy for Western Australia 2011
- 2015. 88
The Federal Government’s draft Indigenous Economic Development Strategy Draft
identified ‘cultural tourism, natural resource management and arts industries’ as one
of five areas of competitive advantage collectively Indigenous Australians have. It
states that “...this strategy builds on these areas of competitive advantage where
they exist, as well as those areas that maximise Indigenous Australians’ opportunities
87 The Jackson Report On behalf of the Steering Committee Informing the National Long-Term Tourism
Strategy, Commonwealth of Australia, 2009.
88 Aboriginal Tourism Strategy for Western Australia 2011 - 2015, TWA and WAITOC, 2011.
A Strategic Approach to Caravan and Camping Tourism in Western Australia Page 97