Sustainable - Hobsons Bay

H O BSON S B AY FI VE YEA R SU ST AIN AB LE TO U R I S M S TRA TEG Y
H O BSON S B AY FI VE YEA R SU ST AIN AB LE TO U R I S M S TRA TEG Y
From The Bridge to the Beach – Towards Sustainable Local Tourism. Williamstown, Newport & Spotswood
Residents’ Association Inc. June 2004.T T
SYNOPSIS &/OR KEY FINDINGS
museums. Large-scale major developments, such as new
theme parks, have little support.
Support for improved community activities, facilities &
maintenance at popular locations such as beaches,
BBQs, parks & Nelson Place
Support for rubbish clean up & litter enforcement.
Support the establishment of a Community Heritage
Advisory Service in the Bridge to Beach area. The
purpose of the Heritage Centre is to engage & support
local community members & organisations with
historical & technical information, so they can become
active participants in environmental & heritage
conservation in their own homes & in their community
& commercial activities.
Local sustainable tourism initiatives
The study recommended that the concerns, priorities &
desirable future directions for sustainable local tourism,
as articulated in the findings of this Study, be
incorporated into the development of a local sustainable
tourism plan for the Bridge to the Beach area, within the
municipal-wide sustainable tourism strategy.
That the expertise & experience WNSRA has developed
through this study be directly utilised in the
development of the Bridge to the Beach sustainable
tourism plan in the municipal-wide sustainable tourism
strategy.
Council partnerships with the community
That HBCC recognise the important role of local
tourism studies as an integral & complementary
component of any municipal-wide strategy.
That HBCC consider supporting & facilitating
community groups in other parts of the municipality to
undertake local studies using WNSRA’s model of
community consultation involving multi access modes
including dialogue groups.
TTWilliamstown Business & Tourism Promotions Inc Business Plan 2003. T T
SYNOPSIS &/OR KEY FINDINGS
In January 2003, representatives of Williamstown
Business & Tourism Promotions Inc. (WBTP)
identified a need to establish strategic directions that
would enable it to effectively serve its existing
membership base. The following vision was developed:
Vision
Williamstown offers local residents & visitors a variety
COMMENT
COMMENT
The Plan appears to have considerable merit
but was not successful in garnering Council
support
The identification of Council supported
revenue streams were fundamental to the Plan.
Use of the commercial rate to specifically
support a tourism business plan is fairly
TTWilliamstown Business & Tourism Promotions Inc Business Plan 2003. T T
SYNOPSIS &/OR KEY FINDINGS
of high quality experiences based on its natural
environment, cultural history & lifestyle. Such
experiences are environmentally sustainable &
contribute to economically viable retail, industry &
professional activities. Tourism is embraced by the local
community through recognition of its substantial
benefits to the economy & lifestyle of the area in which
they choose to live.
Key objectives
Establish & expand a membership base representative
of tourism, retail, industrial & professional interests
(TRIP).
Promote a shared vision for all stakeholders.
Expand the tourism potential of Williamstown
particularly & the municipality of Hobsons Bay in
general.
Develop & implement a marketing strategy for
Williamstown & the municipality of Hobsons Bay.
Lobby Local, State & Commonwealth Government
Departments on matters affecting local tourism, retail,
industrial & professional communities.
Allocate resources in a manner that supports ongoing
operation & further development.
A specific objective of the Plan was to identify ways by
which WBTP would set future directions to counter real &
perceived threats to the profitability of local business.
WBTP would lever sufficient market coverage, financial
resources & membership to position the area as the
location of choice for local residents to shop, dine, relax &
for visitors to enjoy as a unique historic waterfront area of
Melbourne.
To further the association’s work in line with the business
plan, a number of key elements were identified:
Negotiate an allocation of funds from Council in line
with the business plan, based on revenue derived from
parking meters that are a direct result business
performance in & around Nelson Place.
A restructure of the current rating process against all
commercial properties in the municipality aimed at
marketing & promotion.
These initiatives were seen as providing the resources to
position the association to compete with its major
competitors. It was seen to also lead to increased revenue
to Council through the collection of parking fees, allowing
WBTP to compete on a level playing field against those
who have similar schemes, or avenues of funding in place.
A budget of $165,000 was proposed for 2003/04 with a
$120,000.
COMMENT
common. The proposal to use monies derived
from Nelson Place parking meters is unusual
but has merit given effectively a tax or fee
specific to visitors.
The Plan possibly lacked a City-wide tourism
& business base that that may have made it
more attractive to Council – noting however
the Council wide intent of key objectives three
& four.
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