Maria Island Ecotourism Development Feasibility ... - TRC Tourism

MitteilungsblattdesVfB Hermsdorf e.V.Nr. 422 August 2013Geschafft!Einweihungsfeier am 31.08.20131

Specific actions are required to address the current gaps and shortfalls in the followingareas:Capacity, frequency and service of the current ferry operationBookings and transfer of luggageMarketing and promotionExperiences that appeal to a range of marketsAccommodation optionsFood and beverage servicesInterpretation and signage; andUpgrade of infrastructure – water, power, amenities.The first and foremost priority for unlocking Maria Island’s tourism potential is to introduce a‘fit for purpose’ ferry run exclusively by one experienced operator. The affordability andconsistency of a high quality passenger and freight will determine the long term viability ofMaria Island as an ecotourism destination. Growth in visitors will not be achieved if this doesnot occur. In order to establish a new service initial and ongoing support of the TasmanianParks and Wildlife Service will be required.Other recommendations are:1. Establish the island’s position as a must do destination for target markets throughan integrated marketing strategy that is linked to the East Coast Tourism brandpositioning currently under development and the new Brand Tasmania.2. Create iconic experiences that deliver on the brand and appeal to the target market3. Create additional accommodation by upgrading the Coffee Palace and establishinga semi-permanent eco camp4. Establish food and beverage services that are linked to local providers in Triabunnaand Orford5. Upgrade service infrastructure including utility services, landscaping, compliantaccess, public amenities, conservation works and interpretation & signageIn order to achieve the projected growth targets and implement the recommended actions,Government investment in the order of $1.9 million is required as follows:Ferry capital start up, fare subsidy and marketing - $654,375 over a period of 3 years Branding and Marketing - $50,000 Product Development - $660,000 Infrastructure – water, power, sewerage- $500,000If Government chooses to invest in Maria Island as recommended the NPV will be positive, andthe project will yield a net economic benefit in Year 7.Maria Island Ecotourism Development Feasibility Studyii

It is estimated that an additional $7.0 million in expenditure would occur across Tasmania in2019 if the Maria Island was revitalised according to the recommendations in this report. Themajority of this expenditure ($3.6 million) would be generated from the additional visitors thatthe revitalisation is forecast to attract by 2019.Increased visitation and expenditure in the region as a result of the revitalisation on MariaIsland is likely to attract further investment within eastern Tasmania, and much neededstimulus to the regional communities.Opportunities for existing and new businesses to develop products and services to meet theneeds of visitors is likely to include transport, merchandise, accommodation and guidingservices for tourism as well as other support services associated with marine activities. Forexample, as visitation increases there will be a corresponding increase in visitor expenditureparticularly within the accommodation and food services industry. An increased length of stayfor existing markets and the new markets will improve the occupancy rate of accommodationfacilities and may also result in investment in new accommodation infrastructure to meetmarket needs.In the longer term, the natural harbour and existing port facilities associated with the closedchip mill offer the potential to develop Triabunna as a deep water port, which could attractcruise ships and provide freight facilities if adequate infrastructure and services are available.A revitalised Maria Island together with the recent investment in local marine infrastructureprovides a strong opportunity for Triabunna to reposition itself as a regional hub for islandtourism and marine activities.By implementing the recommendations in this report, the Tasmanian Parks and WildlifeService will enhance opportunities for tourism growth to the East Coast and demonstrate itscommitment as a key partner in assisting the development of a prosperous tourism industryfor the local and regional economies.Any new development will need to be consistent with the National Parks and ReservesManagement Act 2002, and applicable legislation and statutory documents.Interested individuals and organisations are invited to provide feedback on the draft of theEco-tourism Development Feasibility Study by Monday 17 June 2013.Maria Island Ecotourism Development Feasibility Studyiii

Table of Contents1 Introduction ..................................................................................................................... 11.1 Background and Purpose 11.2 Methodology 11.3 Report Overview 22 Maria Island – What’s the Situation? ............................................................................... 42.1 Background 42.2 The Existing Visitor Experience 62.3 Access 72.4 Branding, Marketing and Promotion 82.5 Existing Accommodation and Services 82.6 Commercial Activities on Maria Island 92.7 PWS Management 112.8 Planning Framework 112.9 Regional Context 133 Who Wants a Maria Island Experience?..........................................................................163.1 Existing Tourism Market 163.2 Potential Markets for Maria Island 213.3 Travel Motivators 244 Maria Island - Overcoming the Barriers to Growth .........................................................284.1 Analysis of existing products and services on Maria Island 285 Inspiring Travel to Maria Island - A Strategy for Optimising Tourism Growth .................345.1 Vision 345.2 Objectives 345.3 Target markets 345.4 Growth targets 355.5 Priority Actions 366 Priority Actions - Rationale .............................................................................................376.1 Priority 1 - Transport and Access 376.2 Priority 2 – Brand Alignment and Messaging 456.3 Priority 3 - Product Development 496.4 Priority 4 - Infrastructure (Water, Power Sewerage) 576.5 Priority 5 - Accommodation 607 An Assessment of the Socio Economic Benefits of the Revitalisation of Maria Island ....698 Conclusion ......................................................................................................................73Maria Island Ecotourism Development Feasibility Studyiv

Appendix 1: Summary of Market Research 81Appendix 2: Maria Island Trade Comments 84Appendix 3: Maria Island Stakeholder Workshop Notes 86Appendix 4: List of Stakeholders Consulted 91Appendix 5: Activities undertaken by PWS staff that directly and indirectly support visitorservices on Maria Island 92Appendix 6: Relevant Plan of Management Policies – Tourism (adapted from TOMI VisitorPlan 2011) 93Appendix 7 SWOT Analysis 98Appendix 8: Proposed Ferry – Budget Forecast and Assumptions 100Appendix 9: Proposed Accommodation – Budget Forecast and Assumptions 104Figure 1: Maria Island National Park (Source: PWS 2012).......................................................... 4Figure 2: Maria Island Access (Source: PWS 2012) .................................................................... 7Figure 3: Tourism to Tasmania, East Coast and Maria Island ....................................................16Figure 4: Key elements for ecotourism success on Maria Island ...............................................29Figure 5: Impact of new ferry operation on visitor numbers to Maria Island ............................39Figure 6: Suggested Maria Island Character Values ..................................................................46Figure 7: Maria Island Story Frame ..........................................................................................48Table 1: Commercial Tourism Operators (Source PWS 2012) ...................................................10Table 2: Passengers travelling by Ferry to Maria Island (Source PWS 2012 and current ferryoperators 2013) ......................................................................................................................18Table 3: Market segments to the East Coast of Tasmania ........................................................22Table 4: Target Markets for Growth - Summary .......................................................................26Table 5: Strengths, Weaknesses and Potential Strategies for Tourism Growth ........................30Table 6 : Tourism Growth Targets............................................................................................35Photo courtesy of Port Arthur Management Authority 2013 ...................................................43Table 7: Assessment Criteria ...................................................................................................55Table 8 Assessment of product development opportunities against key criteria ......................56Table 9: Summary of All Actions ..............................................................................................74Maria Island Ecotourism Development Feasibility Studyv

PART A1 Introduction1.1 Background and PurposeThe Tasmanian Government has identified a relatively urgent and pressing need to develop aclear long-term vision for future visitation to Maria Island. This has come about due to:changes in the visitor marketeconomic and social impacts of the decline of the Tasmanian forestry industrycosts and complexities in managing the islandrecent and ongoing issues regarding ferry services, jetty access and maintenanceissues; andrecent World Heritage listing of the Darlington precinct.The Maria Island Ecotourism Development Feasibility Study (MIEDFS) is aimed at developingeconomically, environmentally and socially sustainable visitor experiences on Maria Island.The experiences are intended to contribute to the ongoing management of the island and actas a catalyst for socio-economic development in the greater Triabunna-Orford region (theregion).The study defines a long term and overarching vision for tourism to Maria Island. It identifiesthe sustainable tourism opportunities that are viable in the short, medium and long term(maximum of ten years) and establishes priority actions associated with establishing MariaIsland as a tourism destination of choice for identified target markets.1.2 Methodology1.2.1 Background researchA thorough assessment of the current status of tourism on the island and the broader regionhas been undertaken including a review of critical documents relating to the island and thegreater region such as the Plan of Management, Conservation Management Plan, state andregional development strategies and other relevant documents.1.2.2 Primary market researchPrimary visitor research was undertaken between January and March 2013 to establishinsights into who visits Maria Island, where visitors come from, how they get to the island andwhy they choose to visit. Information was also sought from people that have not visited MariaIsland to test awareness of the island, what it offers and what might entice them to visit in thefuture.Maria Island Ecotourism Development Feasibility Study 1

Further market testing was undertaken to determine travel motivations and buyingpreferences for potential target markets to determine what products would be mostappealing. Appendix 1 provides a summary of the market research.1.2.3 Trade consultation and feedbackSmall samples of trade organisations in the tourism distribution chain were also interviewed.The aim was to understand the issues and likelihood of a new Maria Island product beingpicked up by these organisations and any preference in design based on their consumersegments. Consequently 17 staff operating in the distribution chain across six organisationswere interviewed. These organisations cover pre-trip traditional wholesalers, pre-trip onlinewholesalers, during trip sellers – including coach / tour, Tasmania specialists and VisitorInformation Centres. Those interviewed included Hooroo (provides non-accommodationproduct to Jetstar, Qantaslink, Qantas and directly through hooroo.com); GoDo.com (linkedtoWotif.com, Virgin Australia, lastminute.com.au and travel.com.au); Tasvacations; TasmanianTravel and Information Centre; East Coast Visitor Information Centres; and ExperienceTasmania including Grayline). Feedback received from trade organisations is summarised inAppendix 2.1.2.4 Stakeholder ConsultationA Stakeholder Summit was held in Triabunna on the 16th of January with local communityrepresentatives, tourism operators and other stakeholders to gain insights into theopportunities and constraints for increasing tourism to Maria Island. A summary of thisworkshop is presented in Appendix 3.Around forty interviews were also conducted with stakeholders to understand the criticalissues, potential opportunities and detailed information relevant to the project. Individualsconsulted as part of the study are listed in Appendix 4.1.2.5 Field visitTRC Tourism undertook a field visit to Maria Island with the project team on the 14 and 15th ofJanuary 2013. The aim of this visit was to understand the unique attributes of the island, thecondition of various buildings and to assess the potential for a variety of uses. A follow up visitwas held to consult further with stakeholders during March 2013.1.3 Report OverviewThe report is divided into two sections. Part A contains the background and supportinginformation from which the strategy has been developed Part B presents the strategy andfeasibility assessment for tourism growth to Maria Island.Maria Island Ecotourism Development Feasibility Study 2

Part AMaria Island - What’s the situation?We all know Maria Island is a special place with incredible history, beautiful scenery, and somuch to see and do. But lots of other places in Tasmania and around the globe can say thesame thing. So what sets Maria Island apart? In chapter 2 we discuss the experiences thatdifferentiate Maria Island from anywhere else. We also outline the current situation withtransport and access, accommodation and service infrastructure. We review the currentplanning framework and regional context for Maria Island.Who wants to visit Maria Island?In this chapter we outline what motivates people to travel and we take a look at why peoplechoose to come to Tasmania, the East Coast and Maria Island. We examine potential marketsand identify those that are most compatible with what Maria Island has to offer.Overcoming the barriers to growthIn this chapter we analyse the strengths and weaknesses of Maria Island’s current offering andestablish the critical actions that need to be taken to enable tourism growth.Part BInspiring travel to Maria Island – A strategy for optimising growthIn Chapter 5 we outline a long term and overarching vision for Maria Island and how the islandneeds to be positioned for marketing purposes. We present a strategy identifying what needsto transpire to ensure the long term vision is achieved.The priorities for achieving tourism growth on Maria IslandIn this chapter we outline the priorities and present the rational and business case for eachrecommended action.The socio-economic benefits of implementing the strategyIn this chapter we outline the importance of implementing the priority actions and what itmeans for the local and regional economiesMaria Island Ecotourism Development Feasibility Study 3

2 Maria Island – What’s the Situation?2.1 BackgroundMaria Island lies off the south east coast of Tasmania with the closest settlement beingTriabunna 16 km away. Triabunna is approximately 85 km from Hobart via the TasmanHighway.Maria Island National Park (Figure 1) occupies all of the main island as well as a contiguousmarine area and surrounding islands (PWS 2012). The main island stretches some 19.3kilometres from north to south and is approximately 13 kilometres wide at its widest point(PWS 2102). It is a distinctive place where layered historic heritage lies amongst accessiblebush, pristine beaches and wildlife. It is an uncrowded and serene time capsule containing arich and accessible history (PWS 2012).Figure 1: Maria Island National Park (Source: PWS 2012)Maria Island Ecotourism Development Feasibility Study 4

The island is a complex cultural landscape which retains elements from many distinct phases ofits history. The layered historical evidence provides a microcosm of Tasmania’s history,including use by the Oyster Bay Aborigines, early European exploration, convict settlement,cement production, whaling, fishing, vineyards, hotel, silk, agriculture, and more recently,conservation as a national park. Each phase of history has left impacts on the island'slandscape and heritage. Structures and infrastructure have been erected, altered, re-used anddemolished in each phase of settlement, leaving a complex, but intriguing legacy of historicheritage (PWS 2012).The island was formally proclaimed as Maria Island National Park in 1972. The function of thereservation of the national park is the formal recognition and conservation of theenvironmental, cultural, recreational and educational values and significance of the island.The popularity of the Park for recreation and education rose significantly after it was reserved.Darlington became the park management centre and visitors camped in the Bernacchi's Creekvalley or used various historic buildings (PWS 2012).Darlington Probation Station is part of a World Heritage Area that consists of 11 serial convictsites Australia-ide five of which are in Tasmania. The historical significance of the convictprobation era at Darlington was recognised in 2010. Darlington is the most representative andintact example of a probation station in Australia. Its 14 convict buildings and ruins arepreserved in a layout that reflects the key features of the probation system in Van Diemen’sLand (PWS 2012). The site has remained relatively unchanged since the convict era.Since the late 1960s a number of threatened species have been introduced to Maria Island in abid to protect their kind. The island is an ideal refuge for plant and animal species that areelsewhere under threat. Alongside native pademelons which occurred on the island naturally,are introduced Forester kangaroos and Bennett’s wallabies. Cape Barren geese and Tasmaniannative hens have also been introduced with the staged release of Tasmanian Devilscommencing in late 2012 as part of the Save the Tasmanian Devil Translocation Project (PWS2012).The endangered forty - spotted pardalote is a famous local bird found in good numbers, alongwith the white gum (Eucalyptus viminalis) that is essential to its survival. Maria Island is one ofthe few areas that remain unaffected by the root rot fungus Phytophthora cinnamomi, which isa serious threat to native plants in other parts of Tasmania. Increases in visitation must bemanaged to reduce the risk of fungus introduction to the island.Some of the waters around Maria Island are reserved as part of the Maria Island MarineNature Reserve. This recognises diversity of the marine life to be found in the area includingseals and whales. While fishing is not permitted in most of the reserve, wading, snorkelling andscuba diving offer the rewards of experiencing marine life up close.Maria Island Ecotourism Development Feasibility Study 5

2.2 The Existing Visitor ExperienceMaria Island National Park currently offers a limited range of recreation opportunities with themain attractions being basic camping, sightseeing, walking and bike riding. The Commissariatserves as a visitor centre and offers basic orientation and information, as well as parks passesand limited retail sales.Visitor surveys conducted in 2008/09 (PWS 2009) and 2013 (TRC Tourism) indicate that themost popular activities on the island are visiting historic sites (82%) photography (77%),wildlife viewing (74%), going to the beach and swimming (67%) and medium length walks(66%) . Visitors like to explore historic buildings and ruins at Darlington (90%) natural areas theFossil Cliffs (73%), Painted Cliffs (78%); and to a lesser extent walk to Bishop and Clerk (40%).Visitors are required to be entirely self-sufficient for food and rubbish disposal. Basic servicesand infrastructure provided include visitor information, toilets, showers, gas barbeques andshelter, potable water, campers’ kitchens, as well as some interpretation and signage.Accommodation options on the island include camping at various locations on the island(Darlington, Encampment Cove and Frenchs Farm) and bunkhouse style accommodation at thePenitentiary at Darlington.Existing charges for visitors include park entry fees ($10) and ferry fares, as well as campingand accommodation fees for visitors staying overnight in the Darlington precinct.The absence of vehicles makes Maria Island a popular place for mountain biking. Bikes(including helmets) are available for hire on the island from the PWS. One of the boatoperators also offers bike hire.Maria Island is one of the best places in Tasmania for bird watching, especially for spotting theendangered endemic forty-spotted pardalote. Wildlife viewing is a popular activity. Wildlife isabundant including Cape Barren Geese, tall forester kangaroos, wombats, pademelons andwallabies.Boat and marine activities are popular, such as fishing and swimming, particularly for visitorscamping at Encampment Cove. No formal boat facilities are provided. Existing boatinglocations include Trigonia Corner, Whalers Cove, Haunted Bay, Beaching Bay, Booming Bay,Return Point, Four Mile Beach and Reibeys Shore. Visitors can snorkel and scuba dive in themarine reserve to experience the plentiful marine life.The Troy D wreck in the Mercury Passage provides opportunities for scuba diving. An initiativeof the Orford Triabunna Chamber of Commerce, the wreck was scuttled four kilometres southwestfrom the northern tip of Maria Island in 2007 to form the East Coast Artificial Reef andDive Site.There is a variety of walks that showcase Maria Island’s natural features and cultural heritage,varying in duration from ten minutes to overnight. Established walks include the DarlingtonTownship Walk; the Reservoir Circuit (1.5 hours return); Fossil Cliffs (2 hours return); PaintedCliffs (2 hours return); and Bishop and Clerk (4 hours return). More extensive options includewalks to Mt Maria or South Maria Island.Maria Island Ecotourism Development Feasibility Study 6

The Darlington Zone receives the majority of visitors to the Park and the highest visitor impact.The main visitor facilities are located here and it is also the centre for administration andmanagement of the island. Parks and Wildlife staff currently provide all visitor services on theisland including meet & greet of ferry arrivals, sales & passes, information, interpretation, bikehire, bookings, accommodation, and amenity services (power, water, sewerage, telephone).The commencement of commercially guided walks in 2002 has seen a rise in international andinterstate visitors with higher expectations for services and infrastructure than the traditionalvisitor market.2.3 AccessAccess to Maria Island is by ferry, private vessel or aircraft (commercial or private). To reachTriabunna from Hobart visitors usually travel the A3 road to Sorell and then onwards to Orfordand Triabunna. The drive takes approximately one and a half hours. From Launceston, visitorsusually take the Midlands Highway (A1) south to Campbell Town, the B34 to Swansea, and theA3 to Triabunna. It takes about two and a half hours from Launceston.The majority of visitors to Maria Island arrive as ferry passengers from Triabunna. Twocompanies, Maria Island Ferry and Eco Cruises, and East Coast Cruises currently provide theferry services. Both companies run around two scheduled trips per day and additional trips ifrequired. Both ferries operate similar services morning and afternoon departing Triabunnabetween 9.00am and 10.30am and returning in the afternoon at 4.00pm. During the wintermonths a lesser schedule is offered. The present base return fare to the island offered by bothoperators is $35 per adult and $25 per child.There are several locations around the coast where visiting boats can shelter. The beaches ofthe west coast provide easy access to the Park for boating parties but the eastern coast of theisland is not readily accessible from the water except for Riedle Bay.There is also an aircraft landing strip located to the North-East of the Darlington jetty whichcaters for fixed-wing aircraft and helicopter (both private and commercial).Figure 2: Maria Island Access (Source: PWS 2012)Maria Island Ecotourism Development Feasibility Study 7

2.4 Branding, Marketing and PromotionPWS has a long established tagline ‘Share the Wonder’ and positioning statement for MariaIsland National Park (‘a tranquil island with a unique heritage’). PWS‘s vision for the island isstated as “Maria Island will provide exceptional visitor experiences that showcase and protectthe island’s natural, cultural and historic values”. There is minimal marketing and promotionalactivity for the island.Work is underway to establish a linked brand and marketing plan for the 11 WHA Convict Sitesacross Australia. This works aims to demonstrate the interconnections between the sites andencourages visitors to understand the relationship between the sites as well as with otherparts of Tasmania.2.5 Existing Accommodation and ServicesAccommodation is limited to camping at designated campgrounds, with Darlington being themajor campsite. Hostel-type bunk accommodation is available in the Penitentiary inDarlington.2.5.1 CampingDarlington campground is located adjacent to the picnic shelter and shower / toilet facility.Toilet facilities, hot showers and free gas barbecues are available in the shelter behind dunesof Darlington Bay beach. A camper’s kitchen has recently been installed in the lower picnicshelter providing campers with benches, gas cooking facilities and hot water.A number of free easy-access campsites and basic toilet facilities are located at French’s Farmand Encampment Cove, approximately 3-4 hours walk south of Darlington. Fuel stoves only areallowed at French’s Farm and non-treated rainwater is available from tanks (PWS 2012)Campsites cannot be booked – they are available on a first come first served basis with manycampsites undefined.Visitor research (TRC Tourism 2013) indicates that of the visitors that camped overnight: 58% of visitors were very satisfied with the camping facilities at Darlington 60% were satisfied with the camping at Frenchs Farm.2.5.2 PenitentiaryBasic bunkhouse-style accommodation is available in the old Penitentiary at Darlington. Thereare nine rooms with six to ten bunk beds each and vinyl mattresses, a table and seating, and awood-fired heater. An additional share dormitory unit can accommodate up to fourteenpeople. Total capacity is 68. Visitors are required to bring food, bedding, lighting and cookinggear including fuel stoves. In late 2012 a campers’ kitchen was installed in the Mess Hallproviding campers with benches, gas cooking facilities and hot water.Visitor research indicates that 61% of visitors who stayed overnight at the Penitentiary werevery satisfied.Maria Island Ecotourism Development Feasibility Study 8

2.5.3 Other AccommodationGroup accommodation facilities are available at Prero’s Cottage and the Workshop Annexe.These facilities are not available to the general public and are primarily used by PWS DiscoveryRangers, PWS relief staff, contractors, university groups, artists-in-residence and off-islandPWS staff.A ranger's office and public pay-phone are situated close to the centre of the Darlingtonsettlement.2.5.4 Other Heritage BuildingsThere are 13 intact structures set amongst a relatively unchanged landscape at Darlington. TheConservation Management Plan states that ideally heritage buildings should be used accordingto their original purpose and provides for adaptive reuse. Section 8.4.3 of the plan sets out there-use options for several buildings. Notably the following buildings are listed for use: Senior Assistant Superintendent’s Quarters (accommodation with kitchen and ablutionfacilities) Assistant Superintendent’s Quarters (accommodation with kitchen and ablutionfacilities) The Bernacchi Buildings (two buildings for use as accommodation with toilet facilitiesat rear) The Coffee Palace (accommodation in rear rooms, bathroom facilities and use ofkitchen) The Penitentiary (continue historical use as accommodation without furtherupgrades).Conservation works are currently being undertaken in the Darlington precinct with theassistance of Commonwealth funding under the ‘Your Community Heritage’ grant programPWS 2013). The works comprise stabilisation of masonry walls and two leaning chimneys,reconstruction of decayed verandas on the Bernacchi Terraces and routine maintenance,including lime washing and painting, of buildings in the precinct. These works are part ofongoing conservation works required by the Conservation Management Plan.2.6 Commercial Activities on Maria IslandA licence or a lease is required for conducting commercial activities on Maria Island. Astandard business licence, if approved by PWS, is issued with a 5-year contract. Applicants arerequired to pay an upfront application fee and an annual licence administration fee of $330(GST inclusive) (PWS 2013).An award winning successful high end commercial guided walk operator “Maria Island Walks”has helped position Maria Island in the market place as a nationally and internationallyrecognised destination. Visitors who take the trip rate the quality of their overall experiencehighly on Trip Advisor (Trip Advisor 2013).Listed in Table 1 (in no particular order) are the licensed/lease holding businesses operatingwithin Maria Island as at July 2012 (PWS 2012). Feedback from these operators suggests thatonly a few actually operate on the island regularly due to low demand.Maria Island Ecotourism Development Feasibility Study 9

Operator Web Site Activity – Tourism OperationThe Maria Island Ferryand Eco Cruisewww.mariaislandferry.com.auTransporting clients by boatEast Coast Cruises www.eastcoastcruises.com.au Transporting clients by boat to and from MariaIsland, guided day bushwalking tours and wildlifeviewing tours.Freycinet AdventuresFreycinet Sea CruisesAKA Wineglass BayCruisewww.freycinetadventures.com.auwww.freycinetseacruises.comGuided sea kayaking tours, both day and multi-dayon a request basis, and guided walks on a requestbasis.Transporting clients by boat and guided daybushwalking tours, guided seal and other wildlifeviewing tours, unguided bushwalking tours andcamping.Life’s an Adventure www.lifesanadventure.com.au Transporting clients, guided overnightbushwalking tours.Tasmanian ExpeditionsPty LtdTasmanian WildernessExperiencesTasmanian YachtingAdventuresThe Sunstand -Adventure Seekerswww.tasmanianexpeditions.com.auwww.twe.travelwww.hobartyachts.com.auwww.adventureseekers.com.auTransporting clients, guided overnightbushwalking tours.Transporting clients, guided day bushwalkingtours, guided overnight bushwalking tours.Boat based tours.Transporting clients and guided day and overnightbushwalking on T3 tracks.Maria Island Walk www.mariaislandwalk.com.au Accommodation (Federation House) & standingcamps (4 Mile Creek and Trigonia Corner) &Bushwalking & boat based transport.Rotor-Lift Helicopters www.rotorlift.com.au Helicopter landings and take-off – Client drop offand pick up.Par Avion (Airlines ofTasmania Pty Ltd t/a)www.paravion.com.auTransporting clients by air, conducting aircraftlandings and take offs for clients and theirequipment on the airstrip at Darlington, andconducting guided day bushwalking tours withinMaria Island National Park.Table 1: Commercial Tourism Operators (Source PWS 2012)Maria Island Ecotourism Development Feasibility Study 10

In some cases an assessment may be required if the activity is new or has the potential forsignificant environmental impact. If a business is seeking exclusive use (licence) or occupation(lease) of crown land or requires special monitoring or infrastructure, the return toGovernment is negotiated on a case by case basis. All commercial activities must meetstandard PWS requirements including:Public liability insurance cover to the value of $10 millionAny other relevant certificates and licenses (eg Marine and Safety Tasmania/Transport) required, which will be dependent on the type of operationAccreditation with the Tourism Industry Council of Tasmania.2.7 PWS ManagementAll maintenance of physical and natural assets on Maria Island is primarily undertaken by PWS.An analysis of physical infrastructure (water, sewerage, power) is included in Chapter 5.Thelocation, accessibility and range of activities on Maria Island remains a challenge for PWS whoneed to generate sufficient visitation to meet the ongoing costs of maintaining and operatingsuch a complex heritage environment.Revenue raised from tourism operations is approximately $110,000 per annum. This revenueis mostly derived from:rental of the Penitentiary accommodation (returns the highest revenue)the Darlington campsite; andPrero’s cottage.Revenue is supplemented annually by approximately $60,000 from Park Entry Fees (PWSBusiness Enterprise Plan 2012). This revenue is used to fund the maintenance, managementand improvement of visitor infrastructure, amenities, services and park operations.The commercial operator ‘Maria Island Walks’ is responsible for care and maintenance ofstanding camps and accommodation used as part of the license agreement.Park management operations are funded from a recurrent operating budget in the order of$83,000 per annum (excluding salary costs). This is used for essential park maintenance andconservation functions. Additional corporate allocations fund salaries and staff housing.The current revenue raised from tourism is insufficient to cover the real operating costs of allvisitor services on the island. Ideally, increased revenue from visitors, services and businessopportunities should provide an adequate return to cover all PWS activities that supporttourism. A full list of activities undertaken by PWS staff to support the visitor services on theisland is presented in Appendix 5.2.8 Planning Framework2.8.1 LegislationMaria Island is managed by the Tasmanian Parks and Wildlife Service under the National Parksand Reserves Management Act 2002 (this partially replaces the National Parks and Wildlife Act1970). The legislation requires PWS to manage each national park according to objectives setout in the legislation.Maria Island Ecotourism Development Feasibility Study 11

Marine Protected Areas (reserves) have essentially the same purpose as land-based nationalparks and reserves: setting aside habitats to protect natural ecosystems and plant and animalspecies.The Maria Island Marine Reserve is managed by the TPWS under the Maria Island NationalPark and Ile Des Phoques Nature Reserve Management Plan.2.8.2 Maria Island National Park and Ile Des Phoques Nature Reserve ManagementPlan 1998The National Parks and Reserves Management Act 2002 requires that a plan of managementbe prepared for each national park. Plans of management contain information on the naturalenvironments, Aboriginal heritage, history, and recreational opportunities in a park. Plans ofmanagement are legal documents, explaining how a park will be managed.The principle management objectives (Section 15.1) for Maria Island are primarily focused onprotecting and conserving its natural and cultural values:Conserve and maintain, in perpetuity, the marine and terrestrial biophysicalprocesses and biodiversity of the Park and the Reserve, including indigenousspecies, communities, ecosystems and genetic diversityConserve the geological, geomorphological, pedological, hydrological, scenic andlandscape features of the Park and ReserveProtect and retain the elements of culturally significant past use of Maria IslandNational Park, and the layering of evidence documenting the major periods ofAboriginal use, exploration, convict settlement, industrial development, pastoralpursuits and dedication as a national parkProtect and retain the elements of culturally significant past use of the Ile desPhoques Nature Reserve; andProtect and preserve the special recreational and tourism character of the Park asan island removed from and attractively distinct from the everyday world in the restof Tasmania.The associated objectives (Section 15.2) of relevance include:Provide recreation and tourism opportunities and facilities based onappreciation and enjoyment of the environmental, heritage, recreation andeducational values of the Park; andEnrich visitor experiences of the Park values through education andinterpretation.The provisions of the management plan support and provide for low-key recreation andtourism upgrades and developments, of a type and scale appropriate to the island setting, andthe need to maintain the integrity of its natural and cultural values. Some minor amendmentsto the plan may be required to clarify issues associated with marine tourism. The Appendix 6summarises the policies and actions from the current management plan considered to be mostrelevant to eco-tourism development on the island.Maria Island Ecotourism Development Feasibility Study 12

2.8.3 National and World Heritage Status – Darlington Probation StationThe significance of the convict probation era at Darlington on Maria Island was recognised in2010 by World Heritage Listing as part of the Australian Convict Sites World Heritage Property.The primary management objectives for World Heritage properties are part of Australia'sgeneral obligations under the World Heritage Convention.Australia's World Heritage Properties are protected under the Environment Protection andBiodiversity Conservation Act 1999 (EPBC Act). This Act provides automatic protection forWorld Heritage Properties by ensuring that an assessment process is undertaken for proposedactions that will, or are likely to, have a significant impact on the world heritage values of adeclared world heritage property. This process allows the Commonwealth Minister for theEnvironment and Water Resources (the Minister) to grant or refuse approval to take an action,and to impose conditions on the taking of an action.The listing of the Darlington Probation Station on the Australian Convict Sites World HeritageList has implications for any future tourism use of the site and its buildings. The potential reuseof buildings within the area consistent with protecting the WHA heritage and site values islikely to be possible but adding new structures or works that may conflict with such valueswould not be approved. This is consistent with best management practice with WHA listedsites and is important for retaining the integrity of the site’s inherent values.Conservation and management of historic heritage on Maria Island must be consistent withthe Burra Charter of Australia ICOMOS and its associated guidelines.The Darlington Zone is conserved and managed in accordance with the ConservationManagement Plan for Darlington (Environmental Resource Management, 2008). The planidentifies the key risks of the known heritage values and presents recommendations andpolicies for the ongoing use of the island. The adaptive reuse of some heritage buildings fortourism purposes is considered acceptable. New development is not permitted within theDarlington Heritage Conservation precinct (Environmental Resource Management, 2008).2.8.4 Darlington Site PlanThe management plan for the Maria Island National Park designates management zones withinthe Park, one of which is the Darlington Zone. The management plan requires that a site planbe prepared for this Zone. The site plan must conform to the requirements of themanagement plan.The plan briefly describes existing conditions, including the special heritage and environmentalvalues of the area, existing facilities and current visitor use. A description of proposeddevelopments in the Darlington Zone is provided, giving specific details for key areas withinthe Zone. Next, the range of possible effects of the developments are identified and discussed.Following this, an environment and heritage management program is described for theplanning, construction and ongoing management of development in the Zone.2.9 Regional ContextThe Triabunna/Orford and Maria Island area encompasses the townships of Orford and nearbyTriabunna, located approximately 80km from Hobart. The seaside village of Orford isdominated by shacks and larger holiday homes, with a high proportion of retirees, andincreasing numbers of permanent residents who commute to Hobart. Triabunna, 6.7 km to theMaria Island Ecotourism Development Feasibility Study 13

north-east, is characterised by a higher proportion of permanent residents, larger range ofcommunity facilities and services, including a Visitor Information Centre, a working port, and isthe access point to Maria Island. Smaller settlements in the surrounding area include Bucklandand Pontypool/Little Swanport.The region has a limited range of visitor accommodation, facilities and services to supporttourism growth in the area. Closure of the Triabunna woodchip mill, combined with a generaldown-turn in the forest industry have had, and will continue to have, significant implicationsfor local employment, and the economic viability of the region. These limitations, combinedwith concerns for the long-term economic viability of the community, were catalysts for thepreparation of the Triabunna/Orford and Maria Island Visitor Plan (TOMI 2011).2.9.1 TOMI Visitor PlanThe Plan was a joint project between Glamorgan Spring Bay Council, Tourism Tasmania, theTasmanian Parks and Wildlife Service, Orford/Triabunna Chamber of Commerce and theFreycinet Coast Tourism Board. The plan contains a vision that ‘The TOMI area will become astrong visitor destination, through the delivery of well-developed infrastructure, visitor facilitiesand services that support market-leading experiences to create growth in visitor numbers, yieldand local employment and skill development’.Local job creation is a primary motivator and desired outcome of the Visitor Plan. It is intendedthat the Plan will identify achievable tourism related projects that will provide employment,training and skill development opportunities for local residents.The TOMI report includes number of actions directly relevant to Maria Island. The mostsignificant area listed below:Action DD6 - Identify visitor infrastructure and services improvements that couldbe sensitively introduced to Maria Island. This could include the sensitive re-useof heritage buildings, including for small-scale commercial opportunities (e.g.partnership between PWS and a private operator to provide visitor services), orguided tours of Darlington WHA for aimed at day visitors.Action DD2 - Undertake a review of the market needs and requirements (e.g. abusiness case) for a Government assistance/support package based on a fees-forservice model for the Maria Island ferry service. This is essential in order toestablish a viable, affordable and quality ferry service, which has the capacity torun all year round, at regular intervals, and to meet customer needs andimproved security for the operators. A longer-term vision is required to helpbuild tourism growth around meeting customer needs.The commitment by PWS, Glenmorgan Spring Bay Council and other government agencies torevitalise the region is demonstrated by the revitalisation program currently underway. Theplanned works for Maria Island by the Parks and Wildlife Service including rebuilding of theJetty and investigations into ecotourism on Maria Island reflect the ongoing partnership that isrequired to achieve the vision in the TOMI strategy. However further investment will berequired to position the region as a stronger visitor destination that will deliver significant social,economic and environmental benefits to the community in the long-term.Maria Island Ecotourism Development Feasibility Study 14

Upgrading the Wielangta Road to make it part of the visitor experience on the east coasttouring route is considered essential. Improving signage, establishing low key visitor facilities,interpretation, and improving the road surface will enhance the appeal of the route and willassist the World Heritage sites of Port Arthur and Maria Island become part of an integratedconvict heritage story for visitors – a concept that has been discussed for quite some time andaction long overdue.2.9.2 Revitalisation of Triabunnna – Glamorgan Spring Bay CouncilRevitalisation plans for Triabunna and the surrounding area are well underway by GlamorganSpring Bay Council. Improvements include the installation of town entry signage/features,redevelopment of a new entry road to improve the connection to the waterfront and towncentre, major street scaping improvements, interpretation and public art and continuedimprovements to visitor facilities and services at the waterfront.The revitalisation of Triabunna, in particular enhancing the ‘gateway’ into the town, anddeveloping the port/marina, will act as a catalyst for other investment opportunities essentialto establishing Triabunna as a tourism hub for visitors to the east coast and Maria Island. Inaddition any strategies aimed at growing tourism to Maria Island will strengthen theinvestment opportunities in Triabunna and surrounding region.2.9.3 The Draft East Coast Marine Infrastructure StrategyBoating is an important recreational and commercial activity on the east coast of Tasmaniaand, as such, the region contains many boat ramps, jetties and other Infrastructure thatsupports maritime activities.The Draft East Coast Marine Infrastructure Strategy (GHD 2012) identified Triabunna as beingregionally important for marine activities due to the following attributes:sheltered port and deep waterproximity to airport (just over an hour)central location with Coles Bay/ Swansea and Schouten Island to the north, andMaria Island, Dunalley and Tasman Peninsula to the South; andexisting marine industries including a marina, slipway, maintenance, accessibilityto flat land, Esplanade as well as tourism, fishing, and recreation facilities.It recommended that Triabunna be established as the primary marine precinct and safe havenlocation within the Central East Coast region.The state government through Marine and Safety Tasmanian (MaST) and Glamorgan SpringBay Council have been working cooperatively over a number of years to develop of marineinfrastructure in Triabunna and Darlington. The proposed upgrade of Triabunna and DarlingtonJetties will support tourism growth to Maria Island and the region.Maria Island Ecotourism Development Feasibility Study 15

3 Who Wants a Maria Island Experience?3.1 Existing Tourism MarketMaria Island is part of the wider Tasmanian East Coast visitor destination, incorporating coastalcommunities, local produce, pristine white beaches, and cultural and wilderness experiences.The region also includes Wineglass Bay, (part of the Freycinet National Park) which has beennamed as one of the world’s top ten beaches.Figure 3: Tourism to Tasmania, East Coast and Maria Island3.1.1 Tourism to Tasmania and East Coast RegionTourism Tasmania collects information about visitors to Tasmania in their Tasmanian VisitorSurvey (TVS). The TVS does not include information about Tasmanians.Growth in domestic markets for Tasmania outstrips the national average growth. Overall, from2006 to 2011, domestic arrivals to Tasmania grew annually on average by 1.7%, while domestictrips within Australia fell by 0.9%). Similarly, expenditure by domestic travellers in Tasmaniagrew by 2.5% over the same period, while domestic travel expenditure within Australia fell by2.3% Growth of this magnitude year on year can be considered encouraging for Tasmania, as inthe current economic environment international travel is becoming more affordable andaccessible (Tourism Tasmania 2013).For the year ending December 2012, there were 904 800 visitors up 5% from 862 400 for theprevious year. Total nights increased by 5 % to 8.03 million and visitor expenditure decreasedby 2 % to $1.426 billion.The number of interstate visitors to Tasmania increased by 5 % to 785 000. Total nightsincreased by 4.6% to 8.0 million and Visitor expenditure decreased by 1% to $1.1 billion(Tourism Tasmania 2013). In between January and December 2012 246,000 visitors toMaria Island Ecotourism Development Feasibility Study 16

Visitor numbers have strengthened recently in the last 12 – 18 months which may beattributed to the entry of an additional operator into the market and a reduction in ferry pricesdue to the additional competition. A winter subsidy was offered to both operators by PWSacross a 3 month period of June, July and August to lift winter visitation. A 167% increase invisitation was achieved at cost of $40,000 to PWS (PWS 2013).Current visitor peak numbers per day are anecdotally around 500. This only occurs a few dayseach year in summer. The majority of visitors come between December and April with May toJuly experiencing very low numbers.YearMaria Island (Darlington)04-05 Financial Year 14,91105-06 Financial Year 14,60006-07 Financial Year 14,50507-08 Financial Year 8,66408-09 Financial Year 7,48309-10 Financial Year 6,85710-11 Financial Year 8,42311-12 Financial Year 12,000Table 2: Passengers travelling by Ferry to Maria Island (Source PWS 2012 and current ferry operators2013)3.1.3 Profile of current visitors to Maria IslandVisitor surveys conducted in 2008/09 and 2013 indicate that most visitors to Maria Island areaged 40 – 49 years (26%), 50 – 59 years (24%) and 30- 39 years (22%) and hold managerial(10%) or professional (45%) occupations.The majority of visitors visit Maria Island with their partner or spouse (67%) or with friends andfamily (41%). Most visitors stay overnight for 3 to 5 days (40%). Over a third of visitors are daytrippers.3.1.4 Domestic VisitorsDomestic visitors are the majority of visitors to the island with the number of internationalvisitors remaining small. Interstate visitors make up around one third of all visitors to theisland. Visitors came from NSW (30%) and Victoria (19%). 74% of day trippers to the island arefrom intestate.Of all day trippers 26% are residents of Tasmania and 74% are from Interstate. One third of allovernight visitors are residents of Tasmania and 69% were from interstate.The most popular activities are visiting historic sites (82%) photography (77%), wildlife viewing(74%), going to the beach and swimming (67%) and medium length walks (66%).The most popular places on the island for visitors are Darlington (90%), Painted Cliffs (78%),Fossil Cliffs 73%, Bishop and Clerk (40%).Maria Island Ecotourism Development Feasibility Study 18

For those who had not visited – the main reason for not going to Maria Island was not enoughtime (55%).The majority of visitors found out about Maria Island through family and friends (43%) andother travellers or colleagues (20%). 21% found out through the internet.36% of visitors were very satisfied with the range of services on the island:36% of visitors were very satisfied with the range of information, maps and signs38% of visitors were very satisfied with the toilet and other facilities35% of visitors were very satisfied with the ferry service43% of visitors rated their experience on Maria Island as better than expected and 18% muchbetter than expected and 97% of visitor said that they would recommend Maria Island toothers.Maria Island Walks (MIW) started in 2002, runs seasonally between Sept and May and bringsan estimated 1000- 1100 visitors per year. They use their own vessel and drop passengers inChinaman’s Bay and pick-up at the end of the walk from Darlington. With daily departures overthe peak period, each trip took a max of 8 pax, but this has recently increased to 10 pax, plus 2guides. The Walk is a multi-award-winning 3 night product and operates with two standingcamps (one at the southern end of Chinaman’s Bay and the other at Four Mile Creek, and alsouses a building in Darlington for the last night.3.1.5 Intrastate VisitorsThe intrastate market has traditionally been a strong primary market segment for Maria Island.Interestingly visitor survey indicates that one third of visitors had been to Maria Island in thelast two years indicating a high return visit rate amongst intrastate visitors. Intrastate visitorsto Maria Island can be segmented as follows;3.1.5.1 Family and FriendsFriends and family groups make regular/annual visits to camp or use the Penitentiaryaccommodation during school holiday and public holiday periods. Groups are self-reliant andoften bring bicycles, kayaks and other recreational equipment to the island. These visitorshave a strong attachment to Maria Island based on personal and/or family history, and areattracted by the remote and undeveloped nature of the island.3.1.5.2 School GroupsMaria Island attracts Tasmanian school groups that camp on the island for several nights (2-3)are self-catering and undertake a range of educational and outdoor activities. The activitiescan range across outdoor education and activity based training such as snorkelling, kayaking,bush walking, camping to more academic – geology, marine biology, zoology and botany etc.This market was once one of the strongest for the island; however, it has declined in recentyears. Discussions with education specialists indicate that high ferry costs in recent yearsreduced the island’s competiveness in comparison to other destinations popular with schoolgroups such as Fortesque Bay on the Tasman Peninsula. A number of schools have nowdeveloped alternative permanent school camp locations in other parts of Tasmania.Maria Island Ecotourism Development Feasibility Study 19

The potential for a wider educational market also exists and a small marine conference wasrecently held successfully on the island. University of Tasmania and other tertiary traininginstitutes use the island for marine studies and geology. The capacity to attract moreorganizations interested in a wide range of training including outdoor education exists.3.1.5.3 Recreational Boaters and Holiday Shack OwnersThe Orford/Spring Beach area is a popular holiday home destination, attracting high levels ofvisitation during the summer months (especially the school holiday period), Easter and longweekends. Anecdotal evidence suggests that the majority of shack owners are drawn fromsouthern Tasmania, particularly from the Greater Hobart Area and surrounds. This group has ahigh level of recreational boat ownership, with many using their own boats/yachts to accessMaria Island as well as fish and dive in the area. Anecdotal evidence suggests that few boatowners hop off and experience the land aspects of Maria Island for two reasons: the island isseen as currently having little to offer and there are few safe anchorages in key visitorlocations.3.1.6 International visitorsInternational visitors make up around 10% of all visitors to the island. Add source markets.3.1.7 Other popular attractionsAccording to the TVS 2012 other popular attractions for visitors to Tasmania are Salamancamarkets, Mt Wellington, Port Arthur, Cradle Mountain, Cataract Gorge and Freycinet NationalPark. Of the attractions in the Tasman region, 54% of visitors went to the Port Arthur HistoricSite, 37% visited the Blowhole/Tasman Arch, and 17% visited Fortescue Bay/Tasman Arch.3.1.7.1 Port Arthur Historic SitePort Arthur is one of Australia’s best known historical sites, and Tasmania’s top touristdestination receiving over 250,000 visitors each year The Government contributes significantlyto the management of the site.The site’s governing body, the Port Arthur Historic Site Management Authority, has striven topromote the Port Arthur World Heritage Site as a cultural tourism place of internationalsignificance by taking a multi-faceted interpretation approach to their tours and experiences.After entering the Historic Site, visitors can either survey the site for themselves, or participatein guided tours of the Site, a harbour cruise, tours to the Isle of the Dead and Point Puer andevening Historic Ghost Tours. There is also a museum, containing written records, tools,clothing and other curiosities from convict times, a Convict Gallery with displays of the varioustrades and work undertaken by convicts, and a research room where visitors can check up onany convict ancestors. Visitor facilities include two cafes, a bistro that operates each evening,gift shop, and other facilities.School groups are well catered for with a choice of guided walks, optional tours and a range ofself-guided activities and resources to assist with pre-visit learning, as well as on-siteeducational activities with an Education Officer at the Site's education centre. Ten cruise shipvisits are scheduled for next summer and is actively seeking to attract more, either en route toor from port calls in Hobart. This will both enhance the visitor experience for the passenger(the alternative being up to four hours on a coach to visit Port Arthur as a shore excursion fromMaria Island Ecotourism Development Feasibility Study 20

Hobart) and increase overall length of stay and expenditure by cruise passengers in SouthernTasmania.3.1.8 Freycinet National ParkFreycinet is a national park on the east coast of Tasmania, Australia, 125 km northeast ofHobart. It occupies a large part of the Freycinet Peninsula. Bordering the national park is thesmall settlement of Coles Bay, and the largest close town is Swansea. Freycinet contains part ofthe rugged Tasmanian coastline and includes the secluded Wineglass Bay, voted by severaltravel authorities as one of the world's ten best beaches. The turquoise waters are perfect forsea kayaking, swimming and scuba diving. The Hazard Range offers climbing, abseiling andmountain walking, and the coastal heathlands offer many short walks and the longer FreycinetCircuit (two days).The park offers a variety of basic powered and unpowered camp sites, some with coldshowers. Other accommodation is available in adjacent towns.3.2 Potential Markets for Maria IslandThis section of the report identifies and assesses likely markets for nature and heritage - basedtourism and the relative attractiveness of each market.3.2.1 Greatest potentialThe markets with greatest potential for tourism growth are considered to be:Domestic interstate market that align with Tourism Tasmania’s life-long learnersand Tourism Australia’s experience seeker markets.Domestic intrastate market composed of a number of sub groups but most withhigh capacity and propensity to repeat visits eg school groups.The international experience seeker market is an emerging market with somelow growth expected.Table 3 shows the relative appeal of nature and heritage - based tourism products to eachmarket segment as well as the size, accessibility and compatibility of the region with themarket. Each of the markets identified is not mutually exclusive i.e. a visitor may not beunique to one group only.It shows that the appeal of nature and heritage - based tourism is strongest for the experienceseeker and special interest markets compared to the traditional visitors of the region. It alsoidentifies that there is a large potential market of short-break visitors that are also accessiblei.e. can be easily reached and leveraged to visit the island. However, it also shows thatcurrently the compatibility of some of the market segments with the island and the localregion is limited as there is not currently sufficient suitable tourism product for these markets.Maria Island Ecotourism Development Feasibility Study 21

Table 3: Market segments to the East Coast of TasmaniaSEGMENTAppeal ofnature andheritage - basedtourism productto marketSize ofpotentialmarketAccessibilityof marketCurrentcompatibilitywith the regionTraditional visitors Experience seekers Education groups Special interest (e.g.bushwalkers) Life Long Learners 3.2.2 Experience SeekersExperience Seekers are Tourism Australia’s global target market and include both domesticand international travellers. Whilst experience seekers differ by age, country of origin andspending power, they are united by values, attitudes and motivations. They are typically welleducated, motivated by opportunities for personal growth, fulfilment and learning, anddiscerning about experiences, especially the presentation of natural and cultural heritage.Experience Seekers are looking for: (i) authenticity (ii) interaction (iii) points of difference (iv)challenges and (v) learning opportunities. Some, but not all Experience Seekers are high-yieldconsumers. They seek quality activities (commercially guided and self-drive) and value formoney. They have limited time and want clarity about what is best to do during a short stay.They come from different life stages including Young Couples, Affluent Families and OlderAffluent Couples. Different life stages obviously have different holiday motivations andgratifications. Some of these are summarized in Table 4. Tasmania’s successful NationalLandscape bid recognized this market as an important opportunity.3.2.3 Tourism Tasmania’s Life Long LearnersTourism Tasmania’s new marketing approach targets Lifelong learners. These are divided intoprimary category - Older couples, 40+, seeking a longer stay, touring-based experience andsecondary - Younger couples, 25-39, shorter stay, skew towards cultural interests. Both groupsare eastern-seaboard living, tertiary educated, professionals/managers who regularly travel,and are socially and environmentally aware and health-conscious. When they go on holidays,they prefer less crowded, more interesting places. They will try new things and pay for quality.Being more intrinsically motivated, they have a propensity to keep learning and have a positiveoutlook on life. The Life Long Learner market ties in well with Tourism Australia’s experienceseekers.Maria Island Ecotourism Development Feasibility Study 22

Visitors 45+ represent Tasmania’s most profitable market and their market share is growing(Tourism Tasmania 2013). Visitors to Tasmania in the older demographic are increasing in totalnumbers and in proportion to other age brackets. While visitors 45+ have always spent themost on average in Tasmania, the relative gap in expenditure per person between young andold is widening. With Australia’s aging population, this pattern of arrivals growth is likely tocontinue, and visitors 45+ will remain a lucrative market for Tasmania.3.2.4 Education Market - School GroupsThe education market has strong potential for Maria Island. Both primary and secondaryschools will be the core of this market. Price sensitivity will drive choice, but well packaged,well priced experiences should strengthen Maria Island’s appeal. If packaged and marketedcompetitively schools could travel from Hobart and Launceston as a 2 night 3 day experiencefor secondary schools and as a day trip for primary schools (subject to a regular ferry service).Feedback suggests that this would be particularly attractive if PWS developed programs thatwere linked directly with the National Curriculum. Feedback from University of Tasmaniaindicates that programs involving ‘in residence’ or experiential learning for internationalstudents also offer potential.3.2.5 Special interestSpecial interest tourists are visitors with a specific interest in an activity or experience. Thiscould be wildlife research, marine research, heritage conservation, artists as examples. Specialinterest tourists actively seek new experiences to indulge their interest. Nature and heritagebasedtourism experiences on the island may be appealing to special interest visitorsdepending on the specific product.3.2.6 Medium Growth Potential – Traditional Intrastate VisitorsThe intrastate market has traditionally been a strong primary market segment for Maria Island.There is potential for growth in this market as follows:Traditional visitors include tourists who regularly visit the region. These aretourists who would continue to visit the region regardless of whether or notadditional nature and heritage - based tourism product is developed. The friendsand family group market is an example of traditional visitors.Another group of traditional visitors are the shack/holiday home owners whoholiday in the region. This market has the potential to create a high level ofrepeat business. It is also likely to increase significantly with the growthGlamorgan Spring Bay Council is supporting in suburban expansion and marinaand boating capacity (such as the Solis subdivision and Triabunna marina).It is understood that discussions are underway to increase the capacity for recreational boatowners to visit Maria Island safely by the provision of moorings, particularly at Darlington. Thiscould substantially increase local visitation. Increased diversity of experiences would provide areason for boat owners to explore and enjoy Maria Island. The propensity of these types oftraditional visitors to undertake nature and heritage - based activities is not known. However,it is estimated that nature and heritage - based tourism products would appeal to the majorityof the visitors who were in the region.Maria Island Ecotourism Development Feasibility Study 23

3.2.7 Low Growth Potential - International MarketsTourism Australia recognises the country’s main opportunity to grow tourism lies withinternational visitation. Tourism from international markets is growing faster for Tasmaniathan for Australia, however this is from a very low base. Tourism Tasmania is currentlysignificantly altering its international marketing approach and will focus on Pan Asia. Newgrowth forecasts have not yet been done however the continued high editorial comment(driven substantially by MONA and Saffire), the recent interlining and Australia wide push intoAsia are expected to create positive returns for Tasmania. Tasmania’s natural and clean imageis highly appealing in the global market. This market does represent some growth for MariaIsland albeit low over the next ten years.3.2.8 Cruise ship visitsTasmania, like many parts of Australia, has seen a rapid increase in cruise ship visitation. The2010-11 Cruise ship survey results from Tourism Tasmania reveal there were 60,600 cruiseship passengers and crew that visited Tasmania in the 2010-11 cruise ship season thatoperated from late September 2010 and finished mid-March 2011. This is down from a peak of105,400 visitors in 2008-09. Generally there has been an upward trend in cruise visitation andthis is expected to increase with an increasing number of ships now being 'home berthed' inAustralia and more Australians are also taking cruise holidays. The cruise industry continues todiversify with new vessels and itineraries, more ports available to cruise ships, reneweddemand for exotic, remote or new ports and increased attention to quality and service. Thosetaking cruises are also younger, more active and a more diverse group of people.Ten cruise ship visits are scheduled to visit Port Arthur next summer and management isactively seeking to attract more, either en route to or from port calls in Hobart. This will bothenhance the visitor experience for the passenger (the alternative being up to four hours on acoach to visit Port Arthur as a shore excursion from Hobart) and increase overall length of stayand expenditure by cruise passengers in Southern Tasmania.Maria Island has been on the itinerary of past cruise vessels, usually more expedition stylevessels that have used the ferry service. While current infrastructure limits access for largerships, a long term alternative exists with the deep water port of Triabunna and closed woodchip mill potentially available for larger cruise vessels that would permit a day trip to MariaIsland via the ferry or tenders.3.3 Travel MotivatorsDemographic information is very important but it does not get at the heart of why peopletravel.There are several useful insights into domestic tourism from TNS Global’s Domesticate Study2011 (Tourism Australia 2012), which delves into the Australian tourism sector and uncoversthe real drivers behind domestic travel. This data is useful and relevant to Maria Island.The data suggests that Australians are currently seeking reassurance and certainty. Travel isseen as one of the important enriching life experiences to which status is now attached.Where people used to buy things, they now buy experiences. Amidst uncertainty, peopleseeking safe and familiar things. By tapping into a sense of Nostalgia, Security and Simplicity –Maria Island Ecotourism Development Feasibility Study 24

Australian Experiences can tap into the current need for reassurance. Maria Island is wellplaced to take advantage of this mindset.The ‘trading up, trading down’ is increasingly reflected in their purchase decisions includingfor travel. Whether it be saving on hotel room rates to attend an event, or having the ability topick and choose elements of a package holiday to ‘design’ their own experience, at a price theywant to pay.This is the ideal climate to promote small scale domestic travel such as daytrips, short breaks,add on services which are all suitable for Maria Island.The heartland of Australian domestic travel remains reconnection. The heartland of Australiandomestic travel continues to be about reconnection. When we look back at what Australiansdescribing as an “ideal” Australian holiday as being familiar, nostalgic, a family camping trip,connecting and unwinding, relaxation and the beach, experiencing the known and the familiar,Australian holidays should be built around the central idea of reconnection. Maria Island iswell placed to reconnect visitors, particularly intrastate visitors.Immersion, Experience and Adventure is identified as one of the fastest growing tourismsegments worldwide. Instantaneous Technology - Advice from friends via Facebook and TripAdvisor is increasing in importance. Up to 37% of international travellers accessed socialmedia via their mobile phone and it is considered much higher for domestic travellers. A largepercentage of travellers use smart phones or mobile devices for travel and destinationinformation as well as for booking online.Growing Interest in Culture and Heritage Cultural and heritage activities, for example, willhave the largest growth rate of all visitor activities with an expected growth rate of up to 1.7%per annum by 2020.Maria Island Ecotourism Development Feasibility Study 25

Table 4: Target Markets for Growth - SummaryTargetMarketDomesticVisitorMarketInterstateLife LongLearners /Target MarketSegmentsAffluent OlderCouplesGrowth PotentialLow = 500 new visitors per yearMedium = 500-1500 new visitors peryearHigh = >1500 new visitors per yearHighKey Motivations/TravelPreferencesExperience needsPersonal enrichment anddevelopment, well deservedindulgent breakSupporting StrategiesTourism Australia – DomesticExperience SeekersTourism Tasmania - Primary growthmarket - oolder couples, 40+ExperienceSeekerSeeking a longer stay touring-basedexperience in Tas – possible day and/ or overnight, walking and activepursuitsShorter stay, skew towards culturalinterests. possible day trip toDarlington WHAKey target market in TOMI ReportYoung Couples Medium A hard earned break from the rigoursof work, and to share multitudes ofexperiences with their partner duringprecious leave time. To broadenhorizonsTourism Australia – DomesticExperience SeekersTourism Tasmania - Secondarymarket - Younger couples, 25-39,An opportunity to express personalfreedom and re- assert control in life.Seek challenges and stimulation totest, shape and define personalityAffluent Families Medium For some it is a chance to reengagewith the family and provideeducational experiences. For othersindulgence and reward is theprimary focus.Maria Island Ecotourism Development Feasibility Study 26

TargetMarketVisitorMarketIntrastateTarget MarketSegmentsFamily/FriendsGroupsGrowth PotentialLow = 500 new visitors per yearMedium = 500-1500 new visitors peryearHigh = >1500 new visitors per yearMediumKey Motivations/TravelPreferencesExperience needsSupporting StrategiesSchool Groupsand EducationMarketMedium - High repeat capacityDay school programsDay Special interest programs toattract tertiary education andoutdoor education groupsRegular efficient ferry serviceValue for money ferry andaccommodation optionsPitch to international studentsVolunteer groups – Wild Mob etcMaria Island Ecotourism Development Feasibility Study 27

4 Maria Island - Overcoming the Barriers to Growth4.1 Analysis of existing products and services on Maria IslandAn overview of the current situation in regard to nature and heritage based tourism on MariaIsland and the region is presented in Appendix. The analysis shows that there are significantshortfalls in the range of accommodation and activities on Maria Island.For Maria Island to develop as a successful nature-based and heritage tourism destinationgaps in access, accommodation and infrastructure must be addressed and the currentproduct offer (activities and attractions) transformed into a suite of experiences that arepackaged in order to appeal to a broader range of markets.Feedback from visitors and stakeholders about what needs to be improved on the island tomake the Maria Island experience more enjoyable and competitive with other destinationsare consistent with these findings.Suggested improvements include:Capacity, frequency and service of the current ferry operationBookings and transfer of luggageMarketing and promotionExperiences that appeal to a range of market including the education marketAccommodation optionsFood and beverage suppliesInterpretation and signage; andInfrastructure gaps – water, power, amenities.Interestingly, the reasons people choose not to visit Maria Island are similar. Lack of time,unreliable, infrequent and expensive ferry, no food and basic accommodation, logisticaldifficulties relating to transport, transfer of food, water and other supplies were all reasonsfor not visiting.Comments from visitors, stakeholder and trade consistently point to the lack of a sustained,regular, high quality ferry service to Maria Island being the major barrier to tourism growthon Maria Island. Until the ferry transport is improved, low visitor numbers will continue topresent a high risk environment to investors who will not be interested in partnering withPWS to improve the offering on Maria Island.Table 5 summarises the existing situation, desired experience and potential strategies toaddress the current shortfalls. The information is drawn from the SWOT analysis (Appendix7), market research conducted between January and March 2013 (TRC Tourism 2013), theMaria Island Visitor Survey 2008-2009 (PWS 2009), trade comments, as well as feedbackfrom stakeholders and the consultative workshop.Maria Island Ecotourism Development Feasibility Study 28

Figure 4 illustrates the important elements to be addressed for Maria Island to become asuccessful ecotourism destination.Figure 4: Key elements for ecotourism success on Maria IslandMaria Island Ecotourism Development Feasibility Study 29

Table 5: Strengths, Weaknesses and Potential Strategies for Tourism GrowthCore ElementStrength of Current MariaIsland ExperienceActivities & Products Outstandingdiversity andabundance ofnature and heritagevalues that arereadily accessible World Class MarineEnvironment -Marine ProtectedArea, fishing, diving,water sports, marinetourism, Dive Wreck– Troy DWeakness Desired Experience Potential Strategies to OptimiseLimited range ofproducts thatappeal to targetmarketsUndersupply ofpackagedexperiences tocater to range ofeducation marketsHigh competitorstandardsStages of the travelcycle for visitors toMaria Island arenot well cateredforA menu of experiences thatmeet the needs andaspirations of the targetmarkets and showcase thevalues of the islandAll stages of the visitor travelcycle are addressedPackage new range of experiences thatappeal to target markets and that focuson the most unique values of the islandDevelop a menu of experiences fromwhich visitors can customize an itineraryfrom ½ day to 3- 5 daysProvide experiential learningopportunities and programs for schooleducation groups that deliver on theNational CurriculumIdentify infrastructure needs andprovide or upgradeInvite commercial operators to runscheduled tours covering wide range ofactivities & servicesContinual benchmarking againstcompetitorsDefine core brand values, coreexperiences and the story’s for inclusionin marketing strategyMake Pre-trip Planning informationreadily available on website and mainvisitor centresDevelop an integrated visitorexperience from critical staging points -Triabunna or Hobart/Launceston)Package transport, accommodation andactivities from Hobart and TriabunnaMake way finding clearBasic needs are met (food, shelter,mobility access)Broad range of personal and nonpersonalinterpretive products andMaria Island Ecotourism Development Feasibility Study 30

Core ElementStrength of Current MariaIsland ExperienceWeakness Desired Experience Potential Strategies to Optimiseprograms is offered Reminders of the trip are availableWorld HeritageValuesCommercialoperationsAward Winning CoreexperienceBranding andmarketingAccessible historicheritage with WHAstatus withcompanion culturaland heritageexperiences nearbyRange of existingnature-basedtourism operators(land, marine andair)Maria Island Walksoffers awardwinning product tohigh end marketIsland is a good fitwith TourismTasmania’s newbrandAccommodation Accommodationexists on the islandDifficult access forpeople with limitedmobilityLack of demand forproduct reducestake upCurrent servicescould be providedby existinglicenseesLimited options tovalue add forclientsPWS Brandpositioning doesnot capture orinspire visitors toTasmania to visitMaria Island.Not part ofindustrywholesaling anddistributionnetworksLimited optionsthat appeal to aWorld heritage site is part ofcooperative program withother WHA convict sites thatprovides leverage, packagedexperiences andmanagement expertiseRange of commercialoperators providing range ofexperiences on the islandMaria Island Walks continuesto offer outstanding productand position Maria Island inthe market placeThe Maria Island brandmakes a promise, has apersonality, and evokes a setof emotions. stories arecreated that visitors will wantto take back to their familyand friends; experiences areoffered that will engage theirsenses, fill their souls, andconnect them with MariaIslandHeritage accommodationoptions appeal to broaderPackage WHA experience with otherWHA sites in Tasmania and crosspromoteStrengthen partnership with Port Arthurfor leverage opportunitiesProvide for access for people withlimited mobility.Develop opportunities for new licenceopportunities and tourism growthMaximise the development of thisproduct and support the operator as faras possibleAdopt brand positioning of TourismTasmania and the East Coast Region.Define core values and experiences forMaria Island that fit within thesebrands. Integrate marketing effort withregional tourism board, ferry and othercommercial operatorsRetain accommodation suitable forschool groupsMaria Island Ecotourism Development Feasibility Study 31

Core ElementStrength of Current MariaIsland Experienceat Penitentiary andcamping groundsLow endaccommodation onisland has appeal toschool groups andlarge family groupsHeritage buildingscan be upgraded toallow for additionalaccommodation inkeeping with theconservationmanagement planTransport and Access Established ferryoperationsUpgraded wharfinfrastructure atTriabunna andDarlington willsupport visitation toMaria Island.Weakness Desired Experience Potential Strategies to Optimisesmall marketSeasonalfluctuationsLimited amenitiesLow yield productthat is presentedbelow market ratesLogistical issues fortransferringluggageNo basic suppliesReliability, capacityand timetable ofcurrent ferrySize of and type ofvesselsCompetingoperators/confusion inmarketWharfinfrastructure hadnot been designedeasy access to andfrom vesselIntegrated servicesLack ofinfrastructure tosupport less mobilein and aroundrange of markets and arelinked to the experiences onoffer.New stand-alone eco lodgedeveloped in EncampmentCove area to service multi daywalkers on coastal circuittrackNew reliable, high qualitypassenger and freight servicetransports visitors to twopoints on the island –Darlington and EncampmentCove to service coastal circuitWharf infrastructure supportseasy passenger and freighttransferAddress low and shoulder seasons byoffering to school groupsProvide purchasable supplies.Package accommodation andexperiences with local operators andsuppliers in TriabunnaUpgrade heritage buildings and providefor accommodation that meets targetmarket’s needs.Provide luggage transfer serviceUpgrade amenities and other serviceinfrastructureStanding camps provided along coastaltrack for soft adventure programs –kayak, cycle , walk.Establish new high quality ferryoperationProvide Integrated booking serviceLuggage transfer to accommodationConstruct second jettyReview current jetty upgrade atDarlingtonOpportunity to create a potential visitorhub (gateway) for Maria Island.Provide for people with limited mobilityMaria Island Ecotourism Development Feasibility Study 32

Core ElementStrength of Current MariaIsland ExperienceWeakness Desired Experience Potential Strategies to OptimiseStories andInterpretationAir strip on MariaIslandRich stories ofhistory of DarlingtonDarlington AreaVisitor departurepoint at Triabunnais difficult tonavigate for visitorNot currentlyutilised due to lackof demandInterpretation is oflimited appeal andhas gaps as per gapanalysis ofinterpretation ofMaria Island (PWS2011)High end visitors air strip asway of access and possiblescenic flightsBroad range of interpretationmethods are used that appealto target marketsOpportunity to maximise use to highend market from FreycinetCoast/Hobart and cruise ships over timeOffer a broad range of personal andnon-personal interpretive products andprogramsVisitor services andinfrastructurePower, water andsewerageManagement Managementcapacity and lack ofresources maycompromise thevisitor experienceand parkmanagementobjectivesLimited capacity ofserviceinfrastructureThe high cost ofproviding serviceson Maria Islanddue to itsremotenessThe currentorganisationalmodel will notdrive growth to theislandA higher volume of visitorsand higher yield experienceswill support the futureprovision of qualitysustainable facilities andservices.A new organisational modelsupports visitor growth toMaria Island and provides forbusiness enterpriseUpgrade services to achieve ecoaccreditation, reduce maintenancerequirements.Business enterprise requires businessmanager to drive growth and revenue –potential to share Tourism Managerwith local shireProvision of visitor services drawn fromlocal region – cleaning, commercialoperators, equipment hire, catering,purchasable supplies etcMaria Island Ecotourism Development Feasibility Study 33

PART B5 Inspiring Travel to Maria Island - A Strategy for OptimisingTourism GrowthThe strategies in Table 5 demonstrate that Maria Island can become a vibrant and robustcomponent of the economy and a ‘must do’ visitor destination on the east coast of Tasmaniaby providing for a range of tourism related products. This section outlines the strategyrequired to achieve this goal.5.1 VisionMaria Island is a premier tourist destination, retaining and showcasing the values, heritage,culture and natural beauty of the East Coast of Tasmania by 2020.5.2 ObjectivesRevitalise Maria Island so that it becomes a ‘must do’ visitor destination by providing for arange of tourism related products that:appeal to target marketsallow for the private sector to service these markets and better use existing assets;protect and respect the island’s valuescontribute to the operational costs of management of the island; andoffer socio-economic benefits to the broader region.5.3 Target marketsThe markets with greatest potential for tourism growth are considered to be:Domestic interstate visitors that align with Tourism Tasmania’s life-long learners andTourism Australia’s experience seeker marketsDomestic intrastate visitors composed of a number of sub groups but most with highcapacity and propensity to undertake repeat visits eg school groupsThe international experience seeker market is an emerging market with some low growthexpected.The appeal of nature and heritage - based tourism is strongest for the experience seeker andspecial interest markets compared to the traditional visitors of the region. It also identifiesthat there is a large potential market of short-break visitors that are also accessible i.e. canbe easily reached and leveraged to visit the island.Maria Island Ecotourism Development Feasibility Study 34

Table 6 summarises the relative appeal of nature and heritage - based tourism products toeach market segment as well as the size, accessibility and compatibility of the region with themarket. Each of the markets identified is not mutually exclusive i.e. a visitor may not beunique to one group only.5.4 Growth targetsThe following growth targets are considered achievable for Maria Island subject to thepriority actions being undertaken. The targets start at 12,000 visitors in Year 1 ofimplementation and grow to 30,000 visitors by Year 6.Table 6 : Tourism Growth TargetsYear Total visitors by ferry Level of overnight Level of day visits1 12,000 4200 (35%) 7800 (65%)2 15,000 5000 (33%) 10,000 (66%)3 17,000 5610 (33%) 11,220 (66%)4 20,000 5500 (27.5%) 14,500 (72.5%)5 25,000 5337 (21%) 19663 (79%)6 30,000 5337 (18%) 24,663 (82%)The most likely growth will come from increasing the occupancy across the seasons andrapidly increasing day visitation and over the longer term by increasing the conversionproducts/ experiences on the island.The scenarios have been developed from existing 2012 data with the following assumptions: The potential growth rate of certain market segments is considered to be ableto be altered through priority actions outlined in Chapter 4. The analysis focuses only on increasing the number of visitors arriving bycommercial ferry It is based on the current estimated 4200 overnight visitors which is a bedoccupancy level of 21%, for the Penitentiary (PWS figures) plus an additional40% occupancy of overnight campers. This scenario assumes overnightvisitation will only change slowly based on current Penitentiary occupancy Bed occupancy is assumed to grow from 21-27% (at 15,000 visitors), from 27-30% (at 20,000 visitors) and from 30 to 35% bed occupancy for 25,000 visitors.The 35% bed occupancy was then held steady for 25,000 and 30,000 visitorswith an assumption of no new accommodation on island Any change in the room stock, price structure and booking system couldchange the figures, albeit not significantly.Maria Island Ecotourism Development Feasibility Study 35

5.5 Priority ActionsIn order:1. Establish a dedicated, high quality and affordable transport service for passengersand freight to Maria Island2. Position the Maria Island experience as a ‘must do’ destination for target marketsthrough an integrated marketing strategy3. Create immersive experiences that speak to the East Coast brand and BrandTasmania and that appeal to target markets and provide basic food and beverageservices4. Upgrade service infrastructure to ensure basic services such as water, sewage andpower are adequate, ensure access is available for people with limited mobility, andinterpretation & signage improved5. Establish additional accommodation options in the form of heritage accommodationand semi-permanent standing campsIn order to achieve the growth targets, Government investment will be required in the orderof $1.9 million as follows: Ferry capital start up, fare subsidy and marketing - $654,375 over a period of 3years Product Development - $660,000 Infrastructure - estimated at $500,000 Branding and Marketing - $50,000Note that investment in accommodation has not been included in this total as it is notconsidered essential to increasing the day visitor market that will be so crucial for visitorgrowth for Maria Island and adjacent communities.If Government chooses to invest in Maria Island according to the strategies outlined in thisstudy the NPV will be positive, and the project will yield a net economic benefit in year 7. Thesocioeconomic benefits of the strategy are summarised in Chapter 6.A rationale is presented for each of the five priority actions in the following chapter.Maria Island Ecotourism Development Feasibility Study 36

6 Priority Actions - Rationale6.1 Priority 1 - Transport and Access6.1.1 Current SituationThe island has had a chequered history of ferry services over the past decade. It has seen anumber of operators with varying expertise utilising different types of vessels of varyingstandards and sizes, different design specifications, passenger capacities and on boardpassenger facilities.6.1.2 ViabilityIn past years ferry operators have either pulled out or discontinued regular scheduledservices making it extremely difficult for PWS to ‘manage, sustain and support’ an operatorto deliver a viable and reliable ferry service. Most, if not all, past operators have blamed lowpassenger numbers and/or expensive operating costs for the reason services have failed orbeen terminated.It is difficult for a ferry operation existing on 6-8,000 passengers (assuming 50:50 split ofpatronage) at $35 per head to remain viable. This equates to a total annual turnover ofapproximately $210,000 minimum to $280,000 maximum without any allowance forconcessional children or group fares. PWS currently subsidises the ferry operation overwinter at a cost of $40,000 per annum.Industry intelligence suggests that for a reasonably sized professionally run new ferryoperation to break even on this service, it will require in the order of 22,000 passengers at anaverage price of $35 per head.6.1.3 Current RelationshipIf the two current operators cooperated with each other it is feasible they could lift theoverall market numbers by simply sharing services across the day, offering increasedfrequency (frequency being one of the key drivers to increasing patronage), and allowingmore time off for both operators /employees. For the incumbents to share services, theoperation would have to be run as a whole unit as there would never be equal revenuesbetween the services. Both operators have different cost structures and they have stated thistype of arrangement could not work.There is some confusion in the market place as to who runs the Maria Island Ferry. Bothoperators utilise this name brand to some extent and when a visitor arrives at the wharf itcan be confusing. Often one or both ferries are sailing and the operators are not prepared toacknowledge the other operation. It hampers the visitor experience leading to customerdissatisfaction.Maria Island Ecotourism Development Feasibility Study 37

6.1.4 Current VesselsNeither ferry is ideally suited for the nature of the operation. The Mercury Passage,separating the mainland and the island, regularly experiences considerable sea states andhigh winds predominantly from the beam. Present passenger loading and unloading is farfrom ideal with passengers having, at times, to climb up and over bulwarks and rails to accessthe inner ferry cabin or wharf. There is also no disabled access. Additionally the present ferrysizes, aside from cruise comfort in all weather, limit the passenger carrying capacity of thevessel and this in itself inhibits potential growth of passenger numbers. The present vesselsstruggle with certain conditions and whilst the operators do their best to adhere totimetables, it does raise some concerns as to passenger safety and comfort.An all year round service with a comfortable and safe passage will require a vessel withspecific characteristics and design. A model vessel would offer an intending passenger easeof embarkation and disembarkation, a safe and comfortable ride in all but extreme weather.6.1.5 Impact on investmentThe lack of a sustained, regular, high quality service to Maria Island and low visitor numbershas meant there is little or no incentive for investors to improve the offering on Maria Island.The successful guided walk operator ‘Maria Island Walks’ operates its own vessel to minimisethe risk to the brand. The various commercial opportunities referred to in this report havewidely ranging risk profiles. The exposure to low visitor numbers or low growth is a high riskfor investors. This exposure is entirely dependent on the ferry operation. In order sustainvisitor growth PWS needs a reliable base for future capital development on Maria Island andto reduce the risk for the private sector.6.1.6 Market ResearchMarket research indicates that the frequency and service of the ferry is a critical factorinfluencing the number of visitors to the island and the quality of their experience. It is clearfrom the market research that visitors to Maria Island rate the need for toilets, commentary,tea, coffee and snacks and a ‘hassle free’ luggage service highly for a ferry service. Most ofthese services are not currently offered. Feedback from trade organisations also confirmsthis view.There have also been many comments from visitors over the years (PWS 2012) and fromstakeholders interviewed as part of this project that customer service levels have not beensatisfactory. This would appear to be due to scheduled services not always being run ifbooked passenger numbers for a particular sailing are low and the way luggage is handled.6.1.7 OptionsThere are two options for PWS to consider in relation to future ferry services for MariaIsland.a) Maintain the status quo of existing operators and attempt to influence thefrequency, quality and delivery of ferry services by way of incentives and subsidies toexisting operators. This option is fraught with difficulties. Neither existing ferry is ‘fitfor purpose’ or financially viable with the split nature of the market. ConsequentlyMaria Island Ecotourism Development Feasibility Study 38

Number of Visitors per financial yearthere would appear little opportunity to significantly grow the market with thisoption.b) Option 2 is to provide for a single operator, by offering an exclusive ‘licence tooperate’ with a new or second hand ‘fit for purpose’ ferry. Even without taking intoaccount the additional marketing and promotional endeavours outlined in this reportrelating to island activities, experiences and accommodation improvements, a newprofessionally run operation, with increased frequency and reliability, willundoubtedly drive its own growth and will be the foundation from which otherentrepreneurial activities and investment can be built. There is a significant costinvolved in implementing Option 2 (refer Appendix 8) however in the medium to longterm; this is the preferred option to drive growth in visitation to the island andeconomic benefit to the region.6.1.8 Impact on visitor numbersThe passenger forecasts presented in the Appendix 8 demonstrate that a new singleoperation will result in ferry patronage rising to 17,000 in the first year of service. This isapproximately Year 3 of the growth targets presented in Chapter4 (noting it will take at leasttwo years to establish the new operation from commencement of strategy implementation).This represents in the order of a 25% increase in visitors in the first year. With a new largerferry and the increased frequency, together with reliability of service, these forecasts arewell attainable. Year 2 has a similar forecast increase as marketing endeavours for the boththe ferry and Island attractions gain traction. Figure 5 illustrates the likely impact of bothoptions on visitor numbers ie new single ferry operation vs current operation with twotransport providers.35,000New Ferry vs No New Ferry30,00025,00020,00015,00010,0005,000017/1816/1715/1614/1513/1412/1311/1210/1109/1008/0907/0806/0705/0604/05Figure 5: Impact of new ferry operation on visitor numbers to Maria IslandMaria Island Ecotourism Development Feasibility Study 39

6.1.9 RecommendationsPWS call for Expressions of Interest from one suitably qualified operator to establish adedicated, regular, reliable and safe high quality ‘fit for purpose” passenger and freightservice from Triabunna to Maria Island. Tenderers will have to demonstrate that they havethe required expertise to run and operate a ferry service of this size and nature. Owneroperators as well as established ferry or transport companies who have the expertise, withintheir workforce to operate such a service should be considered.It is recommended that an exclusive ‘licence to operate’ with a ‘fit for purpose’ ferry withincreased frequency and reliability be established with the following minimum specifications:100 passengers2 decks/ outside viewingpreferably catamaran with proven design16 metres minimum20 knots cruising speed loadedLuggage & loading facilities eg on board hyab/ containers/ bike /sea kayakcapabilityEfficient fuel usageOn-board catering/café type facilitiesNew vessel or one that is very good conditionThe installation of AIS (Automated Identification Systems) on board.A second hand vessel would equally acceptable if it meets the required specifications. Thiscould be dealt in the tender documentation by providing the option for tenderers to putforward an ‘alternative tender’ with any conforming tender. This is quite a common practiceand would leave the door open for a tender with a suitable second hand vessel.The new licence should be established with the following conditions:Fixed term 5-6 years minimum, with right of renewal for similar term subjectto specifications/KPI’s being metMinimum sailing frequency 3 return trips per day (possible seasonaladjustment) to cater more for the day tripper excursionMaximum fare base set with reviewsMinimum customer service parameters set and monitored by KPIs.6.1.10 Recommended FrequencyFrequency and reliability are critical to growing and developing any reputable ferry serviceand on this premise the following timetable with three return sailings daily winter andsummer is recommended. Winter sailings could attract low patronage but it is recommendedkeeping to the timetable unless there are no bookings whatsoever on the day.Maria Island Ecotourism Development Feasibility Study 40

Summer Timetable October - AprilDepart TriabunnaDepart Darlington9.00am9.45am12.00 noon 12.45pm4.00pm4.30pmWinter Timetable May - SeptemberDepart Triabunna9.30am12.30noon3.30pmDepart Darlington10.450am1.15pm4.00pmThe above timetables will facilitate and allow for the marketing and promotion of bothmorning and afternoon excursions to the island. These will allow for the promotion of halfday visits for interstate visitors en route to Freycinet Peninsula as they make their own wayup or down the Coast. It will also encourage the important day visitor market from Hobart bycoach with a half day excursion to the island. Such a coach trip could now target bothmorning and afternoon excursions to the island. This potential is supported by commentsmade by trade representatives.Closure of the island for two weeks in mid-winter (June) is also an option for PWS annualmaintenance and macropod management as required. The option of reducing the scheduleto two return trips during winter months is also possible but it is recommended that theoperation commence with the three trips and PWS review the situation, as demand requires.6.1.11 Recommended Fares and SubsidiesThe average return fare used in forward projections accompanying this report is $35 perperson (Appendix 8). When child and concession group fares are taken into account thiscould mean that the new fare regime may have to tend higher than $35 per adult return tomeet this average fare (circa $40 adult, $30 child return).With a longer term approach to establishing the viability of any proposed new service, it isobvious from forecasts provided that a subsidy per passenger will still be required whilst anynew or change to service beds in. It is recommended that there is an across the board flatrate subsidy of $10 per passenger in the first year of operation. This would then bereviewable after 12 months depending on patronage attained in that first year with aproposed budgeted reduction to $7.50 per passenger in the second year and $5 perpassenger in year 3. The goal being to reduce all subsidies by year 4 and establish a standaloneviable service. The current winter subsidy currently costs PWS approximately 40,000per annum.Maria Island Ecotourism Development Feasibility Study 41

6.1.12 Government PartnershipIn order for a new ferry service to become established it will require the initial and ongoingsupport of PWS. Government support will be required to assist with either (i) assistance withcapital investment for a new vessel (assuming a new vessel will have a capital cost of $1.5mand a second hand vessel a lower capital cost) (ii) passenger subsidy for initial start-up periodand (iii) a marketing contribution.Three budget scenarios for the new proposed ferry operation and potential cost toGovernment are included in Appendix 8.The first scenario assumes PWS will provide some kind of assistance to reduce the upfrontcapital cost of a new or second hand ferry and offer a fare subsidy for the first few years ofoperation to ensure breakeven in first one to two years of operation.Working on a scenario that a new purpose built ferry is constructed with a capital cost of $1.5million, the total outlay in respect of the passenger subsidies and marketing contributionwould be $526,875 over 3 years. In addition, if assistance was also provided the form of aninterest free loan the cost to Government would be an additional $42,500 per annum in lostinterest costs @ 8.5% ($127,500 over three years). In total, this represents an investment byPWS in the ferry service of $654,375 over a period of 3 years. The capital cost of purchasing asecond hand ferry could reduce the cost considerably subject to the age and the suitability ofthe vessel. If a second hand vessel is available, the level of capital support provided will needto be negotiated.The second scenario assumes PWS will provide some kind of assistance and reduce theupfront capital cost of the new ferry however no fare subsidy or marketing support will beoffered. This scenario assumes a new purpose built vessel. This shows the operatorexperiences heavy losses in the first two years of operation and the operator struggling toremain viable. This scenario results in less cost to Government ($127,500 over three years).Once again a second hand vessel will reduce the upfront capital cost and assistance required.The third scenario is where no government assistance is offered to the operator for the upfrontcapital cost or fare subsidy. This scenario assumes a new purpose built vessel andshows the operator struggling to operate in year three. In this case it is assumed that the newoperator would still provide $250k of own funds and the balance of the $1.5m (ie $1.25m)would be funded solely by loan finance at 8.5%. This scenario is likely to result in large lossesfor the operator and a break even after 3 years showing a $19k profit. In respect to cash flow,the operator will have to fund principal (capital) repayments on the loan. If the principal is$1.25m over 6 years at 8.5%, the principal repayment will be $167,742 in first year, $182,488in year 2 and $198,537 in year 3. Obviously this is a significant financial drain on the operatorand is unlikely to be attractive as a business proposition to investors. The depreciationallowance in the budgets is obviously not a cash outlay so this would, to some extent, offsetthe funds needed for the principal repayments but nevertheless the capital repaymentswould be significant and unable to be funded by the business in the early years.The capital cost of a new wharf at Encampment Cove is estimated to be $300,000 and shouldonly be considered once the new operator is in place with an approved business plan. Thishas not been factored into the budget scenarios.Maria Island Ecotourism Development Feasibility Study 42

The risks associated with the preferred option include identification of a suitable operator torun the exclusive license that has an established record of offering a high quality service andfit for purpose vessels. Operational issues associated with a year round service and attractingvisitors to the island to achieve the target are also potential risks.By sharing the risk with a suitable operator PWS will be able to underwrite the provision ofthe service and retain the income streams from growth in park entry fees and overnightaccommodation. PWS will also benefit from investment from commercial enterprises on theisland that is likely to occur as a result in strong visitor numbers.The strategies contained in this plan attempt it mitigate these risks as far as possible.6.1.13 Other ConsiderationsMarine InfrastructureFor the berthing facilities at Darlington to accommodate same level loading /unloading fromthe designated ferry, the ferry would have to, by necessity, berth out from the existing wharfstructure to accommodate a hydraulic ramp system and levelled walkway access that canraise and fall with the tide (similar to that used at Port Arthur). The proposed modified wharfimprovements currently under design will need to ensure that this has been accommodated.If it is overlooked the ferry will have to berth alongside the inner wharf. Even with differingberth heights there will always be steps and access problems for intending visitors and moreparticularly for the less able and children. This will also affect baggage and freight handlingcapability. This will become more of an issue as patronage increases.PWS Freight & Island SuppliesWith a bigger ferry, more regular services, and dedicated freight /luggage loading facilities,there will be cost savings in PWS utilising the service where feasible for the carriage of islandfreight and supplies, rather than using its own vessel. Obviously PWS will have to retain itsown vessel for emergency and/or other use. There should be some economies of scale to begained and a corresponding reduction in PWS’s vessel operating budget.Courtesy vehicles for visitors with limited mobilityAlthough some paths around Darlington are relatively level, the topography round Darlingtonis quite steep making it difficult for those with limited mobility to travel from the Darlingtonjetty to the Historic Precinct. It is recommended thatcourtesy buggies be made available to provide aregular drop-off and pick-up service aroundDarlington for visitors with limited mobility, similar tothe service offered by Port Arthur Historic Site. Thisservice could be booked in advance and include pickup from the Darlington Ferry.Photo courtesy of Port Arthur Management Authority 2013Maria Island Ecotourism Development Feasibility Study 43

Triabunna Visitor Centre & Integrated ticketingThere is a substantial opportunity for a commercial operator to consider a partnership withGlamorgan Spring Bay Council and the Triabunna Visitors Centre as an integral element tosuccessfully delivering a quality ferry service. Glamorgan Spring Bay Council have indicatedthey would welcome the opportunity for a partnership with PWS and the successful ferryoperator for use and development of the Visitor Centre at Triabunna to incorporate ferrybookings, and other commercial retail activities (General Manager GSB Council pers coms2013).Joint MarketingAll parties (PWS, GSBC, ferry operator and local tourism industry) will have a highly vestedinterest in ensuring optimal visitation to the island. It is recommended that a marketing planbe prepared in partnership with the ferry operator for the first few years of operation.Following this period a review of marketing and promotion of the service should occur on anannual basis.Future DevelopmentOnce the service is established and visitation is on a growth trend, there are a number ofsignificant potential developments that the operator and PWS can then develop:Feeder Eco Cruises from Darlington working in with main ferry schedule, takingcruises around the islandPotential Naiad type service from Darlington with beach landing at theSouthern end of the island as an interim trial to demonstrate viability prior tothe construction of a wharf at the southern end of the islandSecond smaller ferry to supplement existing schedule with groups andcharters; andA jetty at Encampment Cove for ferry access to Southern end of the island forthe Maria Island Circuit Track and other visitor experiences.6.1.14 Action Plan1. Establish the parameters and policy settings to offer an exclusive licence tooperate a passenger and freight ferry service between Triabunna and Darlington.2. Draft EOI and Tender specifications3. Develop adaptation strategies for current operators4. Call for expressions of interest - Up to two year lead time from tenderdevelopment and acceptance to commencement of service (allows build time ifnecessary).5. Establish new service, including courtesy service for visitors with limited mobilityand prepare integrated marketing planInvestment required - $654,000 over three yearsMaria Island Ecotourism Development Feasibility Study 44

6.2 Priority 2 – Brand Alignment and Messaging6.2.1 Current SituationPWS has a long established tagline ‘Share the Wonder’ for it national parks and reserves. TheMaria Island National Park experience is positioned as ‘a tranquil island with a uniqueheritage’. This is more factually descriptive rather than identifying the emotional benefitsgained by a visit.6.2.2 Aligning with Brand Tasmania and East Coast TourismTourism Tasmania has developed a new brand that will underpin their domestic andinternational marketing for the next three to five years. The new brand story has been usedto develop a marketing campaign that portrays a rich journey of discovery in a way thatsurprises and delights visitors. This new campaign is themed Tasmania – ‘Go Behind theScenery’. The Brand attributes are ‘Bigger on the Inside’, ‘Brutal Beauty’, ‘Disarming’, ‘Offbeatand Original’ and ‘Seductive’ (Tourism Tasmania 2013).The values represented in the new Brand are more profound due to the fact that they arecompounded with (often) contradictory values eg; Brutal Beauty. The inherent power in thisis the ability to colonise an area in the public’s mind not owned by another offering. All theseattributes are very powerful, have resonance with Maria Island and are readily translatable.The opportunity to leverage of this brand work is strong. The core appeal of Maria Island lies‘Behind the Scenery’.6.2.3 Positioning Maria Island in the market placeThe East Coast Regional Tourism Organisation is currently developing a new brand whichshould be used as a reference point for developing authentic experiences for Maria Islandthat engages the target market by differentiating Maria Island as unique but very much partof the natural Tasmanian landscape.Maria Island should focus on iconic experiences that that are most likely to deliver on BrandTasmania and the new East Coast Tourism Brand. Its aim will be to achieve higher yield anddispersal by connecting with target markets and raise the awareness of Maria Islandlandscapes. A stand-alone brand is not necessary and could potentially confuse targetmarkets.Messaging relating to Maria Island should be linked to East Coast brand positioning and:recognise that the journey to the island is part of the visitor experiencebecome significantly more active and immersive recognizing the range of softadventures available (dive, kayak, walk, mountain bike, snorkel)build on the strong emotional attachment of past visitors and repeat visitors tostrengthen the social reconnection and motivation of the lifelong learner.create competitive advantage that separates a day visit to Maria Island from aday visit to Port Arthur or other Tasmania heritage and wildlife experiencesbuild on the strong positional work of Maria Island Walks and other operatorshave already created in the market placeleverage off and complement the brand strategy and marketing plan forAustralia’s 11 World Heritage convict sites noting that this value shouldMaria Island Ecotourism Development Feasibility Study 45

6.2.4 Character Valuesprovide a strong pillar but not over-ride other important elements of the MariaIsland offer.Market research conducted as part of this study indicates that the core attributes thatresonate most with visitors to Maria Island are:“Natural, undiscovered, splendid isolation, a sense of freedom, a littlechallenging and independent-spirited”“A natural wildlife refuge like no other on earth, a safe haven for nurturingspecies for generations to come”These character values (Figure 6) should shape the experiences that are developed forvisitors to the island and provide the key themes in the messaging for Maria Island in thecontext of the East Coast destination positioning.seductivebrutalisolatedpristinerelaxedExperiencesmust beunderpinned byMaria Islandcharacter valuesrawpeacefulinformalundiscoveredindependantFigure 6: Suggested Maria Island Character ValuesThe following themes are suggested for consideration as messaging that could be linked tothe East Coast destination positioning and core experiences on Maria Island (refer Section6.3):Leave the worries of the world behind on an awe-inspiring journey across theMercury Passage to an island of yester yearGet the best vantage point to watch the cinema of light and rock at paintedcliffsTake the time to see our elusive and endangered wildlife in their naturalenvironment and see how they survive and thriveMaria Island Ecotourism Development Feasibility Study 46

Be drawn into sheltered coves, river estuaries and explore the mystery ofMaria Island and create your own adventure.6.2.5 RecommendationBuild directly on the new Tourism Tasmania Brand ‘Get behind the scenery’ and the new EastCoast Tourism brand to create more competitive experiences that deliver on the brand.Once the East Coast brand is prepared, a Story frame such as the one presented in the Figure7 below (Destination Marketing Store 2013) should be used to create the experiences andthe content for use across all channels to market (integrated marketing plan). This means aconsistent story with which the audience can engage and be inspired to visit Maria Island.This will drive sustainable growth and yield.6.2.6 Action Plan1. Prepare integrated marketing plan in conjunction with East Coast Tourism, transportand other commercial operators that includes:marketing strategies for developing and attracting target marketsbudgeted rolling 12 month operational plans detailing marketing activities andopportunities for the next five yearsopportunities for marketing partnerships; anda public relations/media plan aligned to marketing initiatives, productdevelopment and responses to market fluctuations or incidents.The plan should provide for:An effective and comprehensive experience driven website including on linebooking systems for experiences and accommodation and social mediaoptions;One comprehensive but simple Island guidePublic relations and familiarisations (industry and special groups)Cooperative promotions on Island and linked to Tourism TasmaniaIncreasing the island’s profile in Melbourne and Tasmanian forums withsecondary effort to other Eastern seaboard citiesExtending and renewing distribution channels including relationships andPackaging of product; andStrategic targeted marketing to specific market groups.1. Create an awareness of Maria Island as an adventure and nature destination throughtargeted approaches to recreational groups (eg sea kayakers, rock climbers) byexposing them to the opportunities and encouraging them to promote throughappropriate channels2. Host Australian adventure media – eg kayaking, diving, mountain biking, potentiallythrough links with user groups as markets with considerable potential to grow3. Conduct a familiarisation tour/s for schools and industry personnel aimed at creatingstrong relationships.Maria Island Ecotourism Development Feasibility Study 47

Investment required - Cost of integrated marketing plan and promotion includingwebsite upgrade. $50,000Know the story…Articulate the brand positioning for East CoastPersonality – the tone and manner for East CoastValues – what are the values of East Coast ?Attributes –what products/experiences can be developed for Maria Island thatdeliver on this?Create the story…Content – to be created across all communicationProducts – that deliver on the East Coast brandVisitors – can immerse in the brand story and add their own storySell the story…Owned – how the story (content) is used in all Maria Island promotionalchannelsBought – how the story is used in paid mediaEarned – how the story engages and inspires in unpaid mediaFigure 7: Maria Island Story FrameMaria Island Ecotourism Development Feasibility Study 48

6.3 Priority 3 - Product Development6.3.1 Current SituationMaria Island currently lacks engaging and iconic tourism experiences that showcase itsheritage and natural values. It has a small range of tours and activities with limited appealfor different market segments.Iconic experiences are the standout experiences for a destination that reflect thatdestination’s brand promise and positioning in the market. They help define the place, itspeople and stories and provide a focus for marketing the destination. Typically, iconicexperiences showcase points of difference from other destinations and help driveconversion— meaning they have the pulling power to make a visitor want to visit thedestination.While one destination may share features with other destinations—such as wildlife, geology,historic buildings and heritage sites—an iconic experience will offer it in a way that isdistinctive and sets it apart from its competitors. Maria Island currently lacks these type ofexperiences that have the potential to showcase the East Coast brand.Iconic nature based and heritage tourism product will clearly make a difference to thecompetitive positioning of Maria Island. Maria Island Walks is a good example. The currentlow tourism yield could be improved by more innovative products like Maria Island Walkstargeted to specific markets.Effort should be directed at adding value to existing activities to create vibrant experiences;expanding the range of activities to deliver on the core strengths; and attracting investmentfor select new products.6.3.2 Market ResearchMarket research undertaken with people who had recently visited Maria Island suggests thatthe following experiences have the greatest potential appeal:Half day or full day tours taking in local wildlife and marine animals in moreremote areas of the islandA half day sea kayak trail along the Maria Island coast and Marine ReserveA half day self-guided heritage trail around the Darlington World Heritage SiteA 3 day cycling and walking trail with camping opportunities along the wayA full day indigenous heritage trail/tour around the islandEvents such as a Maria Island Heritage Festival‘Hands on’ activities such as assisting with the Tassie Devil Translocation Program andheritage conservation works also rated highly.Of these activities, the two most popular nominated to be undertaken with a commercialguide were:a wildlife adventure taking in local wildlife and marine animals in more remoteareas of the island; andMaria Island Ecotourism Development Feasibility Study 49

a sea kayak trail along the Maria Island coast and Marine Reserve. Thisresearch was also supported by comments made by trade organisationsinterviewed as part of this study.Visitors indicated that improved interpretation in the form of interpretative panels, “handson” experiential learning with heritage restoration and wildlife research specialists, guidedwalks and discussions as well as self-discovery through digital applications would also beappealing. A summary of the market research is presented in Appendix 1.6.3.3 RecommendationsFour products are recommended for development as set out below. A feasibility assessmentof each product is presented in Section 4.2.7. The assessment shows that all of the suggestedproducts align with park management and regional strategies. Some opportunities however,could promote the nature-based tourism profile of the region to a greater extent than otheractivities.Whilst all of the opportunities have a strong market appeal, products such as the multi daycycle /sea kayak tour and wildlife experiences are more ‘unique’. The economic contributionsexpected from the opportunities also vary substantially. Ultimately it will be the privatesector that will determine which products are offered based on their own marketassessment.PWS will need to work with industry and the education sector to develop these new productsand create revenue for PWS through the introduction of value-based pricing.Product 1:Soft AdventureBe drawn into sheltered coves, river estuaries and explore the mystery of MariaIsland and create your own adventureGet the best vantage point to watch the cinema of light and rock at painted cliffsThe island is perfectly suited to a range of soft adventure activities that can be offered atdifferent standards and skill levels both with and without guides. Short break adventurepackages could include a choice of all. The opportunity to establish other unique companionexperiences that leverage off the iconic ‘The Maria Island Walk’ is strong.There are few destinations that offer such exceptional settings and natural assets for marinebased activities such as diving, sea kayaking and snorkelling as well as more commonactivities of mountain bike touring and walking.Unique wildlife viewing opportunities both on land and sea will add value to Maria’s appeal.Guided programs on the marine environment and sea bottom viewing could be added.It is recommended that the following experiences be developed: A three day/two night mountain bike/sea kayak circuit (opportunity along theMaria Island Coastal Trail with standing camp(s). Full day trip to Encampment Cove for day trippers and overnight campers -transferred to Encampment Cove from Darlington with a beach landing atEncampment Cove (via Naiad) followed by a 4 -5 hour walk or cycle back toDarlington.Maria Island Ecotourism Development Feasibility Study 50

Half day and full day sea kayaking along the coast of Maria IslandThe new soft adventure experiences need to be packaged with transport, guiding andaccommodation. Accommodation could be on-trail (such as standing camps) or off trail inheritage accommodation. Once the jetty is constructed at Encampment Cove theseexperiences could be developed further.It will be important to ensure a high standard of commercial operations for all specialisedactivities.Product 2:World Heritage InterpretationLeave the worries of the world behind on an awe-inspiring journey across theMercury Passage to an island of yester yearDarlington has only recently received World Heritage status and the appeal of this status tovisitors is yet to be realised and made part of the iconic Maria Island experience.The market positioning for Darlington must be directed towards providing experiences ratherthan merely interpreting landscape, buildings and artefacts. These physical elements must betranslated into a living story. The aim is to elicit an emotional connection between theheritage and the visitor. Some existing interpretation achieves this aim (Coffee Palace), andthis could be further improved through ‘hands on heritage’ with heritage and wildliferesearch specialists which would appeal to the target market. Use of technology to supportheritage experiences such as audio tours and digital apps that appeal to the target marketsand educational groups should be made available (refer to market research results presentedin Appendix 1).Keeping the emotional attachment of past visitors will drive high repeat visitation andsupport the high level of referral to friends and relatives. Using storytellers and localvolunteers who love to talk and can engage others with their stories eg “Memories on Maria”are recommended. The Gap Analysis of Interpretation on Maria Island (PWS 2011) is a usefulreference to commence work in this area.A Camp Ground Host program also offers potential to engage visitors in other ways.Facilities will need to continue to be well maintained, managed and promoted as part of theoverall trip experience. The Darlington precinct should remain the focus of day visits toensure concentration of activities and services.Product 3:Teach & Learn on Maria IslandTake the time to see our elusive and endangered wildlife in their natural environmentand see how they survive and thriveProducts that are linked to the National Curriculum will appeal to the education market.These will need to be developed by PWS for primary (1 day program) and secondary schools(3 day program) and actively marketed to the education sector. The program should involvethe students in all aspects of the island’s values and allow for engagement with PWS staff.The current strategy of installing camp kitchens and related equipment to enable moreschool groups to visit easily without having to transport equipment back and forth to theMaria Island Ecotourism Development Feasibility Study 51

island is a critical step to attract this market back to the island. This should be marketed aspart of the package for the sector.Guided wildlife experiences – day and night time land or water based interactive experiences(Eco cruises from Darlington working in with the main ferry schedule) and potentiallyincluding wildlife volunteer activities such as counting and tagging Tasmanian Devils.Product 4:Indigenous ExperienceThe fascinating history associated with the landscape of Maria Island is unique in terms ofTasmanian Aboriginal history. At the present time, it is difficult for the visitor to appreciatethe story the site reflects. A high percentage of visitors to Maria Island are interested inindigenous history and contemporary stories. They are particularly keen to hear the storiesfrom the people themselves. Ideally, a guided experience will be offered at Maria Island thatallows the local Aboriginal community to explain the site, the history and interact withvisitors about contemporary issues. Face to face guiding could be complemented by some onsite interpretation. Aboriginal groups consulted indicated that type of experience is currentlyunder development in other areas of Tasmania and transferrable to Maria Island once theprogram is established. PWS have indicated interest in establishing an indigenous walkingtrail on the island. This proposal should be further developed in consultation with theAboriginal community.6.3.4 Other Product Development ConsiderationsPackaging of activities and servicesThe packaging of a suite of adventure and nature experiences would be very attractive totarget markets. Whilst some travellers will prefer to select and book individual experiencesand do some activities themselves, for a short break market, a combination linked toaccommodation will be very marketable. A typical package might include half day guidedprograms for sea kayaking, and /or diving plus a one day independent mountain bike tourand an evening wildlife viewing option. Feedback from trade representatives supports thisview (Appendix 2).Potential commercial opportunitiesPWS needs to enable and encourage the private sector to develop viable businesses on theisland and it is considered that commercial operations are well suited to the followingactivities:Guided tours of historic precincts, Marine reserve (kayak, dive, boat, snorkel),walking tours, cycling tours, wildlife toursLuggage transfer services from ferry to Darlington and Encampment Cove forcyclists;Retail sales (eg campers supplies, souvenirs)Equipment hire (eg mountain bikes, kayaks, canoes);Sales of prepared foods and refreshments; andAccommodation servicesThese services could be established in the Commissariat, Assistant Superintendent or otherbuildings close to the Jetty subject to the Conservation Management Plan for each building.Maria Island Ecotourism Development Feasibility Study 52

EventsBrand related events will be an important strategy to create an appreciation of theexperiences Maria Island has to offer. By attracting people for one off events, they canobserve the island and its core strengths and be motivated to return to experience it further.Events offer the best potential to extend tourism in the shoulder and off-peak seasons andleverage off the strength of the small, friendly local community.Existing events and functions that can be leveraged off include the local SeaFest Festival andthe Schools’ Day for hundreds of East Coast schools (March each year). These events createopportunities to showcase the island and Marine Reserve. An event could build uniqueexperiences around musicians, artisans from Triabunna and aim to fill the heritage buildingswith creative arts with a food offering using regional produce over a weekend to drawvisitors. Involve UTAS/diving schools to bring the ocean to the shore for visitors.Food and beverageOpportunities to purchase basic food and beverage in the initial stages of the islandrevitalisation will be critical for visitors. Market research of visitors to Maria Island indicatesthat there is a strong preference for purchasable supplies such as milk, bread, water, papersetc. to be provided. An on-line food and beverage order service from local food suppliers(supermarkets, local butcher, and green grocer) where orders are transferred to the islandfor overnight guests) would be beneficial and address the strong preference for purchasablesupplies.Being able to eat local produce on the island will be an important part the overall Islandexperience as well as contributing to the brand and messaging of the east coast in the longerterm. Visitors indicated that lunch or dinner made with local/regional produce and localwine was appealing. Local suppliers could prepare gourmet hampers or BBQ packs that canbe pre ordered and delivered to the visitor centre or island for pick up. A Coffee Cartestablished at either the Penitentiary or Coffee Palace over the peak periods is alsorecommended. This service could offer coffee and tea and other pre made snacks for bothday visitors and overnight visitors. This opportunity should be offered to local providers inTriabunna.Artisan opportunitiesPartnership opportunities with the local artisan community of Triabunna and Orford wouldoffer visitors another way to enjoy the island. Visitors could be invited to browse andpurchase original artwork created by the highly regarded local, regional and national artistsselected to participate in the existing artists in residence program on Maria Island. Thispartnership could provide income for locals as well as purchases for visitors. Once created,art work could be displayed at the Triabunna Art Shed/Museum adjacent to the new marina.The role of local products is important in the Maria Island post trip recollection and peopleshowing their friends which in turn contributes to marketing the destination.An annual "Young at Art" children's art exhibit and hands-on activity where children areinvited to make, free of charge, any art projects about Maria Island should be considered aspart of the program. Winners of the "Young at Art Exhibit" (link to artisans program below)receive a prize such as an experience/accommodation package on Maria Island for the family– bringing intrastate visitors back to the island.Maria Island Ecotourism Development Feasibility Study 53

6.3.5 Action Plan1. Engage professional support to develop the Maria Island Coastal Circuit Strategywhich defines the route of the circuit for walking, cycling, and sea kayaking andsuitable sites for standing camps, signage and interpretation.2. Develop a program aimed at attracting volunteers to participate in research,monitoring and conservation projects and interpretation for visitors. This mayinvolve partnership approaches with private enterprise and local council to attractvolunteers.3. Develop a school education program targeting primary and secondary schools thatlinks to the National Curriculum and directly market to schools.4. Develop an investment package for Maria Island based on the commercial anddevelopment opportunities identified. The Prospectus should address:The Maria Island contextGuiding principles for investment (consistent with East Coast brand, messagingto target markets)Compliance and planning regime – including checklists, templates andprocedures to assist potential commercial operators to either assessrequirements or assist in complying (including working with stakeholders tosimplify and streamline)Characteristics of relevant business models; andExamples of specific investment opportunities.5. Using the investment prospectus target existing operators to invest in tourism on theisland. Priority should go to:Adventure and nature tour businesses including experiential learningorganisationsTailored food and beverage options from Triabunna increasing availability andchoiceAccommodation adaptationSemi-Permanent Standing CampsNature/adventure lodge – 20 rooms maximum6. Develop and implement Signage Strategy based on the East Coast brand thataddresses:Standards and images for all directional and way-finding signageThe identification of an Darlington touring route taking in the main visitor sitesand points of interestDirectional signage within settled areas and linked to visitor maps.7. Prepare an interpretation strategy for the island maximising various methods thatappeal to target marketsMaria Island Ecotourism Development Feasibility Study 54

8. Partner with GSB Council for improved tourism services including: new and effectiveapproaches to accommodation booking and payment; use of GSB Council volunteersfor use as hosts and guides at Triabunna Jetty and on Maria Island9. Work with the local Aboriginal community to develop interactive guided experiencesfocusing on the unique Aboriginal history of the island10. Establish a “Welcome product” that reflects the essence of the Maria Island brandand provides business opportunities for the community. Options include monthlyWelcome function including food and tourism operator stalls; weekly markets orsimilar at the Triabunna Jetty to coincide with ferry departures/arrivals during peakperiods or an annual event associated with local Sea festInvestment required - $660,000 over three yearsThree year appointment of Business Development Manager @ $100,000 perannum over three years - $300,000 to drive actions contained in this reportCircuit Trail Development - strategy and construction ($200,000 estimate) Investment Prospectus and Education Program - $10,000 Interpretation Strategy and Implementation - $100,000 Signage Strategy and implementation - $50,0006.4.6 Feasibility assessment of product development opportunitiesTo assess each of the product development opportunities identified in the previous section aset of criteria outlined in Table 7 has been applied to each of the opportunities in Table 8.Table 7: Assessment CriteriaASSESSMENT CRITERIAAlignment with regionalstrategyEconomic contributionsImprove nature-basedtourism profileIncrease recreationalactivitiesUniquenessAppeal to the marketsResources required /time framesDevelopment BarriersMEASUREDoes the project align with key strategies such as the MariaIsland National Park Plan of Management and TOMI Strategy?Will the project increase employment and income in theregion?Will the project enhance the State’s nature-based and heritagetourism profile?Does the project provide recreational activities or benefits forthe local population?Is the project highly differentiated or unique?How will the project appeal to current market and potentialmarkets? i.e. will it be popular and to which market segments?What resources and timeframe are required to complete theproject?What are the barriers to realising the project? Key barriersincluding: land ownership, finances or conflicting land uses.Maria Island Ecotourism Development Feasibility Study 55

Alignmentwith park andregionalstrategyeconomiccontributionsnature- andheritagetourismprofilerecreationalactivitiesUniquenessAppeal tomarketResourcesrequiredChallengesProductMulti daymountainbike/seakayakopportunityHalf day andfull day seakayakingGuidedwildlifeexperiencesWorldheritageInterpretationIndigenousTrailSchoolEducationPrograms Low Attracting commercial operator to invest with uncertainlyof ferry operation Low Attracting commercial operator to invest with uncertainlyof ferry operation Moderate Attracting commercial operator andinfrastructure/resources required to support program Moderate Investment in interpretation High Requires collaboration with Indigenous groups Moderate Requires programs to be developed by PWSEvents Moderate Success dependent on local community involvement tosupport the event programTable 8 Assessment of product development opportunities against key criteriaMaria Island Ecotourism Development Feasibility Study 56

6.4 Priority 4 - Infrastructure (Water, Power Sewerage)6.4.1 Current SituationThere is a high cost of providing services on Maria Island due to its remoteness and lack offacilities. Current visitors are required to be entirely self-sufficient for food and rubbishdisposal. Basic services and infrastructure provided include visitor information, toilets, gasbarbeques and a limited water supply (due to recent low rainfall years and high seasonaldemand).However, facilities need to be provided that cater for the varied activities andaccommodation requirements of different markets. Consistent with the expectations ofmany nature based tourists, PWS will need to adopt best practice environmentallysustainable practices for infrastructure.6.4.2 WaterThere is relatively low annual rainfall on Maria Island but high seasonal demand. The meanaverage rainfall at Darlington is 677 mm, the highest mean monthly fall occurs in June andthe lowest in September. Water supply to Darlington centres around the capacity andfullness of the Darlington Reservoir (convict built).Water is pumped to two large storagetanks (est 16000 gallons) on Club Ridge above Darlington and then gravity fed to all ofDarlington (for household, toilets, showers, fire protection etc). There are additional watertanks around Darlington to supplement drinking water (however no tested potable water norfiltered water for public).The Darlington dam has an estimated capacity of 14Ml, which has proven adequate withaverage rainfall. Recent dry years mean that it has not reached capacity, therefore has riskedrunning out over summer. The overall capacity of the reservoir reduced after sediment buildup from the 2009 floods.Failure of the gravity feed from the dam, or major leakage from broken water pipes from thestorage tanks has resulted in complete water loss at Darlington. Often it can be a number ofdays before the repair is completed and the lines recharged. Limited water at French's Farmand Encampment Cove is available from rain water tanks.Additional day and overnight visitors is likely to double the demand for water supply throughtoilet flushing and showers for overnight guests.Water collection and storage facilities will need to be augmented and water conservationmeasures applied. Water supply augmentation options will need to be fully assessed in orderto ensure reliable supply – this will include increasing capacity of dam (removing silt andsediment), storage capacity, upgrading supply pipes as well as installation of water tanks onall buildings currently in use. Dry compost toilets should also be considered.The quality of the potable water supplied will need to be addressed. Australian DrinkingWater Guidelines recommend chlorination of public water supplies. Water supply atEncampment Cove will need to be provided to meet demand for camping as a result ofpackaged experiences. Further investigation is required to determine most appropriatemethod of collection and storage.Maria Island Ecotourism Development Feasibility Study 57

6.4.3 SewageThere are three public toilets and one shower block available for visitors to Darlington.Sewage treatment is primarily by septic with just one set of toilets using the treatmentlagoons.The 1992 Maria Island Engineering Study indicated that the existing sewage system appearedadequate for a threefold increase in to 30,000 visitors. However recent PWS advicesuggested that the system is at capacity and any increase in visitation require the transfer ofeffluent to the effluent ponds. Composting (or similar) toilets should be investigated toreplace existing flush toilets throughout Darlington and should be installed in any newaccommodation amenities. Options for sewage augmentation and estimated costs will needto be further investigated prior to any additional accommodation being constructed.6.4.4 PowerElectricity is currently produced by solar panels with battery storage banks, supplemented bydiesel generators. Power is mostly used for park operations (office, workshop, and staffaccommodation) and is also used for visitor services and interpretation in some buildings inDarlington. Power has recently been connected to the Commissariat Store to assist withvisitor services. Energy efficient appliances and alternative energy systems, such as LEDlighting and gas for cooking and heating have been installed to reduce energy consumptionPower consumption is likely to increase marginally if additional accommodation is availablefor use. Solar capacity and battery bank capacity and will need to be increased. Dualgenerator back up may be required in the event of system failure.6.4.5 GasGas is currently stored in 18 kg gas cylinders which are transported to Triabunna where theyare refilled. Diesel fuel for the generator is stored in a 5200lt tank and is refuelled by a fueltanker from Hobart (via barge). Storage tanks and bunding are due for replacement to meetregulatory requirements. Reticulated gas with large cylinder storage for all of Darlington (gastanker delivery to island with fuel delivery on barge) could be considered subject to furtherinvestigation.6.4.6 WasteAll rubbish or recycling generated on the island is removed to the closest licensed rubbishdisposal site (currently at Orford). Visitors are currently advised to take their rubbish on theferry when they leave, which has a high compliance rate. Additional waste from day visitorswill increase the load on the current system. Waste mitigation strategies will need to beadopted.6.4.7 Roads Tracks and TrailsA network of approximately 50km of tracks and trails is available for visitors to walk or cycle.These tracks are also used for park management. The condition of all tracks and trails isvariable. Darlington, Fossil Cliffs, Reservoir Circuit are primary access tracks for visitors andpark management. Regular maintenance of these roads is required to allow for ease ofaccess throughout Darlington.Maria Island Ecotourism Development Feasibility Study 58

The Coastal Road is the main north – south access way which is popular for cyclists. This Roadhas sections of sand, and drainage issues. The Inland Road, Haunted Bay, Robeys Farm,Return Point, Skipping Ridge and Oast House are secondary tracks. Point Lesueur isconsidered a tertiary track.The small gravel stockpile once used for road works has now been rehabilitated. Withoutreopening / reworking and enlarging the quarry and with no heavy plant the capacity toundertake road/track and trail maintenance on a regular basis is currently limited. Due tolimited gravel supply Windfalls, track trimming, drainage, minor repairs and reroutes occursporadically and mainly on the higher profile tracks.6.4.8 RecommendationMaria Island should be recognised as a sustainable destination with best practice waste,water and energy practices that reduce footprint and operational costs of the tourismenterprise. A comprehensive infrastructure plan is required which should stage therevitalisation of infrastructure according to demand requirements. Preliminary estimatessuggest that infrastructure augmentation costs are likely to be in the order of $500,000 to $1million. This will need to be confirmed and detailed assessment was outside the scope of thisstudy.A comprehensive audit for energy, water and waste performance of Maria Island based oncurrent demand and projected demand should be undertaken to determine infrastructurerequirements. An energy audit will measure current energy use in peak and off peak andrecommendations for improving energy efficiency overall. A water audit will identifyopportunities to reduce consumption. Reducing water use can also help reduce energyconsumption, as less energy will be needed for water heating and distribution. A waste auditwill identify waste streams and the associated cost of current practices, to help improvewaste management at Darlington and other key visitor nodes.6.4.9 Action Plan1. Engage professional advice to undertake waste, water and energy audit2. Prepare service infrastructure strategy3. Prepare preliminary design specifications for infrastructure upgrade4. Conduct environmental and heritage assessments5. Prepare application/referrals and seek approval6. Commence construction7. Commence accreditation process /evaluation for efficiency gainEstimated investment required - $500,000 - $1 millionMaria Island Ecotourism Development Feasibility Study 59

6.5 Priority 5 - Accommodation6.5.1 Current SituationCurrent accommodation options for visitors at Darlington include the Penitentiary (whichreturns the highest revenue for PWS); the Darlington campsite; campsites at EncampmentCove and French’s farm, Prero’s cottage; and Workshop accommodation.Overnight accommodation at the Penitentiary has a maximum capacity of 68. The averageannual stay at the Penitentiary is 1.9 nights (PWS 2012). Based on PWS 2012 booking dataannual occupancy of the Penitentiary was 27%.The current mix of accommodation is suited to only a part of the market as evidenced by thevery low occupancy levels. There is a need for high quality at every level of accommodation– camping; cabins; and self-contained houses cottages, however investment in renovatingheritage accommodation or providing new accommodation is not the highest priority whencompared to other investment requirements considered essential to increase day visitationto the island.6.5.2 Market ResearchAn analysis of similar accommodation (communal style basic heritage accommodation)currently offered in around Australia indicates the current price point for accommodation atDarlington is below market standard.Future accommodation prospects were tested with visitors and the most preferredaccommodation was simple eco-friendly minimal impact lodge/cabins (30%). Self-containedrestored heritage cottages were also appealing (19%). Other accommodation preferences arelisted below, ordered by the percentage of people who would prefer them. Simple ecofriendly minimal impact lodge/cabins (30%) Self-contained restored heritage cottages (19%) Other (13%) Accommodation in a double room with electricity and private amenities (11%) Accommodation in rooms that cater for groups of 2 –10 with no electricity andshared external amenities (10%) Luxury ecofriendly minimal impact lodge/cabins (9%) Themed heritage accommodation with electricity and private amenities (4%) Accommodation in rooms that cater for groups of 2 – 10 with electricity andprivate external amenities (2%) Accommodation in a double room with no electricity and shared amenities(2%)6.5.3 RecommendationA range of accommodation options is made available that appeals to target markets and canbe packaged with a range of experiences that provide greater return to PWS.Maria Island Ecotourism Development Feasibility Study 60

6.5.3.1 Maximising Revenue Potential - Price AdjustmentsPenitentiaryAdjustments to the price of the Penitentiary accommodation on Maria Island will providegreater revenue return to PWS and will make it more consistent with current market prices.Recommendations are presented below.The potential price sensitivity of the intrastate domestic market is an importantconsideration. The target market should remain intrastate visitors and school groups.Suggested changes to peak pricing, maximum stay and incentives for off peakaccommodation and packaging with ferry operations and local businesses arerecommended.Penitentiary 2012 Price 50% increase inprice100% increase4 bed rate $44 $65 $90additional /person 10/adult 5/child 10 adult/child 20/adult 10/childAnnual estimated $89,816 $134,724 $179,632revenue10% occupancy$98,798 $136,071 $197,595increase25% occupancyincrease$112,270 $168,405 $224,540These estimates are based on the current estimated 4200 overnight visitors which is a bedoccupancy level of 21% for the Penitentiary (PWS 2012).CampingSuggested price adjustments have also been proposed to the camping fees recognising thePWS Fee Policy for camping in national parks may limit the feasibility of this option.Recommendations are presented below.Camping 2012 Price 50% increase inprice100% increaseCamping$7 $11 $15adult singlesCamping family $16 $24 $35Annual estimated $19,308 $28,962 $38,616revenue10% occupancyincrease$21,239 $31,858 $42,478Maria Island Ecotourism Development Feasibility Study 61

6.5.3.2 Adapting heritage buildings to provide additional accommodationThe Maria Island Conservation Management Plan (ERM 2008) states that a number ofbuildings can be adapted for accommodation purposes. Adaptation of the buildings wouldappeal to the market who seek self-contained restored heritage cottages (19%) andaccommodation in a double room with electricity and private amenities (11%). The buildingsrecommended for adaptation include the Bernacchi Buildings (two terraces and twobuildings) and the Coffee Palace.Feedback from investors suggests that the private sector would be unwilling to spend $2.0million in estimated up-front costs for the accommodation upgrade on Maria Island. It isanticipated the private sector would not risk such a large upfront capital spend for the grossrevenue estimated. Assuming PWS undertook these works (instead of the private sector) andcharged a rent for a purpose refurbished facility it is expected that PWS receive positivereturn within 10 years.The Bernacchi Terrace 1The Bernacchi Terrace 1 is a row ofthree single brick dwellings built on onelevel. A verandah extends along thefront of the terrace with lovely views. Itis a relatively intact example ofaccommodation built by Bernacchiduring the first industrial phase andactivities of the Maria Island Companybrickworks (ERM 2008). Use foraccommodation is permitted by theConservation Management Plan andwould require amenities to be installedexternal to the main building.Capital Cost Estimate - $750,000Finishes and flooringRoof guttering and external drainage worksCompliance works including fire alarm systemReplacement of all light fittingsUpdate electrical and other servicesKitchenFurnitureConservation worksExternal amenities (3 suites)Includes 20- 25% costs relating to design, project management, heritagemanagement, preliminaries etc involved in the worksMaria Island Ecotourism Development Feasibility Study 62

An initial assessment of possible prices for rooms and potential revenue is set out below:3 cottages % Occupancy Room Rate PotentialRevenuePer annum1095 possible bed 32.5% occupancy $150/cottage p/n $52,600nights(low estimate)50% occupancy $150/room p/n $82,000The Bernacchi Terrace 2.Two rows of three conjoined housesbuilt in 1886 (ERM 2008). Thesouthern house is occupied by PWSstaff. It is a relatively intact exampleof accommodation built by Bernacchiduring the first industrial phase andactivities of the Maria IslandCompany brickworks (ERM 2008).Use for accommodation is permittedby the Conservation ManagementPlan and would require amenities tobe installed external to the mainbuilding.Capital Cost Estimate - $750,000 Finishes and flooring Roof guttering and external drainage works Compliance works including fire alarm system Replacement of all light fittings Update electrical and other services Kitchen Furniture Conservation works External amenities (3 suites) Includes 20- 25% costs relating to design, project management, heritagemanagement, preliminaries etc involved in the works.An initial assessment of possible prices for rooms and potential revenue is set out below:3 New Cottages % Occupancy Room Rate Potential RevenuePer annum1095 possible bed32.5% occupancy $150/cottage p/n $52,600nights(low estimate)50% occupancy $150/room p/n $82,000Maria Island Ecotourism Development Feasibility Study 63

Bernacchi Terrace Residence 1 & 2The two Bernacchi residences were built in c 1888 to accommodate the managers of thebrick works (ERM 2008). Both residences are in generally good condition and one is used byMaria Island Walks and is currently being upgraded for up to ten guests. The proposedadaptation of the cottage for the commercial operator is supportedCoffee PalaceThe Coffee Palace was built as a guest house by the Maria Island Company, with two dividingrooms and a parlour across the front and seven small rooms and kitchen at the rear. Thefront three rooms of the Coffee Palace have been restored by PWS and are used forinterpretation (ERM 2008).The six rooms in the rear wing of this building should be adapted for accommodation.Wallpaper and original fittings and furniture should be conserved and retained. Amenitiesare permitted to be constructed at the annex of each verandah.The kitchen could be modified to continue this function and room 8 could be adapted toserve as the dining room. These proposed uses are consistent with the ConservationManagement Plan (ERM 2008).The three front rooms should continue to function as an interpretation centre. Upgrade ofcurrent amenities will be required.Capital Cost Estimate - $570,000Finishes and flooringRoof guttering and external drainage worksCompliance works including fire alarm systemReplacement of all light fittingsUpdate electrical servicesConservation worksFurniture New bathroom (2)Includes 20- 25% costs relating to design, project management, heritagemanagement, preliminaries etc involved in the worksMaria Island Ecotourism Development Feasibility Study 64

An initial assessment of possible prices for rooms and potential revenue is set out below6 double rooms % Occupancy Room Rate Potential RevenuePer annum32.5% occupancy $120/room p/n $80,6402100 possible bednights(low estimate)50% occupancy $120/room $126,000Maria Island Ecotourism Development Feasibility Study 65

6.5.3.3 Semi-Permanent Standing CampsSemi-permanent tented accommodation is a cost effective and environmentally sustainableoption that would appeal to the target markets identified in this report. The most suitablesite for this type of accommodation would be outside the Darlington Precinct and near FourMile Creek or Trigonia Corner. The semi-permanent standing camp would need to complywith the Maria Island Management Plan. The provision of semi-permanent accommodationin this part of the Island should only be considered if it complimented and did not detractfrom the current camping experience offered in this area by Maria Island walks or othercommercial operators.Photo courtesy of Canopy Camping 2013Research shows that visitors are willing to pay between $150 and $600 per night for tentedaccommodation depending on the facilities and level of luxury (Tourism Research AustraliaDestination Visitor Survey Strategic Regional Research – Western Australia 2011).The cost of semi-permanent accommodation will depend on the quantity, size and quality oftents. Purchase cost of a mid-range raised tent (sleeps 4) is estimated to be around $17,000(excludes installation costs). Shared ablution facilities would also be required.The return on investment will depend on the location, surrounding environment and theaccommodation, facilities and offerings, however it is expected that the investment wouldresult in in a net positive return within the third year of operation.Maria Island Ecotourism Development Feasibility Study 66

Capital Cost Estimate - $300,0005 x 2 person tents5x 4 person tentsFit outAblution facilities (compost)Includes 20- 25% costs relating to design, project management, heritagemanagement, preliminaries etc involved in the works10 camps % Occupancy Room Rate Potential RevenuePer annum32.5% occupancy 150/tent p/n $175,0002100 possible bednights(low estimate)6.5.4 Additional purpose built accommodation50% occupancy $150/tent $274,000A nature/adventure lodge based around Encampment Cove or a similar setting thatcapitalises on the island’s core strengths and provides excellent service as well as a range ofquality guided experiences is likely to be very attractive for the target markets and investorsonce the new ferry is established and visitor numbers increase.Attracting new higher yield markets will require a higher standard of accommodationincluding good local food and wine, excellent service and a range of activities andexperiences. The target markets may also be looking for environmental credentials andsustainable infrastructure and systems. This will only be feasible in the longer term if theferry service, infrastructure capacity and breadth and depth of experiences on offer areaddressed.6.5.5 Accommodation ManagementOnline bookings for accommodation should be made available for visitors – for all forms ofaccommodation.Interest from the private sector should be sought on an ongoing basis for the following:Operation of the camping ground at DarlingtonOperation of the penitentiary accommodation at DarlingtonAdaptation of existing buildings for accommodationCleaning, supplies operation and maintenance of all accommodationIn the interim a Campground & Penitentiary Host system for peak periods is recommendedto reduce the operational requirements on PWS. It is expected that the host system would befeasible given the high rate of return of visitors (intrastate).Maria Island Ecotourism Development Feasibility Study 67

6.5.6 Action Plan1. Adjust pricing for Penitentiary accommodation for 2014/152. Prepare Campground Host proposal and seek EOI from community for 2013/14summer3. Investigate appropriate site for semi-permanent tent accommodation in the vicinityof Four Mile Creek and undertake environmental assessment4. Prepare site plan of standing camp and purchase tents and construct facilities5. Prepare preliminary design specifications for Coffee Palace and Bernacchi Terraces6. Conduct environmental and heritage assessments7. Prepare application/referrals and seek approval8. Commence construction of Coffee Palace additional accommodation9. Phase 2 – commence construction of Bernacchi Terraces upgradeInvestment required - $2.4 millionPhase 1Standing Camp and Coffee Palace – $870,000 (refer Appendix 9)Booking system and campground host operational costs –$ 20,000Phase 2Bernacchi Terraces – $1.5 million (refer Appendix 9)Maria Island Ecotourism Development Feasibility Study 68

7 An Assessment of the Socio Economic Benefits of theRevitalisation of Maria IslandThe implementation of the actions set out in this report will provide economic,environmental and social benefits for Tasmania. This section of the report makes anassessment of these impacts.Supplementary funding will be required to commence implementation.The impact is shown for:1. The six year implementation period2. The operation of the island in 20197.1.1 Assessment OverviewThis assessment considers the impact of increased visitation to Tasmania because of thepresence of a revitalised destination on the east coast of Tasmania.It is important to note that the visitation impact of the revitalised offer on Maria Islandcannot be calculated from simply the number of visitors who visit. That approach is incorrectas it would:Assume all visitors travelled to Tasmania purely to visit Maria Island. Rather, anumber of visitors may have visited the region regardless of whether newproducts and services existed on Maria Island; andIgnore the broader impact that the island has on Tasmania such as increasedprofile.Instead the impact of the revitalised offer on Maria Island has been calculated as the totaladditional visitors because of the presence of the island than would have otherwise been thecase (i.e. without a revitalised offer). The increase in visitation arises from:1. New visitors to Tasmania (day and overnight) due to the island and2. Existing visitors who extend the duration of their visit to Tasmania due to the island.Estimated additional visitation to the region as a result of the revitalised offer on the island isprovided below for the two scenarios:Estimated increase in visitation as a result of the proposed improvements, 2019VisitorsIntrastate marketthat would beinclined to visitVisitorsInterstate andinternationalTOTAL‘With project case’ 12,000 18,000 30,000‘Base case’ 3,000 5,000 8,000Additional visitors due to arevitalised offer on MariaIsland9,000 13,000 22,000Maria Island Ecotourism Development Feasibility Study 69

7.1.2 AssumptionsThe key assumptions used in the calculation of the economic impacts of the revitalisation ofMaria Island are provided below: Impacts provided after 2018 Expenditure provided in real terms Visitor expenditure per person of interstate visitors is $1,554 per trip (TVS, 2011/12).Average spend per night is $190 (TVS, 2011/12) representing one third of visitors Visitor expenditure per person of international visitors is $3,331 per trip (TVS,2011/12). Average spend per night is $94 (TVS, 2011/12) Visitor expenditure per person for intrastate visitors is $121 per night and $97 perday (TVS, 2011/12) representing 66% of visitors The expenditure habits of the visitors to Maria Island is representative of averageexpenditure by tourists in the region ‘Existing Visitors’ to Tasmania stay on average an additional 1.5 days due to therevitalised offer Every dollar spent by tourists in Tasmania creates a further $0.91 in indirectexpenditure (Tourism Research Australia, 2010) i.e. an indirect tourism multiplier of1.91 has been used. Every $1 million of direct tourism expenditure supports 11.4 FTE jobs (TourismResearch Australia, 2010) i.e. an employment multiplier of 11.4 has been applied.7.1.3 Construction ImpactsIf the $5 million (includes ferry construction, infrastructure and accommodation upgrade)recommended to be spent to revitalise Maria Island over six years occurred it will provide asignificant economic boost during the period of construction to the region.It is estimated that 20 Full Time Equivalent (FTE) positions would be supported during theperiod of construction. This is assuming the implementation period is six years.The number of jobs during implementation has been calculated as one FTE for every$250,000 of Capex in each year.7.1.4 Operational ImpactsTourism expenditure is defined as any expenditure that has occurred as a result of visitationby tourists to the region. It includes both direct and indirect expenditure. Direct expenditurerefers to the immediate expenditure made by tourists i.e. the amount visitors spent in theregion.Indirect expenditure refers to the expenditure that occurs from other industries not in directcontact with tourists. An example of indirect expenditure is the expenditure of a hotel onvegetables from a food supplier in order to produce a meal that will be consumed by atourist. Indirect expenditure considers the ‘knock-on’ effects of visitor expenditure.The annual addition expenditure in Tasmania as a result of the development of therevitalised offer on Maria Island in 2019 is provided below. It is shown in nominal terms.Maria Island Ecotourism Development Feasibility Study 70

Additional Expenditure Summary, 2018Expenditure(nominal)Direct Indirect TOTALYEAR 2019 $3.6 million $3.3 million $7.0 millionIt shows that an additional $7.0 million in expenditure would occur across Tasmania in 2019if the Maria Island was revitalised.The majority of this expenditure ($3.6 million) is from the forecasted additional visitors toMaria Island by 2019 that the redevelopment is forecast to attract.7.1.5 EmploymentThe project will also support a number of jobs in Tasmania. Jobs are measured as FTE’s andinclude both direct and indirect jobs supported by the revitalisation.The number of jobs supported by the project is estimated at 41 FTE’s in 2019.These jobs will be spread across industries that are both directly and indirectly connectedwith the visitors to the island.7.1.6 Investment attraction and regional stimulusIts sheltered port and deep water; proximity to Hobart airport (just over an hour); centrallocation with Coles Bay/ Swansea and Schouten Island to the north, and Maria Island,Dunalley and Tasman Peninsula to the South; and existing marine industries including amarina, slipway, maintenance, accessibility to flat land, Esplanade as well as tourism, fishing,and recreation facilities provides outstanding opportunity for growth and much neededstimulus to the regional communities.Increased visitation and expenditure in the region as a result of the revitalisation on MariaIsland and in Triabunna is likely to attract further investment within eastern Tasmania,presenting an opportunity for existing and new businesses to develop products and servicesto meet the needs of visitors. This could include transport, merchandise, accommodation orprovisioning and guiding services for tourism as well as other services associate d withmarine activities. In the longer term, the natural harbour and existing port facilitiesassociated with the closed chip mill offer the potential to develop Triabunna as a deep waterport, which could attract cruise ships and provide freight facilities if adequate infrastructureand services are available.As visitation increases there will be a corresponding increase in visitor expenditureparticularly within the accommodation and food services industry. An increased length ofstay for existing markets and the new markets will improve the occupancy rate ofaccommodation facilities and may also result in investment in new accommodationinfrastructure to meet market needs.Maria Island Ecotourism Development Feasibility Study 71

7.1.7 Social ImpactsThe revitalisation of Maria Island will provide additional benefits to the communities ofeastern Tasmania than those described as economic. The increase in employmentopportunities will result from both the implementation and the ongoing maintenance andprovision of services for visitors.The project may also result in up-skilling of local residents in hospitality services. It isenvisaged that local residents could be trained in these skills during the implementationphases of the project.Following implementation, the jobs created from the project will be primarily in thehospitality, accommodation and food and services industries. It is believed the labour for thenewly created jobs would be primarily sourced from within the region. There are significantsocial benefits from employment opportunities for local workers. This includes reducing thecommuting time for workers who previously may have been required to travel to largercentres such as Hobart.An increased profile for the East Coast as a result of the revitalisation of Maria Island mayalso contribute towards increasing regional pride within the local communities. Otherregional locations in Australia have successfully increased community participation and spiritthrough similar tourism-related projects. It could be expected that the project will help tomobilise the local community and provide optimism and energy across the local economyand communities.An increase in visitation and economic activity in the region is likely to also increaseinvestment and development of service and other support industries.A revitalised Maria Island will create a new value proposition that can be developed with theGlamorgan Spring Bay community and East Coast Tourism Board. It will enable PWS todemonstrate its commitment to TOMI and working with community partners and otherbusinesses to create a more holistic destination experience, particularly for communitiessuch as Triabunna who need tourism to remain prosperous.Maria Island Ecotourism Development Feasibility Study 72

8 ConclusionIf Government chooses to invest in Maria Island as recommended the NPV will be positive,and the project will yield a net economic benefit in Year 7.An additional $7.0 million in expenditure would occur across Tasmania in 2019 if the MariaIsland was revitalised according to the recommendations in this report. The majority of thisexpenditure ($3.6 million) will be generated from the additional visitors to Maria Island thatthe revitalisation is forecast to attract by 2019.A revitalised Maria Island together with the recent investment in local marine infrastructureprovides a strong opportunity for Triabunna to reposition itself as a regional hub for islandtourism and marine activities.Increased visitation and expenditure in the region as a result of the revitalisation on MariaIsland and in Triabunna is likely to attract further investment within eastern Tasmania,presenting an opportunity for existing and new businesses to develop products and servicesto meet the needs of visitors. This could include transport, merchandise, accommodation orprovisioning and guiding services for tourism as well as other services associate d withmarine activities.In the longer term, the natural harbour and existing port facilities associated with the closedchip mill offer the potential to develop Triabunna as a deep water port, which could attractcruise ships and provide freight facilities if adequate infrastructure and services are available.As visitation increases there will be a corresponding increase in visitor expenditureparticularly within the accommodation and food services industry. An increased length ofstay for existing markets and the new markets will improve the occupancy rate ofaccommodation facilities and may also result in investment in new accommodationinfrastructure to meet market needs.By implementing the recommendations in this report, the Tasmanian Government willdemonstrate its commitment to generating tourism growth and working with industry andcommunity partners to establish a prosperous tourism industry for the local and regionaleconomies.Maria Island Ecotourism Development Feasibility Study 73

Table 9: Summary of All ActionsActionBrandingAlignment andMarketingMarketing and communications planPrepare integrated marketing plan in conjunction with East Coast Tourism, transport and other commercial operators thatincludes:marketing strategies for developing and attracting target marketsbudgeted rolling 12 month operational plans detailing marketing activities and opportunities for the nextfive yearsopportunities for marketing partnershipsa public relations/media plan aligned to marketing initiatives, product development and responses tomarket fluctuations or incidentsThe plan should provide for:An effective and comprehensive experience driven website including on line booking systems forexperiences and accommodationOne comprehensive but simple Island GuidePublic relations and familiarisations (industry and special groups)Cooperative promotions on Island and linked to Tourism TasmaniaIncreasing the island’s profile in Melbourne and Tasmanian forums with secondary effort to other Easternseaboard citiesExtending and renewing distribution channels including relationships and Packaging of product.Strategic targeted marketing to specific market groupsCreate an awareness of Maria Island as an adventure and nature destination through targeted approaches to recreationalgroups (eg sea kayakers, rock climbers) by exposing them to the opportunities and encouraging them to promote throughappropriate channels.Website enhancementEnhance the website as an effective experience driven tool for visitors with links to Tourism TasmaniaMaria Island Ecotourism Development Feasibility Study 74

ActionTransport andAccessProductDevelopmentVisiting journalistsHost Australian adventure media – eg kayaking, diving, mountain biking, climbing-potentially through links with user groups asmarkets with considerable potential to growSchool market promotionConduct a familiarisation tour/s for schools and industry personnel aimed at creating strong relationshipsPromotionCreate and distribute a new Maria Island tourism brochure through Hobart and other visitor centres Establish the parameters and policy settings to offer an exclusive licence to operate a service betweenTriabunna and Darlington.Draft EOI and Tender specificationsDevelop adaptation strategies for current operatorsCall for expressions of interest - Up to two year lead time from tenderDevelopment and acceptance to commencement of service (allows build time if necessary).Establish new service and prepare integrated marketing planMaria Island Coastal Circuit Trail planningEngage professional support to develop the Maria Island Coastal Circuit Strategy which defines: the route of the circuit for walking, cycling, and sea kayakingsuitable sites for standing camps way finding signage and interpretation strategyWildlife experience developmentWork with operators to add new wildlife viewing experiences of varying duration and timing to programs to complementother experiences and attractions.Develop a program aimed at attracting volunteers to participate in research, monitoring and conservation projects andinterpretation for visitors. This may involve partnership approaches with private enterprise and charity (Wildmob) to attractvolunteers.Investment packageDevelop an investment package for Maria Island based on the commercial and development opportunities identified as aresult of this plan.Prospectus to address: The Maria Island contextMaria Island Ecotourism Development Feasibility Study 75

ActionGuiding principles for investment (consistent with brand and target market)Compliance and planning regime – including checklists, templates and procedures to assist potentialcommercial operators to either assess requirements or assist in complying (including working withstakeholders to simplify and streamline)Characteristics of relevant business modelsExamples of specific investment opportunitiesSeek investmentUsing the Investment prospectus adopts a targeted approach to seeking new operators to invest in the tourism industry onthe island.Priority should go to: Adventure and nature tour businessesFood and beverage providersAccommodation providersReview of tourism signageDevelop and implement a Signage Strategy based on the brand that addresses: Standards and images for all directional and wayfinding signageThe implementation of tourism signageThe identification of Darlington Touring route taking in the main visitor sites and points of interestDirectional signage within settled areas and linked to visitor maps.Integrated Visitor Information ServicesPartner with GSB Council for improved tourism services including: new and effective approaches to accommodation booking and paymentUse of GSB Council volunteers for use as hosts and guides at Triabunna Jetty and on Maria IslandIndigenous experiencesWork with the local Aboriginal community to develop interactive guided experiences focused the unique Aboriginal history ofthe islandWelcome ProductMaria Island Ecotourism Development Feasibility Study 76

ActionAccommodationEstablish a “Welcome product” that reflects the essence of the Maria Island brand and provides business opportunities for thecommunity. Options include monthly Welcome function including food and tourism operator stalls; weekly markets or similarat the Triabunna Jetty to coincide with ferry departures/arrivalsLocal artisan and craftsWork with local artisans for in residence and other courses and display at art centre/museum in TriabunnaPenitentiary accommodationAdjust pricing for Penitentiary accommodation for 2014/15Campground HostPrepare Campground Host proposal and seek EOI from community for 2013/14 summerAccommodation adaptationPrepare preliminary design specifications for Coffee Palace and Bernacchi Terraces and Standing CampsConduct environmental and heritage assessmentsPrepare application/referrals and seek approvalCommence construction of Coffee Palace additional accommodationPhase 2 – commence construction of Bernacchi Terraces upgradeInfrastructureWaste, water and energy auditEngage professional to undertake waste, water and energy auditService infrastructure strategyPrepare service infrastructure strategyImplementation and construction Prepare preliminary design specifications infrastructure upgrade Conduct environmental and heritage assessmentsPrepare application/referrals and seek approvalCommence constructionCommence accreditation process /evaluation for efficiency gainManagementEnterprise ManagementAppoint Business Manager to implement Business PlanMaria Island Ecotourism Development Feasibility Study 77

ActionMonitoringInitiate a partnership with one of the Universities(Tasmanian or mainland) to:Implement an effective system for monitoring visitor numbers, attitudes and satisfaction as well asaccommodation occupancies;Undertake benchmark monitoring in the short term against which the success of actions in this plan can bemeasured through regular program;Measure the economic impacts of tourism on Maria Island and local regions.FundingWork with tourism industry partners to develop integrated funding applications to Commonwealth Government for tourismimprovements identified in this report.Maria Island Ecotourism Development Feasibility Study 78

ReferencesAustralian Convict Sites World Heritage Nomination – 2010 World Heritage Listing forDarlington;East Coast Artificial Reef and Dive Site www.troyd.com.auGap Analysis of Interpretation on Maria Island Brooke Robinson PWS 2011Maria Island Darlington Settlement & Point Lesuer Conservation Management PlanVolume 1 ERM 2008Maria Island Darlington Settlement & Point Lesuer Conservation Management PlanVolume 2 ERM 2008Maria Island Asset Information by Asset Site and Category PWS 2013Maria Island Engineering Study University of Tasmania 1992Maria Island National Park and Ile des Phoques Nature Reserve Management Plan 1998Maria Island Visitor Survey 2008-2009. Parks and Wildlife Service, 2009PWS Data and Information - PWS website http://www.parks.tas.gov.auPWS Direction Statement 2011 – Macropod Management Maria Island National Park;PWS Interpretation guides www.communications.tas.gov.auPWS Style Guide and Visual Specifications – July 2007 (PWS brand information);TNS Global’s Domesticate Study 2011 (Tourism Australia 2012),Tourism Tasmania http://www.tourism.tas.gov.au/marketing/brand_reviewTriabunna-Orford and Maria Island Visitor Plan (TOMI) Inspiring Places 2011Vision East 2030 East Coast Land Use Framework December 2009Maria Island Ecotourism Development Feasibility Study 79

List of Appendices1. Market Research results – Phase 1 and Phase 22. Summary of trade consultation3. Summary of Stakeholder Workshop4. List of individuals consulted5. Proposed Ferry Budget and Assumptions6. Proposed Accommodation Budget and Assumptions7. List of activities undertaken by PWS to service visitors8. Relevant Plan of Management Strategies9. SWOT Analysis – Maria Island and the East Coast10. Relevant regional strategiesMaria Island Ecotourism Development Feasibility Study 80

Appendix 1:Summary of Market ResearchThe results in this Maria Island Visitor getsmart Survey were collated through informationcollected from an online survey, from people who were in Hobart, Port Arthur and MariaIsland between the 10th and the 17th of January 2013.Individuals from these three locations were approached by TRC Tourism researchers whocollected e-mails from visitors who agreed to participate in the on line survey within thecoming week. A total number of 732 people were e-mailed the online survey. Out of thisnumber, 334 people participated, representing a participation rate of 49%.Phase 1 of the survey was designed to address the current knowledge of Maria Island tothese individuals, whether they had visited, heard of the island or had no prior knowledge ofthe island at all.Phase 2 of the survey was designed to test potential concepts and experiences and particularprice points. Both surveys were designed, conducted and administrated by getsmart and TRCTourism. The response rate on the second phase was 46%.The results can be summarised as follows:Phase 1 of Market Research Most visitors were 40 – 49 years (26%), 50 – 59 years (24%) and 30- 39 years (22%) The majority of respondents held managerial (10%) or professional (45%) occupations Tasmania was the single largest source of origin (32%) while other significant originswere NSW (30%) from and Victoria (19%) (Note time of survey – peak season mayinfluence results) 10% of visitors were international visitors One third of visitors had been to Maria Island in the last two years (note seasonal trendand large intrastate %). Most visitors had not been to Maria Island in the last two years63% The majority of visitors were visiting Maria Island with their partner or spouse (67%) orwith friends and family (41%) Most visitors were staying overnight for 3 to 5 days (40%). Over a third of visitors wereday trippers: 58% of visitors were very satisfied with the camping facilities at Darlington 60% were satisfied with the camping at Frenchs Farm 61% were very satisfied with the Penitentiary accommodation.For those who did not stay overnight 57% said they had other plans and 52% said theydid not have enough time.The most popular activities included: visiting historic sites (82%) photography (77%) wildlife viewing (74%) going to the beach and swimming (67%) medium length walks (66%)Maria Island Ecotourism Development Feasibility Study 81

The most popular places on the island for visitors were: Darlington (90%) Painted Cliffs (78%) Fossil Cliffs 73% Bishop and Clerk (40%) The majority of visitors found out about Maria Island through family and friends 43%)and other travellers or colleagues (20%). 21% found out through the internet 36% of visitors were very satisfied with the range of services on the island 36% of visitors were very satisfied with the range of information, maps and signs 38% of visitors were very satisfied with the toilet and other facilities 35% of visitors were very satisfied with the ferry service. 43% of visitors rated their experience on Maria Island as better than expected and 18%much better than expected 97% of visitor said that would recommend Maria Island to others For those who had not visited – the main reason for not going to Maria Island was notenough time (55%).Phase 2 of Market ResearchThe most popular statement to describe Maria Island was:“Natural, undiscovered, splendid isolation, a sense of freedom, a little challenging andindependent-spirited. I feel rewarded”The highest form of motivation for people visiting Maria Island was to use a self-guidedwalking trail for wildlife spotting around the island. This was closely followed by a self-guidedheritage trail around the Darlington World Heritage Site. The rest are ranked in order of mostpreferred (See table below).Self-guided walking trails for wildlife spotting around the island 1Self-guided heritage trail around the Darlington World Heritage Site 2A sea kayak trail along the Maria Island coast and Marine Reserve 3Guided wildlife adventure taking in local wildlife and marine animals in more remoteareas of the islandMulti-day trail for cycling and walking with camping opportunities along the way 5An Indigenous heritage trail around the island 6Island caching - a hiking-based "treasure hunt" that guides you to some of the park’smost important places for you to discoverSpecial interest nature based tours such as photography, geology, marine, birdwatching toursA guided heritage tour and other heritage activities at the World Heritage ListedDarlington Probation StationEvents such as a Maria Island Heritage Festival 7A dive and snorkelling trail along the Maria Island coast and Marine Reserve 8A long (40km) single track mountain bike island loop trail 8Volunteer work (preserving endangered species or undertaking heritage conservation) 8High Tea at the Coffee Palace 84777Maria Island Ecotourism Development Feasibility Study 82

People who had recently visited Maria Island and took part in the initial survey describednow which activities they would partake in with a guide or a commercial operator. The twomost popular activities were: a wildlife adventure taking in local wildlife and marine animalsin more remote areas of the island and a sea kayak trail along the Maria Island coast andMarine Reserve.The cost of such activities was identified by recent visitors as to what they would expect tobe too expensive or too cheap. These figures ranged extensively and can be summarised asfollows.For a multi-day guided activity such as trail cycling for two days, recent visitors wouldconsider a cost of $224 dollars to be too expensive, and $85 to be too cheap. In comparison aHeritage Tour for Half a Day would be considered too expensive at $55 and too cheap at $37.This shows the large range in visitor expectations, which were defined by the length of theactivity.Visitors were asked about their views of the current ferry system and any expectations abouta future service. 50% of visitors noted that an alteration in the frequency of ferry to and fromMaria Island would influence their decision to visit, 31% noting that they would prefer 3 tripsper day to be available to them. In regard to ferry ticket a cost of $76 return was consideredtoo expensive and $26 too cheap.Future accommodation prospects tested with visitors and the most preferredaccommodation was simple eco-friendly minimal impact lodge/cabins (30%) with selfcontainedrestored heritage cottages at 19%. Other accommodation preferences are listedbelow, ordered by the percentage of people who would prefer them.Simple ecofriendly minimal impact lodge/cabins 30%Self-contained restored heritage cottages 19%Other 13%Accommodation in a double room with electricity and private amenities 11%Accommodation in rooms that cater for groups of 2 –10 with no electricity andshared external amenitiesLuxury ecofriendly minimal impact lodge/cabins 9%Themed heritage accommodation with electricity and private amenities 4%Accommodation in rooms that cater for groups of 2 – 10 with electricity and private 2%external amenitiesAccommodation in a double room with no electricity and shared amenities 2%Visitors outlined their preference for purchasable supplies such as milk, bread, water, papersetc. to be provided on Maria Island in the future. This was highly rated as well as lunch ordinner made with local/regional produce and local wine.A number of future interpretation techniques were suggested with visitors choosinginterpretative panels that allowed them to read the information and face to face informationthrough guides and were their most preferable choices.10%Maria Island Ecotourism Development Feasibility Study 83

Appendix 2:Maria Island Trade CommentsTo provide a trade perspective on the potential of a new Maria Island day package a smallsample of organisations in the distribution chain were interviewed. The aim was tounderstand the issues and likelihood of a new product being picked up and any preference indesign based on their consumer segments.Consequently 17 staff operating in the distribution chain across 6 organisations wereinterviewed - Hooroo (provides non-accommodation product to Jetstar, Qantaslink, Qantasand of course through hooroo.com); GoDo.com (linked toWotif.com, Virgin Australia,lastminute.com.au and travel.com.au); Tasvacations; Tasmanian Travel and InformationCentre; East Coast VICs; Experience Tasmania incl Grayline). These cover pre-trip traditionalwholesalers, pre-trip online wholesalers, during trip sellers – including coach / tour, Tasmaniaspecialists and Visitor Information Centres.Overall the most likely short term prospect for growth involves packages out of Triabunnaoffering half day and day options, with an ex-Hobart option.General comments:Most Tasmania tours and attractions are used as inspiration in a pre-trip sense to sellaccommodation, so Maria Island would be used to sell additional nights in Hobart.There is little pre-trip sale of individual tours and most tours are purchased once thevisitor has arrived (based on weather etc). But the trip needs to be in people’s mindsas a ‘must do while we are here’.Day packages by operators need to be backed by major destinational (or otherdrawcard) marketing, they won’t sell themselves well if in a new location. Visitorsmust have seen, heard of it and be comfortable with it to buy when here. Currentlyhere is very low knowledge of Maria Island by key sales staff. In addition, there is no proactive marketing - currently just get Parks warnings –water undrinkable BYO etc. Tourism operators in contrast send messages to VICweekly on latest, what’s new etc. Need to keep Maria Island top of seller’s mind.Imagery will be critical to build market.Need two offers - buying from Triabunna and from Hobart (whole day tours - goodfor pre-trip sales). These can be packaged the same as Pennicott’s pick up Hobart orget yourself there).Day packages from Hobart:Busy marketplace, but concept could work but need to think harder about a realcompetitive advantage, already have a WHA heritage site with Port Arthur and a boattrip (Pennicott) that are ‘must do’ day trips from Hobart and much higher profile –so going for repeat or long stayers. Possible advantage with:o Backpackers – snorkel/ dive, kayak, bike $120-130o Older market – guided $150- $150-200o Wildlife in wild – including devils, but soft nature – could be very strong(particularly with Asians over time - group market)Maria Island Ecotourism Development Feasibility Study 84

o Easy cycling good particularly if offered as a choice with a range of activepursuits optionso Day walkers to build on Maria Island Walks, and leverage a one dayopportunityo Snorkel, kayak, dive also sells.Will be difficult to get a competitive price point on a day package from Hobart as thedriver needs to be the guide over on the island or the trip be part of a bus run furthernorth (been tried and difficult to make work as must be consistent and quality)Would only try a few days a week as day trip from Hobart until proven performanceCruise business could work but only around 40 days a year so not sufficient to build abase case on (more cream on the cake)Need to fix facilities in winter or poor weather so visitors have something to doSee spring and summer working – not sure on autumn and not winterNeed to be able to buy picnic hamper easilyMust be single cost – inclusive of bus, ferry, park pass, guide on Island (for somesegments it will be important to have cheaper prices for those who already have apark pass).Package out of Triabunna:Market price point from Triabunna for ferry and short guided tour $50 (park passextra)Options in guided and self-guided heritage and wildlife plus easy cycling and snorkel/kayak/ dive options came up strongly as appealing and indigenous interps,conservation volunteer work and hard mountain biking seen as relativelyunappealing except to nichesLack of quality accommodation in Triabunna / Orford is limiting.Maria Island Ecotourism Development Feasibility Study 85

Appendix 3:New ExperiencesMaria Island Stakeholder Workshop NotesOpportunities1. Bird watching – organised tours, twitchers2. Higher quality accommodation options3. Improved camping4. Self-catering accommodation5. Eco accommodation6. Contemporary interpretation delivery7. Guided tours8. Transportation for people with disabilities or who want to cover territory easily9. Development of Maori story and links10. Development of the indigenous story of the island11. Fly in / fly out tourism12. Development of marine national park and diving experiences13. Sea kayaking – commercial operation based on island14. Lower cost guided walks15. Adventurism tourism16. Self-arrivals by yacht or launch17. Conservation tourism18. Opportunities for business and employment in Triabunna19. Live performance for interps (ie her story @ female factory)20. Tell story of farming history21. Exhibit all memorabilia22. Restaurant / café23. All levels of accommodation24. Extension of walking tracks25. Disabled access in Darlington precinct26. Better access to Painted Cliffs27. Better visitor information centre28. Accommodation - Twelve apostles style accommodation, upgrade Bernaccchi hotel, The terracesand Preros29. To Rent: Mrs Hunts cottage, Howes Farm, Millers Cottage, French’s Farm,30. Art Groups: artists in residence (local Triabunna)Maria Island Ecotourism Development Feasibility Study 86

31. Local food32. Whaling story33. Art gallery on Island – Tom Roberts painting of Painted Cliffs; range of artists and artists inresidence34. Coffee Palace @coffee palace – with high tea35. Memorabilia in professional curated museum:a. Would attract more for collectionb. Would be in Triabunna with outpost on Maria Island36. Local produce and information on how it is caught and gathered (all Freycinet coast produce inone outlet)37. Encourage dispersal to suppliers38. Link to heritage stories39. Segways as a means of transport40. Sunrise / sunset evening cruises41. Sport fishing42. Marine farm tours and retail outlet and wine in buildingsBarriers / considerationsDevelopment of product and promotion of species to be observedExisting vs new buildingsBringing existing facilities up to standardFinding funding and commercial partnershipsObjections from stakeholders who may be opposed to change Funding Management plan 1998 Branding Lack of supportPolitical barriersRequires consensusHeritage policyDinosaur managementViable businesses access to finance to new businessPoor local economyTransport, Access and LinkagesMaria Island Ecotourism Development Feasibility Study 87

Opportunities1. Multiple entry points:2. Encampment Cove3. Pontoons / Anchorage4. Better seasonal bus service:5. Emergency moorings / alternative is Hobart Only6. Reliable connection7. Add-on water experiences / mini cruises8. Larger Ferry:9. More appealing10. Better amenities11. Safe / better ride12. Faster boat13. Catering14. Handling15. Professional baggage16. Transport subsidy17. Increased sailing frequency: drawing out the day experience18. Shuttle bus: wharf to Darlington19. Golf Carts – environmentally friendly20. Integrated ticketing – bus, boat , park21. One stop shop online: packaging experience22. More integrated marketing ( Maria / Freycinet / Bay of Fires)23. Improved air access / helicopter – existing airstrip24. Cruise ships25. Self-arrival: recreational boats - Moorings (safe)26. Shore facilities27. Toilet facilities on island28. Freight logisticsMaria Island Ecotourism Development Feasibility Study 88

Barriers / Considerations Wildlife protection ( parks) Heritage infrastructure Luggage restrictions Ferry timetable to meet bus Pedestrian access wharf to Darlington: mobility impaired, elderly etc Limited visitors effect frequency Lack of awareness – services, reliability Diversity and capability for vessels birthing eg Moorings / pontoons Time for a proper day visit Management plan re: restrictions Social impacts and environmental impacts Business awareness – spruik Does PASMA want that? Branding? Focus and funding Limited market Scenic flights Triabunna opportunity – deep water portMaria Island in the RegionOpportunities1. Festival on Maria eg Jazz concert2. Triabunna Marina : on drawing board3. Seafood providores4. Experience provider eg bike hire an sales, diving, camping equipment, kayaks food packs5. Lodge 4 star and eco cabins – small6. Signature product on Maria Island7. Linking stories - good interpretation on Maria and East Coast8. Lease Troy D to dive operator9. Naval base at Woodchip Mill site10. Marine research centre in Triabunna11. Maritime Discovery Centre Maritime Heritage of region12. Promotion of Convict walk/ local walks / bike riding, linkages13. Bike track between Orford and TriabunnaMaria Island Ecotourism Development Feasibility Study 89

14. Connection with School: why go to Maria Island? Range of school programs to be developed15. Triabunna Recreational vehicle friendly town16. Web cam wildlife17. Mentoring local business workforce18. Wedding planners??19. Food security containers: cooler facilities20. Local produce: seafood including bait, agriculture, wine and linked into tourism21. Triabunna Sea feastBarriers / Considerations Not all accommodation on Maria Island: need to ensure Triabunna benefits Transport Services important: especially late evenings in summer including bus linkages Laundromat – commercial Wielangta Road: open and resurface Birding opportunities: Swifts parrot, webcam eg eagle Enough parking Security for bikes and vehicles Lockers Improved food: packaging, hampers Communication: mobile coverage Facilities for services to Maria Island Regional development for Triabunna/Orford area Outfitters: overnight gearImmediate Actions – 2 years Tap into Strategic Planning that is already underway by the Council Improved toilet facilitiesImproved interpretation – URGENTOpen up Wielangta RdMaria Island Ecotourism Development Feasibility Study 90

Appendix 4:Business NameList of Stakeholders ConsultedContact NameNational Parks and Wildlife Advisory CouncilTourism Industry Council of TasmaniaTourism TasmaniaEast Coast Regional Tourism OrganisationPort Arthur Historic Site Management AuthorityMAST (Marine and Safety Tasmania)Freycinet Air Pty LtdDerwent Cruises Pty LtdSkandiaGlamorgan Spring Bay CouncilTOMI GroupTriabunna Visitors CentreEducation DepartmentTasmanian ParliamentPennicott Wilderness JourneysAnne BoothChamber of Commerce SwanseaFreycinet Tourism BoardSpring Bay SeafoodsTriabunna Cabin & Caravan ParkRoberts Orford Real EstateAustralian ParliamentHeritage TasmaniaOrford Triabunna Chamber of CommerceAboriginal Land Council of TasmaniaMaria Island FerryEast Coast CruisesLifes An AdventureAdventure SeekersTasmanian ExpeditionsPar AvionTasmanian Wilderness ExperiencesTasmanian Yachting AdventuresRotor-Lift HelicoptersTasmanian National Parks AssociationTasmanian Conservation TrustPast Chair, NPWACMalcolm WellsLuke MartinAdam SprouleDavid Reed (chairman) and Stuart PerryStephen Large - Chief Executive OfficerJustin Foster - Manager MAST AssetsWayne McMahonPeter RocheDennis BennettDavid Metcalf General ManagerWinny Enniss - convenorJo-Anne O'BrienJohn RigbyRebecca White MPRob PennicottFriends of MariaVivienne LewisMargaret MorganPhillip LambTony WrightKathy FreemanDick Adams MPDeidre McDonaldDale PearceGraham GardnerJohn & Anne Cole-CookMichael DavisMark NorekStan EllermChris BuykxShannon WellsGraham McLeanMark StrangerSusan Stanley/Greg RossAnne McConnellPeter McGloneTony IbbottSubmissions also received from: Carol Bristow and Chris Harries Michael Harries Friends of Maria Island Tony Ibbott Michael Davis Graham McLean Jane and Tom TeniswoodMaria Island Ecotourism Development Feasibility Study 91

Appendix 5: Activities undertaken by PWS staff that directly and indirectlysupport visitor services on Maria Island Support to Triabunna Visitor Centre, other town businesses and Maria Island Ferry and East CoastCruises operators relating to appropriate pre-visit information and island updates Pre-visit Maria Island information on the PWS web site and signage on the Triabunna Wharf andEast Coast Visitor Centres Pre-visit accommodation and visitor information assistance by telephone at the Admin Centre /Office (Currently at the School Masters House c 1922) Accommodation bookings are now undertaken by the Triabunna Visitor Centre using the BookEasy system School group welcomes (shortly after arrival) and talks about Maria Island Answering visitor queries via the Maria Island email Initial orientation / meet and greet / visitor information / visitor registration / direction and safetymessages at the Commissariat Store Accommodation check in and out, extended island information, research reference anddiscussion at the Admin Centre / Office Interpretation walks / historic and natural tours by arrangement and through the DiscoveryRanger program Provision of daily weather and tide updates and other information on Office and CommissariatStore notice boards Information, advice, enforcement or assistance to visitors in the field (around the island) Provision, operation, cleaning, maintenance and repairs of interpretation and historic displaysincluding:o 3D island model, photographic boards, brochure and collection display cabinets andtouch screen video presentation in the Commissariat Storeo cabinet / reading / table displays and lighting / audio presentation in the Coffee Palaceo 3D geological model and interps panels in the Mess Hall Day to day cleaning and visitor assistance for the Penitentiary accommodation, Prero’s Cottage,Workshop accommodation and other heritage buildings with public access Future servicing of the proposed new accommodation in the Coffee Palace back rooms Cleaning and supplies for three public (flush) toilet buildings around Darlington, (Central, BBQshelter and Jetty toilets) and four coin operated showers (solar with gas backup) and four gasBBQs Provision, maintenance and repairs to six trolleys used by visitors to transport gear to and fromthe jetty Firewood collection and supply (for the Penitentiary accommodation, Prero’s, Workshopaccommodation and Darlington camping area) in two designated firewood bays Provision, cleaning and emptying of public “Blue” telephone Supply of garbage bags to the public at the office building.Maria Island Ecotourism Development Feasibility Study 92

Appendix 6: Relevant Plan of Management Policies – Tourism (adapted fromTOMI Visitor Plan 2011)Section inManagement PlanPolicies Most Relevant to the growth ofecotourismImplications18.4 Roads andVehicular Tracks Bicycles will only be permitted ondesignated roads and vehicular tracks,and subject to the code of practice fortheir use on Maria Island, in limitedother locations Motor vehicle use on the island willonly be permitted for Parkmanagement or study centre purposes18.5 Walking Tracks Priority will be given to upgradingexisting tracks before any new tracksare constructed Walking tracks will not constructed inthe Natural Zone unless monitoring ofroutes indicates the need for minimalsurfacing and drainage Where feasible, some wheel chairaccess will be provided around theDarlington Zone Consider short to medium lengthcircuit historic and nature walks withinor linked to the Darlington Zone19.4 MarineConservation19.8 ManagingHuman Impact21.1 AboriginalHeritage Control mooring and anchoring toprevent damage to the Marine Zone A maximum party size of thirteen forovernight parties will be encouraged inthe Recreation Zone A maximum party size of eight forovernight parties will be encouraged inthe Natural Zone The maximum party size for licensedday or overnight tours in theRecreation Zone will be thirteen, with amaximum of ten clients and at leastone guide per five clients The maximum party size for licensedday or overnight tours in the NaturalZone will be eight, with a minimum oftwo guides per party Provide minimal impact toilets in designated visitor areas Do not publicise sites of Aboriginalsignificance unless the site has beenassessed, in cooperation with theAboriginal community, for educationalor interpretive use Develop interpretation of theAboriginal heritage of Maria Island inconsultation with the Aboriginalcommunity Provides the opportunity to designate othertrails or areas for bicycle use. The existingnetwork of gravel roads and trails provides agood scenic ‘touring’ experience. Prohibits potential for limited visitor transport(e.g. bus, golf buggies for mobility impairedvisitors). Provides for improved mobility impaired accessin the Darlington Precinct. Improvement of short to medium walks in theDarlington area is consistent with therecommendation to improve the day visitorexperience. the need to review this policy would potentiallyallow for improved access by visitingboats/yachts at Darlington and other points onthe island. provides opportunity for further guided touroperations appropriate to the setting andsustainable management of the islands values Number restrictions are not seen as a negative,but rather will aid in ensuring that visitorsreceive a quality experience of the remoteness,quiet and naturalness of the island Will add depth to the visitor experience of theisland – the Aboriginal story is not well told orunderstood at present.Maria Island Ecotourism Development Feasibility Study 93

Section inManagement Plan21.2 HistoricHeritageManagement22. Interpretationand Education23.1 Developing andManaging TourismandRecreationPolicies Most Relevant to the growth ofecotourism Adaptations will be readily reversibleand new services will not be apparentfrom outside buildings, or impact onthem Future developments and uses in anyheritage precinct or site will benefit itsconservation as an historic place or, atleast, not detract from this Except in facilities and services areas,new stand-alone buildings will not bepermitted in heritage precincts or sitesInterpretation programs and facilities willmainly be concentrates in the Darlingtonand, to a lesser extent, Point LesueurZones.The three themes of interpretation willbe: Maria Island is a complex and layeredlandscape Maria Island is an example of theevolutionary nature of how people interact with the environment Maria Island has been influenced byisolationSubject to the recommendations of therelevant conservation and interpretationplans, interpretive facilities may belocated in historic buildings Interactiveinterpretation programs may bedeveloped The annual summerinterpretation program will be continuedas funds permit, focusing on providing arange of interpretive activities for visitors.The tourism and recreational themes forMaria Island NationalPark will be: Attractive and accessible flora, faunaand landscapes Authentic andundisturbed Aboriginal and historicheritage An atmosphere of quietness,solitude, and contrast with theeveryday artefacts of modern life An island experience of separationand isolationConsistent with this management plan,tourism and recreation facilities andservices will be provided, principally in theDarlington and Point Lesueur ZonesImplications Restricts the capacity to develop newaccommodation or other visitor infrastructurewithin the Darlington precinct in particular andsupports appropriate reuse of existing buildings.Focus on improving facilities and services for dayvisitors and existing low-key overnight markets. All policies and actions are consideredappropriate at a higher level, and provide themeans to improve visitor information andinterpretation. The thematic interpretation planunder preparation for the WHA convict sitesshould be a guiding document on the delivery ofmessages related to these values (both on andoff the island). The policies are broadly consistent withecotourism growth (e.g. strengthening thecurrent self-sufficient overnight visitor markets,enhancing the day experience in Darlington, andstrengthening the Triabunna/Orford area as themain tourism service hub).Maria Island Ecotourism Development Feasibility Study 94

Section inManagement Plan23.3 Visitor Servicesand Facilities in theDarlington ZonePolicies Most Relevant to the growth ofecotourismThe range of visitor facilities provided willcomplement rather than compete withthose which are or could be provided innearby mainland areas and departurepoints to the islandIn providing for visitors, emphasis will beplaced on essentially self-sufficientovernight and day use of the Park In accordance with the conservationplan (Godden Mackay,1995), the MessHall will be used for visitor services andactivities Provided it accords with therecommendations of a conservationplan, parts of the Penitentiary maycontinue to be used for visitoraccommodation Prepare a site plan for the DarlingtonZone In accordance with theconservation plan (Godden Mackay,1995), parts of the CoffeePalace may be restored for visitoraccommodation The provision of hostel-typeaccommodation, bunk house, and selfcontainedaccommodation, consistentwith the prescriptions of thismanagement plan and the site plan,will be considered Other than works approved by arelevant conservation plan,construction of new accommodationdevelopments will be limited to thefacilities and services area A toencourage integration of visitorservices and facilities at concentrateddevelopment sites Facilities and services area B may allow,and will be limited to, marine research,marine tourism and interpretationfacilities, and provision or upgrading ofmanagement and public landingfacilities, including information, toiletsand public shelter Ferry-basedprovisioning, and guided tours and hireservices in the Darlington Zone,consistent with the prescriptions of thismanagement plan and the site plan,will be encouraged The sale, within the CommissariatStore, of souvenirs and memorabiliafocused on Tasmanian madeImplications Provides for the development of further low-keyaccommodation on the island, including re-useof some of the historic buildings. Also providesfor the potential opportunity for a (temporary)standing camp or similar. In accordance with the conservation plan(Godden Mackay,1991), Bernacchi's Terracesmay be restored for visitor accommodationMaria Island Ecotourism Development Feasibility Study 95

Section inManagement Plan23.4 Visitor Servicesand Facilities in thePoint Lesueur Zone23.5 Visitor Servicesand Facilities in theRecreation ZonePolicies Most Relevant to the growth ofecotourismmerchandise directly related to thefeatures and values of the Park will beencouraged In the Darlington Zone, camping will beavailable only in camping areasdesignated by the managing authorityTemporary standing camp, equipmentcache, or similar accommodation orservices provisions may be consideredin the facilities and services area A, butnot elsewhere in the Darlington Zone The provision of hostel-type, bunkhouse, simple "wilderness" lodge, andsimilar styles of accommodation,consistent with the prescriptions of thismanagement plan and the site plan,will be considered Construction of new permanentaccommodation developments will beconfined to the facilities and servicesarea A Subject to environmental assessmentand conditions, temporary standingcamp, equipment cache, or similaraccommodation provisions may bepermitted in the Point Lesueur Zone,located within the facilities andservices area B, inland from the farmhouse at French's Farm Facilities in this Zone may bedeveloped to the level of walkingtracks, vehicle tracks for managementpurposes, designated camping areaswith environmentally minimal impacttoilets, roof water collection fromthem, and signs Existing provisions for visitors in thiszone will be maintained but notsignificantly extended Buildings for accommodation purposeswill not be permitted in the RecreationZone In the Recreation Zone, campingwill only be permitted in camping areasdesignated by the managing authority Subject to environmental assessmentand conditions, temporary standingcamp, equipment cache, or similaraccommodation provisions may bepermitted in the Recreation Zone attwo sites only, located within 500metres of any actual or potential public- Prohibits accommodation inRecreation Zone, but providesopportunity for temporary standingImplications Provides for the opportunity to further developlow-key visitor accommodation in the PointLesueur Zone, including ‘permanentaccommodation’ as well as temporary standingMaria Island Ecotourism Development Feasibility Study 96

Section inManagement Plan23.6 Visitor Servicesand Facilities in theMarine Zone23.7 Visitor Servicesand Facilities in theNatural ZonePolicies Most Relevant to the growth ofecotourismcamp.camping area at Four Mile Creekor Trigonia Corner Equipment cachesapproved for this Zone before 1995,and implemented within three years ofapproval, will be permitted Facilities in the Marine Zone mayinclude underwater interpretationtrails, boundary markers, mooringpoints, and navigation buoys, markersand lights The existing jetty location at Darlingtonwill be the only one permitted in theZone Licensed dive tours may be permittedin the Marine Zone Motorised water sports, including jetskis, water skiing, and power boatracing, will not be permitted in theMarine Zone Moorings will only be permitted whenrequired for manage mentor whenapproved by permit by the Director forlicensed recreation or tourismoperation Moorings for private use will not bepermitted No visitor buildings or similar facilitieswill be provided in the Natural Zone Temporary standing camp, equipmentcache, or similar accommodationprovisions will not be permitted in theZone- Prohibits any structures or builtdevelopment in this zoneImplications Sets out a clear process for the installation ofmoorings, particularly for non managementpurposes (tourism operator). This could have implications for the viability of aproposed marine-based tourism operation..Maria Island Ecotourism Development Feasibility Study 97

Appendix 7 SWOT AnalysisStrengths Outstanding diversity and abundance of nature experiences that arereadily accessible and include native wildlife, unspoilt coastalbeaches and mountain walks Accessible historic heritage with WHA status World Class Marine Environment - Marine Protected Area, fishing,diving, water sports, marine tourism Range of nature-based tourism operators (land, marine and air) Successful high end operator has positioned Maria Island in theMarket Place Companion cultural and heritage experiences nearby Projected growth rates and economic value of nature based tourism Within 2 hours drive of Hobart and en route to Port Authur andFreycinet Range of accommodation options I n Triabunna and broader region Existing visitor infrastructure at Triabunna and Darlington Some interpretation at Maria Island Part of 5 convict sites – WHA Range of basic services available at Triabunna Quality restaurants and Cafes in the region East Coast touring route – 200,000 visitors per annum though region Dive Wreck – Troy D School Group Facilities Independent recreational boaters Air strip on Maria island Existing Basic Visitor Facilities on Maria island Planned Marina upgrade Planned Jetty UpgradeS Local aquaculture industry – local seafood Artisan community – Artists Shed, traditional boat builders Public transport exists to Triabunna from HobartWWeaknesses / Limitations Current Ferry Operations - reliability and capacity and timetable Visitor Hub at Triabunna Public transport from Hobart Visitor Experience not integrated Limited attention to high competitor standards and benchmarksbeing set nationally and internationally for price points Limited Brand recognition Not part of industry wholesaling and distribution networks Insufficient regional tourism investment in product and facilityupgrades or enhancements Communication between tourism operators, marketers andnatural area managers Low yield product Current licence terms lack true partnership (risk sharingapproach) Lack of incentives and structures to ensure increased tourismyields economic and environmental returns to parks. Limited funding for infrastructure maintenance Internal capacity PWS to identify, develop and market MI as adestination Lack of iconic nature images for consistent use in positioningMaria Island in the marketplace Interpretation is of limited appeal Lack of infrastructure to support less mobile in and aroundDarlington Area Visitor hub on MI Limited capacity of service infrastructure – power , water andsewerage Current management arrangements compromise the visitorexperience and park management objectives Accommodation appeal to small marketCost shiftingMaria Island Ecotourism Development Feasibility Study 98

OpportunitiesThreats / Challenges Focus on positioning MI as destination that fulfil ‘ideal nature-based and historic heritage Industry cannot match or exceed competitor standards at State, National anddestination’ for day visitorinternational levels Development and marketing of a suite of unique nature and heritage based experiences Industry lacks awareness or understanding of competitive standards and fails tothat appeal to day visitors and extending length of stay of overnight visitorsmeet rising visitor expectations Development and marketing of ease of access to spectacular places and memorable Product enhancements and innovations not undertaken where identified needs andexperiencesopportunities exist Integrated government approach and Council to planning, development of MI tourism Positioning for hallmark nature tourism experiences in National and internationalthat centres from Triabunnamarkets occurs at a slower rate than our competitors Iconic walking tracks and associated facilities at key parks and nature destinations Poor management of potentially heightened visitation rates to icon sites and nature(particularly those with access to visitor entry ports, public transport nodes and sourcedestinationsmarkets) Failure to develop intra-industry and inter-agency partnerships and crosspromotionaland packaging co-operation High end Nature-based accommodation options of appropriate quality in adjoining region( potential source market) Poor visitor access and inadequate tourism facilities and services Higher awareness and take-up of sustainable practices and accreditation by tourism Effective industry communications not achievedindustry and operators Visitors will go to other destinations that meet market demand Collaborative marketing with complementary destinations Low investor confidence in nature based tourism Government and industry partnerships for nature and heritage based tourism Impact of climate change on key destinationsdevelopments Bushfire and other natural hazards Growth forecasts for international tourism Environmental advocacy groups may see tourism as threatening the values of the Creating certainty for investors by encouraging growth via new transport modelisland Assist existing and new partners to develop a small suite high yielding products over time Time needed to develop infrastructure and productsas lift in visitor numbers achieved increasing range and quality of products offered by Exchange rates (increasing outbound travel)commercial operators Macropod Management Program may create concerns amongst international Strengthen organisational capacity to deal with visitor experience cyclecommunity and animal advocacy groups Increasing partnerships with Aboriginal communities Maria Island is one of the few areas that remain unaffected by the root rot fungus, Develop closer links with EC Regional Tourism for product development and marketingwhich is a serious threat to native plants. Income generation outside of traditional government resources for infrastructure and Increased visitation may increase the risk of fungus introduction to the island.conservation works Low cost effective use of technology for interpretation Volunteers – Camp host programO T Voluntourism – Wild Mob, UTAS Visitor Service and Park management –split of responsibilities Schools and Local Community involvement Tassie Devil Program Remote camping Visitor Precinct - camping and accommodation - main hub Existing Heritage buildings – adaptive reuseMaria Island Ecotourism Development Feasibility Study 99

Appendix 8: Proposed Ferry – Budget Forecast and AssumptionsMaria Island Ecotourism Development Feasibility Study 100

Financial Viability of Proposed New Service & Required Support from PWSThe attached forecast sets out Years 1 -3 of such a new service. A number of assumptions have been made in forecasting these schedulesand these are detailed below.In essence for a reliable, professional and upmarket ferry service to be viable on its own approximately 22,000 annual passengers arerequired. This is based on a capital cost of a new ferry of A$1,500,000. A second hand ferry would require less capital investment. Inorder for such a service to get established it will require the initial and ongoing support of PWS. This support as recommended in thisreport and per the forecasts is as follows:Initial Interest Free loan to Operator $500,000 (6-10 years)Per passenger subsidy for Years 1 -3As per forecasts: Year 1 $170,000Year 2 $159,375Year 3 $127,500Marketing support Year 1 $40,000Year 2 $20,000Year 3 $10,000It is assumed after Year 3 PWS will no longer be required to support the service and it will be a stand alone viable operation.The total outlay as above in respect of the passenger subsidies and marketing contribution is $526,875 over 3 years. In addition theinterest free loan in lost interest costs @ 8.5% represents $42,500 per annum, ($127,500 for 3 years). In total this represents aninvestment by PWS in the ferry service of $654,375 over a period of 3 years.This investment as above will move to secure the ongoing future of the ferry service and will further assist and enhance the economicbenefit of not only Maria Island but the Triabunna precinct generally.Maria Island Ecotourism Development Feasibility Study 101

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Appendix 9: Proposed Accommodation – Budget Forecast and AssumptionsEstimated CostsMaria Island ADAPTIVE REUSE - ACCOMMODATIONBernacchi Terraces (Amenities Block) $300,000incl septic ($10,000), construction ($100,000) Fitout ($25,000), contingency ($10,000) public toilet installation ($10,000)Install watertanks $30,000Infrastructure works:Solar power $50,000other contingency (pipe works) $20,000Bernacchi Terrace 1. (Self catering accommodation)Bldg works ($250,000) $306,000contingencies ($20,000) plumbing ($20,000)floor coverings, blinds, manchester ($10,000)security ($1,000), furniture ($15,000)Conservation Works (50,000)Bernacchi Terrace 2. (Self catering accommodation) $400,000Bldg works ($250,000)contingencies ($20,000) plumbing (20,000),floor coverings, blinds, manchester ($10,000),security ($1,000), furniture ($15,000)Conservation Works (50,000)Fire supression system (internal or external sprinkler system) $200,000Project management $177,400Sub Total Berachcchi Terraces $1,483,400Coffee Palace $250,000Double RoomsBldg works and Conservation works ($150,000), contingencies ($10,000), plumbing (50,000), floor coverings, blinds, manchester($5,000), security ($1,000), furniture ($20,000)Amenities (2) $300,000Fire supression system (internal or external sprinkler system) $10,000Project Management $10,000Sub Total Coffee Palace $570,000Estimated Total Cost Accommodation (INCLUDING GST) $2,053,400Maria Island Ecotourism Development Feasibility Study 104