Victoria's Aboriginal Tourism Development Plan 2006-2009
6. Aboriginal tourism development plan
6.1 Vision
By 2009, Victoria’s Aboriginal cultural attractions will enjoy success and a well defined market position within the tourism industry, increased effectiveness of marketing activity, beneficial collaborations, financial and cultural sustainability, a cooperative atmosphere and better business practices.
6.2 Aim
The aim of the Aboriginal Tourism Development Plan 2006-2009 is to provide a clear pathway to business success for indigenous cultural tourism attractions, from start-up to high level sustainable involvement in the tourism industry.
With sustainability, the sector will be able to grow to the benefit of indigenous people and those visitors attracted to Victoria’s unique indigenous culture.
This plan will be reviewed and updated annually by Tourism Victoria in conjunction with the peak Aboriginal tourism industry body. A detailed inter-agency marketing and development action list will be prepared annually, which will specify the resources to support each strategy.
6.2 Key objectives
Cooperation: To enhance sector cooperation, primarily through fostering Aboriginal tourism networks and by encouraging greater engagement with, and cooperation within, the tourism industry, Government and the broader community.
New initiatives: To assist with the establishment of Aboriginal tourism businesses or partnerships and indigenous cultural tourism activities that are culturally appropriate and aim to attract domestic or international visitors.
Sustainability and growth: To ensure sustainability and growth of Aboriginal cultural enterprises by providing ongoing skills and support in leadership, business management, tourism and higher standards of customer service delivery.
Marketing: To collaborate with industry on marketing initiatives that increase visitation and revenue to Aboriginal cultural tourism activities, and develop consistent systems for monitoring marketing effectiveness.
Development: To support product and infrastructure development for the indigenous tourism sector that meets market demands and increases the range of quality experiences in Victoria.
The pathway to individual business growth is indicated by the following diagram, which sets out four stages; from start-up to marketing and service excellence, and lists the organisation that should take the lead role at each stage.
A pathway to business success
Stage 1
Establishment
Start-up advice, mentoring and skills in operating a commercial venture of any sort.
Indigenous people with
ideas for business or cultural enterprises and partnerships should be referred to this stage
Support agency
Koori Business Network
In partnership with TAV, Tourism Victoria, RTAs, education providers and small business development services.
Koorie Business Network is the starting point for enquiries and will assist directly or refer to the most appropriate service.
Stage 2
Building a tourism business
Specialist advice in assessing tourism potential and contacts and assistance in attracting tourists and tourism revenue.
Focus is on benefiting from local tourism activity, linking to visitor information centres and regional tourism marketing networks
Support agency
Various agencies
RTAs, campaign committees, TAV, Koori Business Network, ROC program and Tourism Victoria
Tourism expertise will be
available for on-site visits and
training throughout the state.
Stage 3
Growth, stability & success
Ongoing opportunities for training, networking, better practice, on-site mentoring, accreditation and membership of industry groups.
Focus is on establishing sustainable and reliable business practices and customer service at whatever level suits the business.
Support agency
Networks and clusters
via the ROC program, ATV, the Indigenous Tourism Leadership Group and Indigenous Tourism Business Ready Program
Key requirements include cooperative marketing activity, training resources and endorsement of funding applications
Stage 4
Reaching international markets
Ongoing opportunities and assistance to develop and support market-ready attractions and other stable businesses that seek to participate in marketing at state and international levels
Support agency
Tourism Victoria
In partnership with Koori Business Network and the Aboriginal tourism industry
TV will initially assist and resource the peak industry body, the formation of an inter-departmental committee, the hosting of an annual forum, plus high-level advice.
It is recommended that the monitoring of this pathway be undertaken by the Aboriginal Tourism Marketing Association (ATV) as well as relevant Government agencies such as Tourism Victoria, Arts Victoria, Aboriginal Affairs Victoria, Parks Victoria, Koori Business Network, Service Skills Victoria, Department of Innovation, Industry and Regional Development, Indigenous Tourism Australia and Tourism Australia.
Key objective 1: Cooperation
Aim: To enhance sector cooperation, primarily through fostering Aboriginal tourism networks and by encouraging greater engagement with, and cooperation within, the tourism industry, Government and the broader community.
| Action | Rationale | Key stakeholders | Priority |
|---|---|---|---|
1. Hold an annual forum of relevant government agencies and industry groups to review and report on results and/or progress achieved in addressing the actions of this plan. The annual report to be circulated to all relevant agencies. |
To maximise resources available to the Aboriginal tourism sector, effective coordination of Government programs and policies needs to take place. These forums could provide an annual focus for the industry and should aim to provide macro-level coordination, networking, marketing and training opportunities for the industry. |
|
Annual July |
| 2. Establish an inter-departmental committee (IDC) to ensure coordination between agencies and their staff involved in Aboriginal tourism affairs. This committee should include an industry representative from the active membership of the peak industry sector organisation. |
Collaboration will help to maximise resources available to the sector and provide greater clarity in the planning and execution of projects relevant to the sector. |
|
Ongoing |
| 3. Government agencies to use ATV as a body to refer to for issues and projects pertaining to the development and marketing of the Aboriginal tourism sector in Victoria. Note: this does not preclude Government agencies liaising directly with individual businesses on more specific issues. |
A restructured ATV as an effective industry body will provide Government with a one-stop shop for consultation and will significantly reduce the impact of consultation on individual businesses. |
|
Ongoing |
| 4. ATV to broaden its focus to assume the role of an industry development and marketing body for Victoria’s Aboriginal tourism sector. |
Victorian Aboriginal tourism needs to speak with one voice on all matters pertaining to its marketing and development, and to provide government with a one-stop shop for consultation on whole-of-sector matters. |
|
Mid 2006 |
| 5. Provide resources to enable the development of a business and marketing plan for the Aboriginal Tourism Marketing Association (ATV), to better reflect its new role as a more broad-based industry body. |
This is an opportunity for ATV to increase its representative business and marketing focus. ATV needs to be strongly focused and its membership needs to recognise the key role they collectively have to play in developing the industry sector |
|
Mid 2006 |
| 6. Increase financial and in-kind resources to enable ATV to operate effectively as Victoria’s peak Aboriginal tourism industry organisation. |
A three-year commitment to strengthen the role and efficiency of ATV will improve communication, encourage cooperation and promote a wider vision. |
|
Mid 2006 |
| 7. ATV to establish a strategic alliance with the Victorian Tourism Industry Council and other beneficial organisations, both at the state and national level. |
The sector requires recognition and awareness among the wider tourism industry at a state and national level. This will provide the sector with wider vision, industry intelligence, a higher profile and should facilitate greater cross-sector integration and cooperation. |
|
Late 2006 |
| 8. Tourism Victoria and other government agencies to recognise ATV as the peak organisation in relation to all matters pertaining to Aboriginal tourism in Victoria. |
The establishment of the Aboriginal Tourism Reference Group creates an undesirable two-tier structure for consultation. Non-ATV organisations represented on the ATRG should be invited to become ATV members to consolidate representation and enhance communication within that group. |
|
Mid 2006 |
| 9. Use effectively mentoring and training programs in order to build the pool of potential industry sector leaders. |
There is a need to nurture Aboriginal tourism leaders to provide sustainable leadership for organisations such as ATV. |
|
Ongoing |
| 10. Upgrade and maintain the ATV website to reflect current issues, industry information, meeting schedules and marketing opportunities. |
Electronic communication is a cost effective and timely way to communicate with Aboriginal tourism businesses and other stakeholders. |
|
Quarterly ongoing |
| 11. Develop a communication strategy to determine the most effective method/s to communicate with Aboriginal tourism businesses. |
Will enhance communication in the industry sector. |
|
Mid 2006 |
| 12. Encourage Victoria’s Aboriginal products and associations to engage with local and regional tourism organisations, other industry organisations and cooperative marketing bodies. |
It is essential that Aboriginal tourism businesses link with the mainstream tourism industry for networking purposes and to receive industry information. |
|
Ongoing |
| 13. Communicate market trends and the potential contribution of the Indigenous tourism sector to the mainstream tourism industry, via seminars and forums. |
The current and potential value of the Indigenous sector to the tourism industry is currently understated or not understood. An appreciation by a wider industry audience will increase marketing opportunities. |
|
Ongoing |
| 14. Indigenous tourism development to be included in relevant state-wide tourism industry sector strategic plans, in particular nature-based, adventure, arts and culture, and food and wine tourism plans. |
The sector and its potential contribution to mainstream tourism are currently under stated in tourism plans. |
|
Ongoing |
| 15. Develop and implement tourism industry cultural respect training programs to increase understanding within the tourism and hospitality communities. |
There is a need to foster greater understanding of Aboriginal cultural issues amongst the tourism industry. |
|
Ongoing |
| 16. Extend networks and liaison between Aboriginal tourism organisations and individuals in other states and territories. Build contacts and participate in national discussions about the development of the sector, including Commonwealth Government initiatives. |
There is a need to raise the profile of Victorian Aboriginal tourism at a national level and to overcome a prevailing notion that Victoria lacks notable product. The Commonwealth Government is providing several opportunities for growth in this sector. |
|
Ongoing |
| 17. Facilitate strong cross-promotion of Aboriginal tourism product among sector operators, particularly through joint publications and web links. |
The sector must present an integrated, cohesive image to the consumer and make it easy for consumers to obtain information about other relevant products. Cost effective marketing. |
|
Ongoing |
| 18. Establish an annual planner for ATV meetings and activities, with at least two meetings a year to be held in an appropriate location in regional Victoria. |
This will encourage forward planning by industry members and promote access for those businesses that find it difficult to travel to Melbourne. Regional meetings will help to promote greater awareness of other Aboriginal tourism businesses within the sector. |
|
Ongoing |
| 19. Share information about the direct government assistance available to public and private sector Aboriginal tourism operators, especially small family-operated businesses. Produce and regularly update a simple printed or web-based fact sheet. |
The perception that government financial and other resources are predominantly available to public sector or semi-public sector enterprises is creating some friction within the sector. Many operators are missing funding opportunities through lack of knowledge and adequate dissemination of the information. |
|
Late 2006 |
Key objective 2: New initiatives
Aim: To assist with the establishment of Aboriginal tourism businesses or partnerships and indigenous cultural tourism activities that are culturally appropriate and aim to attract domestic or international visitors.
| Action | Rationale | Responsibili ty | Priority |
|---|---|---|---|
| 20. Establish a central source of information and assistance for tourism business development. |
There is a need to make information about business development services and funding offered by Government and indigenous organisations available at one central source. Many small business ventures fail at an early stage due to poor business planning and expertise. Identifying potentially successful businesses at an early stage will assist in overcoming this problem |
|
Ongoing |
| 21. Establish partnerships between Tourism Victoria, Commonwealth agencies and peak Aboriginal tourism bodies to ensure that there are effective and innovative ways of delivering tourism expertise to Aboriginal enterprises throughout the State. |
There are currently few partnerships and funding opportunities for skills development for Aboriginal tourism businesses are lacking. Sector operators emphasise that work-based training and mentoring is the most effective for Aboriginal tourism businesses. |
|
Ongoing |
| 22. Promote extensively the Koori Business Network as the industry’s first point of contact for obtaining specialist business development advice for potential and fledgling Aboriginal tourism operators. Minimise paperwork involved in the application process and manage each applicant individually. |
This is core business for the Koori Business Network, but also includes education providers, TAV, various government agencies and access to the Indigenous Tourism Business Ready Program. Realistic market analysis and strategic product development needs to be a fundamental part of all early advice or training provided to start-up ventures. |
|
Ongoing |
| 23. Introduce a pilot program to place Aboriginal people who aspire to establish a tourism business or are newcomers to the industry, with an experienced operator to help them gain personal understanding and experience before committing their own resources to such a venture. |
There are very limited opportunities for industry aspirants within the sector to gain hands-on experience and an appreciation of the rigor and commitment required to operate a tourism business. |
|
2006-2007 |
| 24. Create fixed term work placements for Aboriginal people to operate eco tours within the management structures of Victoria’s national and state parks and reserves. |
This program will provide a no-risk environment for aspiring Aboriginal tourism operators to trial eco tour business opportunities and to become ready for business. At the end of the work placement the recipient could opt to continue operating tours within the Parks structure or to establish their own business. |
|
2006-2007 |
| 25. Encourage operators to build links and relationships with other relevant State and National organisations such as Tourism Victoria, MCVB, Tourism Alliance Victoria, Parks Victoria, ATV, ITA, IBA etc. |
There is a need for greater links between industry to maximise available opportunities. |
|
Ongoing |
Key objective 3: Sustainability and growth
Aim: To ensure sustainability and growth of Aboriginal cultural enterprises by providing ongoing skills and support in leadership, business management, tourism and higher standards of customer service delivery.
The key outcome is to encourage indigenous enterprises with the skills and financial stability to participate at their chosen level in the tourism industry, fostering professionalism and excellence.
| Action | Rationale | Responsibility | Priority |
|---|---|---|---|
| 26. Actively promote the Respecting Our Culture (ROC) accreditation program, emphasising its business development benefits. Full content details to be included on relevant websites. |
ROC is the peak Aboriginal tourism cultural/business development tool in Australia. There has been some misunderstanding among the sector about the authenticity component of the program. |
|
Ongoing |
| 27. Enable ATV to position itself as a facilitator of specialist advice, networking and marketing opportunities. |
The services and resources available through government agencies and private sector organisations can be confusing for Aboriginal tourism operators. ATV should act as a ‘filtering’ mechanism and a first point of contact to the sector for the various providers. |
|
Ongoing |
| 28. Develop ATV forums as ‘not to be missed’ learning and information sharing opportunities for members, featuring specialist speakers and trainers on industry-specific topics. |
ATV forums provide a non-confronting and mutually supportive environment in which operators can acquire industry information and skills. |
|
Ongoing |
| 29. Deliver industry specific workshops and seminars covering topics such as marketing, risk management, and business development, also linked with the mainstream tourism industry. |
Few training programs specifically address Aboriginal tourism business needs. Providers need to understand and empathise with indigenous issues. Several established programs have been developed at the national level and should be considered before attempting to develop any new training programs. |
|
Ongoing |
| 30. Ensure that training providers focus on customer service within existing programs as part of their program delivery. |
Customer service is an integral component of a successful tourism enterprise. |
|
Ongoing |
| 31. Establish a mentor scheme to assist tourism business development on-site. Identify suitable mentors amongst the indigenous and non-indigenous business community who can be matched with each business in question and the needs of individual operators. |
Mentoring is often provided as part of a ‘start-up’ program, yet many Aboriginal tourism businesses could benefit from ongoing, ad hoc assistance that can be effectively delivered by a respected individual. |
|
December 2006 |
| 32. Encourage and support operator participation in regional, state and national tourism awards. |
Tourism awards provide recognition to high achievers, and are an effective business development tool for all participants. |
|
Ongoing |
| 33. Develop an exit survey for Aboriginal tourism businesses to assess reasons for closure. |
Many Aboriginal tourism businesses are not sustainable in the long term and it is vital to the growth of the industry to understand why. |
|
December 2006 |
Key objective 4: marketing
Aim: Marketing: To collaborate with industry on marketing initiatives that increase visitation and revenue to Aboriginal cultural tourism activities, and develop consistent systems for monitoring marketing effectiveness.
The key outcome is a greater awareness and wider range of contemporary and traditional Victorian indigenous products marketed cost-effectively both locally and throughout the world.
| Action | Rationale | Responsibility | Priority |
|---|---|---|---|
| 34. Develop a market positioning based on research findings, and related branding, for Victoria’s Aboriginal tourism industry, including identification of key target markets. |
Strategic and cost-effective marketing of Victoria’s Aboriginal tourism product cannot proceed until this has been established. |
|
Mid 2006 |
| 35. Appoint a high-profile public figure as an ambassador for the Victorian indigenous tourism industry who can help boost the profile of the sector to intrastate, interstate and international markets and stakeholders. |
The sector needs a significantly higher profile within the broader tourism industry and in the marketplace. |
|
December 2006 |
| 36. Provide financial incentive to ROC accredited operations for selected tourism marketing activities. |
Operators in the mainstream tourism industry who are accredited under the Better Business Program enjoy financial incentives in selected statewide and product region marketing publications, etc |
|
Ongoing |
| 37. Provide support and assistance to Aboriginal tourism marketing initiatives and programs, via ATV. |
The small number of operators within the sector makes self-funded marketing initiatives unviable. Seed funding will be required in the short to medium term for most projects. |
|
Ongoing |
| 38. Promote consumer and industry confidence in Aboriginal tourism products by introducing minimum standards for participation in ATV and Tourism Victoria marketing campaigns. |
The low industry confidence in some Aboriginal businesses is affecting the reputation of the majority of professional operators. ROC accreditation as a minimum membership requirement for ATV could help to address the issue. |
|
Mid 2006 |
| 39. Feature Aboriginal tourism product as important experiences along the State’s key touring routes. |
Tourism Australia research indicates that Aboriginal tourism does not drive destination choice or holiday itinerary planning, even for international visitors. Aboriginal tourism businesses located in regional areas are more likely to be visited if marketed as part of a broader touring experience, rather than as stand-alone product. |
|
Ongoing |
| 40. Upgrade visual imagery depicting Aboriginal tourism product and experiences in accordance with criteria determined with ATV members. |
Imagery needs to be dynamic, engaging and reflective of Victoria’s Aboriginal cultures, but at the same time needs to be culturally appropriate. |
|
Late 2006 |
| 41. Undertake research to recognise and highlight Melbourne’s national and international reputation as a hub of quality indigenous Australian art. |
Melbourne is recognised as the home of quality indigenous Australian art, a unique selling point when marketing the Victorian Aboriginal experience. |
|
Ongoing |
| 42. Encourage recognition and awareness of education sector marketing as a building block to longer-term tourism marketing. Assist in developing links with the education sector, especially by liaising with the Department of Education |
Most Aboriginal tourism businesses report significant patronage from education markets, yet many businesses currently consider the tourism and education markets to be quite separate. |
|
Ongoing |
| 43. In re-positioning of Victoria’s Aboriginal product within the tourism sector, emphasise nature-based and/or soft adventure aspects of relevant product. |
Research and feedback indicates that Aboriginal tourism activities have much stronger appeal to domestic markets when they are packaged as unique nature-based and eco-tourism experiences, especially involving contact with native wildlife. Minimising use of the term ‘cultural’ and encouraging use of more appealing phrases, such as ‘bush experience’ or ‘natural landscape tours’ can be used to communicate to the consumer a range of new and unexpected experiences. |
|
Ongoing |
| 44. Encourage Aboriginal tourism businesses to actively participate in regional marketing programs. |
There is a need for greater links between regional tourism bodies and Aboriginal tourism businesses to ensure that Aboriginal tourism enjoy the synergies of a broader industry environment. |
|
Ongoing |
| 45. Make available Tourism Victoria staff and specialist industry staff to provide specific marketing assistance and to help identify marketing priorities for the Aboriginal tourism sector. |
Tourism Victoria employs a range of specialist industry development and marketing staff, who can assist operators enter new areas or improve existing business operations. |
|
Ongoing |
| 46. Ensure, wherever possible, that there is recognition of Aboriginal tourism product in broader industry marketing programs. |
Tourism industry publications can provide greater levels of information on Aboriginal culture and portray it as an integral part of the Victorian tourism experience. |
|
Ongoing |
| 47. Implement an annual ‘trade day’ for the Aboriginal tourism sector to showcase its products to the wider tourism and travel industry. |
There is limited contact between the indigenous and non-indigenous sectors of the industry, resulting in low awareness of Aboriginal tourism products and, therefore, limited opportunity to integrate them into wider mainstream programs and packages. |
|
Annual |
| 48. Authentic indigenous tourism experiences to be promoted in relevant sector-specific marketing initiatives such as food and wine, and nature-based tourism. |
Aboriginal tourism operations can make a significant contribution to sector-specific marketing. |
|
Ongoing |
| 49. Produce Indigenous park notes for each of Victoria’s national parks. |
Visitation to Victoria’s national parks is very significant and often the connection between the land and its traditional indigenous inhabitants is not known or fully appreciated. |
|
2006 |
| 50. Utilise a standard template or system for use by cultural attractions (and selected distribution outlets) that records visitor feedback and visitation levels. |
Customer satisfaction feedback is essential data to help tourism businesses to grow. Few Aboriginal tourism businesses currently record patronage and formally measure satisfaction. |
|
October 2006 |
| 51. Continue to work with ATV to produce a new consumer publication to profile the range and location of Aboriginal product in Victoria. |
Obtaining information about Victorian Aboriginal tourism product is difficult for consumers. Cost-effective cross promotion of Aboriginal tourism product is currently hampered by the lack of such a publication, which will also help to build sector cohesiveness. |
|
Mid 2006 |
| 52. Review and upgrade web content regarding Aboriginal experiences on Tourism Victoria’s consumer site and relevant industry sites. Ensure these websites are effectively linked to other relevant websites and found via major search engines. |
Web content is critical as a promotional tool and must present up-to-date and current information. Much itinerary planning is based on internet searching. |
|
Early 2006 |
| 53. Establish and maintain an Aboriginal tourism product database. |
Important for the industry to maintain an up to date list of all Aboriginal tourism products. |
|
Early 2006 |
| 54. Actively support market-ready Aboriginal attractions to ensure they develop and maintain a high profile in appropriate markets. |
There will always be some businesses more market-ready than others, who can act as marketing flagships and case studies for the remainder of the sector. |
|
Ongoing |
| 55. Encourage and assist operator participation in appropriate trade exhibitions, such as the Australian Tourism Exchange. Assist with the development of packaged itineraries that can be easily booked by the travel industry and that pay industry-standard commissions. |
Trade shows such as ATE are an important tool for reaching the international market place once businesses are market-ready. |
|
Ongoing |
| 56. Continue to support the promotion of Victoria’s Aboriginal experiences through media familiarisations and inclusion in Tourism Victoria marketing programs. |
This is a cost-effective approach to promoting Victoria’s products and experiences. |
|
Ongoing |
| 57. Encourage operators to build links and relationships with other relevant organisations such as Tourism Victoria, MCVB, Parks Victoria, ATV etc. |
There is a need for greater links between industry to maximise available opportunities. |
|
Ongoing |
| 58. Maximise use of Victoria’s visitor information centre (VIC) network and Parks Victoria’s 13 1963 service as a cost-effective way of promoting indigenous cultural experiences at a local and regional level. |
A large proportion of Victorian visitors make use of VICs for information about destinations and activities en route. |
|
Mid 2006 |
Key objective 5: development
Aim: To support product and infrastructure development for the indigenous tourism sector that meets market demands and increases the range of quality experiences in Victoria.
| Action | Rationale | Responsibility | Priority |
|---|---|---|---|
| 59. Undertake a comprehensive ‘supply analysis’ of the Victorian indigenous tourism sector to complement a industry diagnostic study undertaken during 2005. This should include non-Aboriginal enterprises that are selling indigenous tourism products. |
It is important to appraise all enterprises operating in the indigenous tourism sector to facilitate accurate future planning. Such a study should also look at other areas of concern and opportunities, including the issue of cultural authenticity of products. This examination may also be a precursor for expanding membership of the peak industry body. |
|
June 2006 |
| 60. Ensure that all new Aboriginal tourism products demonstrate cultural/intellectual integrity and provide culturally appropriate experiences. Where appropriate, this requires consultation and permission from traditional owners. |
As a fundamental requirement, tourism must respect the integrity of Aboriginal culture, as well as the rights and priorities of traditional owners. Research and anecdotal feedback has shown that consumers respond most positively to authentic indigenous product that is presented with integrity. |
|
Ongoing |
| 61. Encourage and assist the development of Aboriginal tourism enterprises that capitalise on the high demand in the market for nature-based and soft adventure experiences. This may include use of accommodation and other infrastructure primarily established for complementary activities, such as eco lodges, spa centres etc. |
Research has revealed a much higher demand by domestic markets for nature-based experiences than Aboriginal tourism product. Many indigenous enterprises are based on a strong and unique connection with and appreciation of the natural environment. |
|
Ongoing |
| 62. Identify opportunities for further development of sustainable, built Aboriginal products and experiences that highlight traditional and contemporary Aboriginal cultural tourism experiences. This process needs to include rigorous business appraisals and market testing for products, rather than be simply based on a gaps analysis. Where appropriate, consultation with traditional owners is essential. |
Several Aboriginal tourism development projects with significant potential are identified in Victoria’s regional tourism development plans. New developments that deliver to the expectations and desires of selected target markets need to be encouraged during planning. |
|
Ongoing |
| 63. Encourage product development and promotional activities that target domestic markets, including corporate markets. Emphasise interactive and experiential aspects of businesses, particularly to increase appeal to family markets. |
Domestic markets provide the largest potential market for business growth, yet conversion rates remain low. |
|
Ongoing |
| 64. Encourage the implementation of indigenous tourism infrastructure and product development priorities included in regional tourism development plans. |
Regional tourism development plans are important planning documents for regional tourism communities and support the development of key tourism infrastructure in regional Victoria. |
|
Ongoing |
| 65. Ensure that local government is engaged early in the process of examining the feasibility of new indigenous tourism developments. |
Often the local municipality is engaged late, via the statutory process of planning and building application. The early involvement of councils in new indigenous projects is critical to their local acceptance, initial and ongoing support. |
|
Ongoing |
| 66. Assist tourism operators to identify key contacts regarding cultural protocols and permission to conduct tourism activities in a particular area or to tell the stories of local Aboriginal history. |
It is often difficult and confusing for non-indigenous people to identify who are the appropriate people or organisations to refer to when seeking advice and/or approvals. |
|
Ongoing |
| 67. Support the development of a number of major Government funded initiatives that will contribute significantly to the Victorian indigenous tourism sector, such as:
|
While the development of the whole sector is the intention of this plan, the encouragement of a few key developments will provide focus and help to position Victoria within the national indigenous tourism scene. |
|
2006-2007 |