Document ID: chunk:federal_register_of_legislation:F2016L00002:front:0:p125
Version: federal_register_of_legislation:F2016L00002
Segment Type: other
Provision Reference: 
Character Range: 362884–366117

tours, souvenirs, food and a range of other consumables and services. While many businesses operate under permit, sublease or licence within the park and are guided by the policies for commercial operations, the Director and Parks Australia have not entered into any formal commercial income-sharing arrangements or provided any substantial commercial or retail operations.

The Kakadu Tourism Master Plan and the Australia's Timeless North Experience Development Action Plan (EC3 2012) seek the establishment of new and improved accommodation facilities and the development of new experiences within the park. Other opportunities for partnership and generating income for the management of the park during the life of this plan may include hosting functions and events, commercial tourism licences, merchandising, downloadable e-applications (e.g. park guides), strategic investments and subleasing.

To date, marketing of Kakadu has generally been unfunded by Parks Australia, instead delivered by external agencies such as Tourism NT and Tourism Australia. As a consequence cooperative arrangements that publicise the park are also of benefit, such as tourism advertising, books and brochures, scientific documentaries and commercial film production.

Any partnership, sponsorship or investment needs to be in harmony with and support the values of the park, not be in conflict with the public interest, not evoke a perception that the Australian Government is endorsing a particular product, and not damage or disadvantage any relationship with any other stakeholder.

This section should be read in conjunction with Section 6 (Kakadu as a visitor experience destination, commercial tourism and promotion).

Management issues

    * Over the life of the fifth plan, declining visitor numbers as well as abolition of park use fees in the period 2005–2010, led to a reduction in revenue from entry fees. In addition to increasing visitor numbers and promoting the park (see Section 6: Kakadu as a visitor experience destination, commercial tourism and promotion) there is a need to consider alternative ways to generate revenue to support management of park values and provision of visitor services.

    * Specialist marketing and business skills and expertise are required to develop this area of park management.

Policies

     9.8.1              Gifts, donations or bequests received for a specific purpose will be used for that purpose or another purpose approved by the donor.

Actions

     9.8.2              Investigate and develop a sustainable business model that may include alternative funding and business arrangements such as business partnerships; grants; events, exhibitions and performances; merchandising; retail and accommodation facilities; philanthropic support; donations, contributions, sponsorship and bequests; smartphone applications; licensing; subleasing; not-for-profit partnerships; and support groups such as a 'Friends of Kakadu'.

     9.8.3              Develop a business prospectus for proposed developments and projects within the park and implement strategies to secure appropriate funding for such developments and projects.

     9.8.4              Encourage and support opportunities for