tourism masterplan

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Kakadu National Park

TOURISM MASTER PLAN2009-2014


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Contents5.2 PRECINCTS 23

5.2.1 West Alligator 235.2.2 East Alligator 24

5.2.3 South Alligator 24

5.2.4 Jim Jim / Twin Falls 24

5.2.5 Warradjan 24

5.2.6 Nourlangie 24

5.2.7 Mary River 25

5.3 HUBS 25

5.3.1 South Alligator 25

5.3.2 Cooinda 26

5.3.3 Jabiru 26

5.3.4 East Alligator 26

5.3.5 Mary River 26

6. Infrastructure and Facilities 27

6.1 ROADS 27

6.2 ACCOMMODATION 28

6.2.1 Safari camp (commercial group) 28

6.2.2 Exclusive access campsites 28

6.2.3 Safari camps and other

low-impact accommodation 29

6.2.4 Nature lodge 29

6.2.5 Hotels 29

6.3 CAMPING FACILITY LEVELS 296.4 CAMPING 29

6.5 DAY-USE FACILITIES 30

6.6 WALKING TRACKS 30

6.6.1 Bushwalking 31

6.6.2 Development of an iconic walk 31

6.7 FISHING AND BOATING 32

6.8 OTHER RECREATIONAL ACTIVITIES 32

6.8.1 Swimming 32

6.8.2 Bicycle riding 32

6.8.3 Four-wheel driving 32

6.8.4 Activities which are not permitted 32

7. Review 34

GLOSSARY 34

ACKNOWLEDGEMENTS 34

8..Appendices 35

Appendix 1: Extracts from KNP management plan

2007-2014 relevant to the Tourism Master Plan 35

Appendix 2: Tables 1-4 37

Appendix 3: Jim Jim / Twin Falls Precinct Planning 45

Appendix 4: Facility classes and standards 47

Appendix 5: Managing tourism impacts 50

Appendix 6: Framework for authorisation

of tourism operations 53

PART A: Overview

Introduction

1. Kakadu 5

1.1 VISION AND GUIDING PRINCIPLES 6

1.2 KAKADU NATIONAL PARK MANAGEMENT FRAMEWORK 7

1.3 RELATIONSHIP BETWEEN KAKADU NATIONAL PARK

MANAGEMENT PLAN AND THE TOURISM MASTER PLAN 7

1.4 SUSTAINABLE TOURISM 9

1.5 TOURISM OPPORTUNITIES 9

1.6 FUNDING 9

PART B: Sustainable Tourism In Kakadu

2. Sustainability 10

2.1 ENVIRONMENTAL SUSTAINABILITY 10

2.1.1 Management of environmental impacts 11

2.2 CULTURAL SUSTAINABILITY 12

2.2.1 Benefits for Traditional Owners 12

2.2.2 Capacity building and partnerships 13

2.3 ECONOMIC SUSTAINABILITY 14

2.4 STANDARDS AND ACCREDITATION 14

2.4.1 Leases, licences and permits 14

2.4.2 Monitoring performance 15

3. Visitor Experiences and the Target Market 15

3.1 THE ESSENCE OF THE KAKADU EXPERIENCE 15

3.2 TARGET MARKET 16

3.2.1 The experience seeker 16

3.2.2 Australias National Landscapes 16

3.3 PRESENTING THE PARK: CULTURE AND INTERPRETATION 17

3.3.1 Visitor experiences 17

4. Current Situation and Future Opportunities 18

4.1 SUMMARY OF CURRENT STRENGTHS AND

WEAKNESSES IN THE TOURISM EXPERIENCES 18

4.2 DELIVERING THE PREFERRED EXPERIENCES 18

4.2.1 Develop product that promotes the

six seasons of Kakadu 20

4.2.2 Develop product that lengthens stay which will

meet the needs of the target market 20

4.2.3 Development of infrastructure and services 20

PART C: Planning and Management

5. Strategic Framework 22

5.1 ROADSIDE CORRIDORS 22

5.1.1 Opportunities to enhance visitor engagement 22


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Kakadu National Park, Tourism Master Plan4

Map 1: Location of Kakadu National Park


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Kakadu National Park, Tourism Master Plan 5

INTRODUCTION

Following the development o Shared Vision Principlesin 2004, the Kakadu National Park ManagementPlan 20072014 identied the need or a TourismMaster Plan as a high priority. The Tourism MasterPlan was subsequently commenced by Janet Mackayo Planning or People in 2006 in consultation withthe Kakadu National Park Board o Management,Kakadu Traditional Owners (Bininj/Mungguy) andrepresentatives o the tourism industry, in particularthe Kakadu Tourism Consultative Committee.

Following release o the drat Tourism Master Plan ora two-month public exhibition period in September2008, the Master Plan has been urther developed byParks Australia sta to take into account the issuesraised in public submissions and urther input by theKakadu National Park Board o Management.

1. KAKADU

Kakadu National Park is Aboriginal land. Located inthe top end o Australias Northern Territory (see Map1), it has been home to Indigenous people or morethan 50 000 years. The people o this culture, Bininj inthe north and Mungguy in the south, have always caredor the land.

Kakadu is an ancient landscape o exceptional beautyand great diversity. It stretches over 20 000 squarekilometres, rom mangrove-ringed tidal plains inthe north to vast oodplains, lowland hills and thesandstone clis o the Arnhem Land escarpment. Thepark is ecologically and biologically diverse. Teeming

with wildlie in the water, on the land and in the air, thecountry displays a range and concentration o species

seen nowhere else. The evolving landscape takes ondierent orms and colours with the passing o each oits six seasons.

As a national park, Kakadu is managed in accordancewith the IUCN (World Conservation Union) reservemanagement principles. These include preservationo the land in its natural condition and recognitiono traditional owners in terms o their aspirationsor the land, continuing land management practices,protection and maintenance o cultural heritage and

benet rom enterprises established in the park.

PART A: OVERVIEW

Kakadus cultural and natural values wereinternationally recognised when it was placed on theWorld Heritage List. The convention concerning theProtection o the World Cultural and Natural Heritageocuses on identiying, protecting and conservingcultural or natural eatures o outstanding universalvalue. Large areas o Kakadu are listed as wetlandso international importance under the RamsarConvention and there are many species that occurin the park which are protected under internationalagreements. All major Top End habitats arerepresented within the park. These unique values

attract visitors rom around the world to visit thepark.

Australian tourism is a major export industry andKakadu contributes to both the national economyand regional economy in the Top End o theNorthern Territory. At the time o writing, globalnancial markets are uncertain and a downturn ininternational tourism has been predicted or theshort to medium term. Kakadu National Park will

be increasingly important in ensuring the economicviability o the tourism industry during this period.


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Kakadu is one o a suite o national parks in the TopEnd o the Northern Territory and contributes to thevariety o tourism experiences in the Top End. Nonational park can be all things to all people and Kakaduplays an important role in the Northern Territory bothin its own right and in terms o its relationship withregional neighbours as a gateway to Arnhem Land andas a neighbour to Nitmiluk National Park and landsadjoining the park in the south and west.

Appreciation, enjoyment and understanding o Kakadusunique values are an important component o managingthe World Heritage Area. Bininj are proud to sharetheir country with visitors and welcome tourismopportunities.

It is recognised that this must be done in a way thatensures the integrity o the natural and cultural valueso the park. The management challenge is to balancetourism with the parks cultural and conservation values.

1.1 VISION AND GUIDING PRINCIPLES

In 2005 the Kakadu Board o Management releasedA Shared Vision or Tourism in Kakadu National Park(Shared Tourism Vision) which provides guidelines

to protect and manage its priceless natural andcultural heritage, deliver more rewarding experiencesor visitors, and bring ongoing benets to Bininj/Mungguy.

The Shared Tourism Vision states:

Kakadu National Park is one of the great WorldHeritage parks, recognised universally as a placewith:

a living Aboriginal culture - home to Bininj/Mungguy

extraordinary natural landscapes and a rich varietyof plants and animals

enriching and memorable experiences for visitorsa strong and successful partnership betweentraditional owners, governments and the tourismindustry, providing worlds best practice in caringfor country and sustainable tourism.

1. Kakadu is first and foremost home to Bininj/Mungguy. They will influence, manage, encourageand participate in the development of tourismfrom which they gain economic and social benefit,at a pace and level they determine.

2. Bininj/Mungguy have leased their land to theAustralian Government to be jointly managed as anational park to protect and manage its pricelessnatural and cultural heritage.

3. All parties recognise and will enhance theprotection of Kakadus diverse landscapes,internationally important wetlands, andspectacular plants and wildlife.

4. Tourism should not be boss of country. Theprogress and development of tourism will beundertaken in accordance with the wishes ofthe traditional owners and at a pace which isconsistent with their own values and aspirations.

5. All parties will respect the wish of Bininj/Mungguy that tourism develop at an agreed paceand level which harms neither nature nor culture.

6. Respect for customary law and traditions willunderpin all tourism decisions.

7. All parties will respect the need for Bininj toretain their privacy, to use their land for hunting,fishing and ceremony and to protect and holdprivate their sacred stories and sites.

8. Aboriginal culture and the land on which it isbased will be protected and promoted throughwell-managed tourism practices and appropriateinterpretation.

9. The travel and tourism industry will have

security of tenure, profitable investment and theopportunity to provide authentic and memorablevisitor experiences, within the context of acommitment to respecting culture and country.

10. Kakadu National Park will be recognised asone of the most significant natural and culturalWorld Heritage areas, offering visitors a range ofenriching and memorable experiences.

The Shared Tourism Vision dened the

ollowing key principles


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1.2 KAKADU NATIONAL PARK

MANAGEMENT FRAMEWORKKakadu National Park is proclaimed as aCommonwealth reserve under the Environment

Protection and Biodiversity Conservation Act 1999(the EPBC Act) and is jointly managed through anarrangement between the Aboriginal TraditionalOwners (Bininj/Mungguy) and the AustralianGovernments Director o National Parks (the Director).

At the time o preparing this plan, approximately 50per cent o Kakadu National Park is Aboriginal landheld by three Aboriginal land trusts within the meaningo theAboriginal Land Rights (Northern Territory) Act

1976. However, the entire park is managed as i allland in the park is Aboriginal land (as per Policy 4.1.5o the Kakadu National Park Management Plan). The

Aboriginal Land Trusts have leased their land to theDirector. The remaining land, which is still under claim,is vested in the Director to acilitate a unied approachto managing the park. The leases place certainobligations on the Director to protect Bininj interestsand culture.

The Kakadu Board o Management and the Directormake shared decisions using the joint managementramework outlined in section 4.1 o the Kakadu

National Park Management Plan. This rameworkensures that traditional owners are appropriatelyincluded in making decisions that aect their land,rom day-to-day management to consideration odevelopment proposals. Parks Australia has also enteredinto an agreement with the Northern Land Council toexplore how consultation with traditional owners andother Bininj should be carried out.

The Board o Management and the Director also havethe responsibility o preparing management plans orthe park through a process o consultation with the

Aboriginal land trusts and other Bininj.

The Kakadu National Park Management Plan 20072014 establishes strategic direction and managementpriorities or the park over a seven-year cycle and isthus the main policy document or Kakadu.The EPBC Act establishes a system o leases, licencesand permits or a wide range o activities and landuses in Kakadu National Park, including toursand commercial activities. The permit system is aundamental tool in ensuring that tourism ollows thedirections given by the Board o Management andthe Director. The Management Plan allows or theregular review o tourism permits and this will ensureconsistency with the Master Plan.

Reer appendix 1 or details o all relevant policiesand actions contained in the Kakadu National ParkManagement Plan 20072014.

1.3 RELATIONSHIP BETWEEN KAKADU

NATIONAL PARK MANAGEMENT PLANANDTHE TOURISM MASTER PLAN

The Kakadu National Park Management Plan20072014 requires that tourism and recreationalopportunities and visitor areas and sites in the parkare managed in accordance with the Shared VisionPrinciples (Policy 6.1.1 and Policy 6.2.1).

Facilitating this supports the development o a TourismMaster Plan (Action 6.1.2) which addresses:

Thereore, the purpose o this Plan is to provide astrategic ramework under the Management Plan toguide uture tourism and to ensure that it is culturallyappropriate, environmentally sustainable and providesor development o experiences which match thedesires o the target market (detailed in section 3.2).

The Board o Management and the Director mayapprove actions and activities that are detailed inthe Master Plan, such as new visitor inrastructure,providing they are consistent with other provisions othe Kakadu National Park Management Plan (Policy6.1.3). However, the Master Plan is not intended todetermine what combination o specic acilities will

be provided in the uture as proposals will continueto be assessed under the decision-making rameworkand other processes established by the KakaduNational Park Management Plan. In particular, jointmanagement (section 4.1) and environmental impactassessment (section 8.3).

The assessment process outlined in section 8.3 o theKakadu National Park Management Plan applies toall proposals, not just tourism proposals. It ensuresimpacts o proposed works or development on thecultural and natural environment o the park areproperly identied and managed appropriately.

The assessment process also provides certainty andtransparency or Traditional Owner consultation.Further detail is included in the Kakadu National ParkEnvironmental Impact Assessment Guidelines.

visitor experiencesfacilities

future access

commercial opportunities

how the park can be protected from adversetourism impacts

how tourism can support management of the park

how tourism can meet the aspirations of traditionalowners.


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Figure 1: Development Proposal Assessment Process

Proponent sends proposal outline to Parks Australia

for early notification to Kakadu National Park Board of Management

Is the proposal consistent with the Kakadu National Park ManagementPlan?

Is the proposal likely to trigger the Environmental Protection and BiodiversityConservation Act?

Proponent submits detailed proposal with environmental impact assessment(if required by Kakadus Environmental Impact Assessment Guidelines)

Assessment by Parks Australia

Formal Land InterestReference* initiated

(if required)

Director & Kakadu Board of Management consider proposal &assessment.

Is the proposal approved?

Proponent approved to proceed

Yes

No

Proponent notifiedif not consistent& amendmentsrequired.

Yes

Formal referralunder theEPBC Act

Proponent notifiedif not approvedor amendmentsrequired.

No

Yes Yes - with amendments

Consultationwithtraditionalownersallowed

forthroughouttheprocess

* Land Interest Referencethrough Northern LandCouncil (see section 1.3)

Figure 1 outlines the broad steps required or an

applicant who is contemplating a development proposalin Kakadu. The time rame or this process will varydepending on the complexity o the proposal and willtake into account involvement by traditional owners.


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The development o the Shared Tourism Visiontogether with the analysis o existing tourismopportunities in the park carried out or this MasterPlan, have revealed that there is great potential toenhance the way in which Kakadu delivers enriching,enjoyable and memorable visitor experiences. There isalso signicant potential to increase the length o stay

by visitors.

The Shared Tourism Vision and the associatedGuiding Principles give clear messages about theexpectations o traditional owners or tourism inKakadu National Park. In essence, Bininj want andexpect a role in tourism opportunities which enhancetheir home and the living Indigenous culture oKakadu.

The Tourism Master Plan combines Bininjexpectations with the expectations o the identiedtarget market, the experience seeker (see section3.2), to deliver outstanding visitor experiences, whileat the same time ensuring that tourism in Kakadu isculturally and environmentally sustainable and that

the park is protected rom adverse impacts o tourism.The Plan also identies strategies and opportunitiesor partnerships.

Key components o the Plan include:

an increase in the range of cultural experiences

being offered across Kakadu

an increase in the number of attractions in allseasons

identification of precincts and hubs in the park askey planning tools

generation of increased length of stay and returnvisitation

improvements to visitor accommodation andvisitor experiences to encourage visitors toimmerse themselves in Kakadus natural andcultural environment

a greater range of accommodation options tomatch the visitor market

interpretation along road corridors to enhance thetravelling experience between points of interestidentification of infrastructure categories andrequirements

facilitation of partnerships between traditionalowners, park management and commercialentities to provide facilities and services.

1.4 SUSTAINABLE TOURISM

Management o Kakadu National Park is rst andoremost responsible or the promotion o the culturaland natural heritage o the park. It is essential thata balance is achieved between tourism and theconservation o the parks essential values.

All tourism developments and opportunitiesincorporated in this plan are presented withinthe context o cultural, environmental and socialsustainability.

The Tourism Master Plan provides a ramework toachieve viable, balanced and sustainable tourism

development and support.

1.5 TOURISM OPPORTUNITIES

1.6 FUNDING

Resourcing o park management, inrastructure,acilities and interpretation, all critical to the support otourism, is part o an overall unding model managed byParks Australia.

Parks Australia does not directly und tourismenterprises; however, it may assist in the identicationo opportunities and provide limited support,in particular towards Bininj-run enterprises orinvolvement.

Funding o uture tourism development may includeany or combinations o the ollowing:

options for engagement by traditional owners inways which meet their aspirations, including trainingand employment, income, working on country andencouraging learning about the living culture ofKakadu

tourism industry investment including joint ventures

private/public partnerships

grants

corporate support

government funding

investment from Indigenous associations and fundingprograms


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2. SUSTAINABILITY

A World Heritage Area listed or both its natural andcultural values, Kakadu demands a high standard oenvironmental management. The park sustains a visitorvolume o around 220 000 visits per annum with peakperiods occurring during the dry season rom mid-Juneto mid-August.

Given impending eects o climate change and theuncertainty o the degree and timing o change,tourism management within Kakadu will require astrategic approach that is both resilient and adaptable.It is o increasing importance that tourism withinKakadu adheres to best practice to meet standards oenvironmental responsibility as well as the potential oreducation through tourism to the park.

2.1 ENVIRONMENTAL SUSTAINABILITY

As stakeholders and consumers o the naturalenvironment o the park, it is equally important ortour operators and businesses in the park to introducestrategies to reduce carbon emissions and nd better

ways o doing things. Tour operators and the tourism

industry as a whole must be proactive in lookingahead to the implications o climate change or theiroperations in Kakadu National Park, which can includethe identication o opportunities potentially occurringthrough climate change.

Commercial operations within the park will beencouraged to use energy and resources moreefciently, reduce waste and incorporate environmentalobjectives into their operations. Alternative designs,innovative technology and identication o soundmitigation measures will all have a place in makingthe development o inrastructure or new acilities as

sustainable as possible. The Director will also encouragetourism operations within Kakadu to undertake best-practice environmental accreditation programs thatinclude climate change modules.

To support environmental sustainable development,the highest standards o environmental management

are to be applied to all tourism activities in Kakadu.The Kakadu National Park Management Plan requirespark operations to give consideration to reducing theirecological ootprint (section 8.7).

The stringent environmental impact assessmentprocesses that all proposed tourism works ordevelopments must comply with are in place to ensurethat potential impacts on natural and cultural valuesare mitigated and that best-practice environmentalstandards are in place.

Current research into climate change indicates thepark can expect a range o possible impacts on its

physical environment and biodiversity, includinggreater distribution o mangroves, saltwater intrusionand permanent alteration o reshwater wetlandhabitats, and greater numbers o days each year over35 degrees Celcius. The Kakadu National Park ClimateChange Strategy 20092012 denes a exible, adaptiveapproach and maintains best knowledge and practice.

PART B: Sustainable Tourism In KakaduIt presents standards and strategies to ensuresustainable tourism management in Kakadu, includinghow tourism can meet the aspirations o traditionalowners and contribute to the maintenance andpromotion o the World Heritage values o the park.

This section considers the impacts o tourism on thenatural environment through the presence o visitorsin high-use and/or sensitive areas, and resources andcarbon use. It considers cultural dependencies andopportunities with the potential or both positive andnegative impacts, economic viability o the tourismindustry, standards o training and accreditation, andconditions o licensing and permits.


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The Kakadu National Park Management Plan requiresthat all activities proposed in the park are assessedor their potential environmental impacts beore adecision to proceed is made (section 8.3). The level opotential impact determines the level o environmentalimpact assessment required, and applicants must reerto the Kakadu National Park Environmental Impact

Assessment Guidelines or details. These processes arein place to ensure that potential impacts on naturaland cultural values are avoided where possible, orat least lessened, and to ensure that best-practiceenvironmental standards are in place, as is tting or aWorld Heritage national park.

Once an activity or development is approved,consideration must also be given to how it should beconducted in terms o best-practice environmentalmanagement. The highest standards o environmentalmanagement are to be applied to all tourism activitiesin Kakadu. New operations will be required to developan environmental management plan that includes anannual perormance assessment in the rst three yearsand every third year thereater. The extent o the plan

will relate to the size and potential impact o operation.

Kakadus ability to sustainably manage large numberso visitors while protecting the park rom the adverse

impacts o tourism is an ongoing managementchallenge. It is recognised that both sites and visitorsrequire ongoing management to ensure environmentalprotection and to maintain the unique experiences thatpeople want to have there. The strategic rameworkoutlined in section 5 delivers a planning approach orhigh visitation volumes in locations which can sustainthem, and avoiding other areas o the park where moresensitive environmental values occur.

Key biophysical impacts o visitors to Kakadu include:

2.1.1 Management of environmental impacts

vegetation and habitat damage

erosion and soil compaction

water use and damage to waterways

waste disposal

energy use and supply

interference with wildlife

Tour operators play an important role in encouragingpositive visitor behaviour, and conditions to touroperator permits will provide greater incentives toreduce visitor impacts. Environmental educationthrough interpretation will inorm positive behaviour

by independent and group travellers.

Further strategies to manage visitor impacts may needto be developed on a case-by-case basis, includingdetermining appropriate limits o acceptable change

or particular sites, peak load management, and limitson the numbers o operators and/or visitors or specicsites. These and other management strategies will

be considered through urther precinct planning inconsultation with traditional owners and the tourismindustry.

A number o strategies must be employed to addressthese impacts, and are discussed in detail in appendix 5.These issues and measures need to be incorporated intoall elements o tourism management including leases,licences and permits as well as into park-managed

internal and external business. The extent to whichassessment and reporting on these criteria will berequired will be linked to the scale o the development(i.e. nature lodges could be expected to require greaterinput than saari camps).


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2.2 CULTURAL SUSTAINABILITY

Cultural sustainability reers to the relationshipbetween cultural values and development opportunities.In the same way that Kakadu National Park must aim tosustain a healthy environment, there is a correspondingpriority to ensure that Bininj cultural values areprotected and enhanced into the uture.

In keeping with the joint management ramework andpolicies o the Kakadu National Park Management Plan,tour operators and others involved in tourism mustproactively seek opportunities to increase benets totraditional owners and or maintenance o Indigenouscultural values in Kakadu.

The identied preerence o the experience seekermarket is cultural connection. Increased ocus ontourism to provide such experiences has potential orpositive impacts on Bininj and on local Indigenousculture. However, sensitivity to eects o increasedvisitor contact and demand on limited capacity isrequired.

Accreditation programs will be revised to assessperormance o tourism operators against bothcultural and environmental criteria. With such urtherimprovements to accreditation programs, assessment operormance against cultural as well as environmentalcriteria can be addressed.

One o the key improvements identied in the TourismMaster Plan is or an increased ocus on tourism whichprovides cultural experiences. This has potential or

both negative and positive impacts on Bininj and onlocal Indigenous culture.

It is important that these impacts are identied orall tourism opportunities. In keeping with the jointmanagement ramework and policies o the KakaduNational Park Management Plan, tour operators andothers involved in tourism are required to proactively

seek opportunities to increase benets to traditionalowners and or maintaining Indigenous cultural valuesin Kakadu.

Diverse clan groups are represented in the park andsome also extend beyond the park boundaries. Theinterests o all clan groups can and should be cateredor by inclusive consultation rather than expectingthat Bininj rom one clan can speak or the country oanother clan.

See appendix 5, table 9 or detailed procedures toprotect cultural values.

2.2.1 Benefits for Traditional Owners

The guiding principles o the Shared TourismVision clearly identiy the need to ensure that thedevelopment o tourism in Kakadu provides social andeconomic benets to traditional owners and the widerIndigenous community.

Promotion o greater involvement by Bininj in Kakadutourism is in keeping with the policy directions othe Kakadu National Park Management Plan to work

with Bininj and relevant stakeholders to developpartnerships and other ways o increasing benets orBininj (Policy 4.2.1).

There are several dynamic and successul tourismenterprises currently being operated by Bininj, and thedevelopment o new acilities and tour operations can

build on these successes.

To achieve this, Bininj and Indigenous corporationswill be supported in identiying and developingopportunities, and partnerships can be created withtraditional owners in the development o acilities andoperation o tour activities.

Applicants or leases, licences and/or permitsrelating to tourism developments may be required todemonstrate benet to traditional owners includingdirect Indigenous ownership, capacity to integratethe operation/development with existing Indigenous-owned enterprises and/or employment opportunitiesor Bininj.


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Other strategies which should be scoped or increasingIndigenous input include the provision o exibleemployment opportunities and targeted serviceprovision.

Investment and partnership models will necessarilyinvolve a close working relationship with Bininj.Examples include:

While there are many variables to be considered, leaseslicences and permits could be dependent on conditionssuch as the ollowing:

the lease/licence/permit is held by a Bininj-ownedbusiness enterprise

the lease/licence/permit is held in a joint venturearrangement with an Indigenous business enterprise

the lease/licence/permit is structured to phase-in ajoint venture enterprise and direct employment ofBininj over a specified time frame

specified elements of the development rights

are sub-leased or contracted to a Bininj businessenterprise

direct employment of Bininj at an agreed level

training of Bininj in specified elements of thelease operation with a guarantee of employmentfor suitably trained individuals (without limitingengagement to cultural aspects of the leaseoperation)

provision of cultural material for sale within thelease/licence/permit area

a formal relationship with Indigenous training bodiesand/or other tourism enterprises similarly engagedin training and employment

integration with existing Bininj employment andstrategies within Kakadu.

traditional owners offer exclusive use of remotesites or access to special sites over a fixed periodof time, in return for capacity building andemployment for Indigenous people or ownershipof improvements/infrastructure at the end of theagreed period

three-way partnerships between traditionalowners, Kakadu National Park and tourismbusinesses, based on the Australian Governmentproviding capital investment, the tourism businessproviding industry expertise and traditional ownersproviding the venue and personnel to staff thebusiness.

ensuring Bininj have the skills needed for specificpositions in tourism-related activities

providing Bininj with training support for smallbusiness operation and ownership

designing jobs to incorporate Bininj skills andknowledge

factoring in on-the-job mentoring.

2.2.2 Capacity building and partnershipsThe engagement o Bininj and other relevantIndigenous people (i.e. those who are not traditionalowners but have afliation with country) in

tourism development across the park will obviouslyvary depending on the level o interest, amilycommitments, education and other actors. However,the number o Bininj who are suitably trained ortourism enterprises is also currently limited and thislimits the capacity or engagement by Bininj in tourismenterprises both now and in the uture. The tourismindustry can help address this through training andother support, or example by:


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Private sector investment will occur where thereis an opportunity or adequate nancial return. To

be successul, tourism planning must enable viablebusiness opportunities and developments that aresupportive o the park expectations, including those othe traditional owners.

The number o Indigenous businesses in the park,which expand the array o cultural tours in the park,has increased in recent years. Economic sustainabilityo these businesses is dependent on the sustainability otourism in the park.

Currently and historically, transport, guiding,accommodation and catering, and tour servicescomprise the primary areas o private sectorinvolvement in Kakadu National Park. The privatesector may increasingly contribute in areas such asnatural and cultural education and interpretation.Investment in the business, including in-park assets,needs to be supported by security o tenure or theappropriate and agreed timing, and other long-termplanning. Strategies that will increase length o stay inthe park rather than simply attract visitor numbers isone method to ensure better economic and experientialoutcomes.

2.4 STANDARDS AND ACCREDITATION

Operators may require diering and higher levels oaccreditation to access particularly high-use or sensitivesites. They may be required to undertake Indigenouscultural awareness training to be eligible to accessculturally sensitive sites.

The Kakadu Knowledge or Tour Guides (KKTG)program, delivered in partnership with the CharlesDarwin University, provides entry-level trainingto ensure quality and consistent standards ointerpretation and presentation. The programcovers World Heritage cultural and natural values,cross-cultural awareness, visitor saety, minimisingenvironmental impact, and compliance and permitconditions. It is a permit condition that a KKTG-

certied guide is employed at all times to lead tours inKakadu.

Accreditation programs encourage commercial touroperators to meet their responsibilities within protectedareas and ensure quality visitor experiences. Theypromote consistent standards o operation that ensureenvironmental and cultural benchmarks are metthrough the provision o high level services, acilities,interpretation and the conduct o the operation inaccordance with industry best practice in sustainability.

At the time o preparing this plan, a consistent permit

system is being developed between Northern TerritoryParks and Wildlie Service and Parks Australia that willrecognise and reward the same accreditation programs.

To encourage commercial tour operators to meettheir responsibilities while operating within KakaduNational Park, accreditation programs will orm part othe criteria or granting permits. All commercial toursseeking tenure in excess o one year (including thoseassociated with a land-based lease) operating in KakaduNational Park will require accreditation.

2.4.1 Leases, licences and permits

Tourism activities are authorised by the Director vialeases, licences and permits, in accordance with theEPBC Act and Regulations.

Parks Australia aims or excellence in the management,presentation, access and interpretation o the culturaland natural heritage, and promotion o the livingculture and environment o the park. Thereore, as well

as being a regulatory mechanism, the system o permitsand licences encourage enterprises that oer qualityvisitor service and promotion o park values as corecommitments, while creating a protable business orthe investor.

Leases, licences and permits need to be structured in away that is attractive to business while not conictingwith the management aims or the park. Leases,licences and permits should:

reflect the nature of the investment and the serviceprovided

define services to be provided, standards,development approval processes, environmentalrequirements and services

define and manage access levels to individual sites ina way that is appropriate to the nature of the legalinstrument (lease/license/permit)

enhance the potential to create companies thatare profitable, environmentally responsible andcommitted to preserving the key values of the park

allow for value to be realised in the businesswhile at the same time acknowledging that thebusiness is operating in a fragile cultural and natural

environment

2.3 ECONOMIC SUSTAINABILITY


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Reer appendix 6 or detail o the legal ramework orleases, licences and permits.

be of a duration suited to the nature of the legalinstrument and scale of investment, with options forrenewal based on performance - with the longestleases linked to high levels of commercial investmentand high standards of environmental performance

be of a duration sufficient to allow operators torealise the full mortgage value of their in-park fixedassets

enable adequate return on investment

reflect the value of a business, including the value ofgood will, to a potential buyer

minimise the need for short-term and ad hoc

approvals and compliance regulation by parkmanagement by incorporating clearly agreedstandards of maintenance and operation that areable to be practically monitored within park resources.

Visitor surveys and vehicle-use monitoring arecurrently used to evaluate the parks perormance interms o visitation and visitor satisaction.

To improve on current activities, an integrated programo ongoing research and monitoring needs to bedeveloped in specic relation to tourism. The programshould ocus on the experience seeker target marketand be constructed in accordance with the TourismMaster Plan to assist in assessing the impact andsuccess o its implementation.

Areas to be ocused on include:

visitor numbers

park use patterns including sites and activities

visitor characteristics, expectations andsatisfaction

benchmark data, against which improvements to thevisitor experience may be measured

performance of tourism activities againstenvironmental, cultural and social indicators.

It is recommended that evaluation and monitoringprograms be developed in partnerships with academicinstitutions, particularly the Sustainable TourismCooperative Research Centre, Tourism NT, Tourism

Australia, and in cooperation with the tourism industry.

This will achieve quality outcomes with efcient use oresources.

3.1 THE ESSENCE OF THE KAKADUEXPERIENCE

a 50 000-year-old culture from ancient to modern

nature and wildlife

culture and country

people living directly off the land

mind, body and spirit.

A strong and consistent brand has been developedwhich denes and re-ocuses the perception and image

o Kakadu. The brand positioning statement is:

Kakadu is a 50 000-year-old living cultural landscapethat interacts with nature and the seasons. Theawesome, ancient Arnhem Land escarpment rames thisWorld Heritage-listed wetland. It is a place with deepspiritual richness and history that inspires the senses,commands deep respect and provides sel discovery,enlightenment, adventure and relaxation.

3. VISITOR EXPERIENCES AND THETARGET MARKET

The essence o the visitor experience that Kakaduprovides is connection. This concept has manythemes, including connection with:

Connection also occurs through joint managementand cultural tourism.

2.4.2 Monitoring performance


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3.2 TARGET MARKET

Kakadu has been identied as a National Landscape,an initiative that identies those areas with superlativenatural and cultural experiences, distinctive to Australiaand sought ater by a global audience known asexperience seekers. Tourism Australia has identiedthis market segment based on comprehensive marketanalysis.

3.2.1 The experience seeker

The experience seeker is the target market thatbest matches the current and potential experiencesthat Kakadu has to oer and that can deliver the bestoutcomes or the park.

As identied by Tourism Australias marketsegmentation, experience seekers:

Detailed inormation about this market segment is

available rom Tourism Australia.http://www.tourism.australia.com/content/aussie_experiences/2007/experience_seekers.pd

Market research identies that provision or increasedlength o stay will meet the needs o the experienceseeker. This approach will benet the park byincreasing visitor nights. While this may not result invisitor numbers growth, it has the potential to increasevisitor understanding o the people, culture and country.This will satisy the desire o the target market tolearn and connect with Indigenous culture and naturalheritage o Kakadu, the aspirations o the traditionalowners, and Parks Australia to maximise opportunities

or education and immersive visitor experiences.

3.2.2 Australias National Landscapes

Tourism Australia and Parks Australia have ormeda partnership to identiy landscapes which capturethe essence o Australia and oer distinctive naturaland cultural experiences. These areas are known as

Australias National Landscapes.

Starting with eight National Landscapes, o whichKakadu is one, the aim is to brand and market theseareas according to the unique experience each one

oers to the experience seeker market.

Experience seekers typically:

are experienced international travellers

seek out and enjoy authentic personal experiencesthey can talk about

involve themselves in holiday activities

are sociable and enjoy engaging with the locals

are active in their pursuits and come away havinglearnt something

are somewhat adventurous and enjoy a variety ofexperiences on any single trip

place high importance on value and hence criticallybalance benefits with costs

place high value on contrasting experiences (i.e.different from their day-to-day lives).

have a higher-than-average household income

are tertiary educated

are open-minded and have an interest in world affairs

are selective about their media consumption

are opinion leaders within their peer and social groups

are not characterised by nationality, preferred holidaystyle/mode or age.


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3.3 PRESENTING THE PARK: CULTURE ANDINTERPRETATION

Conditions o World Heritage listing require that thesite be presented to the public. The development o theKakadu brand identity in line with the Shared TourismVision and management objectives has created aplatorm to present Kakadu to the world in accordance

with the joint management Guiding Principles.

It is integral to joint management that the park isinterpreted in accordance with the cultural preerenceo traditional owners and other Bininj who are also parto the living culture.

All inormation, signage, collateral and interpretationwill be consistent with this identity and promote

accurate messages about what visitors can expectto experience when they visit Kakadu. This will bedelivered and supported by accessible, eective pre-tripinormation and appropriate interpretation and visitoracilities.

Parks Australia will develop interpretive programsconsistent with the joint management GuidingPrinciples, which speciy telling people about thepark. All levels o the tourism industry are encouragedto promote Kakadu in a manner consistent with theKakadu brand.

A National Landscape goes beyond individual nationalparks or iconic visitor attractions. They are identied

by their topography and their cultural and/orenvironmental signicance. This approach encouragesgreater collaboration between the parties that govern,preserve and promote these landscapes.

Key outcomes o the National Landscapes Program are:

to ensure tourism, conservation and infrastructureagencies, industry players and local governmentare collectively responsible for the conservation andenhancement of Australias outstanding naturaland cultural experiences for the future

to raise awareness and encourage visitation tothese landscapes by Australias global targetmarket to achieve positive social, economic andenvironmental outcomes

to ensure that each landscapes natural and culturalexperiences meet the target markets expectations.

3.3.1 Visitor experiences

The priority ocus or the provision o acilities andservices will be on the experience seekers who want tolearn rom and be enriched by the culture and landscape.They also seek inspiration and sel-discovery as well asrecreation, adventure and relaxation.

This will be realised through product that provides orimmersion in the natural and cultural eatures o Kakaduthrough a suite o settings, experiences, eatures andacilities that allows or the development o perceptionsand experiences connected with the land and its people.

The experiences to be promoted will reect the natural

diversity o the park, Indigenous culture and heritage,and the Bininj calendar o seasons. There will be greaterpotential or interaction with the various clan groups inKakadu.

Examples o the diversity o visitor experiences inthe various tourism precincts (section 5.3) include theollowing:

gaining an appreciation of Bininj traditional way

of life at the occupation sites of Ubirr and viewing

vistas over the surrounding floodplains and along

Magela Creek during the wet season

enriching understanding of the changing seasons

of Kakadu at Nourlangie, where the rock art

depicts important creation stories and is accessible

all year round

experiencing Bininj/Mungguy culture with

traditional owners on their own country through

interaction and activities offered at Warradjan

Cultural Centre, supported by the information

inside the centre

understanding the cultural significance of the

spectacular Jim Jim and Twin Falls area through

taking the time to explore a range of sites,

participate in cultural activities and truly feel the

essence of the land

appreciating the remoteness of the land driving

through the country of the South Alligator River

region where the magpie geese fly south every

evening


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Kakadu oers a range o tourism options that haveprovided satisying visitor experiences or many years.However, weaknesses in the oering exist. Addressingthese will create development opportunities orexperiences that will better match the desires o thetarget market.

Reer map 2 or existing visitor acilities.Reer appendix 2 table 1 or detail o the issues andopportunities o the key elements o tourism in Kakadu.

Reerappendix 2 table 2 or ull SWOT analysis o thepreerred experience.

4. CURRENT SITUATION ANDFUTURE OPPORTUNITIES

4.2 DELIVERING THE PREFERREDEXPERIENCES

learning about and understanding the diversity of

Bininj/Mungguy interaction with land and nature by

walking through savannah woodlands, on the stone

country or between some of the old homesteads in

the south of the park, or visiting the northern coast

where turtles, birds, crocodiles and other wildlife

abound

booking a package of individual accommodation

venues each within a different setting and offering

varied experiences.

WEAKNESSES

High volume destinations are the focus rather thanvisitor experiences that offer cultural appreciation.

The promotion of six-season opportunities is limited.

There is a lack of range of accommodation.

STRENGTHS

Increasing number of businesses offering culturalexperiences (e.g. Kakadu Culture Camp andMurdudjurl).

Increasing cultural content in visitor experiences.

Quality and diversity of seasonal ranger programs.

The introduction of compulsory tour guidecertification.

In addition to the existing strengths, improvementto the delivery o the preerred experiences will alsorequire:

developing additional cultural experiences across thepark

linking experiences and accommodation options

increasing Indigenous ownership of and partnershipswith commercial operations

implementing tour operator accreditation andadvanced tour guide training

providing information to tour operators to assist withquality of product development

managing visitor numbers at crowded sites

using technology including internet and otherdigital multimedia as appropriate and feasible forinterpretation and access

applying standards for environmental sustainabilityacross the park.

The ollowing directions in product developmentrespond to current strengths and identied deliveryimprovements.

4.1 SUMMARY OF CURRENT STRENGTHSAND WEAKNESSES IN THE TOURISMEXPERIENCES

The average length of stay is relatively short.

There are limited guided walking experiences.

The park arrival and sense of place is lacking.

Tour guide knowledge about the park values andculture varies.

The quality of visitor infrastructure is variable andthe design is not consistent.

The information about the cultural World Heritagevalues and visitor experiences is inadequate andinconsistent.

Limited application of best-practice environmental

standards.Inconsistency in the quality of facilities at sites thatpresent rock art.


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Map 2: Existing visitor facilities


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Other improvements to enhance visitor inrastructureand services in the park include:

4.2.2 Develop product that lengthens stay

which will meet the needs of the targetmarket

Market-ocused product development and promotionmay include:

an increased range of accommodation options suitedto the experience seeker target market

appropriate packaging and promotion of the rangeof experiences on offer for all market groupsincluding independent travellers

integrated product offer with Nitmiluk and ArnhemLand

4.2.3 Development of infrastructureand services

Appendix 2, tables 3 and 4 provide an analysis o thecurrent settings, inrastructure and opportunities orroad corridors and tourism hubs.

provision of natural camping settings

improvements to some access routes

infrastructure at popular art sites and other majorvisitor destinations that manages visitor flow

Warradjan Cultural Centre and Bowali VisitorCentre as the focus sites for cultural and naturalinterpretation

infrastructure that supports cultural presentation

improved camping infrastructure area

improved interpretation infrastructure

consistent application of a unique infrastructurestyle which reflects the values of Kakadu.

Through developing tourism product that enablesvisitation throughout the six seasons o Kakadu (seegure 2) visitors will be attracted at dierent times othe year, and repeat visitation will be encouraged.

Opportunities across Kakadu that can be accessedthrough the seasons include:

4.2.1 Develop product that promotes the six

seasons of Kakadu

low volume, higher yield experiences delivered in theshoulder and wet seasons

changes in the seasons presented as part of the

cultural visitor experience

a year-round hub in the south of the park for travelwithin Kakadu and Nitmiluk.

Figure 2:Bininj calendar

development of new product by providing exclusiveopportunities for operators

additional opportunities in Jabiru including a diversityof interesting activities and attractive settings.


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Map 3: Roadside corridors, hubs and indicative precincts


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5.1 ROADSIDE CORRIDORS

The Arnhem Highway and Kakadu Highway are thetwo major access roads into Kakadu. Approximately75 per cent o visitors to Kakadu currently enter usingthe Arnhem Highway. The unsealed Old Darwin Roadprovides a secondary access road rom Darwin to thecentre o the park or part o the year, including theJim Jim / Twin Falls area and, potentially, south o thepark. The Kakadu Highway provides access to Kakaduor those visitors travelling up the Stuart Highway rom

the Katherine region and also down the highway romDarwin via Pine Creek.

The rst impressions o Kakadu are ormed on theseroads, yet entry impressions are inconsistent andunclear. At the same time, many experiences o Kakadumay be encountered just o these roads. There aremajor opportunities to improve the visitor experiencealong these road corridors.

Through interpretation and direction along roadsidecorridors the visitor could gain greater understandingo the country through which they are travelling.

Travellers can be encouraged to turn o the highwaysand explore sites within Kakadu.

Reer appendix 2, table 3 or details o proposedimprovements to road corridors.

PART C: Planning and Management

5.1.1 Opportunities to enhance visitorengagement

5. STRATEGIC FRAMEWORK

Reer map 3 or roadside corridors, hubs and precincts.

Precinct plans will orm the Boards preerredmechanism or implementation o tourismdevelopment. Precinct planning in collaboration withtraditional owners will provide an integrated approachto the individual sites and experiences oered withinthe precinct and allow or detailed planning in relation

to the provision o visitor acilities and services in anarea.

A detailed precinct plan or Jim Jim / Twin Falls hasbeen developed. As a priority, the remaining precinctplans will be added to the Tourism Master Plan onceconsultation with traditional owners is complete.Reer appendix 3 or Jim Jim / Twin Falls precinct plan.

Until precinct plans are completed, developmentproposals will continue to be assessed on their meritsand on their consistency with the Shared Tourismprinciples.

All o the ideas or tourism development in thissection are presented as concepts or considerationand decisions on whether they are implemented will

be made in accordance with the Management Plan,including any Traditional Owner consultation andenvironmental impact assessment.

roadside corridors - the roads leading into andthrough the park

precincts - areas that have a number of interrelated

sites and attractionshubs - developed tourism nodes that service aprecinct. (Note, not every precinct is served by a hub.)

This section outlines the strategic ramework orimplementing the Tourism Master Plan. The rameworkis based on areas that are dened by land and tourist usepatterns including:

The ollowing opportunities exist or interpretation andincreased inormation along the identied road corridors.

All road corridors to:

develop a comprehensive pre-trip information package(via appropriate technology that may include print,CD, and internet and podcast products) which focuseson offered experiences and engages the visitor inappreciating the journey through Kakadu

improve directional signage and location information tofeatures and park-based tour operations

upgrade and develop park entry experience.


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West Alligator

East Alligator

South Alligator

Jim Jim / Twin Falls

Warradjan

Nourlangie

Mary River

Not all areas o the park are covered by the identiedprecincts. There are other current and potentialopportunities or which individual site planning(separate to the precinct plans) will be required.

Ideas or consideration within each precinct areprovided below.

Aim: To manage the West Alligator precinct as an areawith our-wheel drive access and a ocus on wildlie andguided experiences.

create a welcome to country/arrival experience forvisitors including information, interpretation and anopportunity for Indigenous businesses

provide an experience of a billabong system as afirst-stop destination for the target market

where there is existing boat access, separate boatlaunching from day-use facilities and enhancelandscaping, visitor information and amenities

slow the arrival journey through the park byproviding visitors with a safe opportunity to view thetidal rivers of Kakadu

promote stopping at Mamukala and consideradditional experiences to enhance use of the site

create and encourage a suite of target market visitorexperiences associated with the South Alligator huband precinct.

Kakadu Highway to:

support a major overhaul of the Mary Riverroadhouse including accommodation, cultural centreand booking services for cultural experiences

enable a perspective of the size of lowland

woodlands in the park by improving road accessand the turning circle at Bukbukluk to enable coachaccess; realign and upgrade the track to the lookoutto disabled access standard

upgrade and refurbish Warradjan Cultural Centre asthe central focus of Indigenous programs, making ita must see centre with a vibrant range of culturalprograms.

Old Darwin Road to:

promote as an alternative route that takes in more

remote parts of the park

improve existing day-use facilities along theroad and consider a short walk and interpretiveinformation

provide orientation points at each end of the route.

5.2 PRECINCTS

Precincts link a number o interrelated sites andattractions and provide a suite o visitor experiences

within a dened geographical setting. Their boundariesare conceptual only and do not align with park, districtor clan group boundaries.

Each o the precincts oers experiences that haveunique points o dierence. By promoting theseindividual experiences, visitors may be encouraged toplan longer stays in the park, to visit dierent parts othe park and, indeed, to return.

The ollowing precincts have been identied:

Consider a range of guided tourism opportunities.

Provide an experience of a billabong system as afirst-stop destination.

Undertake site planning to provide:- high quality day-use facilities- management of campsites that improves setting,environmental management and visitor safety

- defined launching points.

Other visitor experiences aligned with the targetmarket.

5.2.1 West Alligator

Arnhem Highway to:


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Aim: To manage the precinct or rock art viewingduring the dry season with enhanced opportunities orlonger stays and cultural and natural experiences.

5.2.2 East Alligator

Improve the visitor experience at Ubirr througheffective visitor management strategies to addressflow during peak times.

Offer a range of visitor experiences and longer staysin this part of the park.

Develop and design a gateway to Arnhem Land.

Promote links to Injalak Art Centre.

5.2.3 South Alligator

Aim: To increase the range o opportunities in theSouth Alligator hub while managing the southern parto the precinct or low-volume visitation (accessiblerom the Arnhem Highway or the Old Jim Jim Road)or viewing o its unique and abundant wildlie.

Encourage extended stays in the area throughpromotion and development of the range ofavailable experiences.

Consider guided experiences using low-keyaccommodation with dusk and dawn bird viewing.

Develop site plans for day use and camping areas.

Focus on night-time and whole day experienceswithin the precinct.

5.2.4 Jim Jim / Twin FallsAim: To manage the precinct as a destination oeringa unique experience presented through the eyes otraditional owners and encouraging visitors to stay

overnight.

Manage Garnamarr as the primary hub for access

to Twin Falls and Jim Jim Falls and as a base forcultural activities and programs.

Manage numbers and the quality of the visitorexperience through a system of accredited touroperators and a guided bus service operating fromGarnamarr.

Enable a broader range of visitors to experience thearea through improvements to the visitor experienceand condition of the road to Garnamarr.

Investigate opportunities for small-scale tourismaccommodation at Anlarr (Nourlangie Camp).

5.2.5 WarradjanAim: To manage the precinct as a visitor destinationand a ocus or enhanced cultural interpretation andactivities through Warradjan Cultural Centre.

Identify the Warradjan Cultural Centre as a focus forcultural activities.

Enhance the range of accommodation options toinclude those designed for the environment and theclimate and offering a unique experience of the

wetlands.Enhance the range of visitor experiences andencourage longer stays. These need to be planned toprovide for:

- adequate time to appreciate the area- safety for visitors- respect for traditional culture- capacity to deliver high-quality experiences.

5.2.6 NourlangieAim: To manage the precinct or high-volume visitationor viewing rock art, accessible walks and lookouts with

enhanced visitor experiences.

Provide opportunities for small group andpersonalised guiding at Nourlangie.

Investigate options for a culture camp for schoolsand special interest groups.

Undertake landscape/site planning for unmanagedcampgrounds.

Promote the opportunity for sunset viewing atNawurlandja Lookout.

Investigate opportunities for extended walks.

Promote and enhance the values of the precinctthrough a managed visitor experience that provides:

- adequate time to appreciate the area- the opportunity for understanding the living culture- safety for visitors- respect for traditional culture- minimised overcrowding.

Provide opportunities for independent travellers andtour clients to experience Indigenous culture andinterpretation in a meaningful way.


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5.3 HUBS

Hubs are developed tourism nodes, identied byactivities and inrastructure that service the precinct.The hubs are an essential part o tourism managementin Kakadu, given the size o the park and theremoteness o the surrounding environment.

In considering the suite o experiences or Kakadu, itis important to consider the broader region, includingsome areas outside the park that also oer tourismexperiences. It is in this context that Mary River ( justoutside the park) and Jabiru (within the park but undera separate lease) are included in the identication ohubs.

The identied hubs are:

Jabiru (on land leased to the Jabiru TownDevelopment Authority by the Director of NationalParks), which includes a town settlement and arange of accommodation and services

Cooinda (on land leased from the Commonwealth)

South Alligator (on land leased to the resort ownersby the Director of National Parks)

East Alligator (on land leased by DjabulukguAssociation from the NT Government)

Mary River (freehold land).

Reer to appendix 2, table 4 or broad managementpurpose o each o the hubs and relevant precincts.

The hubs are described as ollows and includesuggestions or uture opportunities.

5.3.1 South Alligator

Aim: To provide visitors rom Darwin with their rstmajor service stop and connection with the Kakaduexperience including visitor inormation.

Explore alternative accommodation aimed at thetarget market.

Develop cultural experiences for accommodationguests.

Extend the range of guided activities to includeday experiences close to the hub.

Structure self guiding at Gungarre to provide alonger experience via the rainforest and a shorterexperience direct to the billabong.

Improve the accommodation infrastructure.

5.2.7 Mary River

Aim: The Mary River precinct to be developed andmanaged as an important gateway to the park whichprovides or an increase in tourism and length o stay inthe south o the park.

Recognise Goymarr (Mary River Roadhouse) asthe primary hub as it develops enhanced and morediverse accommodation and improved services withpotential for linked trips.

Encourage longer stays that exploit the year-roundaccessibility of this part of the park and that canbe planned to provide:

- adequate time to appreciate the area- respect for traditional culture- safe and high-quality experiences.

Primary experiences may include:

- guided bushwalking- quiet camping experiencing the landscape andbirdlife of the south

- cultural experiences that engender respect for theculture of the traditional owners of the area.


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5.3.2 Cooinda

Aim: To provide accommodation and access to a rangeo cultural experiences and interpretation o the

wetlands and river oodplains, and access to the centralescarpment areas.

Develop alternative accommodation aimed at thetarget market.

Develop a culture camp for schools and specialinterest groups.

Manage and maintain Warradjan Cultural Centreas the primary focus of cultural activities for thecentral section of the park.

Promote a suite of cultural day and nightexperiences.

Provide a significant wetland interpretation.

5.3.3 Jabiru

Aim: To provide regional tourism acilities including arange o accommodation services and inrastructure.

Ensure provision of a full range of basic facilitiesaccessible in accordance with tourist requirements.

Develop additional accommodation that is high-end,alternative, unique and provides experiences moresuited to the target market.

Develop an educational facility such as a hotel,tourism or business management school providingtraining and capacity building.

Develop restaurants, cafes, open-air theatre andother tourism services and products.

Develop a suite of day and night-time culturalexperiences in the local area.

Develop a one-night camp with culturalexperiences.

Bowali Visitor Centre fully used as a centre forvisitor information, interpretation and considerincreased after-hours use.

5.3.4 East AlligatorAim: To provide a range o accommodation andopportunities associated with the northern area o thepark and a gateway to Arnhem Land.

Provide a range of accommodation.

Explore the development of guided walks.

Develop Arnhem Land guided experiences.

Develop a range of cultural experiences suited tothe overnight market.

5.3.5 Mary RiverAim: To provide accommodation and year-roundopportunities in the south o the park and links withNitmiluk National Park.

Provide a range of accommodation.

Develop an information centre where visitors canalso make bookings.

Develop a range of cultural experiences for theovernight market.

Provide experiences linking Kakadu and NitmilukNational Park.

Recognise and promote appropriate experiencesfocused inside and outside the park includingNitmiluk National Park.


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The Northern Territory Government maintainsresponsibility or:

Indigenous organisations maintain outstation roads andtracks (with the exception o some that are managed bythe Director). The Director maintains responsibility orall other roads within Kakadu.

The Kakadu National Park Management Plan providesor the development o a management strategy orroads within Kakadu (Action 6.3.8). Road managementin Kakadu requires considerable investment due tothe distances involved, seasonal access and associatedsubmersion and ooding during the wet season that canlead to road damage, as well as the high-volume use osome unsealed roads during peak visitor periods.

To date, gravel or continual repairing o unsealedroads has been sourced within the park; however, thecumulative impact o numerous gravel pits, and theongoing need or more gravel, should be revisited interms o whether this is the most sustainable approach.

Many o the visitors coming to the park by road areinexperienced with remote conditions and unsealedroads, or unamiliar with road rules and conditions in

Australia. This driver behaviour combined with eralhorses, pigs and bualoes or native species on theroads, particularly at night, create a hazardous drivingenvironment.

Proposals or new tourism developments in Kakaduthat would require development o a new road or track

would need to consider Kakadus road managementstrategy, the experience that road travel oers, sourceo unding or the establishment o the road, and costsassociated with ongoing maintenance. They wouldalso need to consider the expected volume o trafc,management o visitor saety and environmentalimpact.

the primary road corridors within the park - theArnhem and Kakadu Highways and the Old DarwinRoad

Oenpelli Road (which leads to the East Alligatorprecinct)

Cooinda Road (which leads to the Warradjanprecinct)

Gunlom Road in the Mary River precinct(commencing from the Kakadu Highway through tothe t-intersection at the turn off to Gimbat).

6. INFRASTRUCTURE AND FACILITIES

Kakadu promises experiences that involve reection,contemplation and absorption o the cultural andnatural eatures o the park. These experiences cannot

be rushed or crammed into a day visit. The visitorrequires the support o inrastructure and acilities toenable them to engage at the identied level.

The range o acility classes and standards to supportthe provision o priority visitor experiences areoutlined in this section and considered in more detailin appendix 4. Also outlined are considerations orplanning access and inrastructure which wouldorm the basis or developing priorities and animplementation plan.

All tourism inrastructure developments will complywith relevant legislation and standards. They will also beexpected to be accredited and operated as ecologicallysustainable developments, reecting their setting in aWorld Heritage national park.

Kakadu covers a vast area and many visitor sites areremote. Underpinning all decisions in relation tothe management o existing and new acilities andinrastructure which may be established is the need toconsider the capital investment, the source o nance

and the responsibility and costs associated with ongoingmaintenance. Both the government and the privatesector have a role to play in investing in uture tourismdevelopment in Kakadu.

6.1 ROADS

The great majority o visitors to Kakadu arrive andtravel within the park by road, either as part o anorganised tour or as sel-drivers. Hence, tourism reliesheavily on the high level o access provided by the

Arnhem Highway, the Kakadu Highway and OenpelliRoad which together orm the three main sealed

corridors in the park.

Apart rom these major conduits, road standards varybetween unsealed roads suitable or 2WD vehicles, and4WD track.

Appendix 4, tables 6 and 7 consider the type o roadsuited to the various levels o day use and campingareas.


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Classification Siting Design Supply

Saari camp (commercial

group)

May be located at Category

1 or 2 camping areas.

Removable with

environmentally/visually

acceptable design.

To be determined on

accreditation o operators.

Exclusive access campsites Located on exclusive site. Removable with

environmentally/visually

acceptable design.

Specic to individual

commercial operators and

linked to highly accredited

operators.

Saari camp or low-impact

accommodation

Located on exclusive site;

low volume (up to 20

beds); likely to be satellite

to other accommodation.

Dependent on location;

design or climate, seasons,

unique experience oer and

environmental issues.

A number o these could

be located in the park with

booking opportunities as

part o a multi-night package

or with a hotel package, or as

destination or stopping point

or a walk.

Nature lodge Located on exclusive site

oering unique experience

or small number

(dependent on location

and siting, between

2050).

Dependent on location;

design or climate, seasons,

unique experience oer and

environmental issues.

About our based around

west, east, centre and south

o park oering dierent

experiences o unique

environments (coastal,

wetland, woodland).

Hotel The requirement or additional capacity beyond existing supply is unlikely.

6.2 ACCOMMODATION

A gap exists in accommodation or the target marketthat provides a natural experience linked to a culturalexperience. Additional accommodation shouldcomplement the current supply and optimise benetsor all businesses.

A range o proposed accommodation is outlined in theollowing table.

6.2.1 Safari camp (commercial group)Accredited commercial operators may establishsaari camps in Category 1 or 2 campgrounds (reerto section 6.4 or more detail) by special permit. Thispermits use o public acilities. Potential also exists orsimilar acilities to be established in camping areaslimited to groups.

6.2.2 Exclusive access campsitesOpportunities exist or the provision o exclusivepermits to accredited commercial operatorsto establish saari camps outside managedcampgrounds. These opportunities will enable amore intimate experience or guests. Conditionsneed to be ocused on the experience to beprovided, including the potential engagement oBininj/Mungguy in some aspect o the business(e.g. proprietorship, provision o walks/talks, sitemanagement and cooking). Facilities will needto be provided and maintained by the operator,including low-impact toilets.


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A range o accommodation options could be providedthat are suited to the target market and oer a uniqueplace to stay and, potentially, dierent experiences orvisitors. Opportunities include saari camps, low-impact

buildings (such as those used at Hawk Dreaming) andold homestead sites.

Each site might include accommodation, amenities,a dining room, and could oer dierent experiences(e.g. dining under the stars, night walks, bush tuckerexperience, crat and talks).

There are a range o old homestead sites throughoutthe park which could potentially be developed intoaccommodation options or visitors. The relativelyrecent history o Kakadu reected in these sites is parto the Top Ends rich history, not only o Europeansettlement but o impacts on Indigenous society with arelated story o adaptation and survival.

Adaptive re-use o these buildings provides anopportunity or the rich heritage o the sites to bepreserved and interpreted. It must be recognised that,due to their age, heritage nature, building materials andcondition, the re-use o these buildings may present achallenge.

6.2.3 Safari camps and other low-impact

accommodation

6.2.4 Nature lodgeA market exists or the establishment o 35 staraccommodation. The sites need to be very specialand unique and provide a range o opportunities orimmersive experiences.

This type o operation would likely be low volume butproviding high yield. It would be designed specicallyor the setting in which it is located (e.g. coastal,escarpment and/or wetland) and or climate andenvironmental issues (e.g. mosquitoes). An example

would be the Longitude 131 development near Uluru inCentral Australia or Bamaru Plains on the Mary Riverood plain west o Kakadu National Park.

6.2.5 HotelsThere are a range o hotels which currentlyservice visitors to Kakadu. While other orms oaccommodation are better suited to the targetmarket, existing operators may become involved inthe development o other accommodation optionsthat support and complement the hotels and assist in

balancing supply capacity.

6.3 CAMPING FACILITY LEVELS

Appendix 4, table 5 provides a ramework or theprovision o acilities or camping and day-use areas.The ramework has been adapted rom similarapproaches used elsewhere and uses remoteness /naturalness and proximity to developed nodes to denethe various categories. In Kakadu National Park, theconsideration o cultural values, Traditional Ownerpreerences and visitor saety are important additionalactors which inuence decisions about the location andtype o day-use and camping acilities. The rameworknevertheless provides a useul model or comparing thelevel o service and management implications.

All inrastructure provided within Kakadu by the publicor private sector will be expected to comply with thehighest environmental standards.

Reer appendix 4 or more detail on these standards.

Three primary standards o camping areas are proposedwithin Kakadu as ollows:

Category 1:

Some camping areas in Kakadu require a permit andhave limited capacity which is regulated by the useo gate keys. The potential or exclusive-use sitesin a unique setting exists, or example, managed as

a component o a Bininj-run business, but must beapproached in consultation with traditional owners.

6.4 CAMPING

formalised and managed campground with showers,toilets, BBQs

camping fees apply

expectation of moderate-to high-volume use

may be a number of group camps

likely to be more remote and/or natural settingwith limited facilities

facilities only toilets, BBQs and picnic tables

camping fees apply

expectation of low-to moderate-volume use

may be one group camp site or separation of smalltravel party and group camping areas

limited or no facilities provided

camping fees do not apply.

Category 2:

Category 3:


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6.6 WALKING TRACKS

Potential also exists or sites that are suited to day useby special access/permit.

6.5 DAY-USE FACILITIES

Three standards o day-use acilities are proposed basedon dierent types o recreation settings:

day-use facilities in high-use areas with highstandard of facilities, information and interpretation.

Class One day use (remote)

Class Two day use (comort)

Class Three day use (developed)

day use in remote natural areas with simple facilitiesconsistent with setting.

day use in high-use areas with simple day-use facilitiessuited to environmental setting and volume of use.

Kakadus network o walking tracks range romshort maintained tracks in the vicinity o majorvisitor nodes to remote multi-day walks which areunmarked and accessible only with a permit orthose experienced in wilderness walking.

The ollowing table presents a breakdown odierent grades o walks using the AustralianStandard Walking Track Classication which could

be adopted or Kakadu.

Within each o these categories it would also bepossible to provide a rating, or example, easy,

medium and hard. This classication systemwould be developed based on the AustralianWalking Track Standards and customised toKakadus individual requirements.

Category of walk Description Level of experience AustralianClassification

Remote route

(guided)

Overnight route (greater than two

days). Restriction/permit on numbers.Possible serviced camp style walk.

Moderate 46

Remote route

(ree independent)

Overnight route (greater than two

days). Restriction/permit on numbers.

High certication

may be required

56

Semi-remote route (guided) Easier, shorter overnight walks

12 days. Possible overnight

accommodation. Located close to hubs

and visitor nodes.

Moderate 2-3

Semi-remote(ree independent)

Likely to be a dened track. Easiershorter overnight walks 12 days.

Moderate 3-5

Day use permit Likely to be a dened track. Sae walks

which are close to hubs and visitor

nodes o Kakadu. Possibly in a sensitive

cultural area.

Moderate 14

Day use guided Dened track. Sae walks which are

close to hubs and visitor nodes o

Kakadu.

Low 13

Day use ree independent Short and sae walks which are close tohubs and visitor nodes o Kakadu. Medium 13


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Outstanding bushwalking opportunities in Kakaduexist or the target market. However, there is scopeor improvement in the delivery o bushwalkingopportunities, particularly with regard to bettermarking o day-use tracks.

Currently, walks include short walks, easy day walks andlonger, more challenging day walks. Extended overnight

walks require high level experience or navigation andconditions including weather and terrain, as well asknowledge o cultural sensitivities and constraints.

The promotion o both day walks and overnight walksin Kakadu needs to be improved so that more people,particularly the experience seeker, are aware o the

walks available and can plan their length o stay andprovisioning accordingly.

Constraints to the promotion o extended bushwalkinginclude:

Kakadu is best appreciated over a number o daysand there has long been support in the bushwalking

community or developing at least one world-classwalking experience based on culture and landscape, asis ound in other World Heritage national parks.

An iconic walk has the potential to deliver a well-interpreted and truly memorable experience or thetarget market. It could provide visitors with choicesto link into some segments o the trail rather thancomplete the entire walk. A walk o this kind wouldneed to be developed through consultation withtraditional owners, most likely rom several clan groups,and include more than one route or discussion. It

would also need to be based on a properly surveyed,

marked and more-or-less constructed trail over a routethat minimises cultural and environmental impact.

An iconic walk could be appropriate or guided or sel-guided visitors. Its management o walker numberscould conne activity to the trail route line andappropriate nearby eatures. This will enhance saetyand avoidance o culturally sensitive areas.

Construction and operation o an iconic walk could beoered to Bininj as a business opportunity, includingguiding, maintenance and provision o overnightservices. There would also be the option o tour guidesproviding supported walks, designed around visitor

acilities provided at each nights destination to providea quality experience and minimise the impact oovernight use on the park. This also lessens the needor carting ood, cooking gear, overnight and survivalequipment.

6.6.1 Bushwalking

The ollowing approach is proposed or consideringbushwalk classication to assist in streamlining thecurrent process:

culturally sensitive sites traditional owners haveexpressed concern about people walking on countrydue to the sensitive nature of some parts of countrycontaining sacred sites which have strict rules aboutwho may go to these areas. These areas haverestricted access and should not be accessible to

bushwalkers. This is often difficult to regulate andrelies on the good will of the bushwalkers

challenging walking conditions Kakadu offers arange of bushwalking environments, including terrainwhich varies from flat open areas to uneven groundcovered with dense vegetation and steep, rockyslopes. Navigational experience is essential, andwalkers need to be physically fit and adequatelyprepared to take into consideration the varyingseasonal conditions and potential safety risks

some routes require prior experience existingbushwalking opportunities are limited to experiencedwalkers who know the approved routes. These routes

are generally located in the Mt Brockman Massif andescarpment areas and Yurmikmik and Jarrangbarnmi(Koolpin Gorge) areas

consideration of certification of experiencedwalkers (such as via clubs) to walk in moreremote areas of the park with the alternativeof an induction and planning system forindependent walkers.

6.6.2 Development of an iconic walk

review and revision of the bushwalking strategy

regular monitoring and review of walking trackclassifications with the involvement of traditionalowners

development of an efficient and customer-focused

bushwalking permit system


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Visitors come to Kakadu or many reasons. In anational park o this magnitude, covering such adiverse range o landscapes, the desire or a wide rangeo recreational activities is acknowledged. Kakaducannot be all things to all people, and a clear directionor tourism management has been established whichidenties the priority visitor experiences and core

recreational activities.

Some popular recreational activities available inKakadu are outside o the core visitor experiencesdiscussed in this Tourism Master Plan. These includeswimming, bicycle riding and our-wheel driving.

Visitors oten seek to swim in Kakadus waterseven though much o the park is crocodile country.Estuarine crocodiles are present in all major waterwaysdownstream o the Arnhem Land escarpment, and are

extremely dangerous.

Other issues o concern or the management oswimming include sunscreens and insect repellentsimpacting on water quality.

Kakadu has outstanding shing and boatingexperiences and is part o the Northern Territoryspectrum o shing and boating opportunities. Fishingand boating is managed under the Kakadu NationalPark Management Plan in accordance with theEPBC Act and Regulations and Northern Territorylaws in so ar as they operate consistently with theserequirements.

Fishing occurs mostly on the South and East Alligatorrivers where there are boat ramps and car parkingacilities. There are a number o billabongs elsewherethroughout the park which provide boat ramp access.

For cultural and environmental reasons, such asthe spread o aquatic weeds, there are a number o

waterways within Kakadu that have been closed torecreational boating and shing. These are shown inMap 4. The West Alligator river system is closed tor

tourism masterplan

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