RESERVE 81643 FOR PUBLIC RECREATION (BONNY HILLS … · 1.4 North Coast Holiday Parks North Coast...

PLAN OF MANAGEMENT

for part of

RESERVE 81643 FOR PUBLIC RECREATION (BONNY HILLS HOLIDAY PARK) at BONNY HILLS

Prepared for the NORTH COAST ACCOMMODATION TRUST and

December 2012

PLAN OF MANAGEMENT

for part of

RESERVE 81643 for PUBLIC RECREATION (BONNY HILLS HOLIDAY PARK) at BONNY HILLS

Prepared by

Integrated Site Design Pty Ltd

701/247 Coward Street

MASCOT NSW 2020

PO Box 6396

ALEXANDRIA NSW 2015

Phone: 02 8338 1722

fax: 02 8338 1733

email: [email protected]

© Integrated Site Design Pty Ltd 2012

Disclaimer:

Drawings, figures, analysis, forecasts and other details in this report have been prepared in good faith based on data and information supplied to Integrated Site Design Pty Ltd by others. The data is believed to be correct at the time of publication of this report. Discussion and opinions given in relation to the content and meaning of legislation are not to be construed as legal advice. Integrated Site Design Pty Ltd expressly disclaims all and any liability to any person or persons in reliance on the report and its contents in part or in whole.

December 2012

Draft Plan of Management Bonny Hills Holiday Park

Pag

e

i

Contents

1 Preamble ........................................................................................................................ 4

1.1 Introduction................................................................................................................. 4

1.2 Land Status .................................................................................................................. 4

1.3 Basis for Management ................................................................................................ 5

1.4 North Coast Holiday Parks........................................................................................... 5

1.5 Purpose of this Plan ..................................................................................................... 6

2 Statutory and Policy Framework ..................................................................................... 8

2.1 Introduction................................................................................................................. 8

2.2 Crown Lands Act 1989 ................................................................................................. 8

2.3 Environmental Planning and Assessment Act 1979 .................................................... 9

2.4 Local Government Act 1993 ...................................................................................... 10

2.5 Rural Fires Act 1997 .................................................................................................. 10

2.6 Holiday Parks (Long Term Casual Occupation) Act 2002 .......................................... 11

2.7 Relevant Environmental Planning Instruments ........................................................ 11

2.7.1 Port Macquarie Hastings Local Environmental Plan 2011 ................................. 11

2.7.2 NSW Coastal Policy 1997 ................................................................................... 11

2.7.3 State Environmental Planning Policy No. 21 – Caravan Parks ........................... 12

2.7.4 State Environmental Planning Policy No 71 ...................................................... 13

2.7.5 State Environmental Planning Policy – Major Development and State

Environmental Planning Policy (State and Regional Development) 2011 ....................... 14

2.7.6 State Environmental Planning Policy – Infrastructure ....................................... 15

2.8 Policies and Guidelines .............................................................................................. 16

2.8.1 Sea Level Rise ..................................................................................................... 16

2.8.2 Crown Lands Caravan Park Policy ...................................................................... 17

2.9 Other Statutory and Policy Documents .................................................................... 17

2.10 Summary ................................................................................................................... 18

3 The Existing Situation ................................................................................................... 19

3.1 Location ..................................................................................................................... 19

3.2 Existing Development – see Drawing 0– 01. ............................................................. 20

3.3 Section 68 Approval .................................................................................................. 22

3.4 Strategic Assessment ................................................................................................ 22


Pag

e

ii

3.5 State and Regional Tourism ...................................................................................... 24

3.6 Forecast Trends in Tourism ....................................................................................... 25

3.7 Greater Port Macquarie Marketing and Branding Initiatives ................................... 27

3.8 Summary ................................................................................................................... 29

4 Vision and Objectives and Management Precincts ......................................................... 31

4.1 Introduction............................................................................................................... 31

4.2 The Vision Statement ................................................................................................ 31

4.3 Objectives .................................................................................................................. 31

4.4 Park Character ........................................................................................................... 33

5 Proposed Improvements ............................................................................................... 34

5.1 Introduction............................................................................................................... 34

5.2 Proposed Improvement Program - see Drawing BH - 01 .......................................... 34

5.3 The Proposed Improvements .................................................................................... 35

5.3.1 Facilities for Guests ............................................................................................ 36

5.3.2 Site Rationalisation and Upgrades ..................................................................... 36

5.3.3 Cabin Accommodation ....................................................................................... 36

5.3.4 Eco Safari Tents .................................................................................................. 37

5.3.5 Headland Pathway ............................................................................................. 38

5.4 Assessing Proposed Improvements .......................................................................... 38

5.5 Authorised Activities and Works ............................................................................... 38

5.6 Financing Improvements ........................................................................................... 39

6 Management Actions and Strategies ............................................................................. 40

6.1 Plan Objectives, Strategies and Actions .................................................................... 40

6.2 Regulatory Compliance ............................................................................................. 40

6.3 Health, Safety and Risk Management ....................................................................... 41

6.4 Business Management .............................................................................................. 42

6.5 Environmental Management .................................................................................... 43

6.6 Sustainability ............................................................................................................. 44

6.7 Facilities for Management and Guests ..................................................................... 45

6.8 Tourist Sites and Accommodation ............................................................................ 46

6.9 Integrated Management ........................................................................................... 46

6.10 Holiday Vans .............................................................................................................. 47

7 Implementation and Review ......................................................................................... 48


Pag

e

iii

APPENDIX 1 S 68 Approval to Operate the Bonny Hills Holiday Park

REFERENCES

DRAWINGS

Plan of Management Bonny Hills Holiday Park

Pag

e

4

1 PREAMBLE

1.1 Introduction

This Plan of Management has been prepared in accordance with the provisions of the Crown

Lands Act 1989 to provide a framework for the future management, use and development

of the reserved Crown land known as the Bonny Hills Holiday Park at Bonny Hills in the Port

Macquarie Hastings Shire and shown on Drawing BH 00. The Crown land covered by the

Plan comprises a resource in a unique coastal setting and provides community facilities,

holiday accommodation and recreation opportunities for the enjoyment of the community.

The Plan of Management outlines a management direction for the next 5 to 10 years for the

reserved land in accordance with the requirements of the Crown Lands Act 1989.

1.2 Land Status

The Holiday Park is part of Crown Reserve 81643 for Public Recreation. Since 1 October

2010, North Coast Accommodation Trust (NSW Gazette No. 118) has been responsible for

the care, control and management of the Reserve. Prior to this the Holiday Park was under

the care, control and management of the Port Macquarie Hastings Council as the appointed

corporate manager of the Reserve Trust. The Holiday Park is now managed and promoted

as part of the North Coast Holiday Parks group of caravan parks and reserves.


Pag

e

5

1.3 Basis for Management

The management of Reserve 81643 for Public Recreation is to be in accordance with the

objects and principles of Crown land management described in Sections 10 and 11 of the

Crown Lands Act 1989 and the land management provisions of Part 5 of the Act. The land

will therefore be used and managed in accordance with the following:

The Plan of Management applying to the land;

Crown Lands Act 1989;

Environmental Planning and Assessment Act 1979 and any planning instrument

permitting the use of the land for a specified purpose or otherwise regulating the

use of the land;

Local Government Act 1993;

Holiday Parks(Long Term Casual Occupation) Act 2002; and

The provisions of the Local Government (Manufactured Home Estates, Caravan Park,

Camping Grounds and Moveable Dwellings) Regulation 2005.

The preparation of this Plan of Management included, over a period of time, site

inspections, consultation with the Trust, discussions with the caravan park manager and

reviews of relevant reports and policies.

The principal issues addressed in this Plan include:

Appropriate management of the natural and man-made resources of the Reserve;

Compliance with the standards of the Local Government (Manufactured Home

Estates, Caravan Parks, Camping Grounds and Moveable Dwellings) Regulation 2005;

Improving the entry and site layout of the caravan park;

Improving the provision of facilities for guests and residents;

Improving the financial performance of the Holiday Park by improving sites and

accommodation and exploring market opportunities particularly in off-peak seasons;

Ensuring that holders of any site agreements are treated in accordance with the law

and in an appropriately transparent manner;

Meeting the needs of guests; and

Maintaining and improving the amenity of the Holiday Park.

1.4 North Coast Holiday Parks

North Coast Holiday Parks is the trading name that has been adopted for the management

and marketing of a number of caravan parks and reserves on the North Coast of New South

Wales. The reserves and the caravan parks are held in five Reserve Trusts; the North Coast

Accommodation Trust, the Boambee Creek Park Reserve Trust, the Bellinger Heads Holiday

Parks Trust; the Mid North Coast Accommodation Trust, and the Scotts Head Reserve Trust.


Pag

e

6

Each of these Trusts is a land management corporation established by the Minister for Lands

under the provisions of the Crown Lands Act 1989.

While a key focus of North Coast Holiday Parks relates to the operation of caravan parks

there is a range of wider land management responsibilities addressed. In this context the

operational and administrative framework of North Coast Holiday Parks has been structured

to ensure;

the Crown and the community assets are used in accordance with legislative

provisions, policy goals and best practice commercial management;

environmental impacts are minimised;

accurate information is available to the government on the performance of the

Reserves and the caravan parks;

financial and human resources are used efficiently;

probity is achieved in the operation of each reserve and/or caravan park;

contractors and employees comply with established policies and procedures

including legal requirements with respect to occupational health and safety,

industrial relations, etc;

the value of the assets of the community and the Crown are safeguarded and

enhanced; and

the administration and management of the Reserves and the associated commercial

activities delivers ecological sustainability, intergenerational equity and identifiable

public benefits.

1.5 Purpose of this Plan

The purpose of the Plan of Management is to establish objectives, environmental and

management strategies and actions and identify the means the Trust will employ in the

management of the Reserve to meet the needs and expectations of the local and wider

community. The most significant issues to be addressed in relation to the ongoing

management of the Reserve and the Holiday Park are:

Ensuring that the sustainability principles are incorporated into the development and

management practices adopted for the Reserve and the Holiday Park;

Ongoing compliance with the technical standards and other provisions of the Local

Government (Manufactured Home Estates, Caravan Parks, Camping Grounds and

Moveable Dwellings) Regulation 2005;

Improving the presentation, entry and site layout of the Holiday Park;

Maintaining and improving the financial performance of the Holiday Park by

expanding the range of accommodation provided and exploring market

opportunities particularly in the shoulder and low seasons;

Meeting the needs of guests through the provision of additional and improved

facilities;


Pag

e

7

Vegetation management;

Storm water management;

Security; and

Appropriate risk management.

The management actions in the Plan of Management will be formulated to address and

achieve the following;

Social equity – decision making that leads to greater physical, cultural and financial

access in the delivery of services and facilities;

Environmental quality – using only the resources that are required to deliver

facilities and services and improving overall physical amenity while reducing

detrimental impacts on natural assets;

Economic prosperity - promoting the development of jobs, business improvement

and market growth in a sustainable manner; and

Corporate governance – managing assets and resources in a way that is

accountable, transparent, responsive, efficient, equitable and complies with all

applicable legislation.


Pag

e

8

2 STATUTORY AND POLICY FRAMEWORK

2.1 Introduction

This Plan of Management has been prepared in accordance with the Crown Lands Act 1989,

to provide a framework for the future management, use and development of Reserve 81643

for Public Recreation at Bonny Hills. Other legislation including environmental planning

policies, guidelines and strategies also require consideration especially where any new

development proposals are contemplated. Following is an outline of key legislative and

policy provisions that are relevant to the administration, management and improvement of

the Reserve.

2.2 Crown Lands Act 1989

The objects and principles of Crown land management are listed in Sections 10 and 11 of the

Crown Lands Act 1989 and form the starting point for the preparation of Plans of

Management. The principles of Crown land management are that:

Environmental protection principles be observed in relation to the management

and administration of Crown land;

The natural resources of Crown land (including water, soil, flora, fauna and scenic

quality) be conserved wherever possible;

Public use and enjoyment of appropriate Crown land be encouraged;

Where appropriate, multiple use of Crown land be encouraged;

Where appropriate, Crown land should be used and managed in such a way that

both the land and its resources are sustained in perpetuity; and

Crown land be occupied, used, sold, leased, licensed or otherwise dealt with in

the best interests of the State consistent with the above principles.

The Crown Lands Act 1989 and existing policy for the management of Crown land has always

encouraged the appropriate commercial use of reserved Crown land. Commercial activity

can meet the needs of public users of a reserve as well as generate the financial means to

manage and improve the Crown Reserve system generally. A specific requirement of the

Act is the proceeds of commercial activities on reserved Crown land are to be spent on the

management of reserved Crown land.

Part 5 of the Act deals specifically with the management of Reserves and matters related to

the appointment and responsibilities of Reserve Trusts... The purpose of establishing

reserve trusts is to allow reserved Crown land and potentially other land (Crown and

freehold) to be managed - to varying degrees of independence from the Crown Lands

Division - but subject to Ministerial direction. “Reserve” is a term for an area of land set

aside for a public purpose in the sense used in Part 5 of the Act. A reserve trust can


Pag

e

9

manage an unlimited number of reserves or parts of reserves. The affairs of a reserve

trust can be controlled by any one of the following:

The Minister;

A board of Trustees (up to seven) plus any number of ex officio appointments;

A corporation (including a Council); or

An administrator.

Reserve trusts have a statutory responsibility to manage land in the public interest and to

achieve the Principles and Objects of Crown Land Management as defined by the Act. The

focus of a reserve trust’s activities in relation to land under its control is generally defined by

the public purpose(s) of the reservation. Where a Plan of Management has been adopted

by the Minister for Lands the trust is required to implement the actions described in the

Plan. In the absence of a Plan of Management the detail of how a reserve is developed and

used is a matter for the trust provided always its actions are consistent with the purpose of

the reservation and in conformity with the relevant requirements of the Act. Money

generated from commercial activities on the reserve must be spent on the management or

development of the reserve although the Minister may direct that money is applied for the

improvement of other reserves.

Provided a trust complies with legislative and policy requirements, there is no limit placed

on the activities of a trust, its organisational structure or the method of its operations. But,

the Minister has the statutory right to review a trust’s behaviour and performance and may

terminate a trust’s appointment. The Minister can issue directions in relation to the

functions of a reserve trust and how funds are employed in relation to debt and where the

proceeds of a sale or lease are applied. A trust can employ its own staff, use contactors or

enter into agreements with other entities, organisations and individuals to manage the land.

2.3 Environmental Planning and Assessment Act 1979

The Environmental Planning and Assessment Act 1979 (EP&A Act) provides the statutory

basis for the development consent process in New South Wales. Section 79C of Part 4 of

the EP&A Act outlines the factors that must be considered when assessing a Development

Application. These include:

any environmental planning instrument;

any draft environmental planning instrument that has been placed on public

exhibition and details of which have been notified to the consent authority;

any development control plan;

the Regulations;

the likely impacts of the development, including environmental impacts on both the

natural and built environment, and social and economic impacts on the locality;

the suitability of the site for the development;


Pag

e

10

any submissions made in accordance with the Act or the Regulations; and

the public interest.

This Act also has a range of other provisions that may take effect depending upon the

nature of a development proposal and the issues that may be encountered. In recent times

the Act has also been amended by the introduction of new provisions dealing with methods

of assessment and consent authorities.

In some circumstances development works may be undertaken without the need for

development consent under Part 4 of the Act. Where this occurs, a review of

environmental factors (REF) under the provisions of Part 5 of the Act is generally prepared.

2.4 Local Government Act 1993

While the Local Government Act 1993 contains a range of provisions that have relevance to

the management and improvement of the Reserve an aspect of particular importance is the

approval requirements for the operation of caravan parks that flow from Section 68 of the

Act.

Section 68 requires the owner or manager of a caravan park to seek an approval from

Council to operate the caravan park and, in certain circumstances, the prior approval for the

installation of moveable dwellings. Council can impose conditions on the operation and

structure of a caravan park. The standards for caravan parks are defined in the Local

Government (Manufactured Homes, Caravan Parks, Camping Grounds and Moveable

Dwellings) Regulation 2005. The regulation establishes technical standards relating to site

types, setbacks, size areas, site coverage, road dimensions, provision of utility services,

amenities and the like.

Clause 74 of the Regulation provides that the prior approval of a council is not required for

the installation of a relocatable home or an associated structure on a dwelling site within a

caravan park so long as it is designed and constructed in accordance with the requirements

of the regulations. This exemption is modified by sub clauses 6 and 7 which deal with

installation on flood-liable land and moveable dwellings of more than one storey where

prior approval is required.

2.5 Rural Fires Act 1997

Amendments to the Rural Fires Act have led to the mapping of bush fire prone lands and a

requirement for development proposals to respond to the requirements of the “Planning

for Bushfire Protection 2006” Guidelines. In addition the Act now defines a number of

different land uses including tourist accommodation within the category of “special fire


Pag

e

11

protection purpose”. Development proposals coming within this category need to respond

to a more restrictive set of requirements in the Guidelines.

2.6 Holiday Parks (Long Term Casual Occupation) Act 2002

The Holiday Parks (Long-term Casual Occupation) Act 2002 and the associated Regulations

set out the rights and obligations of long-term occupants of moveable dwellings in caravan

parks in New South Wales. The Act recognises that while the occupant has a right to occupy

a site there is no interest in the land. In essence, the Act provides for an occupation

agreement, which runs for at least 12 months, between the manager of a caravan park and

the owner of a moveable dwelling for the use of a site for tourist purposes.

Some of the principal issues addressed by the Act include:

Information that a park owner must provide prospective occupants;

The form and content of agreements;

What happens at the end of an agreement;

Occupation fees and charges;

The formation and amendment of Park Rules;

Dispute resolution mechanisms and the role of the Consumer, Trader and Tenancy

Tribunal constituted by the Consumer, Trade and Tenancy Tribunal Act 2001.

The fate of abandoned goods (i.e. moveable dwelling) and sites.

The former Department of Lands introduced an Information Sheet on the creation of

occupation agreements which provides policy guidance on the principles to be followed.

The State Government Policy states that agreements for sites on reserved Crown land must

be limited to no more than 12 months. The Trust will administer the holiday van

occupancy agreements in accordance with the Act and under the prevailing Crown Lands

Division guidelines.

2.7 Relevant Environmental Planning Instruments

2.7.1 Port Macquarie Hastings Local Environmental Plan 2011

In February 2011 Port Macquarie Hastings Council’s new shire wide LEP was adopted in line

with the template for new Standard Local Environmental Plans. In the new Plan the Bonny

Hills Holiday Park is Zone RE1 Public Recreation which allows “Caravan Park” as a land-use

that is permissible with the consent of Council.

2.7.2 NSW Coastal Policy 1997

The NSW Coastal Policy 1997 was released by the New South Wales Government to replace

the 1990 Coastal Policy. The stated purpose of the Policy is:


Pag

e

12

The main challenge for the Government and the community in the coastal zone is to provide

for population growth and economic development without putting the natural, cultural and

heritage values of the coastal environment at risk. In recognition of this challenge, the

Coastal Policy incorporates the principles of ecologically sustainable development (ESD) into

coastal planning. ESD aims to ensure that development occurs in such a way that the

ecological processes on which life depends are maintained.1

The definition of the coastal zone takes in areas within one kilometre of the ocean, as well

as an area of one kilometre around coastal lakes, lagoons, islands, estuaries and rivers. The

Policy addresses a number of key coastal themes including:

population growth in terms of physical locations and absolute limits

coastal water quality issues, especially in estuaries

disturbance of acid sulfate soils

establishing an adequate, comprehensive and representative system of reserves

better integration of the range of government agencies and community

organisations involved in coastal planning and management

indigenous and European cultural heritage

and integration of the principles of ESD into coastal zone management and decision

making.

The Coastal Policy proposes a range of management planning approaches including

catchment management plans be implemented in consultation with relevant agencies to

ensure sustainable development and use of natural resources occurs in harmony with the

protection of the environment. A Plan of Management under the Crown Lands Act 1989 is

one of the most valuable management tools available to implement the Policy.

2.7.3 State Environmental Planning Policy No. 21 – Caravan Parks

In 1986 the Government made changes to the prevailing legislation to allow both short-term

and long-term accommodation to occur in caravan parks by way of moveable dwellings.

This brought about a wider definition for caravan parks.

State Environmental Planning Policy No. 21 – Caravan Parks (SEPP 21) was prepared in order

to ensure that this wider meaning applied to all relevant planning instruments whether

existing or proposed. In essence the SEPP stated that where caravan parks are a

permissible land use they will take on this wider meaning.

In addition, the Policy makes development consent mandatory for all new caravan park

proposals regardless of local instruments. Council’s are also required to have regard to the

1 Coastal Policy, A sustainable future of the NSW Coast - Fact Sheet, 1997


Pag

e

13

impact of new long and/or short-term dwelling sites on residential and tourism land uses

and operations in their local area.

A key element of the Policy is found in Clause 8, sub-clause (4A). The clause removes the

effect of any other environmental planning instrument and the need for a development

application with respect to the installation of moveable dwellings on land approved for use

as a caravan park.

2.7.4 State Environmental Planning Policy No 71

State Environmental Planning Policy No 71 – Coastal Protection (SEPP 71) was introduced in

October 2002 as part of the NSW Government’s Coastal Protection Package. SEPP 71

applies to the coastal zone of the State as defined in the Coastal Protection Act 1979. The

Policy gives statutory force to some of the elements of the NSW Coastal Policy 1997 and

makes the Minister for Planning the consent authority for certain developments. The Policy

also defines a category of sensitive coastal locations. Finally, the Policy identifies master

plan requirements for certain developments in the coastal zone.

While the policy primarily comes into consideration when a development application is

submitted for determination the objectives and general principles established in the SEPP

should be recognised as relevant to any coastal planning exercise. The objectives of SEPP 71

are:

a) to protect and manage the natural, cultural, recreational and economic attributes of

the New South Wales Coast, and

b) to protect and improve existing public access to and along coastal foreshores to the

extent that this is compatible with the natural attributes of the coastal foreshore,

and

c) to ensure that new opportunities for public access to and along coastal foreshores

are identified and realised to the extent that this is compatible with the natural

attributes of the coastal foreshore, and

d) to protect and preserve Aboriginal cultural heritage and Aboriginal places, values,

customs, beliefs and traditional knowledge, and

e) to ensure that the visual amenity of the coast is protected, and

f) to protect and preserve beach environments and beach amenity, and

g) to protect and preserve native coastal vegetation, and

h) to protect and preserve the marine environments of New South Wales, and

i) to protect and preserve rock platforms, and

j) to manage the coastal zone in accordance with the principles of ecologically

sustainable development (within the meaning of section 6(2) of the Protection of the

Environment Administration Act 1991), and


Pag

e

14

k) to ensure that the type, bulk, scale and size of development is appropriate for the

location and protects and improves the natural scenic qualities of the surrounding

area, and

l) to encourage a strategic approach to coastal management.

Clause 8 of the Policy establishes a list of the matters that a consent authority must take

into consideration in assessing developments in the coastal zone.

2.7.5 State Environmental Planning Policy – Major Development and State

Environmental Planning Policy (State and Regional Development) 2011

State Environmental Planning Policy (Major Development) 2005 commenced on 29th July

2005 and underwent a substantial revision which came into effect on 1st July 2009.

Further amendments were made in 2011. The purpose of the Policy was to identify

projects to which the development assessment requirements under Part 3A of the Act

should apply and to set out the functions of Regional Planning Panels in determining

specified development applications.

The changes which occurred in 2011 relate to the removal of Part 3A from the EP&A Act and

consequently the SEPP now only contains some basic transitional provisions related to that

previous regime.

State Environmental Planning Policy State and Regional Development (SRD) 2011

commenced when Part 3A of the Act was repealed. Among other things this Policy

establishes what types of development constitute State Significant Development , State

Significant Infrastructure as well as Regional Development (in conjunction with Schedule 4A

of the EP&A Act).

A review of the Policy highlights that for tourist caravan park development to be classified

as State Significant Development the site has to be classified as a sensitive coastal location,

the capital investment value of the work must be $10 million or more and the facility must

be considered to be a tourist related facility which is other than a ‘commercial premises’.

The capital investment value for a project has been determined to be the cost of

establishment of the facility. In the case of a caravan park development this value excludes

components such as cabins. The facility comprises the creation of the infrastructure which

includes the short term dwelling sites and all services but cabin accommodation is viewed as

‘discretionary spending’ as the sites can be utilised with or without the cabins.


Pag

e

15

It is also possible that the proposed development work could constitute Regional

Development. This occurs by way of Schedule 4A of the EP&A Act coupled with the

provisions of the SEPP. The Schedule indicates that development with a capital investment

value of more than $20 million is classified as Regional Development and is determined by a

Joint Regional Planning Panel. Similarly, a Crown Development (a particular type of

development) having a capital investment value of more than $5 million is classified as

Regional Development and is determined by a Joint Regional Planning Panel.

The development program proposed as part of this Plan of Management for the Bonny Hills

Holiday Park does not fall within the various provisions of the State and Regional

Development SEPP outlined above.

2.7.6 State Environmental Planning Policy – Infrastructure

State Environmental Planning Policy (Infrastructure) 2007 provides that certain types of

works do not require development consent under Part 4 of the EP&A Act. However, it does

not prevail over SEPP 14 – Coastal Wetlands, SEPP 26 – Littoral Rainforests or SEPP State

and Regional Development where there are inconsistencies. Further, SEPP Infrastructure

does not remove the requirement to obtain consent from the Minister in relation to State

Significant Development.

Clause 20 of SEPP (Infrastructure) provides that a range of works are “exempt development”

when carried out on behalf of a public authority. These works are itemised in Schedule 1 of

the SEPP and include paths and ramps for disabled access, fencing, small decks,

prefabricated sheds of up to 30 m2 in area, retaining walls up to 2m in height, landscaping

including paving and access tracks, minor external and internal alterations to buildings, open

car parks (size is not specified) and demolition of buildings covering an area of up to 100m2.

Clause 65 (2)(d) of the Policy provides that in respect of land reserved within the meaning of

the Crown Lands Act 1989, development can be carried out without consent by or on behalf

of the Director-General of the Land and Property Management Authority, a trustee of the

reserve or the Ministerial Land Corporation, or an administrator of the reserve if the

development is for purposes of implementing a plan of management adopted for the land.

It should be noted that where this occurs, a review of environmental factors (REF) under

Part 5 of the Act is usually undertaken.

Pursuant to the provisions of Clause 66(2) a number of additional works may be able to be

undertaken as exempt development on a Crown reserve where a plan of management has

been adopted.


Pag

e

16

Clearly the provisions of this SEPP are relevant to the future implementation of this Plan of

Management as well as to the Trust’s ongoing management of the Reserve lands.

2.8 Policies and Guidelines

The following non-statutory policies and guidelines are relevant to the implementation of

this Plan of Management. It is expected that the management of the Reserve will review

policies and guidelines as they are updated or changed and will modify operational and

development activities accordingly.

2.8.1 Sea Level Rise

The NSW Government has in place a range of policies and programs that allow for

ecologically sustainable growth in coastal areas while addressing the risk to life and property

from coastal hazards and flooding.

In September 2012 the NSW Government made a number of significant changes to way in

which the planning and development on the coast is managed. As part of the reform

package the 2009 NSW Sea Level Rise Policy Statement was withdrawn with a view to

providing greater flexibility in considering local conditions in the determination of future

hazards and preparing coastal management plans. The key components of the first stage of

the NSW Government’s coastal reforms have;

Removed the recommendations in regard to statewide sea level rise benchmarks;

Given support local councils in the determination and adoption of projections with

specific relevance to the local conditions;

Provided clarity with respect to the preparation and issue of Section 149 planning

certificates; and

Made it more straightforward for landholders to install temporary works to reduce

the impacts of erosion.

In August 2010 the government also published a Flood Risk Management Guide and a

Coastal Risk Management Guide. These documents have been prepared to assist local

councils, the development industry and consultants to incorporate sea level rise planning

benchmarks in risk management planning and risk assessments for new development. The

Guides are to be read and applied in conjunction with existing relevant, manuals and

policies.

Alterations and additions to existing buildings, construction of new buildings, installation of

moveable dwellings and other works proposed within the Holiday Park will address the

relevant and applicable recommendations of the above documents. In addition the

Reserve Trust will be required to address emerging policy and regulatory provisions related

to the impacts of climate change and sea level rise.


Pag

e

17

2.8.2 Crown Lands Caravan Park Policy

April 1990 the former Department of Lands issued the Crown Lands Caravan Parks Policy.

The primary impetus for the creation of the Policy was to address issues of long-term

residency, the numbers of holiday vans and to improve the appearance and management of

caravan parks. The Policy establishes policies, objectives and strategies relevant to the

future management and development of caravan parks on Crown land in NSW.

The objectives of the Crown Lands Caravan Parks Policy are:

a. to develop a caravan park and camping ground system on Crown land which meets

the needs of the community and provides a range of facilities for short-term use, long

term use and camping.

b. to manage caravan parks on Crown land in an environmentally acceptable manner,

to provide for the protection of important scenic, natural and cultural resources

consistent with the objects and principles of the Crown Lands Act, 1989.

c. to ensure that caravan parks and camping grounds on Crown land are managed in a

way that provides appropriately for the recreational and social needs of the

community.

d. to encourage the entrepreneurial management of caravan parks on Crown lands in

order to provide the community with an appropriate standard of facility and the

government with an optimum financial return for the land it provides.

It is clear, particularly from objective (d) above, that the intent of the Crown Land Caravan

Parks Policy is that there will be a commercial orientation in the management of Crown

caravan parks. However, this objective is one of a set of objectives of equal weight and

therefore matters of environmental and community need must be addressed alongside

financial considerations.

2.9 Other Statutory and Policy Documents

There are a number of other documents that are relevant to the ongoing management of

the reserve that have been considered in the preparation of this Plan including;

Native Vegetation Conservation Act 1999;

SEPP No.14 – Coastal Wetlands; and

Threatened Species Conservation Act 1995;

Disability (Access to Premises - Buildings) Standards 2010, Disability

Discrimination Act 1992


Pag

e

18

2.10 Summary

The management, operation and improvement of Reserve 81643 and the Bonny Hills

Holiday Park must take account of a range of statutory controls and policies. It is a

fundamental requirement of this Plan of Management that the Reserve Trust Manager will

comply with the requirements of applicable legislation, regulations, approvals and policies.


Pag

e

19

3 THE EXISTING SITUATION

3.1 Location

The Bonny Hills Holiday Park is positioned on a prominent coastal headland on the eastern

side of Ocean Drive in the coastal village of Bonny Hills. The Park is about 7 kilometres

north of Laurieton and 20 kilometres south of Port Macquarie. The land enjoys ocean

views and the northern part of the Park overlooks Rainbow Beach.

The Holiday Park is on Lot 7310 in DP 1157515 which is Crown land and part of Reserve

81643 for Public Recreation which was notified on 9th September 1959. The caravan park

occupies an area of approximately 1.6 hectares within the larger reserve.

The Holiday Park is almost entirely bounded by other parts of the Reserve which supports

facilities including:

• Open space to the North (between the Holiday Park and the Wauchope-Bonny Hills

Surf Lifesaving Club);

• A narrow strip of land to the east between the Holiday Park and the northern end of

Boat Ramp Beach;


Pag

e

20

• Access road to the public Boat Ramp to the south with adjoining Spooneys Bay

Reserve, Bartletts Beach Reserve and Nana Klumpp Reserve.

The reserved land (apart from the caravan park) is generally under the care, control and

management of the Port Macquarie Hastings Council.

3.2 Existing Development – see Drawing 0– 01.

The existing and proposed development of the Park will be considered in terms of four

management precincts.

The Entry Precinct is centrally located within the Park and on the Ocean Drive frontage.

Large but dated sign posts are located to the north and south side of the entrance. A new

perimeter fence has been erected along some sections of the Ocean Drive frontage.

Approaching from the south, the appearance of the Park is dominated by Holiday Vans but

vegetation on the Ocean Drive boundary provides some screening and privacy. Coming

from the north the view from the road captures the unique coastal location of the Park.

The entry area is dominated by an older style masonry amenities building which is also the

only communal ablution facility in the Park. The amenity block does not include facilities

that comply with requirements in relation to disabled access, a matter that should have

been addressed pursuant to the introduction of Ordinance 71 in 1986. This building is now

beyond its economic serviceable life and is in need of replacement.

The reception area and manager’s residence provides floor space and accommodation that

is adequate for the size of the Park, however, there is no visitor parking or lay by parking

adjacent to the reception. This results in some confusion for guests and visitors arriving at

the Park. The bulk garbage storage and collection point which is not screened is also

located in the Entry Precinct on the southern side of the amenity building.

The Northern Precinct of the Park offers tourists a range of camping and cabin options with

pathway access through the adjoining reserve to Rainbow Beach. Sites, accommodation

and facilities in the northern precinct comprise:

• 5 cabins;

• 22 short term tourist sites; and

• A BBQ area.

All five existing cabins are located in the Northern Precinct. Two are located on the lower

terrace and are the oldest of the cabin stock having been installed over 12 years ago. The

prime headland position of the cabin accommodation is in clear view from Ocean Drive and

would be attractive to potential passing trade. However, the two older cabins are on the

edge of the headland in a location that is questionable in terms of contemporary visual

planning considerations. The three newer cabins are located close to the reception/office


Pag

e

21

and are six years old. All cabins are self contained with en-suite and kitchen facilities.

Landscaping around the cabin accommodation is minimal. While the precinct is vegetated

along its perimeter there are only a few medium sized trees and shrubs in positions that

give shade to camping and caravan sites. The cabins have AAA Tourism ratings of 3 and 4

stars.

The Central Precinct supplies the following sites and facilities;

• 8 camp sites;

• 19 short term tourist sites;

• A barbecue shelter; and

• A dump point.

Ten sites are located close to the eastern boundary of the Park and have uninterrupted

views of the ocean. A small barbecue shelter is also sited in this area. The other 17 sites

are located on a clear grassed area that falls to the east. These sites were formerly

occupied almost entirely by holiday vans which were relocated to the Southern Precinct

about 5 years ago. A number of the sites do not have direct access to a park road and most

are characterised by substantial cross falls. All have ocean views.

The Southern Precinct of the Park supplies the following;

• 4 camp sites;

• 5 short term tourist sites; and

• 18 short term sites occupied by holiday vans.

The caravan and camping sites are located in and around the holiday vans which are

generally grouped together and are well shaded by mature trees. The use of a number of

sites is restricted because of excessive cross falls and difficult access. The density of the

vegetation in the Precinct increases toward the southern boundary of the Park. Direct

views of the ocean are filtered by the vegetation. A pathway leads from the Precinct to

Boat Ramp Beach

The road system within the Northern and Central Precincts of the Park is in fair condition,

however, in the Southern Precinct sections of road are narrow, unsealed and quite

restrictive even for a single vehicle. There is little attention to storm-water drainage and

management anywhere in the Park.

Apart from the installation of 3 cabins and relocation of holiday vans, there has been little

investment in the Park’s infrastructure and facilities over the past 10 years. As a

consequence the existing development is basic when compared to other caravan parks

managed by the North Coast Accommodation Trust. This is reflected in the AAA Tourism

rating for the Park which is 2½ stars.


Pag

e

22

Vehicular access to the public boat ramp from Ocean Drive runs along the southern

boundary of the Park.

3.3 Section 68 Approval

The Holiday Park has a Section 68 Approval for a total of 87 sites comprising 75 short term

sites and 12 campsites. The current use of the sites is as shown in the following table;

Short term Campsites Total

Drive in tourist Cabins Holiday vans

46 5 18 12 81

3.4 Strategic Assessment

The following assessment of the Bonny Hills Holiday Park summarises some of the main

factors that need to be considered in developing a sustainable strategy for the future

improvement and management of the reserve and the Holiday Park. The assessment has

been used to assist in identifying actions and priorities required to ensure the commercial

viability of the caravan park, to address key compliance and operational issues, and to

ensure the ecological impacts of the Park are adequately addressed. The following points

have not been ranked and hence they do not provide an indication of the order of priority.

Strengths

Location – an attractive headland location with commanding coastline views over

Rainbow Beach;

Location - access from the Pacific Highway straightforward;

Location – well positioned to capture passing trade;

Virtually no other accommodation in the area can offer a view to equal the one from

the Headland;

Some cabins have a 4 star AAAT rating with good occupancy rates and are

performing well financially; and

Redevelopment of the Park is not constrained by a need to retain recently

established buildings and infrastructure.

Weaknesses

Location – on a prominent headland overlooking a public beach;

Siting of the older cabins – within clear view of the beach;

Proximity of Ocean Drive means some sites are affected by traffic noise;

Aspects of the Park do not comply with regulatory requirements, eg no disabled

access facilities;

Part of some of the sites are within the Ocean Drive road reserve;


Pag

e

23

The public pedestrian pathway to the south of the Park entry is outside the road

reserve and within the Park;

The Park’s overall AAAT rating is only 2 ½ stars;

Guest facilities are at the most basic level and are not in line with the expectations of

a substantial proportion of contemporary travelers;

Absence of a range of accommodation options;

Some of the sites are quite steep and difficult to access;

Park entrance is dominated by an old and outdated communal amenity building; and

Lack of provision for arrival, departure and visitor parking.

Opportunities

Improve the provision of guest facilities including a camp kitchen for tourist clients;

Introduce more quality accommodation that takes advantage of the views from the

headland;

Provide accommodation and facilities for people with disabilities;

Introduce accommodation that is designed with a capacity to cater for groups;

Undertake modest site re-grading to create a greater number of relatively level sites

for camping;

Consider removing the two cabins sited on the edge of the escarpment in

recognition of coastal and visual planning principles;

Resolve the management issues related to the public pedestrian access that

traverses the Park;

Consider development of a public pedestrian pathway along the eastern edge of the

caravan park; and

Develop new central amenities in conjunction with improvements to the entry and

parking arrangements.

Constraints

The initial and ongoing cost of improvements will be significant;

The Park is in a prominent coastal location and future improvements must be

designed to adequately address coastal planning issues;

Failure to address some of the basic presentation issues that can be easily and

economically addressed;

The relatively small land area of the Park limits the capacity to provide additional

guest facilities and any increase may require a reduction in the total number of sites

for tourists;

Planning priorities of relevant government instrumentalities; and

Requirements of coastal planning legislation and policies.


Pag

e

24

3.5 State and Regional Tourism

Australians spend $24 billion dollars on domestic overnight holidays each year. The total

economic value of domestic tourism has reached $70.2 billion dollars, achieving 25% growth

in the last 10 years. Almost 60% of national domestic overnight and day expenditure is

generated from holiday makers alone3.

The total expenditure of overnight visitors in NSW to the year ended 30 June 2011 was

$13.1 billion. Of all Australian states, NSW continues to attract the highest number of

domestic overnight visitors (35%), receiving 24.1 million domestic overnight visitors per

annum who spend 81.1 nights in the state an increase of 5.2% and 5.3% respectively on year

end June 2010.

The following figure illustrates the trends in overnight domestic visitation to New South

Wales for the five years to June 2011.

Visitor and Nights – Domestic

Overnight Travel to New South Wales

Source: Travel to New South Wales –

Year ended June 2011, Tourism New

South Wales

Importantly the NSW government’s NSW Plan 2021 is focused around rebuilding the State’s

economy and has an emphasis on growth in tourism. The Plan is a “whole of state”

initiative and identifies a number of high potential growth industries including tourism. A

key goal of the Plan is to double overnight tourism expenditure in NSW with the Visitor

Economy Taskforce and Destination NSW being established to provide strategic direction

and funding support to regional tourism organisations.

Expenditure in regional areas is highest in NSW, accounting for 62% of total domestic

tourism expenditure. 16.9 million travellers visited regional NSW in the 12 months to

September 2011, up by 3%. Regional NSW maintains 70.3% of the domestic tourism market

in NSW in terms of visitor’s numbers with caravan park or commercial camping grounds

being the second most popular accommodation choice4.

3 National Visitor Survey, June 2011, Tourism Research Australia

4 Travel to Regional NSW, June 2011, DestinationNSW.


Pag

e

25

The NSW Mid North Coast is among the Top 20 tourist regions of Australia in regard to the

attraction of Tourism Expenditure, ranking 6th in 2010/11 and claiming a $1.48 billion slice

of the national financial yield. The figure below shows that an additional 100,000

domestic overnight visitors stayed in the Mid North Coast region in the twelve months to

June 2011 when compared to the prior 12 month period, representing a 2.1% increase in

domestic overnight visitors to the region. The number of visitor nights also increased by 6%

on year end June 2010, to 11.8 million nights.

Visitor and Nights – Domestic

Overnight Travel to New South

Wales

Source: Travel to Mid North Coast –

Year ended June 2011, Tourism

New South Wales5

The Mid North Coast has a number of coastal regional centres with a long history of

providing holiday accommodation and experiences including Port Stephens, Great Lakes,

Port Macquarie Hastings and Coffs Harbour.

It is not surprising that the vast majority of visitors to the Mid North Coast travel for holiday

or leisure purposes, with 19.1% of domestic visitors choosing caravan and camping grounds

as their overnight accommodation option. The Mid North Coast region is well located to

attract travellers from Sydney and large regional centres and is well recognised as a

convenient stopover for visitors travelling between Sydney and Brisbane.

3.6 Forecast Trends in Tourism

Over the last 10 years the overnight domestic tourism market has been steadily evolving in

response to a variety of economic and employment factors as well as a significant shift in

the accessibility and take-up of information systems such as the internet and mobile

technologies. A snapshot of the impact of these changes on the domestic tourism market

can be set out as follows:

• A desire to enjoy more breaks per year of shorter duration (less domestic visitor

nights per trip) and in different locations. The time when families spent 4 weeks a

year at their annual holiday destination is quickly becoming a thing of the past;

• Improved road transport infrastructure, on a national level, is a major factor in the

resurgence of the caravan and the use of other registered recreational vehicles.

5 Travel to Mid North Coast, June 2011, DestinationNSW


Pag

e

26

Improved accessibility has opened new markets but increasing fuel prices may act

as a brake on the rate of future growth;

• Growth in the seniors market;

• Emergence of new consumer markets and their particular needs such as

environmental and technological considerations;

• The nature of the business/conference markets is also fragmenting creating new

opportunities in some Parks; and

• A willingness to spend more money to achieve a higher ‘quality’ holiday experience

with some of the comforts of home.

• An increasing share of domestic and international visitors are using the internet as

a source of information for trip planning (including social media channels) and the

use of the internet for travel bookings by the domestic market is increasing at a

rate of 6.4% a year. 65% of domestic online travel bookings are for

accommodation.

In the mid to longer term, the Forecasting Committee predicts Domestic visitor nights will

grow at an average annual rate of 0.3% to 2020.

It is estimated that in 2011/2012 period, tourism consumption will contract marginally by

0.3%. The 3 main contributing factors were:

1. A sluggish national domestic tourism market;

2. Buoyed by signs that international visitation from China and India will continue to

remain strong; and

3. Continued growth and competiveness of outbound tourism because of the

increased value of the Australian dollar and reduction in international airfares

compounded by recent natural disasters in QLD.

Growth is expected to be strongest in the over 55’s market, continuing the trend of the last

10 years which saw growth in the order of 20% to 70 million nights to the year ended

September 2009. This market now represents around 27% of total visitor nights compared

with 20% in 2000, at an economic value of $9.3 billion (September 2009).

It is anticipated that for the period to 2018 tourism by the active seniors market segment

(ages 55 – 69 years) will remain solid. There are three main reasons. Firstly, recovery in the

stock markets will build business and consumer confidence leading to increased

opportunities in the labour market to boost income. Secondly, Australia’s population is

ageing and the active seniors’ market segment is projected to reach 28% of total population

by 2018. Thirdly, studies indicate that the average post-retirement income of retirees is

likely to increase given that individuals in this market segment have benefited from longer

periods of compulsory superannuation contributions.

Source: Tourism Research Australia, “Tourism Forecasting Committee: Forecast 2011, Issue

2”, October 2011.


Pag

e

27

Some key facts about visitors to Greater Port Macquarie as reported in the 2007 Local

Government Area profile are6;

The area attracts on average 704,000 domestic overnight visitors, 54,000

international visitors and 662,000 domestic day visitors each year;

Domestic overnight visitors contributed $282 million to the Greater Port

Macquarie local economy spending on average $400 per trip;

11% of Domestic overnight visitors chose to stay in caravan and camping

accommodation spending 330,000 nights a year in this form of tourist

accommodation;

Over 90% of visitors to the area travel by private car;

36% of domestic overnight visitors travelling to Great Port Macquarie area are

aged between 25-44 years and 36% are aged between 45-64 years; and

The key lifecycle groups visiting the area as those from the older non working

segment, comprising 23% and families with a youngest child aged 6 or more

comprising approximately 22% of domestic overnight visitors.

3.7 Greater Port Macquarie Marketing and Branding Initiatives

With the assistance of demand building funding Greater Port Macquarie has invested

significantly in market analysis and development of a unique regional brand. “Greater Port

Macquarie Tourism will now embark on the implementation of its 2010/11 strategic

marketing plan. Its major focus in the next 12 to 18 months will be to continue actively

growing our new Brand – Come out of your Shell – and communicating this effectively to our

target markets”7.

Greater Port Macquarie Tourism has significantly scaled up promotion of tourism activity

within the region through a re-launched website, eNewsletters, microsites, installation of a

new online booking system and take-up of social media applications (flickr, Facebook,

Twitter and Blog).

The Strategy aims to primarily target the following groups:

Families with young children, promoting Port Macquarie Hastings as the ideal

place to retreat, relax and reconnect; and

Couples without children – emphasising short break opportunities, nature and

adventure tourism.

Greater Port Macquarie has also been successful in securing a number of Major Events

which have generated an estimated $40 million annually to the local economy. Events such

as the National Touch League, Ironman Australia Triathlon, Wintersun Festival, National

6 Local Government Area Profile, Port Macquarie Hastings, June 2007. 7 Greater Port Macquarie 2010-11 Tourism Marketing Plan, Greater Port Macquarie Tourism.


Pag

e

28

Body boarding Championships, Australian Formula 1 Powerboat Grand Prix, The Australian

Surf Festival, The Australasian Firefighter Championships and Legacy Conference,

Campervan and Motorhome Club of Australia Rally, Touch State Cup, Festival of the Sun,

and Saltwater/Freshwater festival all contribute directly and indirectly to attracting,

retaining and stimulating tourism business. The recent completion of the redeveloped

Wauchope-Bonny Hills Surf Club has created new opportunities to attract major surf events

to Rainbow Beach.

Festival of the Sun is a music event that was created by the management of the Sundowner

Breakwall Tourist Park in Port Macquarie and is one of a number of events targeted by

Sundowner. As stated above the region hosts a variety of events and as a consequence

accommodation providers in Port Macquarie Hastings who cater for groups are generally

able to establish good occupancy and return visitation for this aspect of their business.

As borne out by the regional tourism statistics the area is particularly attractive to couples in

a range of age groups based on the combination of accessibility, waterways, non-crowded

beaches and events along with access to all urban services and facilities.

While Port Macquarie and the nearby coast and beaches have a natural fit with the

traditional family holiday there are other market groups that are very strong. Greater Port

Macquarie Tourism has found the backpacker segment is relatively strong in the region with

an opportunity to promote the area more proactively as the “ideal” backpacker stopover

that is comfortably situated halfway between Sydney and Byron Bay, two major Backpacker

destinations.

Since 2007 Greater Port Macquarie Tourism in collaboration with Tourism Research

Australia has been collecting data with a view to establishing a comprehensive

understanding of the profile, travel behaviour and satisfaction of visitors to Greater Port

Macquarie. So far data is available from collection in the shoulder season 2007 (October to

November 2007) and Low Season 2008 (June).

Results drawn from analysis of the data indicated that:

The primary reasons visitors chose Greater Port Macquarie in the shoulder

season were that it offered a great place for family holidays and had a variety of

things to see and do;

The primary reasons visitors chose to visit Greater Port Macquarie in the low

season were that there were a variety of things to see and do and the region

offered good deals on accommodation;

Visitors expect that the Greater Port Macquarie region will offer relaxation and

rejuvenation, beautiful beaches and water ways, quality time with

partner/family/friends, opportunities to explore and tour the area, nature based

activities and an experience that kids will enjoy;


Pag

e

29

Overall 84% of visitors in the shoulder season were satisfied with their visit while

89% of visitors in the low season were satisfied (52% indicated they were very

satisfied); and

Travellers in both the low and shoulders season said the following attributes

were the strengths of Greater Port Macquarie – beaches and waterways,

personal safety and security, variety of things to do, value for money and local

atmosphere.

As this initiative generates a greater profile for the region and visitor numbers grow tourist

accommodation in the region will be required to keep in step with the higher expectations

of visitors to the area.

3.8 Summary

Bonny Hills Holiday Park has a range of features with the potential to contribute to the

continuing operation and growth of a commercially viable caravan park - beachfront

location and ocean views. On the other hand the site topography is challenging and more

can be done to ensure the existing development is improved in a way that recognises the

environmental and scenic significance of the Reserve and the location. This context

provides a sound, financial, administrative and management base from which to further

improve the Park and enhance its financial contribution to the improvement and

management of reserved Crown land.

As with many other local government areas in the coastal zone there is development

pressure on existing caravan parks. The location of parks on freehold land has often meant

strategic planning has resulted in re-zoning of the land for residential or other forms of

commercial and tourist development. This has occurred in relation to existing caravan

parks in the Port Macquarie Hastings Council area. In this context the Trust and the

government have a responsibility to conserve the supply of sites for tourist as well as

increasing where appropriate the range of available site types.

The capacity for the Bonny Hills Holiday Park to grow its clientele and achieve consistent

income growth in the future will be constrained by a lack of ancillary facilities that could

enable expansion of the Park’s market targets. Whatever market niche the Park pursues

its location will always be able to offer the availability of a reasonable level of urban services

including clubs, retail outlets and cafés locally and in nearby Port Macquarie as well as

proximity to the beach and ocean. The development and promotion of the business will

need to highlight these features.

The key will be a carefully targeted staged improvement program that steadily consolidates

the reputation of the Holiday Park and builds momentum for the business. Such an

approach will involve;


Pag

e

30

Recognising the relationship between the development of the caravan park and the

preservation of the scenic and environmental attributes of the Reserve and the

adjoining land;

Establishing well-presented and functional ancillary facilities for guests;

Creating communal gathering spaces;

Upgrading the servicing and presentation of existing sites;

Introducing additional contemporary cabin accommodation;

Determining the future of unserviceable structures;

Exploring market opportunities not already fully accommodated in other caravan

parks in and around Port Macquarie; and

Developing practical and environmentally responsible solutions for provision of the

Park’s administrative and management facilities.

The following Sections describe objectives, strategies and actions required to address

these and other essential issues.


Pag

e

31

4 VISION AND OBJECTIVES AND MANAGEMENT PRECINCTS

4.1 Introduction

This Plan has been formulated to enable this part of Reserve 81643 for Public Recreation

and the Bonny Hills Holiday Park to have an effective role in;

Providing tourist accommodation sites and facilities;

The generation of business income to support ongoing land management

initiatives;

Ongoing management of environmentally sensitive lands; and

Improving public access along this part of the NSW coast.

Sustainable development and management of the Reserve is essential to maintaining the

tourism use which contributes to the local economy, while protecting the natural resources

on which continued tourism depends and for which the local area is recognised.

In the case of the Bonny Hills Holiday Park these outcomes will be achieved through the

implementation of a Vision Statement supported by specific management objectives,

strategies and actions. In this context the structure of action plans must allow the Trust to

be responsive to emerging environmental and economic factors, new information and social

and technological change.

4.2 The Vision Statement

The Vision of the Reserve Trust in managing the Bonny Hills Holiday Park will be:

To promote and encourage appropriate use of the Reserve by providing

recreational and tourist facilities on the land that meet the current and future

needs of the community while conserving, maintaining and improving the natural,

cultural and scenic resources and environment of the Reserve.

4.3 Objectives

The Vision for the Bonny Hills Holiday Park will be implemented in conformity with the

following specific objectives:

Regulatory

Compliance

To ensure that the Holiday Park complies with all applicable

statutory standards.

Health Safety and

Risk Management

To provide and maintain facilities, in a manner, which minimises

risk to caravan park users and park management, and promotes


Pag

e

32

a healthy lifestyle.

Business

Management

To maintain a management and operational structure which

ensures commercial viability, promotes timely and responsible

decision-making, and is responsive to environmental, legal,

social and technological imperatives.

Environmental

Management

To ensure that the environment of the Holiday Park is managed

and protected in accordance with sound ecological principles

and for the enjoyment of guests.

Sustainability

To ensure principles of ecological and environmental

sustainability are incorporated into the design and management

of the accommodation, facilities and infrastructure within the

Park with the ultimate goal that resources are used efficiently

throughout their lifecycle and to meet the needs of the

community.

Facilities for

Management and

Guests

To optimise the recreational and tourist potential of the Holiday

Park consistent with the principles of ecological sustainability

while improving park presentation and providing a range of

recreation and communal facilities for guests and their visitors.

Tourist Sites and

Accommodation

To optimise income to the Holiday Park by providing a range of

quality tourist accommodation including opportunities for

family and traditional camping within the bounds of ecologically

sustainable development.

Integrated Coastal

Management

To promote and assist integrated coastal land management

associated with the use of Bonny Hills Holiday Park.

In the development, improvement and management of the Bonny Hills Holiday Park the

Reserve Trust will adopt sustainability principles and recognise the need for;

(a) conservation of energy and reduction in carbon dioxide emissions,

(b) building materials and building processes that involve low embodied energy;

(c) building design and orientation that uses passive solar design, day lighting and

natural ventilation,

(f) energy efficiency and conservation,

(g) water conservation and water reuse,

(h) waste minimisation and recycling,

(i) the use of landscaping to provide shade, shelter and screening; and

(j) potential for adaptive reuse of structures and materials.


Pag

e

33

4.4 Park Character

Bonny Hills is a quiet coastal village south of Port Macquarie and Lake Cathie on the main

coastal tourist drive. There are impressive ocean and coastal views from most sites within

the Park but it is a compact facility with an area of 1.6 hectares and 87 approved sites.

Some of the sites are located close to Ocean Drive with little to buffer them from traffic

noise or activity generated on the road, particularly in the Northern Precinct of the Park.

All 18 holiday vans have been recently relocated to the Southern Precinct of the Park and

sited within a group of mature melaleuca quinquinervia. A paved footpath provides access

for Park guests and the public from Ocean Drive down to Rainbow Beach and the recently

completed Wauchope-Bonny Hills Surf Lifesaving Club.

The location of Bonny Hills Holiday Park is its primary asset. To find tourist accommodation

on a coastal headland overlooking the Ocean is rare and this park offers a quintessentially

Australian experience for every guest. Although occupancy rates for the cabin

accommodation are very good occupancy of powered and unpowered sites is not reflective

of the unique location. This can be attributed to the lack of ancillary facilities with the

capacity to attract and retain travellers together with the limited availability of accessible

flat sites for caravans, camper vehicles and tents.

Bonny Hills is well positioned to provide a base for visitors who wish to day-trip and explore

the area with a number of good surf beaches to both the north and south as well as

National Parks and hinterland towns such as Wauchope to the west. The Park’s proximity

to the Pacific Highway is attractive to couples and mature travellers looking for a short

coastal holiday away from the busier larger towns but still close to a major urban centre.

In addition the Park has a number of distinctive characteristics which create the possibility

for the development of specific market targets and promotional strategies within an

integrated business framework. This approach will create a capacity for the Park to satisfy

the needs of a wider range of clients and thereby increase market penetration and the

economic contribution of tourism to Bonny Hills and Port Macquarie Hastings.

Environmental initiatives in relation to vegetation management, energy efficiency and

improved storage and recycling of wastes could all contribute to an environmentally focused

approach to management and development. In this context there is an opportunity to

introduce an emphasis on environmental sustainability to all aspects of the future

improvement and management of the Park.


Pag

e

34

5 PROPOSED IMPROVEMENTS

5.1 Introduction

Inspection and analysis of the Reserve has resulted in the identification of a number of

essential improvements and facilities. Proposed improvements have been assessed

against their potential to maintain the Holiday Park business so it can adequately support

the ongoing provision of holiday accommodation and make a contribution to the

community and to the wider management of reserved Crown land. In formulating a

practical development and improvement program, a number of factors have been

considered including;

The principles and parameters established in relevant legislation and policies;

Potential to improve the day-to-day management of the Park and the Reserve;

Potential to achieve environmental objectives;

Potential to improve visitor amenity;

Potential to generate income and profit;

Cost; and

Contribution to the local economy.

5.2 Proposed Improvement Program - see Drawing BH - 01

The improvement of Bonny Hills Holiday Park will be focussed on:

Environmentally sensitive design elements that recognise the environmental

values of the Reserve and contribute to the scenic quality of the location; and

Site and accommodation forms that cater for families, couples, senior travellers

and groups.

In terms of the future marketing of the Park the proposed improvement program has been

formulated to appeal to;

People seeking a contemporary caravan park or accommodation in a smaller

urban centre but close to the ocean and with an adequate range of ancillary

facilities – families, individuals and groups;

Travellers seeking an overnight or short stay in an easily accessed caravan park

on the coast that is close to all urban services; and

People seeking a caravan park or accommodation option that takes up the

challenges of implementing an environmentally sustainable approach to the

provision of tourist accommodation.


Pag

e

35

In this context the proposed improvement program has been structured to build on existing

strengths and attractions. The proposed program for the Reserve and the Holiday Park will

concentrate initially on fundamental infrastructure and facilities and safety issues that can

be addressed with a modest financial outlay. The program will bring improvements on-

stream in a way that will progressively enhance income earning capacity and profitability.

The construction of some items will require prior approval or consent and adequate time

needs to be allowed for the preparation of documents and the assessment and approval

process.

In addition the works will be undertaken within the context of an operating business

environment and will generally be programmed for the period from April to September each

year. While this will minimise the adverse impact of construction activity on occupancy

rates and financial performance it is a significant restriction in terms of timing and planning.

Business due diligence requires that the improvement process for the Park be subject to

regular review with each area of expenditure implemented only after an assessment of the

results that are achieved from investment in the previous year. It is anticipated the detail

and timing of implementation may vary as a consequence of the review process.

5.3 The Proposed Improvements

The detailed design of the improvements for Bonny Hills Holiday Park will aim to create a

unique holiday experience that is directly linked to the intrinsic features and character of

the Reserve. Drawing 01 illustrates a Concept for the implementation of the Improvement

Program.

Item Stage 1 Stage 2 Stage 3 Stage 4

New Cabins

Eco Safari Tents

Amenities Block

Road Alterations

Camp Kitchen

Barbecue Shelter

Site rationalisation and upgrades

Lighting Upgrade

Relocate 2 cabins

Fencing

Pedestrian Pathway

Landscaping & vegetation management


Pag

e

36

5.3.1 Facilities for Guests

While the Park offers a range of attractive natural attributes the existing facilities for guests fall some way short of current market expectation and the level of facilities supplied by some of the Park’s direct competitors. The key investment will be the construction of a new relocatable amenities building to replace the existing facility at the entrance to the Park. The new building will be in a similar location but will be designed to minimise the visual impact on the Entrance Precinct of the property. The proposed design will incorporate family bathrooms, fully compliant disabled

access bathrooms, conventional male and female ablution facilities and a laundry. The family bathrooms allow parents to share responsibility for young children in a way that cannot be achieved with traditional separate male and female facilities. Other proposed facilities include;

• A new screened drying area;

• A camp kitchen with barbecues, sinks, benches, refrigeration and indoor and outdoor tables and seating. The camp kitchen will provide a communal gathering space for occupants of the sites and significantly enhance the appeal

and marketability of the Park. • A small barbecue shelter; and • A screened area for garbage storage and collection;

5.3.2 Site Rationalisation and Upgrades

While the entire Park has an attractive and unique outlook the topography means the use of

a significant number of sites is limited to periods of peak visitation and even then the

management of the occupation of the sites can be difficult. The cross slopes mean it is

difficult to set up a caravan or tent and there is virtually no capacity for people to easily deal

with periods of rain which can produce excessive overland flows of water through and

across sites. Consequently it is proposed to undertake a design and construction process

to introduce modest terracing to create some more level sites for tents and camper vehicles

and provide for the introduction of landscape plantings. This will establish greater

possibilities for use of the land outside periods of peak visitation.

5.3.3 Cabin Accommodation

The key opportunity to generate a significant increase in revenue will be through the

installation of quality cabin accommodation that takes advantage of the views from the sites

in the Central Precinct of the Park but in a way that does not compromise the visual and

scenic qualities of the Headland. In this regard the two existing older cabins will be

removed and replaced with short term sites for caravans, camper vehicles and tents.

Business analysis has demonstrated that the Park will benefit from an expansion of the


Pag

e

37

supply of cabins as well as an overall improvement in the quality of the cabin stock. The

character of Bonny Hills Holiday Park means the approach to the provision of

accommodation should focus on innovative solutions that are based around environmental

sustainability. Proposed design features will include;

Solar hot-water;

Some use of solar energy generation;

“Green glass”;

Attention to insulation and cross flow ventilation to eliminate air conditioning;

Grey water recycling;

Establishment of “sustainability” standards for the selection of all building

materials, pc fittings and appliances;

Achieving an energy star rating for each cabin; and

A preference for materials and products that are produced and manufactured in

Australia.

The cabins that are installed in the Park will be designed to meet a range of guest

preferences and price-points. In addition one cabin will be designed to meet the Australian

Standard requirements for Disabled Access. Typically cabins in caravan parks that offer

disabled facilities are a standard cabin with a ramp and an accessible bathroom. The

proposed cabins will go well beyond that approach by meeting wheelchair access

parameters for two bedrooms. The kitchen will be designed to meet all relevant

requirements of AS 1428 and the Adaptable Housing Code with pc items, fittings and

furnishings all designed for people with limited mobility.

5.3.4 Eco Safari Tents

“Eco-tents” will introduce an accommodation option that is not offered in other Port

Macquarie caravan parks and as well as being a good fit with the character of the Park and

will introduce another point of difference. In reality these units will be a very basic cabin

that combines some of the attractive features of camping and sleeping under canvas with

basic kitchen and bathroom facilities and furniture.

“Eco Safari Tent” concept sketch.


Pag

e

38

5.3.5 Headland Pathway

Port Macquarie Hastings leads the way in the creation of walkways that enable people to

enjoy the outstanding natural attributes of the regions coastline. At present the public

pedestrian pathway on the eastern side of Ocean Drive traverses the entry and exit road of

the Park and utilises a section of road in the Northern Precinct of the Park. There are

safety and management issues associated with this situation. It is proposed that the

pedestrian pathway is relocated to the eastern boundary of the caravan park along the

Headland. This will remove the pedestrian route from the operational area of the Holiday

Park and away from areas that are regularly traversed by cars, caravans and other vehicles.

The proposed location will allow people to enjoy the outstanding coastal scenery and at the

same time resolve a safety and management concern. The pathway will be fenced on the

eastern side for the safety of the users and separated from the caravan park by dense

screen and edge planting and a low level timber barrier.

5.4 Assessing Proposed Improvements

This Plan of Management proposes that a number of improvement projects are undertaken

by the Reserve Trust over the next 5 years, or longer. There has been wide ranging

analysis and consideration of these proposals during the preparation of this Plan, however,

caravan parks operate in a dynamic commercial environment. Therefore a number of

questions should be considered by the Reserve Trust when deciding whether a particular

land use or development is to proceed within the Reserve at any particular time;

The need for the proposal – is it still required and will it promote and support the

use and enjoyment of the Reserve and the Holiday Park?

Benefit – will the improvement bring direct benefits to the users of the Reserve

and the Holiday Park?

Impact – will the proposal have any adverse impact on any existing or emerging

legitimate use of the reserve?

Are there any new or emerging environmental or land management constraints

that should be considered and assessed in relation to the proposed

improvement?

Does the Trust have the resources to effectively manage and maintain the

proposed facility for the ongoing benefit of Reserve users? and

Does the improvement represent a commercial benefit in relation to the actual

operating environment of the Holiday Park at that time?

5.5 Authorised Activities and Works

A range of measures have been identified as required to implement this Plan of

Management to ensure the Bonny Hills Holiday Park is improved and managed in

accordance with the Principles of Crown Land Management. These improvements and


Pag

e

39

actions are indentified and described in Sections 5 and 6 of this Plan of Management and in

Drawings BH – 01. The improvements and works are itemised below under each of the

relevant Management Precincts, are authorised pursuant to Clause 65(2) of SEPP

Infrastructure 2007.

Management Precinct Authorised Activities and Improvements

Entrance Alterations, additions to and renovation of the existing manager’s

residence, park office and reception area; demolition; installation of new

relocatable central communal amenity building; road works; storm water

drainage; fencing, vegetation management; and landscaping.

Northern Demolition; road works; reconfiguration of site layout and site

boundaries; storm water drainage; underground utility service installation;

installation of relocatable homes(cabins) in accordance with the caravan

park regulations; construction of retaining walls and stairways; fencing;

construction of pathways; vegetation management and landscaping.

Central Vegetation management; demolition; road works; storm water drainage;

reconfiguration of site layout and site boundaries; underground utility

service installation; alterations and additions to the existing barbecue

shelters; construction of stairways; installation of moveable dwellings

including relocatable homes(cabins and eco-tents) in accordance with the

caravan park regulations; and landscaping.

Southern Vegetation management; demolition; road works; storm water drainage;

reconfiguration of site layout and site boundaries; underground utility

service installation; installation of moveable dwellings including

relocatable homes(cabins and eco-tents) in accordance with the caravan

park regulations; and landscaping.

5.6 Financing Improvements

The Bonny Hills Holiday Park generates income primarily from rental of tourist sites for

holiday accommodation. The Holiday Park is trading profitably and each year contributes a

levy equal to 5% of Gross Revenue to the Public Reserves Management Fund. Funding for

new initiatives can therefore be made from two sources: net profit (gross profit less

operational expenses, PRMF contributions and depreciation) and loans. The only area

where additional financial assistance may be considered relates to the application for grant

funding to undertake environmental works and to contribute towards the cost of public

facilities.


Pag

e

40

6 MANAGEMENT ACTIONS AND STRATEGIES

6.1 Plan Objectives, Strategies and Actions

A range of measures have been identified as required to implement this Plan of

Management to ensure this part of Reserve 81643 for Public Recreation and Bonny Hills

Holiday Park is improved and managed in accordance with the Principles of Crown Land

Management. The following tables detail the Management Strategies and Management

Actions to be implemented by the Reserve Trust.

In the first instance the Strategies and Actions are designed to achieve the Vision for the

Reserve and address the Management Objectives outlined in Section 4. The

implementation of the identified Actions will address the Management Issues identified in

Section 3.3 and support the orderly implementation of the Improvement program outlined

in Section 5. Where further documentation is required the planning and design process

will be guided by and comply with the Vision, Objectives and Strategies established by this

Plan.

6.2 Regulatory Compliance

Objective: To ensure the Holiday Park complies with all applicable statutory standards.

Strategy Actions

Sites and facilities to

conform to relevant

regulations.

Ensure sites are sized, located and provided with utility

services and amenities in accordance with the Local

Government (Manufactured Home Estates, Caravan Parks ,

Camping Grounds and Moveable Dwellings) Regulation

2005;

Comply with the conditions of the current Section 68

Approval to operate a Caravan Park;

Apply for renewal of the Section 68 Approval in a timely

manner;

Design, construct and install moveable dwellings and

submit documents in accordance with requirements of the

Regulations;

Maintain the Park’s Community Map to accurately reflect

the current layout and use of sites;

Through sound design ensure that proposed improvements

comply with the requirements of the Regulations and any

applicable statute, code or policy.


Pag

e

41

6.3 Health, Safety and Risk Management

Objective: To provide and maintain facilities in a manner which minimises risk to Holiday

Park guests and staff and promotes a healthy lifestyle.

Strategy Actions

Continue to provide

health, safety and risk

management for the

public and for staff

involved in maintenance

and management

activities.

Undertake ongoing comprehensive risk assessment of the

Holiday Park on the basis of a structured WH and S

Management Plan;

Minimise public risk through the ongoing implementation of

a risk management strategy;

Ensure all staff and management is appropriately trained;

Maintain and use any equipment in accordance with

regulations and manufacturer’s specifications;

Store and use chemicals as required by regulations and in

accordance with manufacturer’s recommendations;

Ensure the enjoyment

and use of the reserve is

not compromised by

inappropriate behaviour.

Undertake a review of the activities that should be

prohibited or regulated on the reserve;

Install a public notice in appropriate locations within the

reserve to specify the activities that are prohibited or

permitted.

Maintain facilities and

accommodation to

appropriate standards.

Continue to maintain an asset management register and

fund the ongoing implementation of the Park’s asset

management plan.

Protect life and property

from the consequences

of natural events.

Maintain an adequate emergency evacuation plan.

Ensure the Park, cabins

and facilities are

maintained and

presented to a high

standard.

Provide consistent supervision and review of the

maintenance and cleaning responsibilities of the Contract

Manager.


Pag

e

42

6.4 Business Management

Objective: To maintain a management system which ensures viability, promotes

effective, informed and timely decision-making and is responsive to financial,

industry, market, legal, social and technological imperatives.

Strategy Actions

Continue to maintain a

process for business

planning and

performance review.

Prepare an annual budget for the operation and

improvement of the Park;

Establish financial performance targets and undertake

regular review of the operation of the Holiday Park against

targets, budget and other management objectives;

Report financial outcomes to the Crown Lands Division on

an annual basis.

Preserve the financial

contribution the Holiday

Park makes to the

management of the

Crown estate and to the

local community.

Review and set tariffs for all sites and on-site

accommodation in line with a comprehensive marketing

plan on at least an annual basis;

Establish tariffs for sites, which reflect the market potential

for the form of accommodation being offered.

Market and promote the

Park to achieve optimum

commercial outcomes.

Identify new and emerging market opportunities;

Prepare and implement an annual marketing and

promotional strategy.

Provide competent day

to day management.

Seek and engage competent and qualified contractors;

Create, implement and maintain policies and procedures to

ensure best practice for all aspects of the operation of the

business and maintenance of the Crown’s asset;

Provide high levels of

customer service and

asset and business

management.

Maintain a human resource management strategy which

ensures appropriate qualifications and skills are available;

Identify, prepare and implement training programs.

Manage sites occupied

by holiday van owners in

a consistent and

transparent manner.

Ensure all occupancy agreements are current and in

accordance with the provisions of the Holiday Parks(Long

Term Casual Occupation) Act 2002 and the policies of the

government and the Trust.


Pag

e

43

6.5 Environmental Management

Objective: To ensure the vegetation and the natural environmental features of the Holiday

Park and the reserve are managed in accordance with sound ecological

principles and for the enjoyment of guests and visitors.

Strategy Actions

Maintain environmental

integrity.

Formulate and implement an Environmental Management

Strategy to identify, minimise and manage the environmental

impacts of the Trust’s activities by systematically integrating

environmental management into daily operations, long term

planning and other management systems;

Undertake an independent Review of Environmental Factors

before proceeding with implementation of proposed

improvements and development;

Promote and maintain

the health of existing and

proposed native

vegetation at the

Reserve.

Preserve and protect existing native vegetation in the Park

when relocating sites or undertaking improvements;

Only use native species for landscaping and tree replacement;

Only use non invasive grass species when turfing areas of the

Reserve;

Remove weeds and re-vegetate areas appropriate to land-

use, design and management of facilities;

All arboricultural work in the Reserve shall be best practice

and undertaken by a qualified arborist.

Do not permit attachment of signs, clothes lines or tent ropes

to trees.

Improve and maintain

environmental and visual

amenity.

Provide additional landscaping to the surrounds of the

amenities building and clothes drying areas;

Implement a replacement planting program for any trees

required to be removed and provide protection during

establishment.

Minimise disturbance to

native vegetation.

Use appropriate siting for facilities and walkways;

Carefully manage pedestrian and vehicle access;

Define buffer areas and protect vegetation through mulching,

edge planting and/or fencing as appropriate.

Implement effective

catchment management

to minimise impacts on

water quality.

Implement erosion control measures, litter and silt traps and

drainage line filters where required to control storm water;

Use chemicals in accordance with approved Trust and AS

guidelines;


Pag

e

44

Promote catchment management principles as appropriate.

Minimise fire hazard to

property and

appropriately manage

natural coastal

vegetation.

Provide and maintain adequate fire control access;

Provide and maintain fuel free and fuel reduced zones where

necessary. Minimise disturbance to natural vegetation;

Do not allow solid fuel campfires or cooking fires.

Manage coastal

processes and climate

change while allowing

for natural occurrences.

Close access and repair damage as necessary after storm

events;

Develop specific climate change adaptation plans in

accordance with government policy.

6.6 Sustainability

Objective: To ensure that principles of ecological and environmental sustainability are

incorporated into the design and management of the accommodation,

facilities and infrastructure within the Park with the goal that resources are

used efficiently throughout their lifecycle and to meet the needs of the

community.

Strategy Actions

Sustainable

Development

Assess improvement and development proposals in the

light of sustainability principles;

Implement best practice approaches to achieving

sustainable resource management.

Resource Sustainability Promote sustainability in the design, construction and

management of assets including the use of low embodied

energy materials, replaceable resources, plantation

timbers, etc;

Price goods and services to recover the full life cycle costs

of providing the goods and services including the use of

natural resources and assets and disposal of waste.

Reduce carbon footprint.

Progressively reduce dependence on high CO2 energy

sources by acquiring electricity from renewable energy

sources.

Minimise use of water

and energy.

Manage resources with an emphasis on energy

minimisation, water use minimization, water harvesting

and re-use, and environmentally responsible waste


Pag

e

45

management.

Recycle waste where possible and appropriate.

6.7 Facilities for Management and Guests

Objective: To optimise the recreational and tourism potential of the Holiday Park

consistent with principles of ecological sustainability while improving

presentation and management facilities and providing a range of recreation

and communal facilities for guests.

Strategy Actions

Provide facilities that

reflect the quality of the

location, land

management priorities

and current industry and

market benchmarks.

Improve the Holiday Park and develop facilities as

described in this Plan of Management and as generally

indicated on Drawing BH-01.

Provide communal facilities within the Holiday Park in

accordance with the relevant regulations and improve

ancillary facilities for guests including barbecues and

children’s play equipment;

Maintain an adequate supply of short term sites for

caravans, tents and recreational vehicles.

Improve the AAA Tourist rating for the Park.

Implement a staged

development process

that is achievable in

terms of planning and

financial constraints.

Undertake improvements to the Park based on the

internal capacity of the caravan park to support the

funding of the works.

Improve the

presentation and

efficiency of the Park

entrance and reception

facilities.

Renovate the existing reception, office and storage areas;

Ensure signage and lighting throughout the park meets the

safety needs of visitors, guests, residents and staff.

Remove inefficient and

redundant facilities and

improve amenity for

guests.

Demolish existing unserviceable improvements and

rehabilitate the land to enable use for sites and

accommodation; and

Install and construct new facilities for visitors and guests

as detailed in Drawing BH-01.


Pag

e

46

6.8 Tourist Sites and Accommodation

Objective: To optimise income to the Holiday Park by providing a range of market

appropriate tourist sites and accommodation within the limits of the capacity

of the land and principles of ecologically sustainable development.

Strategy Actions

Provide additional on-

site accommodation and

site types.

Install additional quality on-site accommodation designed

to complement the character of the coastal setting and

capable of generating a consistent income stream to

finance the ongoing management of the caravan park and

make a substantial contribution to the management of the

adjoining reserved lands;

Install “Eco Tents” in appropriate locations but retain a

balance between the provisions of sites for camping and

caravanning and self contained accommodation;

Establish a four star AAA rating for proposed self

contained on-site accommodation.

6.9 Integrated Management

Objective: To promote and assist integrated coastal land management associated with

the use of Bonny Hills Holiday Park.

Strategy Actions

Implement the Plan of

Management and

relevant statutory

requirements in an

ongoing, co operative

and timely manner

within the available

resources.

Liaise with other local, regional and state authorities

particularly where co-ordination of activities on adjoining

lands is involved.

Maintain awareness of the activities of other authorities

particularly in relation to the use of the waterway and

waterfront land;

Obtain approvals and consents as required; and

Continue liaison with the Crown Lands Division in relation

to new and emerging government policy that impacts on

the management of reserved Crown land.


Pag

e

47

6.10 Holiday Vans

Holiday vans are those owned by individuals and families which, under agreement, are able

to be located in the Holiday Park for the payment of an annual fee. The owner of a Holiday

Van is entitled to a maximum of 180 days use in any 12 month period, with the Park

Managers able to issue three (3) months notice at any time for the Van to be removed.

The tenure arrangements for holiday vans are subject to the provisions of the Holiday Parks

(Long Term Casual Occupation) Act 2002.

This Plan of Management provides for 16 existing short term sites to be allocated for

occupation by holiday vans. These sites are located in a precinct in the south western corner

of the park along the Ocean Drive frontage. There are 3 existing short term sites that are

currently occupied by holiday vans located outside this precinct which are identified for

removal and replacement with tourist sites. Notice will be given for these 3 holiday vans to

be removed from the Park or to be relocated into the identified holiday van precinct if sites

are available. They will remain in their current locations until the proposed eco-tents are

scheduled to commence in May/June 2013.

As the demand for tourist accommodation increases, there may be a requirement to further

reduce the number of holiday vans in the Park to make sites available to meet growth in

demand for tourist sites and accommodation. Notification for holiday vans identified for

removal will be undertaken in accordance with legislative requirements.

Any holiday van that is placed on a site in the Park will comply with all relevant provisions of

the Local Government (Manufactured Homes, Caravan Park, Camping Ground and Moveable

Dwellings) Regulation 2005 as well as any policy requirements of the Crown Lands Division

and the Reserve Trust.


Pag

e

48

7 IMPLEMENTATION AND REVIEW

This Plan of Management has been prepared pursuant to the provisions of the Crown Lands

Act 1989 to provide an appropriate statutory basis for the continuing improvement and

operation of Reserve 81643 for Public Recreation and Bonny Hills Holiday Park. The

caravan park is one of a number of caravan parks on reserved land managed by the North

Coast Accommodation Trust.

This Plan provides a medium term strategy for the management and improvement of the

Reserve. It is anticipated the majority of the works described will be implemented over a

five year period. Priorities for works and funding are to be addressed on an annual basis to

meet development priorities and community needs.

Progress in relation to the implementation of the Plan will be monitored by the Trust and

the Trust will report on an annual basis to the Crown Lands Division.

This Plan is to be reviewed approximately every five years or as required to ensure it

continues to be relevant to and consistent with government legislation and policy and

community expectation.

APPENDIX 1 Section 68 Approval

REFERENCES

Department of Lands, April 1990. Crown Lands Caravan Parks Policy.

Integrated Site Design Pty Ltd, 2006. Options for Management Models for Crown Reserves on the

North Coast of NSW.

New South Wales Government, 1997. NSW Coastal Policy 1997 – A Sustainable Future for the New

South Wales Coast, Department of Urban Affairs and Planning.

Tourism New South Wales, Travel to Mid North Coast Tourism Profile Year Ending June 2011.

Tourism New South Wales, Travel to New South Wales Tourism Profile Year Ending June 2011.

Tourism New South Wales, August 2009. The Size and Shape of the New South Wales Tourism

Industry.

RELEVANT DOCUMENTS AND PUBLICATIONS

Document Name Reference area or applicability or comment

Mid North Coast Regional Strategy

2006 – 2031 (March 2009)

http://www.planning.nsw.gov.au/plansforaction/pdf/midnor

thcoast_regionalstrategy_final.pdf

Northern Rivers Regional

Biodiversity Management Plan

http://www.environment.gov.au/biodiversity/threatened/pu

blications/recovery/pubs/northern-rivers.pdf

Mid North Coast Regional Tourism

Strategy

http://www.midnorthcoasttourism.com.au/system/files/2/St

rategic%20Business%20and%20Marketing%20Plan.pdf

Northern Rivers Catchment Action

Plan

http://www.northern.cma.nsw.gov.au/region_catchment_ac

tion_plan.php

Management Target M3

By 2016 develop and adaptively manage the system of

marine protected areas in the NRCMA region under the

principles of comprehensiveness, adequacy and

representation (CAR). An early priority of this Target will be

the detailed habitat mapping of the marine environment

between Nambucca Heads and Laurieton and a biodiversity

assessment of rocky reefs along the length of the region’s

coastline.

http://www.planning.nsw.gov.au/plansforaction/pdf/midnorthcoast_regionalstrategy_final.pdf

http://www.planning.nsw.gov.au/plansforaction/pdf/midnorthcoast_regionalstrategy_final.pdf

http://www.environment.gov.au/biodiversity/threatened/publications/recovery/pubs/northern-rivers.pdf

http://www.environment.gov.au/biodiversity/threatened/publications/recovery/pubs/northern-rivers.pdf

http://www.midnorthcoasttourism.com.au/system/files/2/Strategic%20Business%20and%20Marketing%20Plan.pdf

http://www.midnorthcoasttourism.com.au/system/files/2/Strategic%20Business%20and%20Marketing%20Plan.pdf

http://www.northern.cma.nsw.gov.au/region_catchment_action_plan.php

http://www.northern.cma.nsw.gov.au/region_catchment_action_plan.php

DRAWINGS

Drawing No BH – 00 – Existing Park Layout

Drawing No BH – 01 – Concept Masterplan

C 2

011

A

ll ri

ghts

res

erve

d. N

o pa

rt o

f th

is p

lan

may

be

repr

oduc

ed,

stor

ed in

a r

etri

eval

sys

tem

or

tran

smit

ted

in a

ny f

orm

or

by a

ny m

eans

ele

ctro

nic,

mec

hani

cal,

pho

toco

pyin

g, r

ecor

ding

or

othe

rwis

e w

itho

ut t

he w

ritt

en p

erm

issi

on o

f In

tegr

ated

Sit

e D

esig

n Pt

y Lt

d

Integrated Site Design Planning Design and Management

DRG No:

701

/ 24

7 Co

war

d St

reet

, M

asco

t, N

SW

2020

P O

Box

639

6, A

lexa

ndri

a, N

SW

2015

w :

w

ww

.i-s

ite.

com

.au

e :

isd

@i-

site

.com

.au

f :

(02

) 83

38 1

733

t :

(02

) 83

38 1

722

EXISTING SITE PLAN

JOB No: 10.34CLIENT: NORTH COAST ACCOMMODATION TRUST

BH-00

C10 C9C8

C7

B10B9

B8B7

A25 A26 A27

A28

A23

A22

A21

A20A19

A16A15

A14 A13

A12A11

A10

A9

A8

A7

A6

A5

O C E A N D R I V E

AMENITIES

RESIDENCE &RECEPTION

PEDESTRIANREFUGE

PARK ENTRY / EXIT

G4

G5

G6

G9

CABIN3

CABIN4

CABIN5

CABIN1CABIN

2

JOB NAME: BONNY HILLS HOLIDAY PARK - PLAN OF MANAGEMENT

DRG TITLE: EXISTING SITE PLAN DATE: DECEMBER 2012 SCALE: 1.500

C6C5

B6B5

G10

G11

SHORT-TERM SITES

DRIVE IN TOURIST

HOLIDAY VANS

CABINS

CAMP SITES

S I T E A L L O C A T I O N

T O T A L S I T E S 81

75

12

46

18

5

A29

HV12

HV13

HV14

G7

HV15

HV16

HV17

HV18

HV9

HV8

HV7 HV6

HV5

HV4

HV3

HV10HV11

HV2

HV1

E1

F1

F2

E2

D1D2

E3

F3F4

E4

D3

D4

E5

F5F6

E6

D5

DUMPPOINT

BBQSHELTER

BBQSHELTER

BULK GARBAGESTORAGE ANDCOLLECTION

TO RESERVEAND BEACH

LOT 7310, DP 1157515RESERVE 81643

FOR PUBLIC RECREATION

LAND FALLS STEEPLYDOWN TO THE BEACH

PUBLIC PEDESTRIANPATHWAY WITH LOT7310

EXISTING SITEPARTIALLY OUTSIDETHE PARK BOUNDARY

PUBLIC PEDESTRIANPATHWAY THROUGHHOLIDAY PARK

PRECINCT PLAN - 1:2000

KEY

NORTHERN PRECINCT

ENTRY PRECINCT

CENTRAL PRECINCT

SOUTHERN PRECINCT

C 2

011

A

ll ri

ghts

res

erve

d. N

o pa

rt o

f th

is p

lan

may

be

repr

oduc

ed,

stor

ed in

a r

etri

eval

sys

tem

or

tran

smit

ted

in a

ny f

orm

or

by a

ny m

eans

ele

ctro

nic,

mec

hani

cal,

pho

toco

pyin

g, r

ecor

ding

or

othe

rwis

e w

itho

ut t

he w

ritt

en p

erm

issi

on o

f In

tegr

ated

Sit

e D

esig

n Pt

y Lt

d

Integrated Site Design Planning Design and Management

DRG No:

701

/ 24

7 Co

war

d St

reet

, M

asco

t, N

SW

2020

P O

Box

639

6, A

lexa

ndri

a, N

SW

2015

w :

w

ww

.i-s

ite.

com

.au

e :

isd

@i-

site

.com

.au

f :

(02

) 83

38 1

733

t :

(02

) 83

38 1

722

JOB No: 10.34CLIENT: NORTH COAST ACCOMMODATION TRUST

BH-01

JOB NAME: BONNY HILLS HOLIDAY PARK - PLAN OF MANAGEMENT

DRG TITLE: PROPOSED IMPROVEMENT MASTERPLAN DATE: DECEMBER 2012 SCALE: 1.500

PROPOSED PRECINCT PLAN - 1:2000

PROPOSED IMPROVEMENT MASTERPLAN

5456

58 60

55 57 59 61

53

52

51

50

49

44

43

42

41

40 39 3837

36

35

O C E A N D R I V E

RELOCATABLEAMENITIES

BLOCK

RESIDENCE &RECEPTION

PARK ENTRY / EXIT

12

3

ACCESSIBLECABIN

5

62 64

63 65

48

47

4645

CAMP KITCHENGUEST LOUNGE

14

6

13 12

11

10

8

7 9

NEW CABINPRECINCT

DRYING

GARAGE& STORAGE

15

15

8

6 6

5

2

7

14

12

3

1

4

13

9

9

9

10

1617

4

3132

33

24

18

2120

19

30

29

28

71

72

7374

75

76

6667 68

69

70

17BBQ

3

27

26

TO RESERVE,

BEACH &

OCEAN DRIVE

KEY

NORTHERN PRECINCT

ENTRY PRECINCT

CENTRAL PRECINCT

SOUTHERN PRECINCT

SHORT-TERM SITES

CABINS / TENTS

CAMP SITES

S I T E A L L O C A T I O N

T O T A L S I T E S 75

48

17

10

P A R K A R E A 1.60 ha

CONSTRUCT A NEW RELOCATABLE PARK AMENITIES BUILDING TO SERVICE THEENTIRE PARK INCLUSIVE OF LAUNDRY FACILITIES AND DRYING AREA. BUILDING TO BELANDSCAPED AND CUT SLIGHTLY INTO THE SITE TO REDUCE THE VISUAL IMPACTTHROUGH ENTRY AREA. INCLUDE SOLAR HOTWATER AND RAINWATER HARVESTING.

CONSTRUCT A NEW SCREENED CENTRAL AREA FOR BULK GARBAGE BINS ANDRUBBISH COLLECTION

INSTALL NEW VISITOR PARKING IN STRATEGIC POINTS THROUGHOUT THE PARK.

DEVELOP A NEW HARD STAND AREA AND DUMP POINT TO ENABLE THE PARK TOCATER FOR COMPACT MOTOR HOMES AND CAMPER VEHICLES.

CONSTRUCT A NEW LAY-BY SECTION OF ROAD TO IMPROVE TRAFFIC CIRCULATIONAT PARK ENTRY.

RELOCATE THE PUBLIC PEDESTRIAN ACCESS THROUGH THE PARK INTO THE ROADRESERVE

2

3

4

5

6

1 CONSOLIDATE ALL PARK MANAGEMENT STORAGE AND SERVICE FUNCTION ANDMAKESHIFT STRUCTURES INTO ONE CENTRAL AREA / BUILDING ADJOINING THEMANAGERS RESIDENCE

IMPROVE THE SUITABILITY OF EXISTING SITES FOR CARAVANS AND CAMPER

DEVELOP A PUBLIC PEDESTRIAN COASTAL WALKWAY ON PARK BOUNDARY TO TAKEADVANTAGE OF COASTAL VISTA WITHIN A DEFINED LANDSCAPED ACCESS CORRIDOR.PROVIDE FENCING AS APPROPRIATE TO ADDRESS ISSUES OF PUBLIC SAFETY AND

REMOVE EXISTING CABINS AND CREATE (4) LEVEL POWERED SITES TO TAKEADVANTAGE OF COASTAL VIEW.

7

8

9

10

REFURBISH AND UPGRADE EXISTING CABIN PRECINCT LANDSCAPING AND CABINS TOMIRROR NEW CABIN PRECINCT DESIGNS.

CONSTRUCT A NEW COMBINED CAMP KITCHEN / COMMUNAL GUEST LOUNGE.

INSTALL OVER TIME NEW CABINS IN NEWLY ESTABLISHED LANDSCAPED CABINPRECINCT THAT WILL EXPAND THE RANGE OF ACCOMMODATION OFFERED BY THEPARK. INCLUDE ENVIRONMENTALLY EFFICIENT DESIGN FEATURES AND ONE FULLYCOMPLIANT ACCESSIBLE CABIN. UNDERTAKE LEVELLING OF SITES PRIOR TO CABININSTALLATION.

INSTALL (3) NEW ENVIRONMENTALLY FRIENDLY ECO TENTS.

IMPLEMENT VEGETATION MANAGEMENT INITIATIVES IN ACCORDANCE WITH ANAPPROVED VEGETATION MANAGEMENT PLAN AND IN CONSULTATION WITH THERELEVANT AUTHORITIES. ALSO IMPLEMENTING A HAZARD REDUCTION STRATEGY.

12

13

14

11 UPGRADE ROAD SURFACES, ALIGNMENT AND STORMWATER DRAINAGE THROUGHOUTTHE PARK

CONSTRUCT A SMALL BARBEQUE SHELTER TO SERVICE SITES IN THE SOUTHERNPRECINCT.

15

16

17

GUEST SECURITY.

VEHICLES THROUGH TERRACING TO REDUCE SLOPES WITHIN SITES. PROVIDESOME OFF-SITE PARKING ALONG OCEAN DRIVE BOUNDARY.

22

25

15

16

1711

BBQ

23

Date post:	12-Jul-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times