Victoria Eco-Resort Project Redesign and Impact Analysis

This report addresses the rejection of an $85 million luxury resort proposed for Victoria's south-west coast, focusing on redesign strategies to address environmental concerns. It begins with an executive summary, followed by an introduction that defines eco-resorts and their characteristics, alongside a historical overview of eco-resorts in Australia, including case studies like Lady Elliot Island and Emirates One & Only Wolgan Valley. The report then analyzes the environmental and economic impacts of the proposed Cape Bridgewater resort, considering biodiversity, pollution, and potential economic consequences. Finally, it outlines strategies for the resort developers, including assessing market potential and mitigating environmental impacts to gain stakeholder support and government approval. The report emphasizes the importance of sustainable practices and stakeholder engagement for successful eco-resort development.

Executive Summary
A luxury resort of $85 million proposed for Victoria’s south-west coast has been rejected by the
state government following a long campaign of opposition. The resort won the support of the
Glenelg Shire Council to build an 88-room hotel as part of a 10-hectare development
overlooking the ocean. But it failed to convince a state government advisory committee. The
government thinks that the resort would have devastating impacts on the landscape. However,
the resort has been offered the chance to redesign the project, opening the possibility it may
proceed in a different form.
The main purpose of this report is to help the resort developers to redesign the project. The report
outlines the main characteristics of eco-resorts and history of hotel niche in Australia. This report
will focus on the impacts both environmental and economical on the host location. This report
will further critically analyse the strategies that the resort developers could implement to ensure
multiple stakeholder support for the redesign and re-application of the resort development
project.
Table of Contents
1. Introduction 2
2. Characteristics of an eco-resort & history 2
2.1 Characteristics of an eco-resort 2
2.2 History of eco-resorts in Australia 3
3. Environmental and Economic impacts analysis 4
3.1 Environmental Impact4
3.2 Economic Impact 6
4. Strategies 5
5. Conclusion 7
6. References 7

1. Introduction
An eco-resort is an environment friendly resort and are intended to have low impact on the local
environment. These resorts follow the practices of green living and have to be certified green by
an independent third-party or by the state they are located in. The main aim of an eco-resort to
reduce the negative impacts of lodging on the environment and positively contribute to local
communities and / or conservation efforts.
Since, the statement Government has rejected the proposal of establishing the luxury hotel
stating that its development will have negative impact on the landscape, it is very important to
understand the basic characteristics and history of eco-resort in Australia. Before any
development, it is also very crucial to identify any environmental and economic impacts on the
host location and develop strategies to overcome the identified impacts in order to gain support
from stakeholders and approval from the authorities.
2. Characteristics of an eco-resort & history
2.1 Characteristics of an eco-resort
 Less energy usage
 Non-chemical cleaning agents and detergents
 Solar panels for sources of renewable energy
 Re-usable linens and towels
 Transportation with green vehicle
 Wastewater treatment plant
 100% organic food materials
 Key card for electricity control
 Refillable bottles of soaps and shampoos
 The low water flow of taps and showers controller
 Minimum solid wastage and treatment plant for solid wastage
 Rainwater harvesting system
 Maximum usage of local resources
 Guest education program for creating awareness among the society
 Air purifiers for cleaning the air quality within the hotel.

2.2 History of eco-resorts in Australia
 Lady Elliot Island Eco Resort Great Barrier Reef
Lady Elliot Island Eco Resort is currently run by Peter Gash, family and several silent
partners since 2005. Peter and family are also providing the air charter services to the
Island. Peter and family also own and operate sister charter flight company Seair Pacific.
In 1969, Don Adams started an airstrip and accommodation on the island, and was
granted a tourist recreation lease by the Australian Government. The Barrier Reef
Airways purchased the lease from Don Adams in 1977. In 1984, the Australian
Government called for tenders to construct a low-key resort on that island. John and Judy
French were the first owner of the resort in 1985. In 1992, the resort was sold to Bevan
Whittaker. Guided activities on the island include reef walking, glass bottom boat/guided
snorkel tours, island history tours, bird watching tours and turtle treks in season.
In 2005, the resort lease came up for renewal and was put to tender. The tender was won
by three Gold Coast businessmen—Peter Gash, Grant Kenny and Michael Kyle. A new
lease of 10-year period was granted. Since the change of lessee, there has been
continuous renovation of the island’s facilities making it more ecologically friendly. The
Management team are working in harmony with the nature to preserve the natural
environment of the Great Barrier Reef.
Lady Elliot Island Eco Resort has introduced a range of environmental best-practice
measures, including construction of a hybrid solar power station to reduce energy
consumption and carbon emissions. Lady Elliot Island Eco Resort has also achieved the
highest level of ECO Certification program 'ECO Certified – Advanced Ecotourism' with
Ecotourism Australia. Tourist services to the island are provided by Seair Pacific.
 Emirates One & Only Wolgan Valley
In October 2009, Emirates unveiled the 1,600-hectare Emirates One & Only Wolgan
Valley, Australia's first premium conservation resort. This environmentally sensitive
resort is in keeping with the distinctive nature of the Greater Blue Mountains World
Heritage region in New South Wales — about three hours' drive from Sydney. It is
nestled in the Wolgan Valley beneath beautiful sandstone escarpments. Guests can have a
true wilderness experience when staying at the Wollemi and Gardens of Stone National
Parks, while yet receiving the greatest luxury hospitality.
The resort buildings itself take up less than 2% of the conservation reserve and were built
with green construction principles in mind, including heat pumps, solar panels, and
passive ventilation systems among the latest designs to save energy and water use.
Emirates was proud to announce that, upon opening, Emirates One & Only Wolgan
Valley became the first carbon zero certified hotel and the first carbon neutral resort in

the world to be certified through an internationally accredited greenhouse gas program,
demonstrating its commitment to the environment
The property is just a short distance from a secluded canyon in Wollemi National Park,
where an adventurous naturalist found the Wollemi Pine (Wollemia nobilis) in 1994. The
Wollemi Pine is a member of the Araucariaceae plant family, which dates back 200
million years, and its discovery in contemporary times has become one of the most
fascinating botanical discoveries of the century. Its discovery has been compared to the
significance of discovering a live dinosaur in the present day. Several Wollemi Pine
specimens have been planted in proper habitat on-site, and the resort's symbol is based on
their distinctive leaves.
Emirates has invested over AUD 125 million in this effort to secure the preservation of
the valley's unique biodiversity, planting over 175,000 native trees and plants around the
land. More information on Emirates One & Only Wolgan Valley may be found here.
3. Environmental and Economic impacts analysis
3.1 Environmental Impact
West of Portland, Cape Bridgewater boasts some of Victoria's highest coastal cliffs and is
famed for its beaches, surrounding caves, and spectacular views over Bridgewater Bay.
The Australian Tourism Trust's project includes designs for a hotel with 88 rooms and 18
villas that can accommodate 238 people. There will also be a restaurant. The construction
of such a massive resort will obliterate the visually stunning Cape for inhabitants and
visitors alike, especially those who enjoy the natural beauty of the Great South West trek.
 Bio-Diversity
Flora
Based on my research Cape Bridgewater contains a total of 4.044 hectares of native
vegetation, principally located east of the rural fence covering the GSWW, the cliffs and
down to the beach. The development of resort would impact the native vegetation from
an area with 11 to 15 years old vegetation that had regenerated since it had been
previously cleared and fenced for agricultural purposes.
Fauna
There are native fauna species that are known to use or potentially use the coastal scrub
areas on the eastern section of the land. This includes the Rufous Whistle bird and
potentially the endangered Southern Bent Winged Bat (SBWB). The resort will affect the
native fauna species in that area. The development of the resort will destroy the natural
habitat of the animals living in that location.

 Pollution and land degradation
The development of the resort will result in land, water and noise pollution. The increase
in waste and noise during and after the construction will affect the environment and the
residents. With the operation of the resort, the number of people visiting the Cape
Bridgewater will increase. This will create more crowd and increase in waste.
If the drainage is not managed properly then the wastewater might leave the site and
contaminate the surrounding vegetation and ground water. The construction of resort will
increase pressure on the land resources and on scenic landscapes. There will be direct
impact on natural resources, both renewable and non-renewable.
3.2 Economic Impact
 On approval of the proposal, Cape Bridgewater will develop other new projects to
meet new demands of tourism. This will increase in exchange earnings and introduce
local products to foreign and inbound tourists. Thus, the economy and infrastructure
of that area will improve. This will create jobs for many local people.
 There is also negative economic impact on the host location if the resort’s plan is
accepted. As, the natural habitat will be affected, farmer’s income and the local
agriculture will decrease. Once the resort comes into operation, the price of the land,
rent and food items will escalate quickly. The native residents will be forced to move
and the economy of Cape Bridgewater will depend on the resort. As a result, the host
area will have to face economic crisis.
4. Strategies
i. Assessing market potential and demands
It is very important to assess market potential demand in order to convince
stakeholders and to gain their support. Therefore, an objective, research-based
assessment of market potential and the needs of target customers will ensure that
demand exists for the proposed resort and can generate the revenue streams sufficient
for its financial success. The objective is to have an early understanding of the kind of
product/services people are seeking, the potential revenue streams and target markets
Key Challenges
 Objectively determining market potential and market demand.
 Avoiding overly optimistic estimates to generate investor interest in the resort
products.
Implementation
 Determine market potential and demand with the help of suitable expertise.

 Assess information from various sources such as the Australian Tourism
Commission, Tourism Australia, World Travel Organization, Wilderness Tourism
Association, Council of Tourism Associations of Australia.
 Consider the scope of competing products pursuing the same target markets (both
existing and potential competition) and gather any historical data on competitive
resort product visitation.
 Determine existing and proposed ease of access to the proposed resort location –
access is a critical success factor and includes availability of direct air access to
international airport; distance to travel from airport; access road quality and
reliability and proximity to a regional market.
 Prepare a market analysis to determine the market's willingness to support the
planned resort in terms of market share.
 When forecasting tourist numbers, consider demographics and leisure market
trends.
ii. Avoiding and mitigating the environmental impacts
Standard objective of the resort should be avoiding adverse environmental impacts. If
the impact is unavoidable then the best practice for resorts is to reduce it. This
approach is required to meet the expectations and gain support of a variety of
stakeholders. This strategy will also help to document any actions required to ensure
the protection of the surrounding environment while still operating the resort. To
protect or achieve conditions that have been identified as acceptable/desirable in a
resort/recreational setting is the overall goal.
Key Challenges
 Resolving conflict between design and operational objective with the need to
protect the environment.
 Getting diverse parties and agencies to agree on what level of change (impact)
is "acceptable."
 Determining indicators that accurately demonstrate change that can be
attributed to human actions.
 Creating a monitoring program and management activities that will conserve
the natural environment and provide the ideal recreation experience.
Implementation
 Identify monitoring procedures for management strategy implementation.
 Approach local government to provide access to studies/reports/data
concerning natural environment issues.

 Meet with provincial government agencies (Ministry of Agriculture and
Lands, Ministry of Environment, Ministry of Forests and Range, Ministry of
Tourism, Sport and the Arts) to obtain research, reports, and statistics on
natural environment issues in the resort's immediate proximity. Determine
important metrics and attributes to monitor for impact through consultation.
 Consult the Environmental Assessment Office to see if the project comes
within the Environmental Assessment Act's parameters.
5. Conclusion
There is no doubt that this proposal is ambitious and will effectively help Cape Bridgewater.
There will be local and regional economic benefits from its construction and operation. The
proposal will not be a closed facility for paying guests only and it is likely the community
and other tourists to Cape Bridgewater would use the bar, dining and health and wellbeing
facilities. This would be a good social outcome for the community.
However, an eco-resort needs to be certified by the state government. Therefore, the
developers need to ensure that they carry out all the required assessment before re designing
and re applying for the proposal. They need to make sure that the project has very minimum
impact on the environment and is beneficial to the local community and people.
References:
Matsuoka, Jon and Kelly, Terry (1988) "The Environmental, Economic, and Social Impacts of
Resort Development and Tourism on Native Hawaiians," The Journal of Sociology & Social
Welfare: Vol. 15: Iss. 4, Article 3.
Dias Mano, A., Feder Mayer, V., & Cesar Fratucci, A. (2017). Community-based Tourism in
Santa Marta Favela /RJ: social, economic and cultural opportunities. Revista Brasileira De
Pesquisa Em Turismo, 11(3), 413-435.
Mariam Jamaludin and Zeenat Begam Yusof / Procedia - Social and Behavioral Sciences 105
(2013) 20 – 29
International Journal of Management and Social Science Research Review, Vol-7, Issue-04,
April-2020 Page 99
Glenelg Planning Scheme Draft Amendment C107gelg Cape Bridgewater Residential Hotel
Resort: https://www.planning.vic.gov.au/__data/assets/pdf_file/0017/543032/Priority-Projects-
SAC-Referral-10-Cape-Bridgewater-report.pdf
https://www.oneandonlyresorts.com/wolgan-valley/about
https://ladyelliot.com.au/custodians/

https://portals.iucn.org/library/sites/library/files/documents/Rep-2011-015.pdf
BEST PRACTICES GUIDE: For Resort Development in British Columbia:
https://www2.gov.bc.ca/assets/gov/farming-natural-resources-and-industry/natural-resource-
use/all-seasons-resorts/bp_final.pdf