This consultation has concluded.

Tell us your thoughts on the Bayside Tourism Strategy!

Council recognises the significant economic and social benefits tourism contributes to Bayside, including its positive contribution to local employment and prosperity. Tourism activities can enrich a community by providing focal points and opportunities for local socialising and recreation.

Council has developed the draft 2013 Tourism Strategy to continue progress in developing local tourism and to outline a framework to manage the visitor experience in Bayside. Council’s strategic objective is to balance further tourism sector growth and innovation with preserving the character, environment and amenity of Bayside.

Review the Bayside Tourism Strategy in the online library(External link) and let us hear your thoughts on the key features of the draft Bayside Tourism Strategy in the discussions(External link) below.

Have Your Say Bayside!

Tourism strategy discussions

Fostering community and industry ownership of tourism in Bayside

Many tourism investment decisions taken at a local level are made by the private sector and are subject to a variety of economic factors beyond the control of Council.

The goals of the draft Strategy are to inspire Bayside residents to host visiting friends and relatives with exciting products and experiences and to assist tourism businesses in Bayside to adopt industry best practices and collaborate effectively to enhance the visitor experience.

  • The most important target market to Bayside identified in the draft Strategy is the visiting friends and relatives of Bayside residents. What would assist and encourage you to host visitors to Bayside?
  • What  support could Council provide to local tourism businesses?

Marketing and branding Bayside

Branding is a key element of Council’s role in promoting the Bayside area as a destination. Council’s objective is to showcase Bayside’s attractions to visitors to Melbourne, and to alert local residents and businesses to new attractions that are developed in Bayside such as the Bay Street Heritage Walk.

The marketing actions in the draft Strategy target sophisticated travellers who will be drawn to Bayside’s niche cultural, environmental and historical attractions. Business travellers seeking boutique conference and short stay locations is the other key target market identified in the draft Strategy.

  • Council is branding Bayside to appeal to sophisticated travellers. Do you think this is the right market to be appealing to? What is it about Bayside that would appeal to this group of travellers?
  • What would attract visitors to Bayside?

Developing exciting new tourism projects

The draft Strategy outlines a number of new tourism projects such as making new walks and trails available as apps, providing WiFi for visitors to key tourism precincts such as the Bathing Boxes, and establishing Bayside as a leader in accessible tourism (see page 23).

The focus of this Strategy is to deliver projects and actions that can be achieved within the scope of Council’s responsibilities and resources, which provide business and the community with further opportunities to increase visitation and yield.

  • What would enhance the visitor and resident experience of key local attractions?

Building on Bayside's existing tourism strengths

Bayside has iconic local attractions including beaches, historic bathing boxes, charming parkland, and significant architecture. In generating increased visitation to them and a local economic benefit, care must be taken to ensure that they are preserved and protected.

The draft Tourism Strategy seeks to strike this balance by supporting and undertaking specific projects (see page 22) which have a high yield and low environmental and amenity impact such as the Great Australia Day Swim and Bayside Farmers Market.

  • What sort of events and activities do you think Council should support?