Geeveston Town Hall Company

Expression of Interestfor

Private Operators to

Implement Stage One of the Business Plan

Introduction

Thank you for considering this exciting opportunity to implement Stage One of the GeevestonTown Hall Business Plan

The Geeveston Town Hall Company is being established by the Huon Valley Council to managethe Geeveston Town Hall as a community asset and in accordance with an established businessplan

The Council is calling for expressions of interest from private operators to implement Stage 1 ofthe Business Plan and Feasibility Study in respect of the lower floor of the Geeveston Town Hallto operate a visitor information centre and to provide and manage a flexible space that cansatisfy community events for local and tourism purposes The private operators mustdemonstrate how they will operate in a manner consistent with the approved business plan andany use not contained in the business plan must be approved by the Board

This is an exciting opportunity to be involved in the Geeveston Town Hall project from theinception and to make the communityrsquos vision for the Geeveston Town Hall a reality

The Vision and Intent of the Project

To regenerate the strategic purpose and use of the Geeveston Town Hall as abuilding of regional significance that will be sustainably run as a communityasset to create a balance of economic and community value that is sympatheticand respectful of the regionrsquos history its natural competitive strengths and inspiresa future of collaboration and industry diversity

Selection criteria

The successful candidate will need to demonstrate how they intend to implement Stage 1 of theBusiness Plan in their expression of interest and their demonstrated capacity to implement theproject

Expression of Interest Process

All expressions of interest are required to submit the following documents

bull A cover letter outlining their interest in the project and

bull A plan clearly identifying the process and timeframes for implementingStage 1 of the Business Plan and

bull A statement outlining areas of previous relevant expertise in a similar projector business and

bull A declaration of any potential conflicts of interest with matters pertaining to theGeeveston Town Hall business

Expressions of Interest are required to be received by no later than close of business16 October 2015

All expressions of interest will be submitted to full Council for consideration Applicantswill be advised of the outcome of the process following the Council meeting at which theexpressions of interest are considered

Thank you for your interest in the Geeveston Town Hall project

All expressions of interest are to be addressed to

EOI ndash GTH Co Stage 1Simone WatsonGeneral ManagerHuon Valley CouncilPO Box 210HUONVILLE TAS 7109hvchuonvalleytasgovau

HUON VALLEY COUNCIL

Geeveston Town Hall ndash The Future

Feasibility Study

Prepared by

JUNE 2015

Huon Valley Council Geeveston Town Hall Feasibility Study Page | 1

Contents

Executive Summary 3

Scope and Purpose of the Feasibility Stage 4

Core Objectives 4

Work Tasks 4

Referenced Documents 5

Huon Valley Community amp Economic Profile 6

Key Statistics 6

Employment 7

Key Industry Sectors 7

Businesses 8

Geeveston Community amp Economic Profile 9

Key Statistics 9

Employment 10

Businesses 11

Drivers of Economic Development 12

Tourism Visitation 13

Assessment of Geeveston as a Visitor Destination 16

Geeveston Town Hall Precinct 18

Geeveston Township Context 18

Current Use and Use Issues 18

Assessment of the Town Hall Building 19

National and International Perspectives 20

Global Adaptive Reuse Project Case Studies 20

Australian Town Hall Redevelopment Project Case Studies 27

Stage One Stakeholder Engagement 40

Stakeholder Meetings 40

Stakeholder Workshop 40

Geeveston Town Hall SWOT Analysis 44

Strengths 44

Weaknesses 44

Opportunities 45

Threats 45

Situational Summary 46

Vision amp Objectives 47

Recommended Vision amp Intent for Geeveston Town Hall 47

Recommended Objectives 47

Development Strategy Options 48

Primary Options for Development and Use 50

Stages of Development 52

Executive Summary

This feasibility study for Huon Valley Council has been prepared within the context of planning for the future of the Geeveston Town Hall (GTH)

Of recent times it has become apparent that the current occupant of the GTH would exit the premises and Huon Valley Council as building owner are seeking to identify feasible uses for the future that will benefit the economy of the region and maintain the building for the future

This project has considered the issues surrounding the economy of the area drivers of tourism visitation to the area issues surrounding the GTH building itself and adaptive reuse examples from other parts of Australia and the world in circumstances where an historical public asset requires a new future

Importantly this project has sought community ideas and feedback through a formal stakeholder workshop and conversations with a range of community and industry stakeholders This has provided Summit Strategy with a list of community driven overarching objectives and goals that the building should aspire to as well as a range of ideas for the future use of the building

It is proposed that the building be set up for the primary purposes of tourism with services to promote the region making provision for high quality food and beverage whilst supporting a rich mix of community events arts and cultural experiences

The uses most in keeping with the needs and opportunities for the region into the future are

1 Visitor Information Centre

2 Museum interpretation centre

3 Gallery amp exhibition space

4 Flexible events space

5 Hospitality services (cafeacute restaurant commercial kitchen)

6 Integrated tourism operations

7 Seafood experiences

8 Public amenities

Architectural concept drawings will need to be further developed in conjunction with the project architect Preston Lane showing the special characteristics and use detail and demonstrating how the building could be renovated improving its utility for these purposes

These use opportunities and design concepts will be offered for public consultation in July 2015

A detailed business plan will be developed for the preferred use

Scope and Purpose of the Feasibility Stage

The scope of this stage of work as per the project brief is as follows

Core Objectives

To assess identified options to enable a recommendation to be made on the most viable and sustainable option for the centre

Assessment will include

Consideration of each identified option

Consider industry best practice for each of the identified options

Identification of potential impacts on the building and its infrastructure for each option (ie space required fit out people flow through building access

requirements etc)

Cost benefit analysis for recommended option identified

Work Tasks

1 Research uses for town halls and key central public assets across other townships in Australia and overseas Find as much comparative data and descriptive

information as is feasible to inform the project team and stakeholders

2 Record and assess each configuration in a comparative analysis Qualify the differences and benefits of different approaches taken elsewhere

3 Consult with industry professionals in networks with Australian and global experience to gather ideas experiences and advice

4 Generate key concepts for development

5 Map the requirements

a uses business types and offerings

b impacts on local township businesses

c technical requirements for each use

d site user issues

e asset development issues and

f estimate base costs to develop

6 Generate alternatives for the site within the feasibility study that should be considered This will link closely to any possible concept alternatives within the

design process

Referenced Documents

The following Huon Valley Council publications were read as background information in the development of this feasibility study

2010-2015 Strategic Plan

2014 ndash 2015 Annual Plan

Huon Valley Council Economic Development Strategy

Heritage Park Site Development Plan

Huon Valley Regional Tourism Strategy

Huon Trail Marketing Plan 2014-15

Far South Regional Tourism Strategy

Arts amp Heritage Strategy and Action Plan 2012 ndash 2017

Community Engagement Framework

Huon Valley Community amp Economic Profile

The Huon Valley is a vibrant semi-rural community located a comfortable 30-minute drive south of the Tasmanian capital city Hobart It is Australiarsquos southernmost municipal area with a population of more than 15000 people

The Valleyrsquos 5497 square kilometres is dominated by meandering waterways and forested hills The regionrsquos fertile landscape produces a dazzling array of quality foods that has helped Tasmania earn its reputation as a food-lovers paradise

The Huon Valley is also a haven for yachting and boating enthusiasts with easy access to the Huon River and DrsquoEntrecasteaux Channel These waters offer world class fishing sailing diving and rowing experiences

Our magnificent waterways are not the only attractions The area is also renowned for its mushrooms wine seafood fruit and other gourmet delicacies The gourmet food festival Taste of the Huon held each year in March is a weekend celebration of the best produce the Valley has to offer

Source httpwwwhuonvalleytasgovauregion

Key Statistics

Resident population 15140

Median age 42

Number of households 5812

Median total household income ($weekly) 868

Unemployment rate 66

Source ABS 2011 Census Data ndash Huon Valley (M) (LGA63010) - httpwwwcensusdataabsgovaucensus_servicesgetproductcensus2011communityprofileLGA63010opendocumentampnavpos=220

Employment

Key Industry Sectors

Businesses

There are approximately 1175 businesses in the Huon Valley region encompassing Huonville ndash Franklin Geeveston ndash Dover and Cygnet The chart below shows the proportion of businesses key industry sectors

Source ABS Counts of Australian Businesses ndash June 2014 - httpwwwabsgovauAUSSTATSabsnsfDetailsPage81650Jun20201020to20Jun202014OpenDocument

Geeveston Community amp Economic Profile

Geeveston is a small township nestled in the lower reaches of the scenic Huon Valley It has a strong apple growing and forestry heritage and today caters for travelers exploring the nearby forests Hartz Mountains National Park and Picton and Huon rivers

Surrounded by rolling hills and the nearby mountains Geeveston has a range of shops eateries and local attractions and a main street full of hand-carved timber sculptures of famous locals

Apple orchards grow in the lush green valleys nearby and during autumn visitors can buy buckets of Pink Lady Crofton Geeveston Fanny Apple Red Delicious Granny Smith and Fuji apples from roadside stalls

Theres also a creative community of artists and makers who sell their wares on the main street and at a regular market

West of Geeveston is the Tahune Forest Reserve and the popular Tahune Airwalk Here you can walk amongst the treetops past rare species some found only in Tasmania The walkway rises up to 48 metres above the ground and extends for around half a kilometre over the Tahune State Forest and Picton River

Source httpwwwdiscovertasmaniacomauaboutregions-of-tasmaniahobart-and-southgeevestonwhat-to-do|page-1

Key Statistics

Median age 41

Source ABS 2011 Census Data ndash Geeveston (SSC60123) - httpwwwcensusdataabsgovaucensus_servicesgetproductcensus2011communityprofileSSC60123opendocumentampnavpos=220

Employment

Businesses

There are approximately 278 businesses in the Geeveston ndash Dover area The chart below shows the proportion of businesses key industry sectors

Drivers of Economic Development

Although it is outside the scope of this project to plan more broadly the economy of the region as Council already has an Economic Development Strategy it is still important to focus on the drivers of economic performance as they are related to the Geeveston Town Hall and the overall Geeveston township and surrounding region

Below are performance measures and targets offered for discussion and further clarification within the context of this project It must be recognized that a singular building development is incapable of being responsible for the total performance of a region however it is also important for this planning project to identify with the overarching objectives for the region One of the major drivers of growth for the region is tourism as this is a natural strength of the region and also a key driver of opportunities where scale and economic diversity can be achieved

Industry Performance Measures for Discussion

Industry Performance Measure

Tourism and Hospitality Room night stock

Visitors to region (total visitors to Geeveston)

Length of stay (nights)

Average spend during stay

Jobs by business type

Jobs created in annual period

$ investment in new activities and assets

Number of new businesses

Other Industries

Seafood and fisheries

Forestry

Creative industries

Jobs by sector

Primary production (farming)

Manufacturing (food industrial commercial and consumer goods)

Retail (food consumer goods)

Services (health education transport etc)

Tourism Visitation

The Huon Valley

The Huon Valley prides itself on its pristine environment rich living history strong maritime connections temperate wilderness unique accessible wildlife world renowned food and wine and seasonal climate variations

The Huon River is an iconic natural feature of the Huon Valley and weaves its way through the five main townships of Huonville Franklin Cygnet Geeveston and Dover The region has a long maritime and forestry history and is augmented by a rich cultural heritage

The Huon Valley encompasses two recognized World Heritage Wilderness Areas Hartz Mountains and South West National Parks

Tourism is a key economic driver in the Huon Valley and the region leverages from its two major tourist attractions ndash Tahune Airwalk and Hastings Caves and Thermal Springs

Source Huon Valley Attractions and Experiences Prospectus ndash April 2013

The table below shows a range of statistics based on interstate visitation to Tasmania from January 2011 to December 2014

The Huon Trail commences at Taroona and travels south to Kingston where it splits into two distinct areas of the Huon Valley and DrsquoEntrecasteaux Channel areas Interstate touring route holiday visitors to the Huon Trail increased 23 in 2013 from the previous year and further increased by 32 in 2014 to 154007 visitors

In the 12 month period from January 2014 to December 2014 there were 55687 interstate visitors to the Tahune Airwalk down 20 from the previous year and 22911 interstate visitors to Hastings Caves and Thermal Springs down 11 from the previous year

It would appear from the data below that new accommodation came online in both Cygnet and Huonville during 2014 with a significant increase in overnight visitor numbers and nights stayed in these locations However it is noted that this data may be skewed due to the number of camping caravan facilities in the area and the tendency for longer stays within this market segment

Source Tasmanian Visitors Survey 2014

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period Jan 2013 - Dec 2013

change from

previous period

Day Visitors

Dover (Until June 2006 from July 2007) (Visited) 12141 12439 245 13610 941 12330 -940

Geeveston (until June 2013) (Visited) 38243 37663 -152 26013 -3093 - -

Cygnet (from July 2013) (Visited)~ - - - 14341 - 37329 16030

Huonville (Visited) 73169 68188 -681 75154 1022 67202 -1058

Cockle Creek (from July 2005) (Visited) 9085 7179 -2098 8132 1327 8046 -106

Overnight Visitors

Dover (Until June 2006 from July 2007) (Overnight) 8157 5610 -3122 7906 4093 9223 1666

Geeveston (until June 2013) (Overnight) 5616 7092 2628 4481 -3682 -

Cygnet (from July 2013) (Overnight)~ - - 2521 - 10914 33292

Huonville (Overnight) 15009 12819 -1459 17891 3957 25069 4012

Cockle Creek (from July 2005) (Overnight) 4175 4819 1543 5349 1100 6182 1557

Total Number of Nights Stayed^

Dover (Until June 2006 from July 2007) 37159 66172 7808 18601 -7189 27257 4654

Geeveston (until June 2013) 36663 19441 -4697 8153 -5806 - -

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cockle Creek (From July 2005) 11035 12242 1094 14947 2210 12932 -1348

Average Number of Nights Spent^

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Cockle Creek (From July 2005) 26 25 -010 28 030 21 -07

Average Spend per Visitor ($000)

Average Expenditure per Visitor 1631 1542 -0089 153 -0012 1645 0115

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Tahune Forest Airwalk (from July 2001) 56747 54166 -455 69802 2887 55687 -2022

Hastings CavesThermal Springs 22105 22011 -043 25817 1729 22911 -1126

Touring Route Holiday Visitors

Huon Trail 128232 121686 -510 149298 2269 154007 315

Places stopped and looked around but did not stay overnight

This data may be skewed due to the number of camping caravan facilities in the area and the tendency for longer stays within this market segment

Visitor data for Geeveston was collected until June 2013 so the Jan 2013 - Dec 2014 represents only a 6 month period

~ Visitor data for Cygnet was collected from July 2013 so the percentage change from the previous 12 month period is based on only a 6 month period in the Jan 2013 - Dec 2014 period

Geeveston

The forest township of Geeveston is the gateway to the Great Southern Forests and home to the popular attraction the Tahune Airwalk The forests in the region provide the idyllic setting for bush walking fishing bird watching and mountain climbing and biking

As detailed in the table above in the 6 month period from January 2013 to June 2014 there were 26013 day visitors and 4481 overnight visitors to Geeveston from interstate staying an average of 18 nights

It is hard to comment accurately on current visitor trends in Geeveston as Tourism Tasmaniarsquos Tasmanian Visitors Survey ceased collecting data for Geeveston in June 2013 However visitor numbers to the township appeared to be on track to increase in 2013 with 26013 visitors in the 6 month period from Jan 2013 to June 2014

Tahune Airwalk

Interstate visitors to the Tahune Airwalk were up 29 in 2013 from the previous year but dropped 20 in 2014 to 55687 Source Tasmanian Visitors Survey 2014

Based on this 80 per cent of visitors to Tahune Airwalk are from interstate with the remaining 20 per cent from intrastate

The table below shows Tahune Airwalk ticket sales from 201112 to present

201112 201213 201314 201415 (ytd)

201516 (forecast)

Total Tahune Airwalk Ticket Sales 63566 72982 69347 70759 80000

sold onsite 40 50 55 55

sold online 10 10 10 10

sold at Geeveston Forest amp Heritage Centre 45 35 30 30

sold through TTICs (Hobart amp Huonville) 5 5 5 5

Source Forestry Tasmania May 2015

Total visitor numbers to the Tahune Airwalk have been steady at around 70000 tickets sold per year for the past 3 years Ticket sales through the Geeveston Forest and Heritage Centre have slowly decreased from around 45 to 30 over the past 3 years currently representing approximately 23000 sales as the share of onsite ticket sales has increased Source Forestry Tasmania 2015

Tickets sold through the Huonville TTIC represent less than 1 with only 701 bookings made to date this year Source Huonville TTIC May 2015

Hastings Caves amp Thermal Springs

Interstate visitors to Hastings Caves and Thermal Springs were up 17 in 2013 from the previous year but dropped 11 in 2014 to 22911 Source Tasmanian Visitors

Survey 2014

The majority of tickets are sold online or onsite

Tickets sold through the Huonville TTIC represent less than 1 with around 100 bookings made each year Source Huonville TTIC May 2015

The Geeveston Forest and Heritage Centre has not been a great promoter of Hastings Caves with only 400 brochures supplied per annum in previous years

It is noted that in the last period that the Geeveston Town Hall operated as a Visitor centre sales of tickets to Hastings Caves represented around 1000 tickets

A conversation held with manager of Hastings Caves indicated that they are very supportive of improving visitor services within Geeveston and are very keen to be involved in establishing a greater level of interpretation and promotion of the experience

Assessment of Geeveston as a Visitor Destination

Based on an assessment of the total list of tourism related businesses for the region there are clearly some significant strategic gaps that need to be addressed for Geeveston and the South to generate greater yield from organic visitation and encourage growth of tourism market share

Most notably the major gaps in developing a more robust tourism economy are as follows

Gap Indicators

Inadequate visitor information services There are estimates of as many as 40000 ndash 60000 people visiting the Geeveston Forestry and Heritage Centre on an annual basis to seek visitor information about surrounding attractions experiences eateries and accommodation As much as staff are helpful and offer personal recommendations visitors are unable to purchase or book anything other than tickets to the Tahune Airwalk The closest TTIC is located at Huonville

Undersupply of accommodation options for all segments of the tourism market

In 2014 visitors stayed a total of 140297 nights in Huonville and 75365 in Cygnet a total of 215662 nights The number of visitor nights captured in Geeveston has significantly decreased over recent years as new accommodation has come online in both Huonville and Cygnet The room stock available in Geeveston is relatively unchanged and there is opportunity to capture a larger share of visitor nights

Undersupply of wilderness and agritourism As the ldquogatewayrdquo town to the far south Geeveston is centrally located for visitors to access a range of

attractions and experiences wilderness waterways and environmentally based tourism experiences Considering the proximity of two recognized World Heritage Wilderness Areas Hartz Mountains and South West National Parks and the strength of the agricultural sector an assessment of the total list of tourism related businesses for the region has identified a significant gap in the supply of wilderness and agritourism attractions and experiences for visitors

Undersupply of hospitality services to satisfy visitor requirements

An assessment of the total list of tourism related businesses for the region has identified a significant gap in the supply of hospitality services for visitors There are a total of three hospitality providers in Geeveston

Bakery

Cafeacute

Massaki Sushi

It is noted that there is an inconsistency in business operating hours and the township services are limited after 4pm Particularly during daylight savings months there is opportunity to provide dinner offerings and to capture a higher share of visitor spend on food and beverage within Geeveston overall

Lack of dynamism and contemporary presentation for the history and heritage of the region

Capital expenditure on the streetscape and the main street buildings has been very minor with little change over many years

The format of the current Geeveston Forestry and Heritage Centre displays is not contemporary and is not managed to actively encourage re-visitation

An obvious gap in the appeal of township facilities and amenities to encourage a feeling of comfort and enjoyment ie creating social spaces in which people want to stay and spend time

General visitor services are not up to standard compared to other places with high quality facilities

The recognised natural advantages that the region holds in terms of wilderness waterways and environment present significant opportunities for the development and growth of the tourism industry into the future This industry is in a relatively early stage of product and experience development and the supply of accommodation hospitality and tourism support services is lower than existing demand requires

In short the township has not been capturing its natural share of economic value from tourism in the past due to the undersupply of diversity of attractions and support services (ie accommodation) Geeveston and the far south are well noted as ldquoday triprdquo destinations from Hobart or Huonville Geeveston needs to reposition itself as a lsquogatewayrsquo to the Far South to capture its fair share of market value

Geeveston Town Hall Precinct

Geeveston Township Context

The Geeveston Town Hall is located in the centre of Geevestonrsquos main street and is a focal point for the community and tourists

The Town Hall was formerly the municipal offices for the Esperance Council and has continued to provide a central focus for the community It operated as a visitor information centre and forestry interpretation centre through until March 2010 under the management of a not-for-profit community business model

The Geeveston townsfolk consider the Town Hall as the heart of their community having a long term social investment in the building The centre has a strong volunteering history and is seen as a key economic driver for the town As the centre of the town it is strongly associated with community feelings of well-being and attractiveness for tourists and investment

It is evident from the community and stakeholder engagement to date that there is a strong feeling and will from the community members that they wish to activate the Town Hall and create value not only for the community directly but also to create and promote good and services that visitors would see as valuable There are a number of examples of community events and emerging collaborative initiatives that are indicators of the willingness for change

Current Use and Use Issues

The Huon Valley Council owns the Geeveston Town Hall building and currently leases the area to Forestry Tasmania Forestry Tasmania do not intend to continue occupying the site

Forestry Tasmania has operated from the town hall building for the period since June 2010 under the name Forest amp Heritage Centre This business includes the sale of Tahune Airwalk tickets sale of merchandise an interpretive display of forest heritage educational displays in relation to forestry operations community displays of heritage artefacts and displays of artworks and similar activities Historically it also included woodworking displays and similar activities

Current use of the site has been noted by stakeholders as not being of high enough significance and dynamism to enable the site to become a driver of visitation and community connection into the future More specifically the nature of the museum and gallery spaces are poorly aligned to the needs of visitors and are not managed as an engaging and changing experience It has been noted by many that the current format of display and interaction with visitors would not encourage repeat visitation

The primary purpose of visitation in the past has been to purchase Tahune Airwalk tickets and to connect with locals on what to do and see in the area Geeveston is ideally placed as a stopping point to gather provisions directions and to organise experiences in the South West

Although the Town Hall was once the site of a Tourism Information Centre it has not officially operated in that capacity for some years Instead the Forestry Tasmania staff perform this role in a non-official capacity The people working with Forestry Tasmania in the current Forest and Heritage Centre have shared roles at the Tahune Airwalk and they are also locals living in the area They are highly qualified to be the most effective advocates for the township and all tourism and visitor activities the region has to offer

Locals and residents are not currently encouraged to visit the Town Hall as it does not provide any services or experiences that they would be greatly interested in Stakeholders interviewed report that they have a strong sense of ownership and attachment to the building but no real motivation to be regularly involved Even the Geeveston Records and Historical Society are rarely involved in the site to organize events or to manage the presentation layout for the heritage displays

For all intents and purposes as a tourism social and community asset the site is almost dormant The one saving activity is the sale of Tahune Airwalk tickets and the promotion of other experiences whilst servicing these buyers But critically for the township there is very little value capture from this activity

Assessment of the Town Hall Building

The Town Hall as a facility is ideally positioned to play a significant role in the rejuvenation of Geeveston and surrounding areas Some observations include

The Town Hall has always been a central point of visitation to the township but in its current format cannot encourage visitors to stay and enjoy the place

The central main street location in the Geeveston township is ideal but the building faccedilade and its heritage architecture require architectural advice to plan for

contemporary commercial and community use

The building lacks lsquostreet appealrsquo and is perceived as a ldquoclosedrdquo building that has little linkage to the streetscape and is difficult for visitors to access and to

appreciate the surrounding offering of main street Geeveston

There is ample parking adjacent to the building that already services commercial and private road users

The building is within close proximity to Heritage Park that currently has a master plan under development

The building has a significant floor space that is grossly underutilised from a utility and a productivity perspective

The current gallery space on the mezzanine floor although holding a number of important artefacts is a very low quality gallery when compared to other sites

of this type

Observation of the site indicates that it has significant acoustic issues if used for multiple purposes

The ldquoHallrdquo design of the building lends itself to modernisation and resetting without significant structural works

The building will require an engineering review prior to any development but our assessment is that it is a highly stable structure with great potential for

refitting for multipurpose use

National and International Perspectives

Global Adaptive Reuse Project Case Studies

The following case studies have been gathered from across global markets and showcase some significant adaptive reuse projects Although these international examples are of an industrial scale they provide lsquofood for thoughtrsquo and inspiration

Battersea Power Station England

Images Battersea Power Station and Keith Evans

Easily one of the most recognised landmarks on the banks of the River Thames in London Battersea Power Station has been lying abandoned for decades Like the old power station just around the bend of the river ndash the Tate Modern ndash there have been calls to pull down the dilapidated structure for a number of reasons Some said that due to its size it would be too expensive to redevelop others claimed that the elements had given it such a bettering over the years that it had become relatively unsound Now after numerous failed attempts to revive the building and immediate area plans for one of the biggest redevelopments the south bank of London is yet to see are afoot and they certainly look impressive Proposed by Dublin-based Treasury Holdings the new design will see a mainly industrial area of London go green which is what the potentially lucrative Nine Elms area around Battersea has been crying out for The new pound55bn scheme includes plans for 3700 homes built alongside offices shops and restaurants on the 40-acre site The famous chimneys are to be restored to their former glory and the landmark building will house a conference centre among other things The new plans will also offer uninterrupted views of the Palace of Westminster on the opposite banks one of the stipulations of the new development and the reason Treasury Holdings earlier plans which included a huge lsquoeco-domersquo (pictured above) were rebuked

Sewage Silos Netherlands

Images Arons en Gelauff

Early in 2009 Amsterdam city planning ran a competition for an adaptive reuse project concerning a former sewage treatment plant in the Zeeburg district of the city The winning design was a proposal for a multifunctional cultural centre which would house exhibition spaces a media centre movie theatre and theatre hall crowned by a rooftop restaurant in one silo and an open rooftop playground in the other

The winning plan was inspired by Hollandrsquos most popular childrenrsquos book author the late Annie MG Schmidt hence the playfulness of the design Arons en Gelauff architects involved in the project said the main aim was to ldquobreathe new life into the silos transforming them into an inspiring and lively place which will help shape the character of the new Zeeburgereiland housing districtrdquo The Annie MG Schmidt House is marked for completion in 2011

Gasometer City Vienna

Images Andreas Poeschek and via Dornob

One of the most successful residential reuse projects is Gasometer City in Vienna Austria Four immense disused gasometers were successfully revamped in the late lsquo90s and have since become infamous in the world of adaptive reuse

Built in 1896 when Viennese authorities decided to invest in large-scale coal gas and electricity supplies the gas plant serviced the locale and beyond for a good 88 years until it was shut down permanently in 1984 after natural gas supplies took over Although life in the cylinders didnrsquot completely disappear raves were hosted from time to time popular because of the acoustics inside the drums and one housed a set for the movie James Bond The Living Daylights Then in 1995 the decision was made to revitalize the gas plant

With the proviso that the brick exterior of the gasometers was to be kept intact each gasometer was remodelled by a particular architect Jean Nouvel (Gasometer A) Coop Himmelblau (Gasometer B) Manfred Wehdorn (Gasometer C) and Wilhelm Holzbauer (Gasometer D) all four with specific zones for living working and entertainment The result produced a vast walled city within a city The unique redevelopment has since become a sought after place to live with a close-knit inner community and is looked upon as a very successful example of adaptive reuse

Tate Modern London

Images Walk Talk Tours Jim Linwood Bleuchoi Andrew Dunkley and The First Word

Reaching high into Londonrsquos skyline is the Tate Modern a magnificent old oil-fired power station which now houses an international collection of contemporary art dating from 1900 onwards It has become the most visited tourist attraction in London surpassing even the National Gallery and the British Museum and the most visited modern art museum in the world

Designed by Sir Giles Gilbert Scott who incidentally also designed Battersea Power Station and one of Britainrsquos other iconic symbols ndash the red telephone box the original Bankside Power Station was built in two stages from 1947 to 1963 finally turning off the pumps in 1981 For a long time the building was under the beady eye of developers who were quick to mark it for demolition but after impassioned pleas by campaigners to save the building were heard a competition for redevelopment ensued and at the beginning of 1995 Swedish architects Herzog and de Meuron won the battle to build Londonrsquos next big thing

The gallery opened to much acclaim in 2000 and has attracted more than 30 million visitors since Its success is partly due to its situation on the banks of the Thames but also because of the use of space within the building The main Turbine Hall a huge space of 3400 square metres that once housed the main electricity generators was fortunately left in its original form providing a vast gallery for art installations that often require public interaction and appreciation of the space It is this space and its ability to be so successfully transformed time and time again that has changed peoplersquos perceptions of art which is no doubt so much more than the architects were hoping for in their redesign

Water Plant Berlin

Images via One Eight Nine

When two artist friends Michael Elmgreen and Ingar Dragset decided to set up a livework space they didnrsquot bargain on getting such a good deal For just US$700000 the DanishNorwegian pair purchased a disused water pumping station in suburb very close to Berlin City Centre The building had been left empty since the early 1990s with few interested buyers as it was located in the middle of a residential district ndash no longer right for industrial use and too awkward to be tackled by some developers ndash so Elmgreen and Dragset jumped at the chance to work their magic on the generous space

The artistic partners who have exhibited around the world enlisted the services of two young architects Nils Wenk and Jan Wiese to help transform the pump house into an artistrsquos workspace and home It was important they applied concepts from their art into the redesign and a love of spatial challenges saw them breaking down more walls than were built

ldquoWe deliberately made the borders between the work and living spaces fleetingrdquo Ingar Dragset told the New York Times ldquoThe combination of vast floor space and the small quirky nooks means you can be very hidden here or very exposed depending on your moods or needsrdquo

Even after getting happy with a sledgehammer the old water pumping station now accommodates two separate private areas for the artists a generous kitchen four bathrooms an attic living room and some of the most spectacular light-filled living and working spaces

Cafeacute Restaurant Amsterdam

Images Wili_hybrid and Cafe Restaurant Amsterdam

Housed in a former water-processing plant Cafe Restaurant Amsterdam is one of the cityrsquos chicest eateries Dating back to the late 1800s the building is left mostly intact with the main pumps proudly on display in the main part of the restaurant The large space is lit with huge floodlights in the evenings reclaimed from the former Ajax and Olympic football stadiums in the city The interior may look crude to some but to other it offers a unique dining experience and will always provide a talking point when therersquos a lull in the conversation

CasaComvert Milan

Images Giuliano Berarducci and studiometrico

A number of years ago clothing design company Comvert asked Milan-based interior architects Studiometrico to find a new HQ for their growing company that would fit a very particular brief Comvert ndash a company founded by four skater friends in 1994 design produce and distribute snowboards clothing and accessories for both skate and snow boarders under the brand name bastard ndash wanted their new space to house their flagship shopfront a design studio office warehouse and a useable skate bowl all within the one building And in spring 2005 Studiometrico came up trumps they had found an old 1950rsquos cinema big enough to fulfil all Comvertrsquos needs

Studiometrico retained as much character of the old building as possible in fact the foyer which is now the administration centre of the building looks relatively untouched while the dress circle has been converted to an amazing design studio and office space providing the perfect creative working area But it is the suspended skate bowl that makes the refit so successful Hanging six metres about the warehouse space the skate bowl affectionately known as bastard bowl fills what was once the void above the seating area in the cinema and is the main pride and joy of the Comvert partners who must have to pinch themselves when they go to work every morning ndash if only everyone was so lucky

Source httpwwwarchi-ninjacomexcellent-examples-of-adaptive-reuse

Australian Town Hall Redevelopment Project Case Studies

The following examples of adaptive reuse of public town halls and civic buildings within Australia are of a smaller scale and are a much more direct comparison to the Geeveston Town Hall situation Although many of these are larger buildings and in larger population centers the historic use and new use opportunities are similar The desk research process has uncovered summary information and we have held an interview with the most relevant project (Murray Bridge Town Hall South Australia)

Ballarat Civic Hall Redevelopment ndash City of Ballarat Victoria

In 2012 SGS Economics amp Planning were commissioned by the City of Ballarat to explore options for reuse or redevelopment of the existing structure of the Civic Hall as a performing arts andor function venue and detail a shortlist of preferred options This could extend to options that involve partial demolition alterations or additions to the building

The full suite of uses of the Ballarat Civic Hall as a performing arts or function venue was scoped through discussion with the City of Ballarat and included

Performing Arts Uses Function Uses

TheatrePlayhouse

OperaticBallet Theatre

Multipurpose Performing Arts Venue

Secondary Education Performing Arts

Tertiary Education Performing Arts

Performing Arts Training Facility

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Offsite School Function Facility

Cinema

Two other uses were identified for the site

University Student Accommodation

Visitor Information Centre (VIC)

Each potential use identified was analysed against demand and supply with reference to demographic and visitors data If there appeared to be insufficient demand to support an activity even as part of a shared facility at the Civic Hall it was eliminated from the process

The following uses of the Civic Hall appeared to be supported by demand and were largely compliant with Council policies for the use of publically owned and administered spaces

A multipurpose venue that accommodates medium to large exhibitions (ideally 1000 ndash 2000 square metres) and performing arts classes training and

performing arts company administration offices (This could theoretically be achieved with the use of moveable partition doors to create divisible spaces for

exhibitions and performing arts spaces)

A mid-size (greater than 300 and less than 3000 patrons) indoor live music venue

A range of financial modelling and social impact assessment was undertaken on the two preferred options

Societal cost benefit analysis demonstrated that the multipurpose venue option would not provide sufficient community benefits to outweigh the cost of redeveloping and operating the Civic Hall Financial analysis showed that income from the various uses of the site as a multipurpose venue would be insufficient to offset the publically incurred cost of operating the facility for this purpose

Societal cost benefit analysis demonstrated that the live music venue option provided significant user benefits to live music event attendees and increased the offering of live music performances (across a variety of genre) in Ballarat However a live music venue would result in a weak positive cash flow during the operating phase with a failure to pay back the initial investment

Source httpwwwballaratvicgovaumedia1867737ballarat_civic_hall_reuse_redevelopment_final_reportpdf

Bay Discovery Centre amp Glenelg Town Hall Service Review ndash City of Holdfast Bay South Australia

In February 2008 Hudson Howells was engaged by the City of Holdfast Bay to undertake a review of the Bay Discovery Centre (BDC) as a community and visitor service and evaluate the current and future commercial tenancy options for the Glenelg Town Hall (GTH) building as a whole with the goal of making the BDC and the GTH building generally more financially viable for Council

It is noted that the City of Holdfast Bayrsquos Economic Development Strategy has three key objectives

Tourism

Shopping amp activity precincts and

Business development and employment generation

The question is whether the GTH is the right location for the BDC and whether the GTH could be put to an alternative use that would generate a better community benefit

A stakeholder workshop identified the high priority space usage and tenancy options for the BDC and GTH generally as

Tourist visitor information centre

Combined library Internet history centre Council customer service centre with cafeacute coffee shop

Museum of South Australia

Gift shop ndash merchandising souvenirs

Glenelg Town Hall

The GTH is in an outstanding location but the design of the building its faccedilade and its heritage listing conspire to severely limit its commercial appeal

Council has the BDC as a tenant but it is questionable whether this is the optimum location for a museum interpretive centre

The building lacks lsquostreet presencersquo and this is likely to be an ongoing problem given its state heritage listing

This attribute makes the building unattractive to potential retail and hospitality tenants but might not be such a problem for the professional business services

sector This makes attracting additional tenants problematic

The faccedilade of the GTH is dull and uninviting and the Moseley Square entry foyer is not overly welcoming

Parts of the GTH are in disrepair and a large amount of space is under-utilised

Given its location a significantly refurbished GTH site could generate the following income

Retail space $700 - $800 per square metre per annum

Restaurant space $300 - $500 per square metre per annum

Office space (new) $300 per square metre per annum

o In its current state the GTH might generate in the order of $100 per square metre per annum as office space

Other possible options identified for the Glenelg Town Hall include

Boutique hotel

Grannypackers lodge

Function conference centre with or without a hospitality training school

If the GTH was converted into a hotel lodge or function centre what would become of the BDC

Bay Discovery Centre

The BDC has recorded significant visitor growth over recent years

The BDC plays a major role in entertaining informing and educating not just the Holdfast Bay community but also national and international visitors

The BDC has relatedly high running costs

The BDC has little visual street presence ndash potential visitors typically need to be lsquoalertedrsquo to discover it

The BDC has little in the way of neighbouring establishments that are likely to draw foot traffic

The display space lacks flexibility and is constrained by limited floor space

The gallery space is on the mezzanine floor

The BDC is located away from other Council services notably the history centre the libraries and the customer service centre

There was strong support at the stakeholder workshop for a lsquoone stop shoprsquo that would include a customer service centre history centre library internet cafeacute community centre museum and visitor information centre In addition a volunteer training centre could be considered for inclusion

Conclusions

There are opportunities for the BDC and GTH to become revenue neutral

There is a broader strategic issue which needs to be addressed by Council and that is one of potentially consolidating a range of Council services into a lsquoone stop

shoprsquo

The GTH is currently under-utilised but has the potential to be adapted to more suitable economically viable uses such as a boutique hotel grannypackers

lodge or function conference centre with or without a hospitality training school

The Visitor Information Centre incorporating a gift shop currently operated by the Dolphin Cage could form part of the BDC and contribute in the order of

$90000 per annum to offset the BDCrsquos operating costs

The BDC has the potential to introduce an entry fee which could contribute in excess of $100000 per annum to offset the BDCrsquos operating costs

The BDC has the potential to increase revenue from school groups and bus tours to offset the BDCrsquos operating costs

Stage 2 of this project will comprise a Key Issues Paper and Recommendations specifically addressing issues critical to the BDC and the GTH becoming revenue

neutral Council operations

Source httpswwwholdfastsagovauwebdataresourcesminutesAgendas294_-_Attachment_3a_-_240608pdf

Gawler Connect ndash Town of Gawler South Australia

Gawler Connect is an exciting new proposed infrastructure project aiming to rejuvenate Gawlerrsquos Town Hall Institute and Main Street into an Arts Cultural and Community Hub The population of Gawler is predicted to double to 40000 in 10-15 years and there will be an increasing demand on civic and community services

The proposed project will create a lsquoSmartrsquo Library Youth Lounge amp Multimedia Performance Space Cultural Heritage Gallery and Heritage Research Centre Community Arts Space a new National Broadband Network Co Office and Business Incubator Center as well as a street front Tourism and Visitor Centre and Cafeacute with multipurpose spaces available for community use

Gawler Connect will create a vibrant regional Cultural Hub ndash bringing people together in a safe and freely accessible space that inspires all generations through the provision of a range of state-of-the-art spaces and services with an arts and cultural focus The inclusion of a new Tourism and Visitor Centre and Cafeacute co-located with an interpretive heritage gallery fronting the main street will create a vibrant focus and have a flow on effect in attracting visitors and new investment into cultural tourism and the region

Key features

A lsquoSmartrsquo interactive Library with state-of-the-art IT facilities

A National Broadband Digital Services Centre

Digital Media Arts amp Cultural Performance Spaces

Cultural Heritage Exhibition Gallery

A Multi-media Youth Lounge

Heritage Research Centre

Business Incubator Program

Tourism amp Visitor Centre

Cafeacute

Council Customer Service Desk

Benefits to the community amp region

A major infrastructure project creating local job opportunities

Restoration conservation and adaptive re-use of two State heritage-listed buildings

Significant art heritage and cultural collections on display

Provide space and support for local and regional performing artists

Revitalisation of Gawler Main Street precinct

The project timeline is proposed from October 2013 to December 2016

Council-managed cash contributions for the overall project of about $25 million are proposed (this is in addition to the other allowable Council matching contributions) Council is proposing to raise about 60 of the additional $25 million from a range of potential partners including regional corporate businesses businesses involved in major developments in the region tertiary institutions the State Government and a Community Fund

Source httpwwwgawlersagovaupageaspxu=737

Murray Bridge Town Hall Cultural Precinct Study ndash The Rural City of Murray Bridge South Australia

Images from Grieve Gillet httpwwwgrievegillettcomaumurray-bridge-town-hallc1n3l

In 2008 Grieve Gillett was engaged by The Rural City of Murray Bridge to provide a Feasibility Study for the re-development of the Town Hall ndash a significant community asset The Council wishes to develop the Town Hall into a multi-purpose complex of excellence catering to the arearsquos diverse range of community groups residents and visitors

The study looked at options for transforming the building into a multi-purpose lsquoCultural and Performing Arts Centrersquo along with associated works to redevelop the street area on Sixth Street

To complete the Feasibility Study Grieve Gillett carried out the following

Preparation of floor plans of the existing building

Review of the current capacity of the building structure in line with Councilrsquos reports from consultantrsquos relating to the condition assessment defect audits and

structural assessments

Assess and identify user needs and any potential user gaps of the Town Hall facility

Determination of desired usage and development scenarios

Preparation of concept designs that will cater for proposed future uses

Preparation of the estimate of costs of proposed alterations to the building

Options to re-develop Sixth Street between Bridge Street and Fifth Street into a pedestrian-friendly precinct in conjunction with the Town Hall Re-

development Specifically Council requested an exploration of

o Mall with no vehicular movement

o One way road and widened footpaths

o Shared Zone

Presentations of proposals to Council and the Town Hall Project Management Group

Option 1

This option reclaims part of Sixth Street and extends the building to the full extent of the existing pavement line Sixth Street itself becomes one way with traffic travelling in a westerly direction The building opens out onto a plaza area providing additional foyer space suitable for alfresco dining A wide footpath runs alongside following the slope of the land whilst a new ramp is provided at the west end of the building to provide access for people with disabilities at that end

A small through-lift is provided in the north-east corner of the building adjacent to the north-east entry to allow disabled access to the first floor This allows the first floor area to be potentially leased out providing the Council with rental income

A small commercial kitchen is also located in the north-east corner

In the Hall itself the performance space has been relocated in front of the proscenium arch The stage itself has been removed and the space reutilised as storage areas and an access change room Retractable tiered seating is installed in the space within a partition wall that also forms the theatre lobby

On either side there are stairs to the gallery floor level providing additional seating and the control room

The roof over the new foyer in Option 1 has a 29deg pitch with the roof meeting the existing south stone wall above the existing first floor window line (refer to drawing 07027-SK-05 Long skylights are provided at regular intervals to allow an abundance of natural light

Option 2

Option 2 follows the same plan arrangement as Option 1 but the proposed foyer area is enclosed in a 2-storey high glazed Foyer with solid corners (refer to drawing 07027-SK-06) Our Cost consultant has advised that Option 2 will cost in the order of $560000 more than Option 1

Major Considerations for the Study

Carparking ndash Aim of increasing the general pedestrian amenity of the precinct without reducing the number of car parking spaces that currently exist

Traffic ndash Consideration of a mall with no vehicular movement a one way road with widened footpaths and a shared zone

Pedestrian Mall ndash The advantages of creating a pedestrian Mall would be far outweighed by the disadvantages of loss of car spaces loss of through access and management of delivery and emergency vehicles

Shared Zone ndash A shared zone results in a compromised pedestrian zone and a compromised vehicular solution A one-way solution will improve pedestrian amenity while maintaining good vehicular access and retain on-street parking

Cost Estimate

Total cost including associated fees (ex GST) = $5929000

Potential Income

The upgraded The Town Hall will have a range of facilities that will be capable of generating income

First Floor Offices - 195 square metres of office space for lease on the upper level This will be accessible direct from Bridge Street with its own street address

Current commercial rentals in Murray Bridge suggest that a gross annual rent in the order of $3500000 could be expected

Other income generation opportunities include

Cafeacute

Kitchen (either linked to the cafeacute or as a separate entity for catering opportunities)

Auditorium and Foyers (community functions weddings conferences corporate training

Source httpwwwmurraybridgesagovauwebdataresourcesfilesgrieve_gillet_reportpdf

Notes from Interview with Murray Bridge Town Hall Project

Summit Strategy conducted a phone interview with Faith Box Team Leader Community Development at the Rural City of Murray Bridge in South Australia to gain further information and insights into the redevelopment of the Murray Bridge Town Hall

The project commenced in 2003 and six years of Council planning took place before the Town Hall redevelopment commenced

Some local art groups took residence in the largely unused Town Hall building and developed a small art gallery ndash the visual art concept for the building grew

from this

A project management team was established and made up of elected members Council staff community stakeholders project architect and local builder

Membership changed over time as the project progressed

It was noted that the architect needed to have extensive theatre design experience

It was never intended for the building to be self-sustaining Council was aware that it would need to subsidise the operation of the building

Murray Bridge has a population of around 29000

Primary Uses The redevelopment was staged as follows

1st Stage

Murray Bridge Regional Art Gallery Premium art space which became a visual arts hub First stage showed the community the potential the building could have

2nd Stage

$750000 renovation ($500000 from Country Arts) Sculpture Court Shared space

3rd Stage

$4M redevelopment of rest of building

Auditorium ndash state of the art AV lighting seating etc

Workshop spaces for visual arts

Storage spaces

Green rooms meeting rooms conference spaces

Office space ndash for some Council staff

Foyers

Kitchen

Dressing rooms

Amenities

Options for Sixth St

Options for Sixth Street are currently under community consultation

Sixth Street is in the centre of town

Strong willed business stakeholders are worried about losing parking outside their businesses

Council plan to continually upgrade the street to become a shared space but as a gradual process

Governance amp Income

Managed by Council ndash wages maintenance etc

Some formal arrangements ie one community group gets free use of spaces in return for running gallery shop

Some bookings are charged to user exhibitor but most exhibitions are sourced and paid by Council

No charge to consumers for gallery viewing

The cost to Council per annum is significant

Building could never be completely self-sustaining ndash performing arts could be but visual arts cannot

Challenges

Heritage listed building in centre of town

Ingrained in community ndash didnrsquot want to see building knocked down

Strong willed stakeholders ndash including business owners in Sixth Street

Potential loss of parking in Sixth St

Not self-sustaining

Long planning process

Stage One Stakeholder Engagement

Stakeholder Meetings

Andrew Towns from Summit Strategy has had conversations with a range of community and industry stakeholders in relation to this project These include

Huon Valley Council Councillors

Huon Valley Council Officers

Foresty Tasmania

Tahune Airwalk

Geeveston Archives and History Society

Destination Southern Tasmania

Makers on Church Street

Southern Furniture Design Centre

Harcourts Real Estate Huonville

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Stakeholder Workshop

A stakeholder workshop was held on Wednesday 13th May 2015 at the Geeveston Town Hall The purpose of the workshop was to meet with project stakeholders to identify and discuss opportunities for the Geeveston Town Hall building including

The importance of the Town Hall to the community living in Geeveston and the visitors to the area

The role of the building in the mix of retail and tourism service offerings within the township and

Opportunities for development of the building

The workshop provided Summit Strategy with a list of community driven overarching objectives and goals that the building should aspire to as well as a range of ideas for the future use of the building This input has been utilised in developing the ldquoVision and Objectivesrdquo section below and the potential future uses for the building

Objectives Identified by Community Stakeholders

From stakeholder discussions to date a number of key issues have been identified that are the drivers of value and sustainability for the Geeveston community

It is important to recognize that there are many community and business groups who will be affected by the performance of the Town Hall and it is thought that the building and its future use will have a direct impact on many facets of the life of people in and surrounding the township and the Huon Valley Region

The objectives recommended below have been distilled from various community input and detailed discussion with Huon Valley Council The stakeholder workshop held on the 13th May 2015 elicited the following overarching objectives and goals that the building should aspire to

The question was asked ldquoWhat are some valid objectives for the site or put another way what should our Town Hall be a part of achieving for the placerdquo

Objective Goal Classification

1 Be owned and run by the community ndash direct involvement Eg Community Board of Management

Governance

2 Be a driver for visitation to Geeveston ndash including overnight visitation To encourage a longer length of stay

Economy ndash Tourism

3 Boost the local economy Economy

4 Be an attraction in its own right separate to the Tahune Airwalk Economy - Tourism

5 To strive to be world class Community

6 Reflect the heritage of the area Have links to current amp future development initiatives for the area ie bike track Heritage Park existing retail

Economy ndash Tourism Community

7 Integration of offerings within the area ndash be a connector Community Economy

8 Be respect the culture history and heritage of the area Historical society to be linked to centre but not placed in the centre

Economy - Tourism

Tell our stories from past current and future Communicate where wersquore going

9 Attract creative industries to the area Economy Community

10 Contribute to the economic and community wellbeing of the local area and region ndash direct benefits Economy

11 Ongoing financial sustainability Operational Sustainability

12 Maximizing the availability of community capital for cost effective resourcing ndash volunteers sponsorship Operational Community

13 Bringing the community together ndash to develop a sense of community pride and ownership Community

14 Inspire and educate our children Community

15 To connect our community and town to the region and to the world Utilise technology to achieve this Internet access for visitors

16 Exploit market opportunities that create new offerings and investment Economy

17 Encourage confidence for investment To achieve relevance distinctiveness motivating ndash is our identity right

Economy

18 To be vibrant dynamic and contemporary ndash not a museum Re-think museum

Community

Potential Uses Identified by Community Stakeholders

The stakeholder workshop identified the potential future use ideas

Gallery space for world-class exhibitions

Flexible events space and linkage to existing events

Agritourism experiences

Food amp beverage offerings o Seafood aquaculture o Fruit ndash apples cherries o Ciders amp wines o Local food hub ndash provedore o Linkage to farmers market

Art amp craft offerings

Timber history heritage and current offerings

Contemporary interpretation of history amp heritage

Access point for National Parks World Heritage Areas

Linkages to waterways

Tourism o Visitor precinct hub o Visitor information centre o Tourism operators o Linkage to Tahune Airwalk amp Hastings Caves

Accommodation

Small business

Restaurant cafeacute

Meeting conference training amp event space

Linkage with external experiences o Heritage Park o Bike track o Geeveston main street ndash pedestrian mall

Township streetscape theme o Heritage of area o Interpretation o Experiences

Geeveston Town Hall SWOT Analysis

Strengths

Ideal location in centre of township and on the main street

Ample parking adjacent to the building

Close proximity to Heritage Park

Significant and flexible floor space

The lsquohallrsquo design of the building lends itself to modernisation and resetting without significant structural works

Highly interested and committed local resident and business community

There are number of commercial players who have demonstrated strong interest in co-location and or managing operations for the building

Existing banking tenant is stable and critical to the function of the town

The building has a long history of supporting tourism history culture and heritage

The building supports around 40-60000 visitors per year (based on discussion and estimates from data)

The building is structurally stable maintainable and low cost in its current form

Weaknesses

In its current format the building does not encourage visitors to stay and enjoy the place

The building lacks lsquostreet appealrsquo and is perceived as a lsquoclosedrsquo building

The building has little linkage to the streetscape and is therefore difficult for visitors to access and to appreciate the surrounding offering of main street

Geeveston

The floor space is currently grossly underutilized

The current gallery space on the mezzanine floor is of a very low quality when compared to other sites of this type

The existing model of a singular tenant focused on its own operations has seen a reduction in general benefit to the broader community and businesses in the

The building has some potential underlying ageing issues in its mechanical infrastructure ie electrical system

A very low level of local community engagement and use even though there is a high desire to do so

Opportunities

Refocus the buildings purpose on engaging visitors and representing its region

Integration of industries through a multi-purpose occupancy model

To reinvigorate the asset as a dynamic and contemporary building that the community can be proud of and that is in itself an attraction

A significant opportunity to redesign the floor space to accommodate multiple uses whilst at the same time providing for flexibility into the future

To position Geeveston via the Town Hall as the gateway to the southwest

To encourage an orientation of the building toward the key surrounding public infrastructure eg Heritage Park main street

To encourage connections to other surrounding townships and attractions

To encourage commercial operators to consider proposals to locate their businesses and integrate with others for mutual benefit through communication of

clear intent and design

To support community building and engagement within the building by creating flexible spaces that can be utilised by the community (community groups

volunteer groups)

Establishment of a commercial basis of investment and operation within the building that is not wholly government funded and subsidised

To encourage investment and employment through the attraction of new business players and industry spending

Threats

Diversity of community conflicts may cause a fragmentation of the concept for the building and negatively affect the outcome for all

Availability of capital funding to redesign the buildingrsquos purpose

Inaction will cause a rapid and continual degradation of the tourism economy for the region

A lack of confidence in the region will constrain further tourism industry growth

The Geeveston township may become a more difficult place to live thus forcing families and workers to locate elsewhere

If Geeveston doesnrsquot reinvigorate itself in part through more effective use of the Town Hall other townships will outperform it and become more important

economically

Situational Summary

It is apparent that as a public asset Geeveston Town Hall has had a rich history albeit of recent times its operations have been inconsistent and disruptive

The asset is clearly one of great worth and holds great potential for the future In its current form the building does not provide adequate community and economic benefit and in fact without development will not aid progress for Geeveston and the surrounding region

There is significant support for the Town Hall to play a key role as a driver of the regional economy into the future however there are many competing priorities and ideas There are a small number of primary uses that have been identified that have great merit and a great many other minor uses that have far less utility and sustainability It is evident that the community see a role for both commercial and community enterprise involvement at the site into the future however it is unclear as to the feasibility of the proportions of these until further planning is completed

The primary driver for the local region now and into the near future is the tourism industry that has potential to be allied with the stronger industries within the region to maximize tourism experiences and promote the Huon Valley brand

The township of Geeveston has not been capturing its natural share of economic value from tourism in the past due to the performance of the township itself an undersupply of diversity of attractions and a lack of tourism support services

Although the Town Hall is the centre of Geeveston itself and a critical asset for the local economy it is not the panacea for industry underperformance or a lack of business vigor It is possible that Geeveston may well be a driver of confidence and greater integration of service providers and industry players but it will not in itself achieve that outcome ie there is other work to be done outside of the Town Hall to encourage economic progress

The Geeveston Town Hall has enormous potential as a public asset for adaptive reuse The section following focuses on that task and sets down the development concepts that we believe can be successful with a focus on both the short term requirements and the longer term vision for the township

Vision amp Objectives

Recommended Vision amp Intent for Geeveston Town Hall

To regenerate the strategic purpose and use of the Geeveston Town Hall as a building of regional significance that will be sustainably run as a community asset to create a balance of economic and community value that is sympathetic and respectful of the regionrsquos history its natural competitive strengths and inspires a future of collaboration and industry diversity

Recommended Objectives

The recommended objectives below are distilled from the feedback of stakeholders and have been agreed with Huon Valley Council

Perspective Objective

Community To tell our stories amp respect our history

To connect people with each other

To respect the culture history amp heritage of the area

To contribute to community wellbeing of the local area and region

Economy amp Industry To connect our town to the region and the world

To encourage new industries

To encourage employment amp confidence for investment

To offer our visitors great experiences

To be a driver for visitation to Geeveston and connect visitors to surrounding offerings

Operational To be active engaging vibrant dynamic and contemporary

To be an attraction in its own right

To maximize the availability of community capital for cost effective resourcing

Governance To achieve continuous and stable governance

To achieve ongoing financial sustainability

Development Strategy Options

In defining an acceptable strategy for development of the Town Hall and also one that has financial feasibility it is important to consider the medium to longer term demand that will be placed on the performance of the building from different sectors of the Geeveston and Huon Valley regional economy

With the downturn in the forestry sector and the unlikely rapid rejuvenation of the sector this cannot be a priority industry to service The forestry industry is a strong theme from the past however and there is significant heritage value in telling that story about the region and one that will be of interest to visitors if told in a compelling and engaging way

The recognised natural advantages that the region holds in wilderness waterways and environment present significant opportunities for the development and growth of the tourism industry into the future This industry is in a relatively early stage of product and experience development and the supply of accommodation hospitality and tourism support services is lower than existing demand requires In short the township has not been capturing its natural share of economic value from tourism in the past due to the undersupply of diversity of attractions and support services (ie accommodation) Geeveston and the more southern region to it is well noted as a ldquoday triprdquo destination from Hobart or Huonville

It is critical that the Geeveston area offers accommodation hospitality social space and additional retail opportunities to visitors into the future The key question is ldquoWhat will be the driver of change to encourage investmentrdquo There must be a catalyst or even a series of them that are integrated that offer private enterprise the confidence to establish operations in the area

Can the Geeveston Town Hall be one of these catalysts to change of the local economy Our argument is that is can be but only for certain purposes of use

It can be a driver of change and development for the following

1 Tourism promotion and visitor information services

2 Vibrant and engaging creative industries (including story-telling and museum)

3 Social and community events of significance

4 Integration and collaboration of industries

Uses that are not appropriate in our view are as follows

Use Reasoning

Manufacturing Significant goods in goods out operations may be highly counterproductive for tourism operations and the linkage to car parking services Additionally materials manufacturing is likely to produce waste that is unsuitable for other uses

Office space (excepting primary purpose office requirements)

Office space is in low demand and is low value and is likely to restrict the volume of use for other purposes that are more important

Accommodation The site will never support the special requirements necessary to develop substantial

accommodation facilities and is not able to be adjusted easily into the future leaving the site wholly focused on one primary activity

Wholly government funded operations (ie library radio station health offices)

Due to the volatility of government occupancies and the cyclical nature of centralisation and decentralisation government agencies are often a disruptive tenancy for this specific building type Additionally the building is best focused on encouraging private commercial and community enterprise economic development

This feasibility whilst recognising the potentials must also account for the gaps in supply and economic activity

Proposed Scope of Use

Economic growth for Geeveston

Visitor Information

Centre

Museum interpretation

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Primary Options for Development and Use

The following table outlines a variety of purposes that we believe are valid for the Geeveston Town Hall however the special characteristics and use detail needs to be further developed in conjunction with the project architect Preston Lane

Purpose Use Potential Occupant Use Detail Scale of Site Use Revenue Potential Building amp Capital Cost Impact

History amp Heritage Museum interpretation center operator

Historical displays and artefacts managed by the community and Geeveston Archives and Historical Society

Moderate at 20 of the site

Funded via visitor donation subsidised by Council (granted use of public assets or donations)

Low impact

Hospitality (Retail) Cafe

Restaurant

Commercial kitchen

Cafeacute and or restaurant with commercial kitchen for community use

Significant at around 20 of the site

Commercial rates for rented area

Potentially significant dependent on design However mechanical engineering likely to be the greatest cost Commercial kitchen is the largest impact

Community Events Flexible space Flexible space available for rental for use by community groups local artisans and commercial operators

Moderate at around 25 of the site

Sessional rates subject to operator approval

Due to the need to be flexible this space is likely to be low cost but will need to be highly durable due to traffic demands

Gallery and exhibition space

Flexible gallery and exhibition space for interactive displays presentations and curated exhibitions

Should have a moderate impact if appropriately designed and fitted

Tourism Visitor Information Base for a satellite visitor Minimal at around 10 Commercial rates for Low impact and low

Centre information centre that focuses on Southwest accommodation experiences and attractions Offering retail local goods

of the site rented area cost

Integrated tourism operations

Collaboration of Southwest tourism experiences involving tour operators and guides adventure tourism and agritourism suppliers

Medium at around 10 of the site

Likely to be delayed partly funded by building owner and finished by tenant

Seafood experience centre

Showcase of Tasmanian Salmon and shellfish based seafood that Tasmania operates as commercial fisheries

Potential linkage with hospitality operator

Potentially a significant cost due to the uniqueness of the experience and subject matter Potentially a long term attraction

Public amenities Public amenities with access from inside the building

Must include a lift to accommodation the elderly disabled and heavy goods

Minor at less than 5 of the site

Non-lettable area Moderate cost but requires significant works due to its current location and state

Stages of Development

The redevelopment of the Geeveston Town Hall can be broken into three key stages

Stage One ndash reset the base to achieve appropriate and timely economic benefit ie capture the ldquolow hanging fruitrdquo

Stage Two ndash repurpose for the community and visitors

Stage Three ndash encourage service industry growth amp strategic linkages

Stage One ndash Reset the Base ndash prior to Summer 2015

Demand Drivers Opportunities for Use Site Impact Timing

Visitors to the region

Surrounding tourist attractions

To reinstate a Visitor Information Centre on site that also sells local handmade goods either as stock items or on consignment with strong linkages to the designers retailers

The TTIC must have the ability to represent the region in a compelling way there must be clear interpretation of the region

(lower floor)

Significant generator of visitation to Geeveston encouraging increased length of stay and spend

Prior to 201516 peak tourism season ie Spring 2015

Local handmade arts and crafts

Local markets and events

Community engagement

To include a flexible space that can satisfy community events for local and tourism purposes

(lower floor)

Low given that use is likely to be a mix of exhibitions events and meetings

Unknown at this stage dependent on architectural concept stage

Cultural and heritage To reset the museum component to the upper floor only and include a gallery space that could house exhibitions from local and Tasmanian artists

(upper floor)

Moderate refit impact however full implementation would result in a high impact

Staged development is warranted

Stage one would commence immediately ie prior to summer 2015

Full implementation by end 2016

Stage Two ndash Repurpose for Community and Increase Capacity ndash through to Dec 2016

Arts and craft community Rentable exhibition space for art and craft designers with potentially significant curated exhibitions into the future

Modest to low given the need to meet minimum standards and be a flexible exhibition space Security and environmental quality issues will be primary

At earliest early summer 2016

Cultural and heritage Full modernization of the cultural and heritage presentation of the region

ldquoRe-think museumrdquo

Significant on both space utilisation and required quality of fit out

Maximising artifacts and interpretation value

Long term design

Timing unknown at this stage

Community engagement Development of community enterprise taking a proactive hand in utilising the sitersquos flexible area encouraging creativity and connection

Unknown at this stage dependent on architectural concept stage and how quickly the community enterprises can develop use activities

To include at least one high quality cafeacute restaurant underpinned by a commercial kitchen that can also run community events

(lower floor)

Significant due to hospitality kitchen requirements and goods storage and inout facilities

Commencement as soon as practicable however operator identification will force a delay ndash Winter 2016 is the ideal development timing

Stage 3 ndash Encourage Service Industry Growth amp Strategic Linkages

Creating a tourism hub Potentially some integration of tourist services onsite Yet to be defined in greater detail

Post 2016 summer period

Creating connections with Heritage Park and its development

Some examples include bicycle hire storage of key rentable equipment music festival outdoor arts displays etc

Emerging linkages that are yet to have clarity

Unknown

Creating connection with surrounding townships

ie via bike track maps and presentations

Accommodation and stop over locations Services offered at regional locations

Unknown

Creating connections with the wilderness

ie tour operators

Possibility for Geeveston to be the marshaling point for all visitors entering for experiences such as boating kayaking biking bush walking and wilderness visits This may require a range of facilities to accommodate

Unknown

Linkages to local industries Creating connections with the aquaculture industry

ie salmon experiences Massakirsquos Sushi alliance

Related to food tourism and food offerings Could be significant if a seafood experience centre is the concept eg aquarium and other features

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

FINAL FOR HUON VALLEY COUNCIL MEETING

20TH August 2015

The Future

Geeveston Town Hall ndash the futureBusiness PlanFINAL for Huon Valley Council meeting Page | 2

Contents

Executive Summary 4

Geeveston Town Hall Situation 6

The Township of Geeveston 6

Geeveston Town Hall Context 7

Situational Summary amp Opportunities 11

Geeveston Town Hall ndash the future 12

Community Engagement ndash Stage One 12

Vision 12

Objectives 12

Scope of Use 13

Primary Options for Development amp Use 14

Design Concept 14

Community Engagement ndash Stage Two 15

QVMAG Comparison and Insights 22

Business Strategy 23

Core Business 23

Differentiation 23

Value Proposition 24

Product amp Experience Offering 25

Economic Impact 27

Implementation Planning 29

Staged Implementation Overview 29

Detailed Implementation Plan 33

The Business amp Financial Model 37

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

This business plan has been generated within the context of planning for the future of the Geeveston Town Hall (GTH) within the Geeveston Town Hall ndashthe future project Of recent times it has become apparent that the current occupant of the GTH would exit the premises and Huon Valley Council (HVC)as building owner are seeking to identify feasible uses for the future that will benefit the economy of the region and maintain the building and maximisebenefit to the community into future

This project has considered the issues surrounding the economy of the area the previous uses of the building community engagement ideas and feedbackand examples from other parts of Australia and the world in circumstances where a historical public asset requires a new future

1 Visitor Information Centre (VIC)

2 Museum

3 Commercial Gallery

4 Events

5 Hospitality services (cafeacute restaurant)

Architectural concepts have been developed demonstrating how the building could be renovated improving its utility for these purposes and alsoimproving the main street of the town including greater open public area surrounding the building on the main street connection to Heritage Park and thetownship car park

These concepts have been offered for public consultation and the response from the public has in the main been positive Many residents and interestedstakeholders have rated the concepts highly when comparing them to the vision for the GTH There are issues to be dealt with and such items as publictoilets introducing competitive hospitality services within the town and capturing value from the regionrsquos tourism market have all been raised by thepublic These concerns are addressed in this plan and will be further addressed in future planning efforts in conjunction with HVC and key stakeholdergroups

It is proposed that the GTH be operated in future by an independent new company limited by guarantee (GTH Co) run by a community Board balancedwith representatives from the key stakeholder groups This organisation would contract with HVC for the head lease of the building and would operate thesite as agreed within that document The GTH Co would focus on the various offerings within the business plan and operate a not-for-profit business togenerate economic benefits for the town and the broader region

The redevelopment of the Geeveston Town Hall will take a staged approach and can be broken into three key development stages

bull Stage One ndash reset the base to achieve appropriate and timely economic benefit

bull Stage Two ndash repurpose for the community and visitors

bull Stage Three ndash encourage industry growth amp strategic linkages

Stage one involves the establishment of an operating entity for the GTH building the reinstatement of a Visitor Information Centre on site the redesign ofthe museum to the upper floor and the development of flexible space that can satisfy community events for local and tourism purposes and includes agallery space for community exhibitions

It is envisaged that a fully functioning Visitor Information Centre and Museum would be operating by the end of November 2015 in time for the peaktourism season

Stage two would involve significant capital works to repurpose the building for the community and visitors for the future This stage includes transitioningto a commercial gallery fully modernising the museum utilisation of the sitersquos flexible community space and the development of a high quality cafeacute restaurant underpinned by a commercial kitchen Consideration would also need to be given to the location of new public amenities and the timing of suchdevelopment

Stage three is largely unknown at this time but it is envisaged that it would encourage industry growth and strategic linkages into the future

A critical success factor in the implementation of stages two and any other future development is the achievement of funding to execute the buildingcapital works This would involve grant funding and co-contribution funding

The financial operational forecasts demonstrate that with prudent management the building can be operated at a profit and can contribute rent to thebuilding owner The visitor centre is a significant operational unit which captures value from the available tourism market and positions the town as a keygateway to the far south The building operator will employ staff and contribute generally to the economy of the township as it will require products andservices to operate many of which will come from the local suppliers

There will be a requirement to fund the establishment of the new operating company and also the visitor centre This will need to be in the form of smallassets and also some operational cash flow to enable the commencement of operations HVC must be a leader in the establishment of these newoperations and should consider how they may be funded

Geeveston Town Hall Situation

The Township of Geeveston

The forest township of Geeveston is the gateway to the Great Southern Forests and home to the popular attraction the Tahune Airwalk

Total visitor numbers to the Tahune Airwalk have remained steady at around 70000 tickets sold per year for the past 3 years of which around 30 are soldthrough the Geeveston Forestry and Heritage Centre

There are estimates ranging from 40000 ndash 60000 people visiting the Geeveston Forestry and Heritage Centre on an annual basis to seek information aboutsurrounding attractions experiences eateries and accommodation As much as staff are helpful and offer personal recommendations visitors are unableto purchase or book anything other than tickets to the Tahune Airwalk and tourism art and craft merchandise The closest VIC is located at Huonville

Furthermore there is an undersupply of accommodation options for all segments of the market The number of visitor nights captured in Geeveston hassignificantly decreased over recent years as new accommodation has come online in both Huonville and Cygnet The room stock available in Geeveston isrelatively unchanged and there is opportunity to capture a larger share of visitor nights

There is also a gap in the supply of hospitality services for visitors There are currently three hospitality providers in Geeveston and it is noted that there isan inconsistency in business operating hours and the township services are limited after 4pm Particularly during daylight savings months there isopportunity to provide dinner offerings and to capture a higher share of visitor spend on food and beverage within Geeveston overall

As the ldquogatewayrdquo town to the far south Geeveston is centrally located for visitors to access a range of wilderness waterways and environmentally basedtourism experiences However there appears to be a significant gap in the supply of wilderness and agritourism attractions and experiences for visitors

There is a lack of dynamism and contemporary presentation for the history and heritage of the region Capital expenditure on the streetscape and the mainstreet buildings has been very minor with little change over many years The format of the current Geeveston Forestry and Heritage Centre displays is notcontemporary and is not managed to actively encourage re-visitation

Visitors to Geeveston are not inspired to stay and spend time as the current township facilities and amenities lack appeal and do not encourage a feeling ofcomfort and enjoyment

Geeveston has significant issues in relation to the township roadways and how they encourage visitors to enter the main street Signage traffic flow andtownship appeal are all important factors for the future in making Geeveston a more successful township and visitor experience

In short the township has not been capturing its natural share of economic value from tourism in the past due to the undersupply of diversity ofattractions and support services Geeveston and the ldquoFar Southrdquo are well noted as day trip destinations from Hobart or Huonville Geeveston needs toreposition itself as a lsquogatewayrsquo to the Far South to capture its fair share of market value

Geeveston Town Hall Context

The Town Hall was formerly the municipal offices for the Esperance Council and has continued to provide a central focus for the community It operated asa visitor information centre and forestry interpretation centre through until March 2010 under the management of a not-for-profit community businessmodel

The Geeveston townsfolk consider the Town Hall as the heart of their community having a long term social investment in the building The centre has astrong volunteering history and is seen as a key economic driver for the town As the centre of the town it is strongly associated with community feelingsof well-being and attractiveness for tourists and investment

It is evident from the community and stakeholder engagement to date that there is a strong feeling and will from the community members that they wishto activate the Town Hall and create value not only for the community directly but also to create and promote good and services that visitors would see asvaluable There are a number of examples of community events and emerging collaborative initiatives that are indicators of the willingness for change

The Geeveston Town Hall is a public asset owned and maintained by the Huon Valley Council The Council will continue to act as a facilitator of communityand economic development and management of the asset for strategic value into the future But they do not wish to deficit fund the operations of thebuilding into the future Any future operations need to provide long term sustainability

The Huon Valley Council owns the Geeveston Town Hall building and currently leases the area to Forestry Tasmania Forestry Tasmania does not intend tocontinue occupying the site

Forestry Tasmania has operated from the town hall building for the period since June 2010 under the name Forest amp Heritage Centre This businessincludes the sale of Tahune Airwalk tickets sale of merchandise an interpretive display of forest heritage educational displays in relation to forestryoperations community displays of heritage artefacts and displays of artworks and similar activities Historically it also included woodworking displays andsimilar activities

Current use of the site has been noted by stakeholders as not being of high enough significance and dynamism to enable the site to become a driver ofvisitation and community connection into the future More specifically the nature of the museum and gallery spaces are poorly aligned to the needs of

visitors and are not managed as an engaging and changing experience It has been noted by many that the current format of display and interaction withvisitors would not encourage repeat visitation

The primary purpose of visitation in the past has been to purchase Tahune Airwalk tickets and to connect with locals on what to do and see in the areaGeeveston is ideally placed as a stopping point to gather provisions directions and to organise experiences in the South West

Although the Town Hall was once the site of a Tourism Information Centre it has not officially operated in that capacity for some years Instead theForestry Tasmania staff perform this role in a non-official capacity The people working with Forestry Tasmania in the current Forest and Heritage Centrehave shared roles at the Tahune Airwalk and they are also locals living in the area They are highly qualified to be the most effective advocates for thetownship and all tourism and visitor activities the region has to offer

Locals and residents are not currently encouraged to visit the Town Hall as it does not provide any services or experiences that they would be greatlyinterested in Stakeholders interviewed report that they have a strong sense of ownership and attachment to the building but no real motivation to beregularly involved Even the Geeveston Records and History Society are rarely involved in the site to organise events or to manage the presentation layoutfor the heritage displays

For all intents and purposes as a tourism social and community asset the site is almost dormant The one saving activity is the sale of Tahune Airwalktickets and the promotion of other experiences whilst servicing these buyers But critically for the township there is very little value capture from thisactivity

The Town Hall as a facility is ideally positioned to play a significant role in the rejuvenation of Geeveston and surrounding areas

Some observations include

bull The Town Hall has always been a central point of visitation to the township but in its current format cannot encourage visitors to stay and enjoy

the place

bull The central main street location in the Geeveston township is ideal but the building faccedilade and its heritage architecture require architectural

advice to plan for contemporary commercial and community use

bull The building lacks lsquostreet appealrsquo and is perceived as a ldquoclosedrdquo building that has little linkage to the streetscape and is difficult for visitors to access

and to appreciate the surrounding offering of main street Geeveston

bull There is ample parking adjacent to the building that already services commercial and private road users

bull The building is within close proximity to Heritage Park that currently has a master plan under development

bull The building has a significant floor space that is grossly underutilised from a utility and a productivity perspective

bull The current gallery space on the mezzanine floor although holding a number of important artefacts is a very low quality gallery when compared to

other sites of this type

o Observation of the site indicates that it has significant acoustic issues if used for multiple purposes

bull The ldquoHallrdquo design of the building lends itself to modernisation and resetting without significant structural works

bull The building will require an engineering review prior to any development but our assessment is that it is a highly stable structure with great

potential for refitting for multipurpose use

Strengths

bull Ideal location in centre of township and on the main street

bull Ample parking adjacent to the building

bull Close proximity to Heritage Park

bull Significant and flexible floor space

bull The lsquohallrsquo design of the building lends itself to modernisation and resetting without significant structural works

bull Highly interested and committed local resident and business community

bull There are number of commercial players who have demonstrated strong interest in co-location and or managing operations for the building

bull Existing banking tenant is stable and critical to the function of the town

bull The building has a long history of supporting tourism history culture and heritage

bull The building supports around 40-60000 visitors per year (based on discussion and estimates from data)

bull The building is structurally stable maintainable and low cost in its current form

Weaknesses

bull In its current format the building does not encourage visitors to stay and enjoy the place

bull The building lacks lsquostreet appealrsquo and is perceived as a lsquoclosedrsquo building

bull The building has little linkage to the streetscape and is therefore difficult for visitors to access and to appreciate the surrounding offering of main

street Geeveston

bull The floor space is currently grossly underutilized

bull The current gallery space on the mezzanine floor is of a very low quality when compared to other sites of this type

bull The existing model of a singular tenant focused on its own operations has seen a reduction in general benefit to the broader community and

businesses in the area

bull The building has some potential underlying ageing issues in its mechanical infrastructure ie electrical system

bull A very low level of local community engagement and use even though there is a high desire to do so

Opportunities

bull Refocus the buildings purpose on engaging visitors and representing its region

bull Integration of industries through a multi-purpose occupancy model

bull To reinvigorate the asset as a dynamic and contemporary building that the community can be proud of and that is in itself an attraction

bull A significant opportunity to redesign the floor space to accommodate multiple uses whilst at the same time providing for flexibility into the future

bull To position Geeveston via the Town Hall as the gateway to the southwest

bull To encourage an orientation of the building toward the key surrounding public infrastructure eg Heritage Park main street

bull To encourage connections to other surrounding townships and attractions

bull To encourage commercial operators to consider proposals to locate their businesses and integrate with others for mutual benefit through

communication of clear intent and design

bull To support community building and engagement within the building by creating flexible spaces that can be utilised by the community (community

groups volunteer groups)

bull Establishment of a commercial basis of investment and operation within the building that is not wholly government funded and subsidised

bull To encourage investment and employment through the attraction of new business players and industry spending

Threats

bull Diversity of community conflicts may cause a fragmentation of the concept for the building and negatively affect the outcome for all

bull Availability of capital funding to redesign the buildingrsquos purpose

bull Inaction will cause a rapid and continual degradation of the tourism economy for the region

bull A lack of confidence in the region will constrain further tourism industry growth

bull The Geeveston township may become a more difficult place to live thus forcing families and workers to locate elsewhere

bull If Geeveston doesnrsquot reinvigorate itself in part through more effective use of the Town Hall other townships will outperform it and become more

important economically

Situational Summary amp Opportunities

The asset is clearly one of great worth and holds great potential for the future In its current form the building does not provide adequate communityand economic benefit and in fact without development will not aid progress for Geeveston and the surrounding region

There is significant support for the Town Hall to play a key role as a driver of the regional economy into the future however there are many competingpriorities and ideas There are a small number of primary uses that have been identified that have great merit and a great many other minor uses thathave far less utility and sustainability It is evident that the community see a role for both commercial and community enterprise involvement at the siteinto the future however it is unclear as to the feasibility of the proportions of these until further planning is completed

The primary driver for the local region now and into the near future is the tourism industry that has potential to be allied with the stronger industrieswithin the region to maximize tourism experiences and promote the Huon Valley brand Tasmania has an ever-increasing reputation for quality and uniquefood It also has an increasing number of agritourism businesses offering visitors food and beverage and interpretive experiences The Geeveston TownHall is in the ideal region to link in with this significant trend

The township of Geeveston has not been capturing its natural share of economic value from tourism in the past due to the performance of the townshipitself an undersupply of diversity of attractions and a lack of tourism support services

Although the Town Hall is the centre of Geeveston itself and a critical asset for the local economy it is not the panacea for industry underperformance or alack of business vigor It is possible that Geeveston may well be a driver of confidence and greater integration of service providers and industry players butit will not in itself achieve that outcome ie there is other work to be done outside of the Town Hall to encourage economic progress

The Geeveston Town Hall has enormous potential as a public asset for adaptive reuse

Geeveston Town Hall ndash the future

Community Engagement ndash Stage One

Community consultation has been undertaken during this process in accordance with the Councilrsquos Community Engagement Framework Initially stage onecommunity engagement was undertaken with key stakeholders at a workshop held on Wednesday 13th May 2015 The purpose of the workshop was tomeet with project stakeholders to identify and discuss opportunities for the Geeveston Town Hall building Follow up discussions were also undertakenwith a range of community and industry stakeholders in relation to this project

The community engagement undertaken as part of stage one provided Summit Strategy with a list of community driven overarching objectives and goalsthat the building should aspire to as well as a range of ideas for the future use of the building This formed the basis for assessment for the feasibility studyand the input has been utilised in developing the following vision objectives and scope of use for the building

Vision

To regenerate the strategic purpose and use of the Geeveston Town Hall as a building of regional significance that will be sustainably run as a communityasset to create a balance of economic and community value that is sympathetic and respectful of the regionrsquos history and its natural competitivestrengths and inspires a future of collaboration and industry diversity

Objectives

Community bull To tell our stories

bull To connect people with each other

bull To respect the culture history amp heritage of the area

bull To contribute to community wellbeing of the local area and region

Economy amp Industry bull To connect our town to the region and the world

bull To encourage new industries

bull To encourage employment amp confidence for investment

bull To offer our visitors great experiences

Geeveston Town Hall ndash the futureBusiness PlanFINAL for Huon Valley Council meeting

bull To be a driver for visitation to Geeveston a

Operational bull To be active engaging vibrant dynamic and contemporary

bull To be an attraction in its own right

bull To maximize the availability of community capital for cost effective resourcing

Governance bull To achieve continuous and stable governance

bull To achieve ongoing financial sustainability

Scope of Use

In order to achieve the communityrsquos vision and objectivesof tourism with services to promote the region making provision for high quality food and beverageand cultural experiences

Economicgrowth forGeeveston

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

To be active engaging vibrant dynamic and contemporary

To achieve continuous and stable governance

vision and objectives for the Geeveston Town Hall it is proposed that the building be setof tourism with services to promote the region making provision for high quality food and beverage whilst supporting a rich mix of community events arts

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

nd connect visitors to surrounding offerings

be set up for the primary purposeswhilst supporting a rich mix of community events arts

Primary Options for Development amp Use

The following primary use options are valid and sustainable for the Geeveston Town Hall into the future The staging of this development is outlined infurther detail under the Implementation Planning section below

The preferred opportunities for initial development are as follows

bull A Visitor Information Centre that provides clear interpretation of the region focuses on selling and promoting Southwest accommodation

experiences and attractions acts as a gateway to the lsquoFar Southrsquo maximises the regions tourism economy and also sells local unique goods with

strong linkages to the creative industries of the region

bull A high quality flexible Gallery Exhibition Space to house exhibitions from local and Tasmanian artists and craft designers with potentially

significant curated exhibitions into the future

bull A fully modernised Museum for cultural and heritage presentation and interpretation of the region

bull A flexible Events Space that will satisfy community events for local and tourism purposes and encourage development of community enterprise

creativity and connection

bull A public lift and amenities with access from inside the building

Further development opportunities in future years include

bull A high quality Cafeacute andor Restaurant underpinned by a commercial kitchen that can also run community events and functions

bull Collaboration of Southwest Tourism Experiences involving tour operators and guides adventure tourism and agritourism suppliers

bull A Seafood Experience Centre to showcase Tasmanian salmon and shellfish based seafood that Tasmania operates as commercial fisheries

Design Concept

Project architects Preston Lane established concept drawings based on the primary options for development and use outlined above The specialcharacteristics and use detail take into consideration the communityrsquos vision and objectives for the future of the Geeveston Town Hall

The concept drawings form Appendix A to this report and demonstrate how the building could be renovated improving its utility for these purposes andalso improving the main street of the town including greater open public area surrounding the building on the main street connection to Heritage Park andthe township car park

The key elements of the design concept include

bull Maintaining the integrity of the existing building

bull Celebrating the interior spaces and heritage of the building

bull Improving the appeal of the building within the streetscape through the re-arrangement of traffic flow

bull Providing a more pedestrian scale along the building edges through the widening of the footpath

bull Creating access through the building and providing linkages between the building and external spaces and beyond (towards the park)

bull Providing greater interaction with the building through the form of the extended works (on the carpark side) and

bull Making the new works subtle yet iconic with reference to the past through materials used

Community Engagement ndash Stage Two

From 15th to 24th July Huon Valley Council undertook community engagement to seek feedback on the primary options for development and use of theGeeveston Town Hall

All Geeveston residents and businesses received a letter inviting them to provide feedback via an online survey available on the Councilrsquos website Thecommunity engagement was also advertised throughout the wider region Community members were informed about the process to date the vision andobjectives for the building and were provided with concept drawings The survey contained a mix of both quantitative (data collection) and qualitative(open comment) questions and aimed to gauge the overall community support for the proposal

In total 84 responses were received via the online survey with additional submissions received from community members regarding the concept designs

In summary the survey provided positive results in all the questions raised regarding the proposal Many residents and interested stakeholders have ratedthe use concepts highly when comparing them to the vision and objectives for the GTH

The positive response received from the community engagement process indicates that the community will use contribute to participate in and supportthe future uses of the GTH building thus helping the GTH to become an attraction in its own right connecting people with each other and encouragingemployment and confidence for investment

The online survey results are detailed below

Quantitative Survey Results

619 of respondents agree that the plan supports the vision and objectives for the future of the Geeveston Town Hall (choosiagree) 143 of respondents disagree (choosing 1 ndashscale of 1-5)

619 of respondents agree that the plan supports the vision and objectives for the future of the Geeveston Town Hall (choosindash strongly disagree or 2 ndash disagree) 238 of respondents neither agree nor disagree (choosing 3 on the

Page | 16

619 of respondents agree that the plan supports the vision and objectives for the future of the Geeveston Town Hall (choosi ng 4 ndash agree or 5 ndashstronglydisagree) 238 of respondents neither agree nor disagree (choosing 3 on the

631 of respondents agree that the preferred use opportunities were appropriate into the future (choosing 4respondents disagree (choosing 1 ndash strongly disagree or 2

643 of respondents support the overall concept 131 of respondents do not support the o

631 of respondents agree that the preferred use opportunities were appropriate into the future (choosing 4 ndash agree or 5strongly disagree or 2 ndash disagree) 143 of respondents neither agree nor disagree (choosing 3 on the scale of 1

643 of respondents support the overall concept 131 of respondents do not support the o verall concept while 226 of respondents are unsure

Page | 17

agree or 5 ndashstrongly agree) 226 ofdisagree) 143 of respondents neither agree nor disagree (choosing 3 on the scale of 1 -5)

verall concept while 226 of respondents are unsure

Positive responses were received to how the community would see themselves engaging with the GTH building into the futurethey were very supportive of the various uses within the building using the services themselves contributing andor participating in events at the site andtaking visitors to the site Many respondents envisaged paid and volunteer job opportunities within the GTH building

Positive responses were received to how the community would see themselves engaging with the GTH building into the futurevarious uses within the building using the services themselves contributing andor participating in events at the site and

taking visitors to the site Many respondents envisaged paid and volunteer job opportunities within the GTH building

Page | 19

Positive responses were received to how the community would see themselves engaging with the GTH building into the future The public indicated thatvarious uses within the building using the services themselves contributing andor participating in events at the site and

Demographic Information

Page | 20

Qualitative Survey Responses

Survey respondents were also invited to provide general comment regarding the proposal There are many comments that applaud the concepts and usesidentified Overall the results of the survey were very positive however it is noted that several areas of concern were raised which broadly cover five mainthemes

A copy of the written comments received via the online survey is included in the Summary of Survey Results report

Area of concern Summary of comments Proposed Response Action

Cafeacute commercialkitchen

Some concerns raised around the inclusionof a cafeacute due to competition in hospitality inthe township However respondents werenot necessarily opposed to a commercialkitchen or restaurant being available in thebuilding

It is noted that the proposed cafeacute restaurant commercial kitchen is not identifiedas part of the stage 1 implementation but will be considered as part of the nextstage of the project

Some respondents included verbatim comments asking for another cafeacute not to beallowed in the town These comments do not seem to have any other basis otherthan to constrain competition in favour of existing shop retailers in the township

This area of community concern is further addressed in the Economic Impact sectionbelow

Public toilets Some concerns raised around the locationand availability of public toilet facilities inGeeveston

The location of public toilets will be considered as part of future stages of projectimplementation

Currently visitors to Geeveston are not inspired to stay and spend time as thecurrent township facilities and amenities lack appeal and do not encourage a feelingof comfort and enjoyment

It is important that the location of public toilets be well considered as the businessplan aims to increase visitation to Geeveston and capture a greater share ofeconomic value from tourism Timing will also need to be considered in terms offuture stages of implementation and other developments being undertaken in thetownship

Traffic management car parking

Some concerns raised around the impact ontraffic flow from widening the footpath in

Traffic management considerations will form part of the planning in futureimplementation stages and would need to comply with relevant procedures and

Church Street and car parking availability inGeeveston

regulations

Geeveston has significant issues in relation to the township roadways and how theyencourage visitors to enter the main street Signage traffic flow and townshipappeal are all important factors for the future in making Geeveston a moresuccessful township and visitor experience

Timber veilsurrounding thebuilding

Some concerns raised that timber and steelwould not suit the timber heritage feel ofthe Geeveston township

It is noted that the concept drawings provided to the community incorporating thetimber and steel veil are concept only at this stage and that final plans will not beapproved until future stages of the plan are implemented

Sale of TahuneAirwalk tickets

Concern was raised that there was nomention of the sale of Tahune Airwalktickets in the building

It is regarded that the sale of Tahune Airwalk tickets is a critical componentattracting visitors to the township of Geeveston and also an important point ofvalue capture that can assist in sustaining Geeveston Town Hall operations The saleof Tahune Airwalk tickets is part of all stages of the Business Plan and included inestablishment of a fully functioning Visitor Information Centre on site

QVMAG Comparison and Insights

Richard Mulvaney Director of the Queen Victoria Museum and Art Gallery (QVMAG) was interviewed to gain a perspective on the donations policy andvisitor engagement experience of the QVMAG

Annual visitors to QVMAG are around 138000 visitors per annum The museum is a significant facility incorporating many partner and allied organisationsIt is a major draw card for the city of Launceston and a significant events venue With an operating budget of approximately $32M from State of Tasmaniaand around $12M from Launceston City Council the facility is a large publicly run enterprise

Their donations experience is that they achieve less than $2 average per visitor However it has been noted that the profile of visitors is important to this asa high proportion of locals would reduce donation performance It is noted that GTH has a high proportion of mainland and international visitors

There are three donations boxes within QVMAG They are constructed as double sided as many visitors will donate on the way out at the end of theirexperience Merchandising and museum shop is an important element that augments the museum and gallery experience Also the hiring of rooms formeetings and events is a great way to encourage visitation and involvement of the business and various industry communities

Business Strategy

Given the economic and social situation of the Geeveston Township and its surrounding region it is critical that drivers of economic demand and progressare in place for the future The investigations and concept developments at the time of developing this business plan are focused on development of theGeeveston Town Hall and the business concept behind it that will drive the economy of not just the township but also the broader region

This strategy must be focused on delivering the strategic development of this key public asset to create a building and experience of significance to drivesocial collaboration tourism development and industry development The clear strategy of focusing the building on tourism is compelling particularly forthe purposes of

bull tourism information for the region (incorporating product and experience sales)

bull creative industries (exhibiting and selling regional art and designed goods)

bull agritourism (hospitality food experiences) and

bull history and heritage museum (stories of the past display and exhibition of key artefacts experiences and interpretation)

It is also clear that this building should be managed by an independent organisation to that of its Government owner This has the benefit of ensuring thatcommercial principles underpin the development management and sustainability of the enterprise and its strategic partnerships In doing this Huon ValleyCouncil as ldquoasset ownerrdquo can have a relationship with a single ldquooperatorrdquo This ldquooperatorrdquo can either run internally or outsource the running of the variousservices that the building will offer

Core Business

The core business of the Geeveston Town Hall will be to facilitate the development and management of a significant building that will house services thatare important to the region The core business of the building will relate to tourism and hospitality creative industries and community engagement

The core business must generate economic value for the building to support its maintenance and its services sustainability and also generate flow oneffects to the surrounding economy

Differentiation

The Geeveston Town Hall must differentiate itself from other attractions within Tasmania by using the following factors

1 Creating a unique identity for the Geeveston Town Hall building which reinforces Geevestonrsquos positioning as the gateway to the lsquoFar Southrsquo

2 Designing and developing a unique building that is in itself a building of significance within the region and Tasmania

3 Offering unique experiences to encourage interest

4 Maintaining momentum and dynamism in the content that is onsite to encourage revisitation

5 Achieving greater community engagement and involvement ie development of community enterprise and

6 Gaining involvement of industry players to drive diversity and synergies that generate sustainability outcomes and strengthen the offering and

provide reasons to visit Over time the Geeveston Town Hall will develop greater levels of collaboration between tourism creative industries and

agribusiness sector businesses

Value Proposition

The following are elements of the value proposition for the Huon Valley economy for the development of the Geeveston Town Hall

bull The GTH will become a destination in itself with strong branding and positioning to create an identity for the building and township of Geeveston

bull Geeveston will become a gateway to the ldquoFar Southrdquo driving visitation to the region and capturing an increased share of tourism value through the

promotion and sale of tickets to surrounding attractions and experiences including the Tahune Airwalk

bull The GTH will offer a centralised presentation opportunity for the regionrsquos industries and encouraging greater synergies within industries such as

tourism agritourism and creative industries creating confidence for investment

bull The on-selling and reselling of unique local goods and services will help to support and promote the regionrsquos creative industries

bull The GTH will encourage the development of community enterprise volunteering and community involvement

bull A service level agreement between GTH Co and HVVC will achieve cost efficiencies through staff and technology sharing between the two sites

bull Huon Valley Councilrsquos planned redevelopment of Heritage Park will increase access and linkages to the GTH and the main street and continue to

develop Geeveston as a destination for locals and visitors

bull Proposed traffic management and car parking changes within the township will enable greater access to Geeveston for both vehicles and

pedestrians

bull Staged implementation of changes to the GTH building will encourage other planned changes in the township and allow time to adapt

Product amp Experience Offering

Purpose Use Use Detail amp Benefit Target Markets

Tourism Visitor Information Centre A Visitor Information Centre that provides clearinterpretation of the region focuses on selling andpromoting Southwest accommodation experiences andattractions acts as a gateway to the lsquoFar Southrsquomaximises the regions tourism economy and also sellslocal unique goods with strong linkages to the creativeindustries of the region

Intrastate interstate ampinternational tourists

Local residents (with visitingfriends amp relatives)

Creative industries (unique goodsfor sale on consignment)

Integrated tourism operations Collaboration of Southwest Tourism Experiences involvingtour operators and guides adventure tourism andagritourism suppliers

Seafood experience centre A Seafood Experience Centre to showcase Tasmaniansalmon and shellfish based seafood that Tasmaniaoperates as commercial fisheries Potential linkage tohospitality provider

History amp Heritage Museum interpretation center A fully modernised Museum for cultural and heritagepresentation and interpretation of the region Historicaldisplays and artefacts managed by the community andGeeveston Archives and History Society

School groups

Community Events Flexible space A flexible Events Space that will satisfy community eventsfor local and tourism purposes and encouragedevelopment of community enterprise creativity and

Local residents

Local businesses workers

connection Social enterprise

Gallery and exhibition space A high quality flexible Gallery Exhibition Space to houseexhibitions from local and Tasmanian artists and craftdesigners with potentially significant curated exhibitionsinto the future

Local residents

Creative industries

Restaurant

A high quality Cafeacute andor Restaurant underpinned by acommercial kitchen that can also run community eventsand functions

Local residents

Creative industries (catering)

Social enterprise (catering)

Economic Impact

Visitor Information Centre Regional Extension

As has been identified earlier in this plan Geeveston has a significant role to play in servicing visitors to the region and in particular to encourage visitationto surrounding experiences With the significance of the Tahune Airwalk visitation and that to Hastings Caves Ida Bay Railway and Hartz Mountains just toname a few Geeveston simply must perform as a tourism town Its current infrastructure and services are sub-standard and if they do not improve thetown will falter and the region will suffer from a flat or reducing tourism industry

Huonville has operated a visitor information centre (HVVC) for a number of years It has built a model that ensures that it can yield visitor spend based onits visitor profile The current Forest and Heritage Centre (FHC) has more annual visitors than the HVVC These visitors are journeying deeper into theregion and are seeking advice and guidance on what is in the surrounding area and importantly tickets to key attractions

It could be perceived that another visitor centre in Geeveston would cannibalise the sales of Huonville however the two visitor centres should becomplementary and they can be collaborative Even in its current form the FHC is an experience and an important one that is central to the survival of thetown The FHC already outperforms the HVVC on merchandise sales and overall turnover The two sites play different roles in the journey of the visitor andwill sell different product that is more relevant at any point in time This of course will be partly because they will have a different presentation andoffering

Each visitor centre in the region should strive to offer unique experiences and goods if possible however complete diversity is not achievable as there canalso be opportunities for cost efficiencies in stocking general memorabilia and clothing merchandise The diversity of offering onsite is significant enough toencourage multiple visits to VICrsquos throughout the region

The economic impact on the tourism economy in having a visitor centre in Geeveston vastly outweighs any negative impact of minor cannibalization thatmay occur It must also be noted that it is unknown how much opportunity cost is currently being experienced with the FHC in place with greatly restrictedofferings

Geeveston township sustainability and its prospects for growth will be greatly diminished if a visitor centre is not in the town and the surrounding tourismeconomy and community would suffer as a result

Competition in Tourism and Hospitality

There appears to be a gap in the supply of hospitality services for visitors within the township There are currently three hospitality providers in Geevestonbut it is noted that there is an inconsistency in business operating hours lower than acceptable food and service quality and the townshiprsquos services areunavailable or limited after 4pm

A key element of this plan is for the GTH to be a destination in its own right and a gateway to the lsquoFar Southrsquo Geeveston therefore has a significant role toplay in servicing the increased number of visitors to the township and region and to capture a higher share of visitor spend on food and beverageParticularly during daylight savings months there is opportunity to provide more lunch or early dinner offerings for tourists

A cluster of food offerings ie cafes restaurants within the township will promote both competition and cooperation and grow the townships reputation asa place to eat which is currently lacking Operators will compete to win customers thus encouraging quality product offerings and customer servicedriving innovation in filling gaps within the market

Introducing competitive hospitality providers within the township will aim to raise the level of overall hospitality services and offering to visitors Qualityand appealing food options within the township will help to develop Geeveston as a destination of choice for locals and visitors a reason to visit and tospend time

It is critical that agritourism linkages are in place to support tourism hospitality for the town Quality providers of fresh regional and Tasmanian produce area very important component and the township seemingly has an undersupply of hospitality services of this type particularly of a quality and standard thatis acceptable to interstate and international tourists

Township Performance and Effect on Micro-Economy

This project aims to develop feasible uses for the future of the GTH that will benefit the economy of the region and maintain the building for the future

Geeveston is one of the townships hardest hit by the decline of the forestry industry in Tasmania

The redevelopment of the GTH will bring a new wave of opportunity to the local economy as there will be a raising of the standard of the townrsquos amenitynew service offerings and experiences new employment capital development expenditures increased tourist visitation and commercial development ofthe town in general brought about by competition

Improvement in value capture of the township within the region will have positive ongoing economic impacts for stability for existing businesses andemployment

Without improvement in the township offering and competition the township would not change and keep pace with the demands of the modern touristsettler or business investor

Implementation Planning

Staged Implementation Overview

The redevelopment of the Geeveston Town Hall can be broken into three key development stages

bull Stage One ndash reset the base to achieve appropriate and timely economic benefit ie capture the ldquolow hanging fruitrdquo

It is proposed that the GTH be operated in future by a new company limited by guarantee (GTH Co) run by a community Board balanced withrepresentatives from the key stakeholder groups The first step in achieving this business plan is the establishment of an operating entity for the GTHbuilding

As part of stage one it is envisaged that a fully functioning Visitor Information Centre and Museum would be operating by the end of November 2015 in

time for the peak tourism season as well as some provision for a community gallery and flexible use space In order to achieve this a number of key

activities would need to occur These include

bull Establishing an organisational structure governance Board and support mechanisms

bull Re-establishment of the visitor centre utilising existing resources and small assets and partnering with the HVVC

bull Resetting the museum and preparing for a new contemporary presentation

bull Seeking assistance with museum for maximising the visitor value from the historical stories

bull Engaging with regional creative industries through the Huon Valley Arts Cooperative Initiative

bull Organising community events that provide value for locals and encourage greater levels of planning sharing and connection with established

activities

bull Organising an initial calendar of ldquoshowcase eventsrdquo for the township and region that would attract Southern Tasmanian visitors primarily for day

trips and visitors from northern Tasmania whilst on intrastate holiday and

bull Establishing an interim identity for the building that signals a change from the current format and function and a transition to the new concept that

can be promoted ahead of time

Stage one is ultimately a ldquoproof of conceptrdquo stage during this initial stage the Geeveston community and key user groups would need to be engaged with

and challenged to ldquoprove the business modelrdquo before commencement of the stage two developments The key groups include

bull Geeveston Archives and History Society

bull Regional designers artists and gallery owners ideally working through the Huon Valley Arts Cooperative

bull Tourism operators accommodation providers and visitor centre workers

bull Volunteer groups

bull Various other Township associations

Stage two would involve significant capital works to repurpose the building for the community and visitors for the future This stage includes transitioningto a commercial gallery fully modernising the museum utilisation of the sitersquos flexible community space and the development of a high quality cafeacute restaurant underpinned by a commercial kitchen Consideration would also need to be given to the location of new public amenities and the timing of suchdevelopment It is noted that this stage and any future implementation stages would be highly dependent on grant funding and co-contribution funding

Stage One ndash Reset the Base

Surrounding touristattractions

To reinstate a Visitor Information Centreon site that also sells local handmadegoods either as stock items or onconsignment with strong linkages to thedesigners retailers

The TTIC must have the ability torepresent the region in a compellingway there must be clear interpretationof the region (lower floor)

Significant generator of visitation toGeeveston encouraging increased lengthof stay and spend

Utilise the existing shop and officeinfrastructure

New tourism and retail display systemsto be implemented

Prior to 201516 peak tourismseason ndash Spring 2015

Local handmade arts andcrafts

To include a flexible space that cansatisfy community events for local andtourism purposes and include a galleryspace that could house exhibitions from

Low given that use is likely to be a mix ofexhibitions events and meetingsResetting the special layout and creatinga visitor experience that is also a flexible

Likely to be progressive but canrsquotbe too far behind the VICdevelopment

Community engagement local and Tasmanian artists

(lower floor)

area is the challenge

Detailed planning for the lower floorspace that is not to be utilized by VIC

Cultural and heritage To reset the museum component to theupper floor only

(upper floor)

Moderate refit impact however fullimplementation would result in a highimpact

Initial stage would commenceimmediately ie prior to summer2015

Stage Two ndash Repurpose for Community and increase capacity

Arts and craft community Commercial Gallery with potentiallysignificant curated exhibitions into thefuture

Modest to low given the need to meetminimum standards and be a flexibleexhibition space Security andenvironmental quality issues will beprimary

Cultural and heritage Full modernization of the cultural andheritage presentation of the region ldquoRe-think museumrdquo

Significant on both space utilization andrequired quality of fit out Maximisingartifacts and interpretation value

Long term design Unknown timing

Community engagement Development of community enterprisetaking a proactive hand in utilising thesitersquos flexible area encouraging creativityand connection

Low given that use is likely to be a mixof exhibitions events and meetings

In line with site development onlower floor

To include at least one high quality cafeacute restaurant underpinned by a commercialkitchen that can also run communityevents

(lower floor)

Significant due to hospitality kitchenrequirements and goods storage andinout facilities

Commencement as soon aspracticable however operatoridentification will force a delay ndashWinter 2016 is the idealdevelopment timing

Stage Three ndash Encouraging Industry Growth amp Strategic Linkages

Creating a tourism hub Potentially some integration of touristservices onsite Yet to be defined ingreater detail

Creating connections with Heritage Parkand its development

ie bicycle hire storage of key rentableequipment music festival outdoor artsdisplays etc

Emerging linkages that are yet to haveclarity

Unknown

Creating connection with surroundingtownships

ie via bike track maps andpresentations

Accommodation and stop overlocations Services offered at regionallocations

Unknown

ie tour operators

Possibility for Geeveston to be themarshaling point for all visitors enteringfor experiences Boating Kayakingbiking walking and wilderness visitsThis may require a range of facilities toaccommodate

Unknown

Linkages to local industries Creating connections with theaquaculture industry

ie salmon experiences restaurantoffering

Related to food tourism and foodofferings Could be significant if aseafood experience centre is theconcept eg aquarium and otherfeatures

Unknown

Detailed Implementation Plan

As of 31 October 2015 the Forest and Heritage Centre will cease operation at the Geeveston Town Hall The following table details the majorimplementation tasks for Stage One of the Geeveston Town Hall development with the aim of having a fully functioning Visitor Information Centre andMuseum operating by the end of November 2015 in time for the peak tourism season as well as a community gallery space

Whilst every effort has been taken to identify the key activities that would need to be undertaken to successfully implement stage one final planning andbudget requirements will ultimately need to be undertaken by HVC as the key decision maker and source of seed capital for this venture Of course thefollowing plan and budget may be lower than expected if HVC has the capability to insource some of the establishment works

It is not feasible to provide specific details of implementing further stages at this time but it is noted that any future implementation stages would be highlydependent on grant funding and co-contribution

Stage One Implementation

Initiative Strategy Task Timing Responsibility Estimated Budget

Establish the OperatingEntity

(Set up stage Sept Oct Nov)

bull Establish legal entity and constitution Sep 2015 HVC $5000-8000

bull Establish representative community Board Sep 2015 HVC $2000

bull Establish foundation budget amp funding Sep 2015 HVC Potentially $15000-$20000

Also linked to TVIN budgetfor assets and stock

bull Finalise human resource plan and recruitment Oct 2015 GTH Co $6000-$8000

bull Execute lease amp other partnership agreements (ie

HVC lease support from Huon Valley Visitor Centre)

Oct 2015 GTH Co $2000

bull Establish tenancy terms with Geeveston Records amp

History Society (for operation of museum)

Nov 2015 GTH Co $1500

bull Set up community support structures

o Establish community events sub-committee

o Hold a community ldquoworking beerdquo

Nov 2015 GTH Co Nil

Establish Visitor Centre

(To be in full operation by 1December 2015)

bull Identify amp purchase operational assets

o Computers amp telephone system

o Office furniture

o Visitor centre signage

o TVIN membership

o Tourism brochure displays

o Retail displays and shelving

Oct 2015 GTH Co Less than $20000

o Initial stock holding

bull TVIN membership Oct 2015 GTH Co Within the above

bull Booking amp reservation system Oct 2015 GTH Co Within the above

bull Refit GTH retail area as Visitor Information Centre

o Booking desk brochure stands racks

poster positions digital signage displays

retail shelving and stands interpretive

display boards etc

o Many items will be made available by

Forestry Tasmania (exact items yet to be

confirmed)

Nov 2015 GTH Co Within the above

bull Finalise HR plan amp undertake staff training Nov 2015 GTH Co Operational budget $2000

bull Develop merchandising plan Nov 2015 GTH Co $2000

(test stock and advice)

bull Finalise budget Nov 2015 GTH Co As above

Reset the Museum

bull Finalise the commercial agreement with the

Geeveston Records amp History Society

Oct 2015 GTH Co As above

bull Redesign the museum space to the top floor only Nov 2015 GRampHS Unknown but minimal(community project)

bull Seek assistance with interpretive panels Nov 2015 GRampHS Unknown

bull Establish a museum operations plan Nov 2015 GRampHS andGTH Co

Establish CommunityGallery Space

bull Engage with regional creative industries through the

HVC Arts Cooperative Initiative

Oct 2015 GTH Co Nil or minimal

(insourced)

bull Reset dedicated GTH space for community gallery

operations ie partitions and mobile walls

Nov 2015 GTH Co HVCArts Co-operativemembers

Community arts workingbee

Potentially Arts Tas minorsponsorship

The Business amp Financial Model

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

The budget for operations of the new venture GTH Co has been created using an approach showing the basis for operations of stage one as a full yearfinancial operational budget forecast The budget has then been built showing the financial impact of more developed operations within a stage two

An overall master budget has been created for the operating entity using the working title GTH Co as well as separate operating budgets for each of thetenants or services operating within the business

Budgets have been cast on an annualised basis due to the uncertainty around timing of start-up and potential capital development periods whereinterruption will be experienced

The core objectives of the financial model are

bull To establish operations on a profit basis using normal commercial principles

bull To ensure that an independent company can be the ldquooperatorrdquo of the GTH that does not require ongoing subsidisation from HVC to remain

feasible

bull To take into account reasonable estimates that follow principles of prudence by overstating costs and understating revenue

bull New operational principles that affect revenue raising have been researched as far as is practicable at this stage based on available source

historical financial data but may require further work

The complete budget papers were tabled at the HVC Workshop on 18th August

Key Assumptions

Several key assumptions have been made in relation to the operating budget and have been built into the Excel cash flow statements These are as follows

Business Unit Stage One Implementation Stage Two Implementation

Visitor Information Centre (VIC) Visitor center sales for attractions in line with historicalperformance Critically the VIC will be selling TahuneTickets along with the normal TVIN accommodationexperiences and products lines

Tahune sales at 30 of total Tahune tickets

Year two growth after renovation Tahune modest growthHastings modest growth 2 CPI price increase across theboard

Accommodation bookings very low due to locationdisadvantage and local offerings Only 150 room nightsbooked

Stable accommodation bookings at low levels

Merchandise sales based on FHC existing sales plusadditional sales from new stock and consignmentgoods Retention of some existing FHC merchandiseitems to be sought Eg Island specialty timbers andlocal wood crafts

Merchandise growth particularly in regional goods

Stock sales of $150000 at 50 GP

Existing FHC merchandise shop sales are $110K paCOGS at lt 40

Growth in stock sales to $190K

VIC operations run by GTH Co in collaboration withHVVC Some subsidized services paid for to HVVC

No change

All staff employed by GTH Co and staff utilized acrossall functions (inc VIC museum and events buildingdaily operations)

No change

Museum Donations collection based on $18 per donation 12 strike rate

Stable but growing

Contributing rent and electricity No change

Agreement for 40 rent from donations and 10 tostaff costs

Events Minimal events planned for FY16 25 1 eachfortnight Average venue revenue $200 per session

Events growth after refurbishment Some pricing andcommercial terms review due to significant facility change

No labour cost Possible change to labour contribution

Most cost increases borne by external operators using the

Electricity apportioned

Rent applied pa

facility with their own labour

Gallery No commercial gallery operations in FY16

However GTH Co will encourage arts associations toprove gallery concept and offer space at a reducedevent rate for exhibitions

Commercial gallery to launch after refurbishment

Sales of artwork and goods to commence

No budget for capital works at this stage Reliance onvolunteer labour and community contributions for thefirst year

Regionally significant gallery boosts visitor numbers andextends length of stay in the far south

Cafeacute Restaurant No cafeacute or restaurant Cafeacute lease established after renovation during year 2

Rent rates in line with Church St prices $200-250 per weekfor an average cafeacute site

Site Occupancy and Financial Framework

Geeveston Town Hall Co (GTH Co) will hold the head lease for the site with Huon Valley Council GTH Co will have the right to sub-lease the premisessubject to agreed uses and approval of tenants by the full Board of GTH Co GTH Co will negotiate an appropriate rental return with HVC taking intoaccount the establishment costs of the site and the target return for HVC

The holders of tenancies are planned as follows

1 The Visitor Information Centre will be operated by GTH Co and will hold the head lease

2 The Museum will be offered lease terms and be run by the Geeveston Records and History Society The museum will pay rent and also subsidise

staffing costs

3 Events Space is operated by GTH Co and rent contribution will be charged from all revenue received for events

4 A Cafeacute is contemplated for the second period after renovation A lease would be assigned for this space at commercial rates

5 A Commercial Gallery is not planned to launch until after renovation and in the interim arts community members will be welcome to hire space as

per the events space with negotiated pricing terms

Financial Targets and Contributions

Capital expenditure estimates are currently being prepared and due to the conceptual level of detail are likely to be estimates based on commercialexperience and examples These estimates will be available at the HVC workshop on 18th August and will be provided as part of the complete budgetpapers

Governance Model

The plan for governance is based on the following principles

bull Achieving a community run facility for the benefit of the broader community and economic advancement of the region

bull Encouraging strategic partnerships within community groups public organisations and industry players to achieve greater value for the community

and the building owner than a purely commercial operator could

Governance Proposal

It is proposed that

1 The Huon Valley Council establish a new company limited by guarantee ie Geeveston Town Hall Company (GTH Co)

2 The GTH Co be run by a community Board balanced with representatives from various key stakeholder groups

a The Board needs to have enough members to satisfy the GTH CO community and industry profile

b Board membership may comprise representatives from HVC industry and community

3 The new company would operate as not for profit business and essentially reinvest surpluses into the GTH and its related operations

Board Structure and Operation

It is suggested that an independent Chairman be appointed However if this is not achievable then the Chairman role could be for a fixed term of 2 yearsrotational across the Board members

Board composition may comprise the following

bull Chairman

bull HVC

bull Township associations

bull Key industry players

It is suggested that subcommittees be assigned by the Board to critical functions that would in turn enable the involvement of community and industrycontributors to assist and provide guidance to key initiatives A single board member could be chair of a sub-committee and could elect to formulatesubcommittee members from the community

The recommended governance model outlined above is for discussion with HVC The final decision regarding governance structure and operation is to bedetermined by Huon Valley Council

SWOT Analysis

Strengths

bull The Geeveston Town Hall will become an attraction in its own right

bull The reinstatement of a Visitor Centre on site will be a significant generator of visitation to Geeveston encouraging increased length of stay and

o Sale of Tahune Airwalk tickets

bull Long term financial sustainability

bull Town Hall will encourage continuity of employment in the township and on site

bull Efficiencies will be created though the operating entity owning and managing the Visitor Information Centre (VIC)

bull Efficiencies will be created through partnership arrangements between the Geeveston and Huonville Visitor Centre (HVVC) (ie sharing of

technology and staff)

bull Cost savings and intimacy to be achieved through use of volunteers

bull On selling and reselling of regional goods and promotion of local creative industries

bull Creation of greater access and linkages between the building and external spaces and beyond

Weaknesses

bull Start-up organisation with undefined Board

bull Uncertain funding sources and no currently identified seed capital

bull Current museum interpretive content is not contemporary or appealing

bull Reliance on donations to subsidise operation of the museum

bull Gross profit on VIC operations are traditionally low therefore reliance on selling value added Tasmanian products is high at current township visitor

numbers

bull Public toilets must be moved if the overall concept is agreed

Opportunities

bull To create a unique identity for the Geeveston Town Hall building which reinforces Geevestonrsquos positioning as the gateway to the lsquoFar Southrsquo

bull To generate economic value for the building with flow on benefits to the surrounding township and region especially within stage two of the plan

bull To achieve greater community engagement and involvement ie development of community enterprise

bull To facilitate industry involvement and collaboration between tourism creative industries and agribusiness sector businesses

bull Raise the level of hospitality services within the town and offering to visitors

Threats

bull Duplication of visitor information services within the region

bull Cafeacute restaurant competing with existing hospitality businesses in the township

bull If the VIC is not implemented decreased visitation to the town and region resulting in lower VIC bookings commissions and retail sales achieved

bull Ability to encourage revisitation to the area

bull Ability to attract appropriate tenants to Stage 2

Risk Analysis

Risk Description Likely Impactif it occurred(HML)

Probabilityofoccurrence(HML)

Mitigating Actions that can be planned

1 No action taken amp the GTH becomesdormant

H M This would be catastrophic for the townshiprsquos economy

2 Stage one startup capital notavailable

H L Refer point 1

3 Funding for stage two notachievable

M M Commence advocacy lobbying and applications for funding at the earliestopportunity to enable works commencement no later than autumn 2017

4 Building budget for concept is largerexpectations and funder capacity

M L Lobby State and Federal Government on the merits of supporting regionaleconomies for the longer term economic and social benefits

5 Ability to attract appropriatetenants to stage two and beyond

H L At the earliest stage promote the changing nature of Geeveston and itsregion along with the tourism plan for the Huon Valley Early discussionswith likely tenancy applicants are important

6 Township toilets relocation becomesproblematic for HVC capital budget

M M Build toilets relocation into capital works budget for GTH to ensure thatthe overall project works are budgeted taking a holistic view

7 Introducing a second VIC to theregion may cannibalise the sales ofHuonville

M L The two VICs should be complimentary and they can be collaborativeThe two sites will have a different presentation and offering and will selldifferent product that is more relevant at any point in time

Some minor canabalisation may occur but Geevestonrsquos sustainability andits prospects for growth will be greatly diminished if a VIC is not in thetown and the surrounding tourism economy and community would

suffer as a result

8 VIC not authorised to sell TahuneAirwalk tickets and overallcommission revenue is lower thanexpected

H L Provided the new operator has a sound business structure and a goodworking relationship can be developed Forestry Tasmania would givefavourable consideration to the new operator selling tickets oncommission for Tahune Airwalk The industry standard of 15commission would apply to ticket sales

9 VIC retail sales revenue is lowerthan expected

M L Adjust operating costs to suit adjust retail products and pricingGenerate community support to encourage township visitation increasesfrom intrastate markets

10 Tahune take steps to restrict VICsales via significant onlinedevelopment and discounting

M L Communicate the total offering of the GTH to inbound tourists andcreate partnerships with feeders and referrers for travel to GTH

11 Current museum interpretivecontent is unappealing and notcontemporary

H M This is a core issue for the holding of tenancy for the Museum componentIn future the value generated by experiences and offerings will beparamount for feasibility and sustainability

Encourage the Geeveston Records and History Society to seekprofessional help immediately

12 Museum donations revenue arelower than expected

L M Little can be done about this Review and potentially improvecommunications to visitors Bundle a value-add with the museum andcharge an entry price Much is dependent on the strength of the offering

13 Introducing competitive hospitalityservices within the town seriouslyaffects viability of other operators

M L Township operators must stand on their own competitive positioning Iftownship traders choose not to change or offer greater value and aretherefore not preferred then the free market must be allowed to operate

to the future viability of the town

14 Governance structure fails M L Building owner to reset the lease of the building and remove theoperator

Building owner may provide support and guidance in the initial stages ofcompany establishment to ensure a successful first year of trading andongoing partnership in the stage two building development process

Balanced board members and appropriate representatives withprofessional skills are a key issue for governance success

Appendix A

Architectural concepts have been created by project architect Preston Lane The concept drawings demonstrate how the building could be renovatedimproving its utility for these purposes and also improving the main street of the town including greater open public area surrounding the building on themain street connection to Heritage Park and the township car park

For Website - EOI for Stage 1pdf

Geeveston Town Hall Business Plan and Feasibility Studypdf

15026 Attachment 1 - Community Engagement Plan

15026 Attachment 2 - Summary of Survey Results

15026 Attachment 3 - Geeveston Town Hall Feasibility Study - June 2015

15026 Attachment 4 - Geeveston Town Hall Business Plan - August 2015

Introduction

Thank you for considering this exciting opportunity to implement Stage One of the GeevestonTown Hall Business Plan

The Geeveston Town Hall Company is being established by the Huon Valley Council to managethe Geeveston Town Hall as a community asset and in accordance with an established businessplan

The Council is calling for expressions of interest from private operators to implement Stage 1 ofthe Business Plan and Feasibility Study in respect of the lower floor of the Geeveston Town Hallto operate a visitor information centre and to provide and manage a flexible space that cansatisfy community events for local and tourism purposes The private operators mustdemonstrate how they will operate in a manner consistent with the approved business plan andany use not contained in the business plan must be approved by the Board

This is an exciting opportunity to be involved in the Geeveston Town Hall project from theinception and to make the communityrsquos vision for the Geeveston Town Hall a reality

The Vision and Intent of the Project

To regenerate the strategic purpose and use of the Geeveston Town Hall as abuilding of regional significance that will be sustainably run as a communityasset to create a balance of economic and community value that is sympatheticand respectful of the regionrsquos history its natural competitive strengths and inspiresa future of collaboration and industry diversity

Selection criteria

The successful candidate will need to demonstrate how they intend to implement Stage 1 of theBusiness Plan in their expression of interest and their demonstrated capacity to implement theproject

HUON VALLEY COUNCIL

Feasibility Study

Prepared by

JUNE 2015

Contents

Executive Summary 3

Core Objectives 4

Work Tasks 4

Key Statistics 6

Employment 7

Businesses 8

Key Statistics 9

Employment 10

Businesses 11

Strengths 44

Weaknesses 44

Opportunities 45

Threats 45

Executive Summary

8 Public amenities

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

HUON VALLEY COUNCIL

Feasibility Study

Prepared by

JUNE 2015

Contents

Executive Summary 3

Core Objectives 4

Work Tasks 4

Key Statistics 6

Employment 7

Businesses 8

Key Statistics 9

Employment 10

Businesses 11

Strengths 44

Weaknesses 44

Opportunities 45

Threats 45

Executive Summary

8 Public amenities

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

HUON VALLEY COUNCIL

Feasibility Study

Prepared by

JUNE 2015

Contents

Executive Summary 3

Core Objectives 4

Work Tasks 4

Key Statistics 6

Employment 7

Businesses 8

Key Statistics 9

Employment 10

Businesses 11

Strengths 44

Weaknesses 44

Opportunities 45

Threats 45

Executive Summary

8 Public amenities

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Contents

Executive Summary 3

Core Objectives 4

Work Tasks 4

Key Statistics 6

Employment 7

Businesses 8

Key Statistics 9

Employment 10

Businesses 11

Strengths 44

Weaknesses 44

Opportunities 45

Threats 45

Executive Summary

8 Public amenities

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Strengths 44

Weaknesses 44

Opportunities 45

Threats 45

Executive Summary

8 Public amenities

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Executive Summary

8 Public amenities

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Core Objectives

requirements etc)

Work Tasks

d site user issues

design process

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Key Statistics

Median age 42

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Employment

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Businesses

Key Statistics

Median age 41

Employment

Businesses

Other Industries

Forestry

Creative industries

Jobs by sector

Tourism Visitation

The Huon Valley

Jan 2011 - Dec 2011 Jan 2012 - Dec 2012

change from

previous period

Day Visitors

Overnight Visitors

Cygnet (from July 2013)~ - - - 9343 - 75362 70661

Huonville 103104 96799 -612 68458 -2928 140297 10494

Cygnet (from July 2013)~ - - - 37 - 69 32

Huonville 69 76 070 38 -380 56 18

Holiday 2425 217 -0255 2224 0054 2284 006

VFR 088 0949 0069 0862 -0087 0997 0135

Business 113 1166 0036 1153 -0013 1112 -0041

Other 1585 1809 0224 1371 -0438 1336 -0035

Attractions Visited

Huon Trail 128232 121686 -510 149298 2269 154007 315

Geeveston

Tahune Airwalk

201112 201213 201314 201415 (ytd)

201516 (forecast)

Survey 2014

Gap Indicators

Bakery

Cafeacute

Massaki Sushi

of this type

Tate Modern London

Water Plant Berlin

CasaComvert Milan

TheatrePlayhouse

Exhibition Venue

Conference Venue

Reception Centre

Nightclub

Live Music Venue

Dance Hall

Cinema

Tourism

Glenelg Town Hall

Boutique hotel

Grannypackers lodge

Conclusions

shoprsquo

Key features

Cafeacute

o Shared Zone

Option 1

Option 2

Cost Estimate

Potential Income

Cafeacute

from this

1st Stage

2nd Stage

3rd Stage

Storage spaces

Foyers

Kitchen

Dressing rooms

Amenities

Challenges

Not self-sustaining

Foresty Tasmania

Tahune Airwalk

Bendigo Bank

Masaaki Koyama

Cassey Faux

Amy Robertson

Leanne McKinnon

Henrietta Manning

Governance

Economy - Tourism

Economy

Community

Accommodation

Small business

Strengths

Weaknesses

Geeveston

Opportunities

volunteer groups)

Threats

economically

Situational Summary

Use Reasoning

Visitor Information

Centre

centre

Integrated tourism

operations

Seafood experience

centre

Hospitality

(retail)

Community Events

Arts amp culture

Low impact

Restaurant

Commercial kitchen

(lower floor)

(upper floor)

Long term design

(lower floor)

Unknown

ie tour operators

Unknown

HUON VALLEY COUNCIL

Geeveston Town Hall

FINAL FOR

HUON VALLEY COUNCIL

Business Plan

Prepared by

20TH August 2015

The Future

Contents

Executive Summary 4

Vision 12

Objectives 12

Scope of Use 13

Design Concept 14

Core Business 23

Differentiation 23

Economic Impact 27

Business Model 37

Financial Model 38

Governance Model 41

SWOT Analysis 43

Risk Analysis 45

Appendix A 48

Executive Summary

2 Museum

4 Events

the place

Strengths

Weaknesses

street Geeveston

Opportunities

Threats

Vision

Objectives

Scope of Use

VisitorInformation

Centre

Hospitality

(retail)

CommunityEvents

Arts amp Culture

centre

Integratedtourism

operations

Seafoodexperience

centre

Page | 13

Design Concept

Page | 16

Page | 17

Page | 19

Page | 20

regulations

Business Strategy

Core Business

Differentiation

Value Proposition

pedestrians

School groups

Local residents

Creative industries

Restaurant

Local residents

Economic Impact

activities

(lower floor)

(upper floor)

(lower floor)

Unknown

ie tour operators

Unknown

Oct 2015 GTH Co $2000

Nov 2015 GTH Co $1500

Nov 2015 GTH Co Nil

o Office furniture

o TVIN membership

display boards etc

confirmed)

Reset the Museum

(insourced)

Business Model

Relationship

Tenants

Operator

Visitor Centre

Internal toGTH Co

GTH CoCommunity

Visitor Centre

Internal toGTH Co

Museum

Outsourced

Gallery

Internal toGTH Co

Cafe Restaurant

Outsourced

Page | 37

Cafe Restaurant

Outsourced

Events

Internal toGTH Co

Financial Model

feasible

Key Assumptions

No change

Stable but growing

Rent applied pa

staffing costs

Governance Model

Governance Proposal

It is proposed that

bull Chairman

bull HVC

SWOT Analysis

Strengths

Weaknesses

numbers

Opportunities

Threats

Risk Analysis

H L Refer point 1

suffer as a result

Appendix A

Documents

Geeveston Town Hall Company - huonvalley.tas.gov.au