TABLE 10 PROJECT ASSESSMENT MATRIX

6.2. PROJECT ASSESSMENT

The projects identified in this plan have been ranked and prioritised using an agreed assessment methodology.

6.2.1. ASSESSMENT CRITERIA

A set of five assessment criteria were developed in order to prioritise projects. These include:

1. Perceptions. Positively influence the perception of the Murray as a significant tourism destination. 2. Visitation and Yield. Increase visitation and expenditure in the region. 3. Sustainability. Have a high probability of implementation and be sustainable over the long term. 4. Further Development. Have flow-on benefits that will lead to other development opportunities. 5. Dispersal. Draw visitors outside of peak periods, and/or increases visitor dispersal throughout the region.

An Assessment Criteria Matrix is shown in Table 10. The Matrix provides a summary of the rationale behind project rankings and weightings for each individual assessment criteria. The assessments were qualitative and subjective; based on local knowledge, stakeholder consultation, professional experience, and a general assessment of perceived benefits.

MURRAY REGION DMP UP DATE MURRAY REGIONAL TOUR ISM TABLE 10 PROJECT ASSESSMENT MATRIX

RANKING 1. PERCEPTIONS 2. VISITATION 3. SUSTAINABLE

5

4

3

2

1

Transforms the perception of the Murray in key external markets

A major drawcard to the Murray High probability of successful implementation and continued operation

The project provides multiple opportunities for further development, of significant scale and/or importance to the region

Draw a significant amount of visitation outside of peak periods and/or to regions that do not currently have high levels of visitation

Will create interest in the tourism market in key external markets Will increase visitors and expenditure Implementable, but has a degree of risk attached to its longevity

Some development opportunities arise due to the implementation of the project, which have a positive impact on the location Some visitors will be in offpeak periods, or will be to less frequently visited destinations

The project has an impact on the way the local community views the Region only The project has minimal impact, if any, on the number of visitors Minimal chance of being implemented

The project creates no further opportunities for development or investment

Minimal impact on visitation during off-peak seasons, and does not impact on the less frequently visited areas.

4: FURTHER DEVELOPMENT

5. DISPERSAL

6.2.2. PROJECT PRIORITISATION

Using the assessment criteria, the projects have been prioritised and ranked into the following tiers:

GAME CHANGER PROJECTS

15 game changer projects have been identified from the tier 1 projects. These are of a large scale, provide new assets to the region and will have a significant impact on overnight visitation.

TIER 1 - PRIORITY PROJECT

Large scale investment that will act as a catalyst for significant growth or unlock a major opportunity.

TIER 2 - MAJOR PROJECT

Investment that has strong potential and an impact at the sub-regional level. These projects will:

• Unlock an opportunity that could transform the product in a sub-region. • Increase levels of visitation, length of stay and yield in a sub-region with a flow on increase in visitation that could impact a number of destinations. • Improve awareness and perceptions of the sub-region.

TIER 3 - POTENTIAL OPPORTUNITY

Projects that are important to a specific destination or locality. These projects will:

• Fill a product gap and add to the critical mass of product in the region. • May appeal to a smaller, niche market. • Support tourism product and opportunities in a specific destination. • Support an increase in visitation, length of stay and yield in a destination. • Improve awareness of a locality or destination.

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