Southend Caravan Park Strategic Review – Wattle Range Council (2018)
The Southend Caravan Park was located on the edge of the coastal village of Southend in the Wattle Range Council area. The site of the caravan park was being severely impacted by coastal erosion, and the current leaseholder of the caravan park was completing the term of their lease. Council required strategic options for the […]
South Australia Recreational Trails Strategy Plan (2019)
Commissioned by the Office for Recreation and Sport, the objective was to prepare a Recreation Trails Strategic Plan, including a management structure; ongoing future community engagement and interaction; and how to achieve inter government collaboration, the ongoing effective exchange of information between stakeholders, and realistic objectives and strategies. This project was conducted over a six-month […]
Lantern Festival Strategic Development – Auckland Tourism, Event and Economic Development (2016)
SGL led a future strategic review of the Auckland Lantern Festival, a 4-day event then attracting about 200,000 visitors and involving over 1,000 performers, 800 lanterns and about a $1.3M budget. The purpose of the review was to consider how to increase the cultural, community, and economic benefit from the event on a sustainable basis. […]
Tourism Development Strategy – Devonport City Council (2019)
Prepared by SGL for Devonport City Council, this Strategy was intended to guide future development and management of tourism in Devonport. It was a market driven, destination development initiative to increase community and economic outcomes by effectively harnessing industry effort, and by identifying and leveraging Devonport’s unique selling points and greatest competitive advantages. It recommended […]
Wyndham Leisure and Events Centre, Victoria (2015)
Commissioned by Wyndham City Council, this project required SGL to review the Wyndham Leisure and Events Centre, which included a 1000-seat auditorium. The Study reviewed existing management arrangements and identified potential business opportunities, with one of the recommendations being the separate management of the events and leisure components. The recommendations were subsequently adopted and the […]

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