 Monkey Mia Dolphin Resort
Overview
Monkey Mia dolphins Monkey Mia Dolphin Resort caters for a range of visitor types through a variety of accommodation options, including quality caravan, tent and motor home powered sites, along with luxury beachfront units, garden villas and quality backpacker accommodation.
A self-catered kitchen and laundry provides the ultimate freedom for travellers on a budget, while the Monkey Bar and Boughshed Restaurant enable seaside dining that satisfies the most discerning traveller.
Facilities include a freshwater swimming pool, artisan spring hot tub, masseuse, internet café, tennis courts and free gas BBQs.
Equipment for fishing, snorkelling, volleyball, sailing, scuba diving, 4WD tours and kayak and glass bottom boats are also made available.
Monkey Mia activities
The Resort accommodates the corporate traveller through an 80 seat conference room with state of the art AV equipment and full catering services provided. A total of 14 businesses, including masseur, corner newsagency, dive shop and souvenir centre, are located in and around the Resort.
The local staff and owners passion and knowledge of Shark Bay, coupled with years of dedication has seen the Resort grow since 1990 from a single camp on the shores of Dolphin Beach to what it is now - a thriving, expansive environmentally sensitive Resort.
Beachfront accommodation
The Resort is now self sufficient. All waste from the Resort is either processed onsite or removed entirely, with the ultimate aim of creating minimal impact on the environment. The Resort creates its own drinking water without taking from the land and creates solar power.
Monkey Mia's vision is to be "A sustainable, world leading nature based experience creating magical encounters.” Their mission is to continue to develop a truly nature based holiday destination centred on continuous improvement to ensure they remain one of Western Australia's premier tourist attractions.
Aboriginal ownership and employment
The Resort is 50% owned by the Aspen Group 50% with Indigenous Business Australia (IBA) owning 26% and the Yadgalah Corporation owning 24% ensuring the cultural heritage is retained and shared with visitors throughout the world.
An indigenous traineeship program implemented by the Resort aims to create employment opportunities for the local indigenous people. The success of these traineeships is measurable through more than 80% uptake, with plans to establish additional traineeships in the near future.
Cultural influence - Darren 'Capes' Capewell
Darren guides a tour party
Local guide Darren 'Capes' Capewell takes visitors on a journey through his traditional country. Visitors discover the ancient traditions of local Malgana and Nhanda people and enjoy activities such as tasting local bush tucker, learning about medicinal plants and the indigenous language, spear and boomerang throwing, animal tracking and experiencing dreamtime stories while listening to didgeridoo.
Sea kayaking tours are on the drawing board for 2006 to highlight the connection between the Malgana people and the ocean. Current tours are Daytime (Buna) Dreaming, Dusk (Maru Maru) Dreaming and Didgeridoo Dreaming.
The tours (very popular with the UK market) promote a spiritual reconnection between people and the land, and aim to have minimal impact on a sensitive country. 15 max people participate in each tour and 'Capes' encourages guests to 'tread lightly'.
Backpacker accommodation
The tours are conducted on the principles of Education, Understanding and Respect, (EUR) and visitors leave with a heightened awareness of their environment and considerably greater respect and understanding of the land shared with its original owners. Capes started these tours 18 months ago and gained approval through the traditional elders.
He is actively involved in the promotion of cultural tourism, and sits on the WAITOC board as well as the World Heritage Committee.
He is a community consultant for the organisation, with expertise and regard for environmental sustainability. Capes has also taken on the responsibility of educating the Aboriginal youth in the area.
Challenges
There are three key challenges for the Monkey Mia Dolphin Resort: isolation, infrastructure and employment.
- Isolation is a major factor - we have had to be self sufficient. The Resort is now totally self sufficient. All waste from the Resort is either processed onsite or removed entirely, with the ultimate aim of creating minimal impact on the environment. The Resort creates its own drinking water without taking from the land and creates solar power.
- Put in our own infrastructure - we have had to establish our own infrastructure including building and maintaining the local airport and strip of which 35% is now used by locals in town.
- Employment - retaining quality staff can some times be a challenge due to remoteness and transient nature of the tourism industry. We have created reward initiatives to try and encourage good staff to stay longer.
Snap shot
| Business name: |
Monkey Mia Dolphin Resort |
| Products and services |
- Accommodation options: caravan, tent and motor home powered sites, beachfront units (3 star), garden villas and backpacker accommodation. 80 seat conference room with state of the art AV equipment.
- Facilities: freshwater swimming pool, artisan spring hot tub, masseuse, internet café, tennis courts and free gas BBQs.
- Equipment: fishing, snorkelling, volleyball, sailing, scuba diving, 4WD tours and kayak and glass bottom boats.
- 14 businesses: including masseur, corner newsagency, dive shop and souvenir centre, are located in and around the Resort.
- Tours (through strategic partners): Aboriginal cultural walks, Wildlife sailing cruises, Astronomy tours, Camel rides to name the main tours.
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| Business Structure and Ownership |
Private Company: The Aspen Group 50% ownership, with Indigenous Business Australia (IBA) owning 26% and the Yadgalah Corporation owning 24%. |
| Aboriginal and Torres Strait Islander involvement |
Ownership, with Indigenous Business Australia (IBA) owning 26% and the Yadgalah Corporation owning 24%. |
| Organisational structure |
4 Directors on the IBA Board including 1 IBA, 1 Yadgalah, 2 Aspen Group representatives. Resort Management includes: 1 General Manager, 1 Sales and Marketing Manager, 15 full time staff and 22 casual staff and approx 15 research volunteers. |
| Date started |
1990 |
| Size of operation |
600 total capacity including: 84 motel units, 13 park homes, 16 shared ensuite rooms, 135 backpacker and 60 powered sites. |
| Top five marketing initiatives that have paid off |
- Participate in famil programs with various local, national and international marketing partners for visiting journalists, inbound and wholesale agents.
- Website - optimise the Resort's website and create web links with other key tourism marketing organisations.
- Maximise customer experience - excellence in customer care resulting in high word of mouth promotion and repeat sales.
- Trade show participation on a state, national and international basis to key market segments.
- Linking with key suppliers/stakeholders to do joint promotions and value add deals.
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| Funding sources |
nil |
| Sources of advice
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CALM, Local Government, IBA/Yadgalah Board and Ernst and Young |
| Best customer feedback comment |
- Fabulous place to visit, awesome views, great accommodation and excellent tours.
- Staying at the beach resort and waking to see the beach from my unit has been one of the best experiences of my life.
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| Annual visitors/ customers |
Resort gearing up to handle a projected influx of 5,000 air passengers per annum. Currently at 3,000 per annum. |
| Growth Plans |
$1.6 million investment in the airport to date with further enhancements made in the last year, including local contractor secured to build emu proof perimeter fence Expanding accommodation provision - Due to success of strategies, the owners have committed $16 million over five years to introduce 4.5 star accommodation, retail shops, staff quarters & beachfront facilities. This will increase capacity from 600 to 1200 guests. |
| Biggest success |
Overall, marketing efforts have increased the Resorts visitor numbers and resulting in increasing the average length of stay at the Resort. In 2003/04 the average stay was 1-2 days, in 2005 the average stay is now 3-4 days. |
| Biggest challenge |
Retaining quality staff can some times be a challenge due to remoteness and transient nature of the tourism industry. We have created reward initiatives to try and encourage good staff to stay longer. |
| Success factors / tips for others |
Build relationships with key marketing partners that can help you stretch your marketing dollar. Work closely with local organisations: CALM, Indigenous organisations, regional tourism bodies and community groups to share and participate in successes. If the Resort is successful the whole area succeeds. |
| Accreditation |
RAC Accreditation, AAA Tourism, Youth Hostels Australia (YHA), Tourism Australia, Tourism Western Australia (TWA) tick program, WorkSafe quality accreditation. |
| Website |
www.monkeymia.com.au |
| Person interviewed |
Mr Dean Massie - General Manager |
| Telephone |
08 9948 1320 |
| Email |
dean@monkeymia.com.au |
| Date |
4 September 2006 |
Images courtesy of Money Mia Dolphin Resort.
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