RALM

Identify guest requirements

Performance Criteria for this Element are:

• Research and assess needs of guests
• Conduct data analysis to identify deficiencies in service delivery
• Identify options to improve service levels.

Quality guest service

• Regardless of the reason for their visit it is important all guests that receive quality service
• Quality service is being able to use a combination of products and services, as a combined offering, that at a
minimum, meets the needs and expectations of all guests
• Quality customer service is not just associated with 5 star hotels, it is a fundamental aspect of all hospitality
businesses, whether budget or luxury
• Simply customer service is important to any business in any industry
• It is about ensuring customers leave your premises pleased with the experience they received.

Researching customer needs

• Before we can tailor our products and services to provide an offering that the guest wants, we first need to find out
what the guest actually wants
• Many businesses make the mistake of providing an offering they THINK the guest wants, but what is offered doesn’t
meet their needs
• Therefore research of what the customer wants is an essential activity. This is the essence of marketing
• Marketing must be customer-focused
• To identify exactly what this focus needs to be we have to obtain information on customer needs and wants by
undertaking some basic market research.

A customer can be seen as:

• A person on the receiving end of what the business offers
• Someone who is willing to pay a fair price for a quality product and wants to be neither over-charged nor under-served
• The reason the company is in business
• Someone who has certain needs and wants them filled
• If we cannot fill them, will go to a competitor who will.

There is no ‘one’ customer

• Customers are all individuals and come with individual needs and expectations
• Businesses cater to a range of types of customers, known as target market segments
• Challenge lies in being able to provide an offering to meet their individual needs
• We have to recognize each type of customer and treat them as individuals

What is the difference between a customer’s:

• Needs
• Wishes
• Expectations.
• The things customers are unable to do without
• This may be a meal or beverage.Wishes
• Way in which our customer would prefer to satisfy a specific need, but they may not have the resources to meet these
wishes
• They are willing to settle for less.

These spring from the customers’ needs and wishes but are also influenced by:
• The company’s image or reputation in the market
• The customer’s previous perceptions and their experience with the company
• The company’s advertising.
• How can you identify these?

Identify customer needs, wishes and expectations

• Involve the customers in developing new services

• Organise and conduct a series of focus groups
• Actively listen to the customers
• Make decisions and act on the basis of the customer’s motives, needs and expectations
• Wear customer spectacles and see with the customer’s eyes
• Actively look for customer feedback
• Ask customers what elements or factors of service are of particular importance to them
• Analyse the market trends
• Analyse the competitors.
• Staff must be actively encouraged to provide input to the development of quality customer service, too
• After all it is staff who are delivering the service and they who are best placed to understand what the needs
and wants of customers may be.

Involving staff in this research process could include:

• Encouraging staff to feedback all relevant comments from customers
• Not shooting the messenger
• Setting agenda items for staff meetings which include ‘customer service’
• Developing appropriate documentation.

Now that we have identified the needs and wants of customers, it is vital to gain a detailed, complete and
accurate:
• Understanding of our current operations
• Whether they are suitable to meet the needs of the customer.

Research should be designed to identify:

• What the customer wants
• What we are currently offering to the customer
• What we can improve.
• Informal basis
• Formal basis.
Informal research is casual in nature and may include:
• Discussing information with colleague
• Seeking customer feedback by asking questions
• Personal observation of customers and service delivery and then self-reflection on what you have seen
• Discussing information with a wider network of contacts
• Discussing information with the public in public places
• Articles seen on TV or reading the newspaper, magazines or books.

Formal research is more structured and deliberate in nature and involves:

• Reading printed material from your property
• Enrolling in a specific course related to the area you want to find out about
• Reading product and service information brochures

• Surfing the Internet

Formal research
• Visiting the library
• Developing, distributing and analysing questionnaires
• Attending conferences and seminars
• Attending product launches
• Attending Industry Associations functions.

When conducting research it is usual to follow the steps below:

• Specify information to address service deficiencies
• Design and trial the data collection method to be used
• Collect the data
• Analyse the results
• Communicate findings, implications and recommendations
• Develop policies and procedures to align with identified customer need and preferences.

Research can be categorised into two main types:

• Primary data
• Secondary data.

What is the difference primary and secondary data?

What is benefit of using each method?

Primary data is fresh, new and original information specific to your requirements.Primary data collection methods
include:
• In-house observation
• Conducting interviews
• Applying questionnaires
• Conducting surveys.

Secondary data is information which already exists:

• Reading newspapers, books, magazines, trade journals and the media
• Researching library catalogues and other sources
• Subscribing to on-line computer information systems
• Analysing trading figures, occupancy and booking statistics, costs or profit.

Research data can further be separated into:

• Quantitative data - known as ‘hard data’
• Qualitative data - known as ‘soft data’.

Qualitative data is important in a service industry such as hospitality because it answers the ‘Why?’ questions such
as:
• Why do they eat with us and not the opposition across the road?
• Why do they prefer healthy food?
• Why have they stopped coming to the nightclub?

Quantitative data is statistical in nature.It deals with ‘quantifying’ things such as:
• The number of times a person visits the premises
• The amount of money they spend
• The number of minutes they are kept waiting for service
• Their satisfaction rating in % terms with our service.

Development of successful customer service is an on-going exercise and involves:

• Monitoring of the internal and external environments
• Integration of findings into future planning.

It is vital to understand:
• What can cause changes in our operational environment
• Factors having impact on service delivery.

The internal environment is the environment within the business. It can include:
• Level of staff available
• Policies and procedures of the organisation
• Skill and knowledge levels of staff
• Operational hours of the business
• Facilities available within the venue.

In theory, a property has control over these internal factors because it is in a position to influence them. Slide 33

Internal environmentPossible causes of deficiencies from within the internal environment could include:
• Substandard products
• Equipment
• Marketing
• Staffing
• Recruitment
• Training.

Possible causes of deficiencies from within the internal environment could include:
• Management
• Financial support
• Changes in management style
• Changes in client focus
• Creation of new and different target markets
• Organisational re-structures.

The external environment refers to the area outside the business over which the venue has little or no control.
It can relate to changes in:
• Customer trends
• Technology
• Legislation
• Economy
• Political situations
• Competition in the marketplace
• Environmental issues.

You must check and question it so as to identify whether or not you can use research collected as the basis for
future action:
• Is it valid?
• Is it reliable?
• Is it relevant?
• Is it accurate?
• Does it make a useful contribution?
• Is it clear and unambiguous?
• Is it sufficient in volume to be useful?
• Does it represent the views of our target markets? Slide 37

Identify service deficiencies Once we have identified causes of service deficiencies, staff and management must:
• Address these
• Seek to find options to improve service levels.

Common service deficiencies

• What are common service deficiencies in hospitality departments?
• What are some ways you can improve service deficiencies?

It helps staff:
• To understand what is required of them
• Provides them with an opportunity to make input to areas that will ultimately greatly impact on them
• Increase ownership ‘own’ the changes
• Strive to better implement any actions agreed to.

Activities providing opportunities for staff participation in the planning process include:
• The formation of quality improvement groups or ‘quality circles’
• Establishment of group training sessions
• Introducing a variety of methods and systems to spread information
• Keep the message in front of everyone’s eyes.

Operational focus
• Create a competitive advantage over competition by either doing something different, more superior or
cheaper
• New or revised products
• New services
• New menus
• Renovations
• New equipment with staff fully trained in their operations.
• New equipment with staff fully trained in their operations
• New marketing strategies to new target market segments
• New advertising campaigns with suitable attractive packages
• New branding
• Correct staffing level and mixes
• Recruitment
• Structured training programs.
• Management
• Financial support
• Changes in management style
• Organisational re-structures.
• Greater use of e-business
• Greater use of technology
• Environmental awareness.
Slide 44
Staff focus
• Ensuring staff play an active role in improving service standards, is a key objective for management
• Staff are their eyes and ears and are able to communicate important information about the customer.

Approaches to the staff may include:

• Creating and implanting the business concept in the entire organisation, which helps to determine the direction the
company will take in the future
• Involving staff in planning and implementing quality improvement
• Building a spirit of working together towards goals.
• Creating instruments and channels to disseminate the company’s philosophy, goals and values throughout the
organisation
• Promoting a climate of open communication and feedback
• Encouraging and recognising innovation and teamwork
• Recognising the right of every employee to understand the requirements of their assignment, and to be heard
when offering suggestion for improvement.
Customer focus
• Approaches to the customers may include:
• Making the customer a ‘member’ of the organisation
• Rewarding faithful customers
• Communicating with customers to promote goodwill, trust and satisfaction
• Identifying customer’s unstated needs
• Ensuring customers’ needs and (reasonable) requests are met
• Providing friendly and courtesy assistance. Slide 48

Regardless of the type of organisation, solutions will only work if the customer believes them to be:
• Meeting their needs, wants and expectations
• Is of good value
• Is better than that provided by the competition.

Performance Criteria for this Element are:

• Ensure products and services meet customers’ needs and reflect enterprise standards
• Ensure team performance consistently meets enterprise standards
• Assist colleagues to meet and exceed customer service standards by providing appropriate professional development.

Once the different options to improve customer service have been identified, the next logical steps are to:
• Develop standards and plans for suitable options selected to improve customer service
• Communicate these standards to all staff so they are understand what they need to do
• Provide information to colleagues regarding customer service standards
• Monitor customer service according to organisation policies and procedures to ensure standards are met
• Measure actual performance against standards.

Management needs to consider:

• Different ‘areas’ for which standards and plans may be created
• Development process for plans and standards
• Identifying several approaches towards quality management for staff and customers.

The development process

• Establish a ‘customer service’ team of interested, experienced and dedicated
• Look at what other venues are providing in terms of service
• Identify the ‘areas’ in the venue about which you believe there needs to be a customer service standard and a plan.

The development process

• Determine the standards to apply to the identified areas with reference to:
– Your image, reputation and advertising
– Value-for-money for the customer
– What the opposition is doing
– Identified customer expectations.
Incorporate the standards into a formal plan.
This plan should identify:
• Dates for implementation
• Dates for review.
• Resources available to support the introduction of the standards
• Responsibilities related to the initiative
• Key Performance Indicators to be used to evaluate service delivery at the designated review dates.
Possible ‘areas’ for service standards and plans
• Response times
• Service guarantees
• Pricing guarantees
• Product quality
• Document presentation standards
• Personal presentation standards
• Complaint management
• General customer satisfaction.

Communicating customer service standards can come in many different ways including:
• Orientation programs
• Formal meetings
• Staff briefings at the start and end of shifts
• Training sessions
• Observation and mentoring
• Informal communication during a shift.

Common methods of enabling such access include:

• Mention of service standards at job interview
• Documentation of service standards
• Induction and orientation
• Office computer system
• Printed copies in staff areas.
• Simply because standards have been developed, reduced to writing, explained to staff and ratified by
management, doesn’t mean they will always be implemented
• The most common problem is service standards are developed and communicated but not monitored
• If service delivery standards are not monitored the result can be service standards quickly drop.

The common monitoring methods are:

• Workplace observation
• Talking to customers
• Talking to staff
• Reading customer complaints and feedback
• Analysing business statistics.

Areas to monitor
• Which positions should you monitor?
• What do you specifically monitor?

Reservations
• The reservation system, and how easy it is to use, how user friendly it is from the guests’ point of view
• Our telephone manner
• Cancellation policy
• Credit card acceptance
• Accommodation availability
• Information on hotel shuttle and public transportation.

Registration
• Greetings
• Assistance with luggage
• Check-in procedure
• Room accommodation
• Room status/availability

 Information on hotel services

 Cleanliness and interior design of lobby, elevators, rooms
 Operation of air conditioning, heating, television, radio, and plumbing in room
 Amenities.

Guest stays
• Food service department
• Gift shop
• Lounge
• Room service
• Valet service
• Housekeeping services
• Complimentary services and products
• Security
• Front office. Slide 66

Check–out
• Check-out time deadlines
• Luggage
• Speed of check-out
• Accuracy of accounts.

Quantitative methods
• Objective facts and unambiguous measures of performance
• This evaluation method is statistically-based
• It includes quantifying things such as:
– Service availability and standard
– Waiting times
– Number of complaints
– Number of give-aways provided.
Qualitative methods
This is information that commonly answers the ‘Why?’ questions:
• Why do people want this or that?
• Why do they prefer to order at this time and not that?

Qualitative methods Central to this method are:

• Questioning skills
• Active listening techniques
• Observation skills
• Analysing events and observations
• Interpreting customers’ verbal statements and non-verbal cues.

As managers we need to look to see:

• How individuals are able to perform in relation to the desired standards
• If the team as a whole is operating in a successful manner.

Teams in a hospitality setting often refer to either people:

• Within a department
• Working together in the same shift
• Working closely with another department.
• Each team will comprise individuals with their own specific characteristics, strengths and weaknesses
• As a manger it is important to ensure that staff are able to work together to achieve the collective objectives of
the organisation
• The primary objective being to ensure each customer has an enjoyable experience
• A team is only as strong as its weakest link.

Characteristics of effective teams

• Clear goals
• Relevant skills
• Mutual trust
• Unified commitment
• Good communication
• Negotiating skills
• Appropriate leadership
• Internal and external support
• Recognition and reward.

Some suitable methods to monitoring team performance include:

• Observations
• Meetings
• Customer feedback
• Staff feedback
• Financial and operational reports
• Performance appraisals.

Types of professional development can include:

• Qualifications and certified training programs provided by external educational or professional providers
• Internal programs
• Meetings
• On the job learning
• Buddy system
• Research activities
• Demonstrations
• Discussions.
Normally professional development is performed when:
• Customer service deficiencies exist which need to be addressed
• New staff require training
• New techniques to existing products or services are made
• New products or services are introduced
• Retraining is required.

A manager or supervisor must provide active support to team members in helping them meet their given outcomes.
Support that can be given to workplace teams may entail:
• Giving moral and verbal support when times are tough and the going gets tough
• Providing relevant training and coaching
• Obtaining more physical resources to enable the job to be done better or quicker
• Getting approval for more time (overtime payments, extra hours) for staff.

Supporting team members

• Advocating to management on behalf of the staff
• Supporting staff when an unfounded or unfair allegation is made about them
• Soliciting and listening to their feedback
• Thanking them for hard work, effort and when they go the extra yard or two
• Celebrating any successes.

Coaching of staff to help enhance the delivery of quality customer service is a much under-used tool in the effort to
provide better levels of service. Workplace coaching is an excellent tool to use because:
• It is extremely cost-efficient
• It relates specifically to individual workplace requirements
• It targets individual staff need.

When considering using coaching it is best to:

• Target coaching to actual, identified need for specific individuals
• Obtain agreement form the staff member that coaching is needed and will benefit them
• Prepare for the coaching session
• Explain the coaching to be delivered.

Basics of coaching
• Focus on the person to be coached
• Use the two primary delivery strategies of ‘explanation’ and ‘demonstration’
• Follow the rhyme: “I do it normal, I do it slow. You do it with me, then off you go.”
• Make sure underpinning skills and knowledge are covered
• Allow for appropriate practice
• Follow up with the staff member as required to see if extra coaching or assistance is needed.

Ways to deliver coaching

• Role plays
• Discussion groups
• Case studies
• Mentoring
• Training videos
• A critical friend.
Performance Criteria for this Element are:
• Review guest satisfaction with service delivery using appropriate methods that produce verifiable data
• Compare systems, records and reporting procedures in order to identify and report on any changes in customer
satisfaction
• Evaluate and report on customer service evaluation outcomes to designated groups or individuals
• Obtain agreement on appropriate course of action to take to overcome problems andadjust products and services in
consultation with designated individuals or groups. Slide 85

Review customer satisfaction

• Every three months or more frequently if time permits, it is important to review customer satisfaction with your
service delivery
• This should be done, using verifiable data, rather than relying on subjective impressions and hearsay from
other staff.‘A rolling stone gathers no moss!’

Objectives of collecting and reviewing customer feedback

• Identify the extent to which customers and others are satisfied with service delivery
• Identify the areas in which there is satisfaction with service delivery
• Identify the precise areas within areas where there is dissatisfaction
• Identify the precise nature of any dissatisfaction
• Identify the staff involved in both superior and inferior levels of service
• Identify if there is a certain time of the day/week when service levels are reduced or at their best
• Discover what can be done to improve a less than optimum situation
• Identify what needs to be done to maintain the present satisfactory level of service delivery.

The review should be as wide-ranging as possible, meaning it should involve:

• Regular customers
• New customers
• Customers who are one-off customers
• Corporate customers
• Staff
• Management.

Types of feedback
• Positive – customers give compliments about aspects of service
• Neutral – customers say they ‘enjoyed’ their experience, not provide any further comment
• Negative – customers have a complaint regarding an aspect of their ‘experience’.

Regardless of the method used to collect information, it is vital:

• The form is designed to gather important information about all aspects of service delivery
• The format is easy to use for the customer
• The form is presented to the customer when it is going to cause the less inconvenience
• The customer is thanked with a suitable reward.

Methods of collecting customer feedback

• Direct communication from customer to staff
• Observations
• Customer comment cards
• Online feedback
• Meetings.
Once customer feedback is collected, it must:
• Be documented accurately
• Identify further opportunities for workplace improvement
• Used as the framework for customer service improvement strategies.

Compare information to identify changes in customer satisfaction

• Once information has been collected, it should be compared against benchmarks to determine if the
changes are positive or negative
• So what is current information compared against?

Budgets
• Sales budgets
• Labour budgets
• Material budgets
• Inventory budget
• Overhead budgets.
• Capital Expenditure budgets
• Budgeted Financial Performance Statement
• Cash budgets
• Budgeted Statement of Financial Position.

Operational reports
• Sales reports
• Occupancy reports
• Financial reports
• Complimentary reports.

Standard Operating Procedures (SOP’S)

• These are detailed instruction of how tasks should be performed and the standard which must be achieved.

Job Descriptions
• These are a detailed explanation of what each staff member should be doing in the workplace. It identifies
responsibilities and tasks for completion.

Common service problems

• Inadequate products or services
• Difficulties in contacting service staff
• Lack of information about the products and services offered by the establishment
• Unclear or incomplete price information
• Unclear or incomplete deals
• Handling of complaints.

Once customer feedback has been collected and compared against organisational benchmarks and standards, a report
detailing reasons for changes in customer service must be evaluated and reported.

This report should contain:

• Description of actual performance
• Identify problems
• Provide solutions for improvement.

Identifying changes toward improved customer service

You should address the following points:
• Resources to achieve the change are identified and costed
• Potential barriers or problems
• Timelines for action
• Responsibilities for action to nominated individuals
• Description of ideal service standard.

Reporting findings
Once you have prepared your report it is important that it is given to the right people for feedback, agreement and
implementation or action. The groups and individuals to whom such a report may be forwarded could include:
• Management
• The Board
• Certain subcommittees.

Reporting findings
• The establishment’s focus group
• Trainers in the business
• The external organisation that conducts your training
• Organisation
• All staff members
• Specific staff members who are identified in feedback
• Head office.

Tips on giving effective feedback which can be useful when making conclusions and giving recommendations
include:
• Be positive and constructive
• Respect the feelings of the speaker/person you are providing advice to
• Act on the fact that immediate feedback is more effective than delayed feedback
• Restrict your feedback to only those things that can be changed.

Prepare conclusions and recommendations

Communicating conclusions and recommendations At the conclusion of any review it is often necessary to
communicate the results to designated groups and individuals, within appropriate timeframes. Usually accepted means
of communication are:
• In person
• By phone
• Via email.

Courses of action to overcome service problems

• Improve products and services
• Give benefits to key customers
• Systematise customer complaints and learn from them
• Train staff in customer care
• Give staff the authority, discretion and

Courses of action to overcome service problems

• Stimulate employees to be creative in developing customer care activities
• Allow staff room to make mistakes
• Invest in meetings and regular contacts with customers via newsletters or customer magazines
• Make it easy for customers to complain.
Reaching agreement to changes in service
• As a group, you must put a plan in place, based on some of the suggestions mentioned above, and reach a
mutual agreement
• Only with the consensus of all parties involved, can a sense of ownership take place and people will be more
acceptable of the changes and the plan to implement them.

Communicating new approaches to service delivery. Once all parties have reached agreement, any new
approaches to customer service decided upon must be communicated to all those involved within appropriate
timeframes.

Your approach should follow these guidelines:

• Hold a formal staff meeting to inform staff of the changes
• Explain why change is necessary
• Give staff a hard copy of the new service approaches
• Give staff demonstrations of the new service delivery protocols
• Tell staff about the dates for introducingthe new service
• Reassure staff they are not required to implement the changes ‘tomorrow’

Communicating changes in service

• Inform staff of the training
• Encourage questions from staff about the changes
• Make yourself available outside this meeting for staff to talk to
• Post new checklists relating to the changes in appropriate parts of the venue
• Include new policies, procedures in operational manuals, induction programs and in-house training
• Schedule staff training
• Introduce the changes and monitor their implementation
• Provide feedback and additional training. Slide 111

Continuous monitoring of service

• This activity is not a once off event. It must be a process that occurs on a regular basis
• There are always additional changes that can be made to improve any aspect of customer service
• All staff regardless of position, must strive to ensuring the customer service provided is the best it can possibly be
• That is the true essence of maintaining quality customer service.

OPEN SPACE- a large area of land with grass and trees which is maintained for the pleasure of
the public

HISTORY OF PHILIPPINE PARKS

– Park finds its roots in the 18th century European notion of a public garden or common ground for popular enjoyment
– In the Philippines it was the Americans who gave form and substance to the concept in its modern sense with the
establishment of Yellowstone National Park in 1872 as the world’s first national park.
– A key word that came to life together with the national park concept was “conservation,” and American colonial
administrators were some of the first advocates of conservation in the Philippines.

American period
– Daniel Burnham planned nine play fields and four large parks in the perimeter of the city, all connected by a parkway
system. These four parks, which were to be built in Harrison, Sta. Anna, Sampaloc and Tondo would have had an area of
fifty hectares each, totaling two – hundred hectares.
– It was also envisioned to have a parkway from Rizal Park to Sangley Point in Cavite, parts of which we now know as
Roxas Boulevard
– Baguio Burnham Park
Spanish Colonial Era,
– Rizal Park and Jardin Botanico (Botanical Garden) the first de facto parks of the city Commonwealth period
– Quezon Memorial Circle (Proposed Capital Complex)World War II, the country saw little to no progress in nation
building. The Japanese never barred the utilization of parks for leisure, though they never advocated the construction
of additional parks or the continuation of the plans of the new capital.

Third Republic (1946)

– The most notable construction in this period is the Independence Grandstand, (A temporary structure built in front of
the Rizal monument.) the Independence flagpole, (The same flagpole located in front of the Rizal Monument today and
the Quirino Grandstand. (It was formerly named the independence grandstand.)
– other major event was held in Rizal Park, The Philippine International Fair of 1953. It was the first international world
exposition held in Asia.
– Government complex what is now Batasang Pambansa.
– Fort Santiago in Intramuros became a historical public
– Paco Park also started to get attention; it was closed by the Americans during the colonial era and was used as a
storage facility of the Japanese. After the war it was left to ruins but was subsequently rediscovered by tourists. It was
renovated and today is a favorite venue for weddings and live performances
– Ninoy Aquino Parks and Wildlife also emerged in this era
– This Era also saw the creation of the National Parks Development Committee, or NPDC. Along with it, Rizal Park has
become Lunetas’ official name.

PARKS PURPOSE:
– national awareness of the ecological, historical and cultural significance of our national parks is crucial to
enhance economic and environmental sustainability, to assure biodiversity, and to allow future generations to enjoy the
natural beauty of the country.

BENEFITS OF PUBLIC OPEN SPACE

– The provision of public open space is an essential component of community life. Public open space supports a broad
spectrum of activities and interaction between people and nature, and sustains critical environmental functions for the
health of communities. Along with other community services and infrastructure, public open spaces are important public
assets that contribute to livable, safe and sustainable communities.

BENEFITS OF PUBLIC OPEN SPACE

Social Benefits- connect and build strong communities by providing opportunities for local people
to come together for a range of leisure, recreational, cultural, and celebratory activities;
• enhance opportunities for social cohesion and inclusion; and
• improve livability in urban environments by offering affordable recreation opportunities for all sectors of the
community, including low-income families.

Health Benefits
• encourages physical activity;
• enhances physical and mental health;
• helps reduce the risks of developing chronic diseases;
• assists in recovery from mental fatigue; and
• enhances children’s development and wellbeing

Environment Benefits
• protection of areas of conservation, biodiversity and cultural heritage value; reduction of air and noise pollution; and
• Managing climate change impacts by providing shade and cooling, contributing to urban heat abatement,
• contributing tostorm-water management, and by serving as disaster evacuation centers.
Economic benefits
• Parks are a major attraction for recreation and tourism industries, and
are significant sources for revenue and of employment for local communities;
• Active open spaces, especially sports fields, serve the same purpose by attracting participants and spectators beyond
the local area and thus have significant contribution to the inflow of economic benefits.

Categories of Open Space:

1. Conservation & Heritage Land- primarily set aside to protect and enhance areas with significant biodiversity,
environmental, disaster management, and cultural value

2. Natural & Semi-Natural Landscapes & Amenity- Land set aside to add or protect the character of an area,
including areas with environmental and/or heritage value

3. Parklands & Gardens- Land which may have some modifications to support
community social interactions, unstructured recreation and wellbeing uses, including for nature appreciation and
reflection

4. Linear Parks and Open Space Linear reserves- Linear Parks and Open Space Linear reserves are usually on
or alongside rivers and creeks, drainage easements, foreshores, and some utilityeasements (ie pipelines, power
lines, railway reserves)

5. Active Open Spaces- Active Open Spaces Land which has been modified to support structured sports and recreation

6. Civic Spaces- Civic Spaces Land which has been modified to support a range of for maland informal activities.Examples
include: Plazas, civicsquares, outdoor promenades

7. Coastal Areas and Beaches Conservation- Coastal Areas and Beaches Conservation of natural areasand coastal
systems Beach-related activities