South Australian Tourism Plan 2003-2008

Inspiring partnerships for sustainable tourism

South Australian Tourism Industry This Tourism Plan acknowledges and respects that all tourism activity and development takes place on lands traditionally owned by South Australia’s Indigenous people and encourages Indigenous communities to feel a part of the anticipated South Australian tourism successes.

SATC 2190/561, December 2002 ISBN 0-9579506-1-6 www.tourism.sa.gov.au

Designed and produced by the South Australian Tourism Commission Foreword Contents

Tourism has emerged as one of the most remarkable economic and social drivers of the 3 Executive Summary present era. It is already an integral part of the life and prosperity of this state and is one of its brightest economic prospects. 4 Introduction However, there are significant challenges and opportunities facing the industry that require clear strategic thinking and a shared sense of purpose.To fully realise the opportunities and 6 The Outlook mutual benefits through tourism will require strategic commitment from the industry and its many partners. 8 The Opportunities The South Australian Tourism Plan 2003-2008 is the fifth in a series of joint tourism 10 Target Markets industry/government plans that have provided a shared vision, clear direction and a sound platform for sustainable tourism growth since 1981. 11 Positioning and Branding The review process – ‘to create a better future we must first imagine it’ – began in 2001 and involved extensive consultation across the state, first in canvassing the issues and developing 13 Industry Challenges the vision and directions, and secondly, in commenting on the draft Tourism Plan. The Tourism Plan has also been reviewed in light of the Commonwealth Government’s 14 Vision 10 Year Tourism Plan Discussion Paper to ensure consistency between these two initiatives. I would like to acknowledge and thank the following members of the Tourism Plan Review 15 Sustainable Tourism Leadership Team who were responsible for overseeing and assisting with the review process: • Bill Spurr (Chair,Tourism Plan Review and Chief Executive, SATC) 18 Goals and Objectives • Linda Bowes (Chief Executive, SA Wine and Brandy Industry Association, and Member SATC Board) • David Crinion (Group Manager, Policy and Planning, SATC) 57 Implementation • Richard Davis (President, Caravan Parks Association, and Member SATC Board) • Sally Hawker (Tourism Operator, Bungaree Station) 60 Monitoring the Industry • Jane Jeffreys (Organisational and Management Consultant, and Member SATC Board) 68 Appendix 1: • Graham Pfitzner (Local Government Association) • Leanne Muffet (Executive Officer, Leadership Team, to April 2002) Glossary of tourism terms • Claudelle Martin (Executive Officer, Leadership Team, September – November 2002) and acronyms I would also like to thank sincerely the many people who contributed to the Plan during the 72 Appendix 2: course of the extensive consultations (see Appendix 2).The content of the detailed written submissions on the Draft Plan were significant in refining the final document and will be valuable List of People Consulted in future implementation discussions. The Tourism Plan will help to improve the visitor experience through sustainable destination development. It will also create a positive policy framework; improve visitor access and tourism infrastructure; ensure that regions benefit from tourism growth; further improve targeted marketing (with a particular focus on the self-drive market); and strengthen the profitability and professionalism of the industry. This is an exciting high-level strategic Plan.The planning process and Tourism Plan itself provide clear evidence that the tourism industry and its government partners are committed to growing a profitable and sustainable tourism industry. I am confident that realising the vision, directions and partnerships in this Tourism Plan will make an enormous difference to the state’s future prosperity and quality of life.

Dr Jane Lomax-Smith Minister for Tourism 2 Executive Summary

South Australia will be an inspirational leader in innovative Vision and sustainable tourism

Commercial Viability – Sustainable Practice – Collaboration Imperatives

Value- Brand & Target Innovation and Capacity and Drivers Add Differentiate Markets Competitiveness Capability

Enhance & grow the Be productive in Achieve strategic Develop a strong state’s authentic marketing the policy, investment professional & Goals experiences state & development profitable industry

• Enrich the wine & food • Target the most • Achieve policy alignment • Improve decision-making experience profitable domestic • Strategically develop through relevant prospects research • Add value to the state’s accommodation rich natural assets • Market SA as an • Create accessible • Adopt strategic outstanding ‘drive’ opportunities to • Develop integrated investment funds to experience use new technology coastal experiences realise strategic • Target high-yielding development • Encourage new and • Develop a balanced international markets sustainable business program of events and • Ensure infrastructure ventures in tourism festivals • Ensure SA is a ‘must see’ supports strategic backpacker destination development • Promote and support • Position Adelaide as the business development ‘Gateway’ to the • Enhance the marketing • Improve accessibility to Outback of events and within SA • Maximise participation in, and support of, • Enhance the Murray • Maximise SA’s • Effectively manage accreditation programs River experience convention and destinations for exhibition potential sustainable outcomes • Foster continuous • Celebrate the state’s learning and Objectives arts and culture • Apply a collaborative approach to marketing improvement • Tell the story of the • Manage risks effectively state’s history and heritage • Encourage development of Aboriginal tourism • Integrate ‘soft adventure’ track and trail experiences • Create a ‘sense of place’ • Capitalise on the state’s sporting infrastructure • Develop special interest (niche) markets

Strong partnerships, accountability and Implementation continuous improvement mechanism

Increased jobs Improved community facilities and services Outcomes Tourism experiences that enhance environmental sustainability

3 Introduction

South Australia’s tourism vision is to be an inspirational leader in innovative and sustainable tourism.

The tourism industry and the State Government are committed to an internationally competitive industry that is authentic, collaborative and highly profitable. The South Australian Tourism Plan 2003-2008 identifies our strengths and is developing destinations and products around our competitive advantages and natural and cultural attractions. The tourism industry is a vital part of South Australia’s economy, accounting for 10 per cent of the state’s growth through the exports it generates and employing 44 000 people (the equivalent of 36800 full time jobs). Tourism represents an unrivalled opportunity to grow the economy further, redistribute wealth and create jobs as a result of the new money it attracts into the state through visitor expenditure. Our overall aspiration is to increase visitor expenditure in South Australia’s tourism industry from $3.4 billion in 2001 to $5.0 billion by 2008 by increasing visitor numbers and length of stay and, more particularly, by increasing tourism yield. Within the context of achieving sustainable tourism, the Tourism Plan focuses on four key goals to help move towards this ambitious figure.These goals are: • developing authentic destinations and products • being highly productive in marketing • achieving strategic alignment of tourism policy, investment and development • developing a strong, professional and profitable industry. These goals will be pursued through the development of strong implementation partnerships with key stakeholders.

Figure 1: Maturing tourism – SA Tourism Plan framework

Destination Development Sustainability

Partnerships

VISION Productive Inspiring leadership Strategic Marketing Practice in innovative and & Alignment sustainable tourism

Profitable Businesses

4 South Australia is an unconventional destination.We are low key, surprising and compelling, having adopted a ‘specialty’ position in the marketplace. Our appeal as a destination is shaped by our distinctive ‘local flavour’. It is characterised by our friendly, welcoming nature; our world-class wine and food; our history, arts and diverse cultural background; and the relatively unspoilt environment in which we live. Like the world-renowned regions of Tuscany and Bordeaux, South Australia’s tourism appeal is derived from our environment, our people and our way of life. Market research clearly shows South Australia’s greatest ‘icon’ is its world-class wine industry. From this strong foundation we will build on our reputation for fine food, arts and culture, history and heritage, festivals, events and sport. Our weakness is a lack of recognition by the market of the state’s rich natural and coastal assets.The challenge for South Australia’s tourism industry is to sensitively value-add to our natural and coastal attributes to meet growing market demand for unspoilt and authentic destinations. Sustainable tourism development and growth are at the heart of our tourism strategy. To be sustainable as a specialty tourism destination, future tourism development in the state will be ‘derived’ from our authentic qualities, rather than ‘contrived’ or ‘imposed’. The South Australian tourism industry and the State Government will work in partnership to ensure this state is a world leader in economically, socially and environmentally sustainable tourism. As shown in Figure 2 the Tourism Plan is an integral part of a broader process of planning for the economic, environmental and social well-being of this great state.

Figure 2: Tourism as an integral part of state planning processes

Federal Commonwealth Government’s 10 Year Tourism Plan

State State Government’s Strategic Directions Tourism Industry Other Government Strategic Plans SA Tourism Plan e.g. Economic Strategy, Food SA, Joint Industry/Government Planning Strategy,Transport Plan

Other Government Agencies’ SA Tourism Commission’s Corporate Plans Corporate/Business Plans

Regional Regional Economic Development Plans Regional Marketing Plans

Local Council Strategic Management Plans

5 The Outlook

In a relatively short space of time tourism has emerged as a dynamic economic and social phenomenon.

World-wide, tourism has grown from 25 million international travellers in 1950 to 693 million in 2001 (more than a 27 fold increase). This is predicted to double again by 2020. Organisation for Economic Co-operation and Development (OECD) countries generate 70 per cent of world tourism activity. Australia, with five million international visitors, ranks 20th out of OECD countries in terms of international arrivals. There is therefore great scope for considerable growth in the overseas tourism market. However, domestic tourism, accounting for 70 per cent of Australia’s tourism activity (and 80 per cent of SA’s activity), will remain the backbone of the industry. Tourism is a resilient industry. It has recently sustained unprecedented ‘multiple shocks’ in: • slowing world economic growth • 11 September 2001 • 14 September 2001 Ansett collapse • 12 October 2002 Bali bombings. Previous adversity such as the oil crisis, pilots’ dispute and Gulf War before it, have been followed by recovery and growth. Like most industries, tourism outcomes are influenced by external drivers over which the industry has no control.The key driver for tourism is the health of the economy in source markets. Other factors include seasonality and distance, or dramatic unforeseen events. During the life of the Tourism Plan, as part of the normal national economic cycle, Access Economics predicts a slowing of the national economy. This will have implications for the strength of the domestic market. Such factors underscore the need for consistent and focused planning.The Tourism Plan aims to strengthen the partnership between the tourism industry and Government to break the nexus between these external drivers and tourism outcomes and to take advantage of the opportunities that are present even in tougher times. Despite the vagaries of the market, both the short- and particularly the long-term outlook for tourism growth remains very positive with a strong desire to travel continuing in both mature markets and emerging markets. The potential for growing domestic tourism is considerable.While Australians spend around $54 billion annually on domestic tourism, 30 per cent of working Australians do not currently take an annual holiday. In 2002, the Tourism Forecasting Council forecast national average growth of 4.5 per cent p.a. and 1.9 per cent p.a. in visitor nights in the international and domestic markets respectively, to the year 2012.

6 7 The Opportunities

South Australia is well positioned to meet future challenges, satisfy market demands and develop new tourism opportunities, based on global changes in society and consumer trends.

Consumer Trends Tourism Opportunities

Fragmenting Market Lifestyle and value characteristics drive consumer Brand and differentiate to meet the needs of behaviour with the market becoming more highly targeted segments. Encourage special interest segmented. tourism.

Information Unlimited With growth in media and communications, Provide relevant information, value for money and a consumers are well informed and increasingly value-adding competitive experience. discerning.

Sensory Overload In a shrinking planet the emphasis is on bigger, Differentiate to stand out in the crowd and offer an faster, brighter – pushing the limits. alternative to the mainstream ‘manic’ progress.

Fighting De-personalisation Consumers crave recognition of their individuality Give priority to personal interest and create a rather than being just a number. caring ethic. Customise experiences, as far as practicable, to meet individual needs.

Search for Community People are searching for commonality in feelings, Provide experiences that reflect traditional/local belief systems and ideas and a sense of continuity values, integrity e.g. history, heritage, art, rural and belonging. lifestyles etc.

Save Our World There are growing concerns about environmental Differentiate South Australia in delivering genuine sustainability and corporate ethics and responsibility. cultural and ecological sensitivity via actions, product offerings and information.

Simple Abundance People are questioning personal/career satisfaction Provide simple holidays based around a main and goals. Prepared to trade income for free time. theme, but with plenty of choice of other activities and with comfort and security.

Icon Toppling Skeptical consumers no longer trust the long Be genuine. Use ‘real’ people in imagery. Deliver accepted monuments of business, government outstanding experiences to secure word of mouth and celebrities. recommendations.

Down Aging The baby-boomers intend staying young, forever Help the mature-aged market focus on keeping the engaging in youthful activities and keeping active body and mind active into later years. Develop into later life. They care about the legacy they leave. ‘discovery’ drive experiences.

8 Consumer Trends (cont.) Tourism Opportunities (cont.)

Healthy Living – Well being There has been a massive interest in natural Focus on the clean, green, natural and healthy. remedies and the fitness movement.‘Good health Provide for reflective/refreshing getaways. leads to quality of life’.

Small Indulgences Stressed-out consumers want to indulge in Provide short breaks, holidays that rejuvenate affordable luxuries to reward themselves. and relax and expose the guest to a range of quality value-added experiences/products.

Escapism Removal from everyday existence through extreme Provide hard and soft adventure experiences and unconventional activities. e.g. hang-gliding, cycling, serious bush walking/personal physical challenges.

Self-expression Desire for the freedom to live life and express one’s Provide innovative opportunities for expression feelings fully. through art, meeting people, writing and constructively espousing views on events and causes.

Search for the Secure The increase in geo-political conflicts is Ensure South Australia is a secure destination where heightening fears for loved ones and self. the visitor feels informed and safe in all circumstances.

Anchoring People are searching for meaning: reaching back Spiritual ‘pilgrimage’ to places offering a sense to spiritual roots, personalisation of spirituality. of connection and time out/reflection. Provide opportunities to get ‘back in touch’.

Response Gap With the pace of change, governments and Ensure that SA is forward thinking and institutions generally lag behind appropriate responds to opportunities in emerging trends response to trends and issues. for sustainable development.

9 Target Markets

In a highly competitive tourism market, success will come from understanding the market and focusing on the most profitable prospects in terms of propensity to visit, economic yield and appreciation of what we have to offer.

Domestic Market The domestic market will continue to sustain South Australia’s tourism industry. In 2001, 44 per cent of our domestic visitor nights came from the interstate market. Our ‘most profitable prospects’ will be the growing interstate drive market from Melbourne, Sydney, country Victoria and New South Wales, and south-eastern Queensland. South Australian residents are part of the drive market, but more characteristically take short breaks. This is reflected in the very successful SA Shorts initiative. South Australians travelling within their own state account for 56 per cent of the domestic market in terms of nights and will continue to be crucial in underpinning the viability of tourism businesses. International Market While we must maintain and continue to build our important domestic market, future growth and ‘export’ value will come from the international sector. In 1999-2000, over 350 000 international visitors spent 5 million nights in South Australia.This represented only 4.5 per cent of international visitor nights spent in Australia and 20 per cent of total visitor nights spent in South Australia. There is clearly scope to leverage the Australian Tourist Commission’s Naturally Free Spirited brand to improve our performance in the international market. Our key product strengths and appeal to overseas markets are our ‘sense of difference’ and authentic Australian lifestyle; our nature-based assets such as Kangaroo Island and the Outback; wine and food; and our high profile event experiences. South Australia will continue to target discerning and high yielding visitors from the following priority geographic markets: • Europe (Germany, Switzerland, France and Italy) • UK (including Ireland) • Americas (United States, Canada) • Asia (Singapore, Malaysia, Hong Kong) • New Zealand • Japan. While China is an emerging market, we will take a longer-term, developmental approach to this market over the next three to four years. Lack of direct air access is the key constraint to the growth of South Australia’s international market. Expanded direct international services and more domestic links are important initiatives in this regard. However, major change will not be achieved until the ‘SA Experience’ is further developed to stimulate commercial demand for access.

10 Positioning & Branding

By 2008, our mission is to fully develop the ‘SA Experience’.This will position South Australia as the first choice for memorable wine and food; events; and nature-based, Outback, and coastal and marine experiences.

As international interest grows in authentic destinations, South Australia is positioning itself to the discerning visitor as a specialty destination based on its nature and Outback experiences, its unspoilt character and good living lifestyle.

Good Living clean and green, Mediterranean climate, outdoor dining, relaxing, fun, healthy, rejuvenating, challenging, intellectual, innovative.

With Australia’s growing wine exports providing the best opportunity for Australia to establish a global brand, South Australia is perfectly positioned to leverage the state’s greatest icon. The South Australian Tourism Plan 2003-2008 is building upon this competitive advantage by value-adding to our internationally renowned wine industry and Good Living brand to: • reinforce South Australia’s position as the home of Australian wine • strengthen our reputation for production and preparation of food • continue to stage quality events • build our nature-based/ecotourism experiences • develop alternative coastal experiences • position Adelaide as the Gateway to the Outback • develop the state as an induction centre for Aboriginal tourism • complement our arts, culture, history and heritage • strengthen sport, recreation and adventure experiences. In the international market, our Good Living lifestyle brand will leverage the Australian Tourist Commission’s Naturally Free Spirited brand by positioning South Australia as ‘discovering authentic Australia’. In the domestic market, South Australia will be positioned as a premium self-drive touring destination. People today place a high value on relationships, the environment, heritage and friendly personalised service. Our brand will personalise and emotionalise both the message and the experience. It will provide memorable content through telling the authentic story of our past, present and future aspirations.

11 Figure 3: Summary of Brand SA

Most Profitable Core Complementary Prospects Themes Themes

• Mature Aged Strengthen • Aboriginal Tourism • Drive Market • Nature-based • History and Heritage • Conference • Outback • Sport Tourism • Coastal Tourism • Adventure (Tracks & Trails) International • Special Interests • Europe Reinforce • United Kingdom • Wine and Food • Americas • Festivals and Events • Asia • Arts and Culture • New Zealand • Japan Attributes Domestic • Melbourne • Emotionalise the experience • Sydney • Appeal to the senses • Country Vic/NSW • Personalise the experience • Brisbane • Enrich the experience through storytelling • Be clean & green

The collaborative opportunities to build this compelling and distinctive ‘clean and green’ specialty brand SA image and loyalty will benefit all businesses operating in South Australia. The key message will be that ‘SA products are not only special – they come from a special place’. South Australia will be seen as a clean and green centre of excellence with an enjoyable quality lifestyle – a memorable experience – not to be missed.

12 Industry Challenges

To capitalise on emerging global trends and opportunities, the tourism industry and Government will address the following challenges to build a robust and resilient, internationally competitive industry:

• Awareness – improving the markets’ knowledge of South Australia and appreciation of what it has to offer. • Appeal – improving the appeal of South Australian destinations by value-adding to our inherent strengths and attributes. • Air links – improving the frequency, capacity and cost of flights to Adelaide and within regional South Australia. • Policy – creating a positive policy environment and management strategies to ensure sustainable tourism. • Dispersal of benefits – encouraging visitors to the regions by increasing the destination appeal of regions based on their inherent strengths. • Accommodation – improving the quality and capacity of accommodation that is part of and reflects the local experience. • Investment – improving tourism as an attractive investment option, especially ‘green’ investment. • Infrastructure – ensuring the support facilities optimise the visitor’s experience and convenience (airports, roads, signs, lookouts, walkways, environmental management, toilets, etc.). • Access – providing quick and convenient access to tourism opportunities across the state (roads, information, permits to ensure visitors can access our attributes). • Industry standards – ensuring industry professionalism and reliability to maximise customer satisfaction. • Workforce skills – ensuring the right supply of skills matched to the environment within which they are working. • Industry profitability – improving business practices, networks and alliances, maximising efficiency of returns. • Yield – ensuring increased returns for tourism through longer stays and increased visitor expenditure. • Technology – being innovative and taking advantage of opportunities that technology provides without losing the personal touch. • Industry cohesion – ensuring a strong, focused capacity to represent industry views and needs and mobilising and sharing resources. • Risk management – managing the impact of external influences, ensuring increased visitor safety and security and ensuring liability insurance is available and affordable. • Sustainability – monitoring the integrity of cultural, environmental and heritage assets and experiences.

13 Vision

Our vision will change the way people think about tourism.The tourism industry will be recognised as the most dynamic overall contributor to Adelaide and regional South Australia’s future economic, social and environmental prosperity. It will inspire all regions to compete vigorously by being innovative, collaborative, sustainable and always building on their inherent strengths.

South Australia’s tourism vision is to be an inspirational leader in innovative and sustainable tourism.

Tourism will be a highly profitable, vibrant and collaborative industry providing all visitors with a uniquely South Australian experience. It will help differentiate and position South Australia as an inspirational place of learning, ideas, innovation and commercial opportunities in ecologically sustainable development. In developing the tourism industry we will: • concentrate on our unique attributes • genuinely share our high-quality lifestyle • create experiences that are world-class and world-renowned • respect and enhance our biodiversity, natural environment and heritage. Through collaboration with other stakeholders, tourism will help build a compelling and distinctive ‘clean and green’ specialty brand SA image that will change the way South Australia does business and the way people see South Australia.

14 Sustainable Tourism

Sustainability is at the heart of the state’s tourism strategy and being a profitable industry is the key to its quality outcomes.

South Australia takes very seriously its vision and challenge to be a world leader in innovative and sustainable tourism – for altruistic, good sense and commercially pragmatic reasons. It is widely agreed that key drivers of tourism in the future will include: • the influence of environmental issues on consumer destination choice • the desire for authentic community based tourism • the need to manage tourism growth in a sustainable manner. The Johannesburg World Summit on Sustainable Development and the incorporation of sustainable development in the Commonwealth Government’s 10 year Tourism Plan is evidence of the growing recognition of the sustainability imperative. Sustainability, with its origins in the 1987 Brundtland Report of the World Commission on Environment and Development – Our Common Future, means:‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’. This evolved into the more specific concepts of ‘ecologically sustainable development’ and ‘biodiversity’ where, in the inter-generational transfer of capital, critical natural capital should be no less than exists now. Recently, sustainability has also come to embrace the broader interplay between desirable economic, social and environmental outcomes.This is commonly referred to as the triple bottom line. Whilst inextricably related, these two terms are not the same. Sustainability is the advocacy for and planning and development of desirable inter-generational economic, social and environmental benefits and outcomes.The triple bottom line is about assessing performance in respect to these desired benefits and outcomes (see Monitoring the Industry, p.60). While the tourism industry is giving greater priority to sustainability and triple bottom line analysis (and the national Co-operative Research Centre (CRC) for Sustainable Tourism is a major initiative in this regard), tourism is generally lagging behind many other industries in seriously tackling this issue. To successfully position South Australia as an inspiring leader in sustainable tourism, the state must be connected to global debate and initiatives in tourism sustainability and triple bottom line thinking and must apply innovative approaches locally. Tourism must also be connected with the broader issues of sustainability in other sectors e.g. natural resource management.

15 Strategies

1. Engage in global initiatives in sustainable tourism e.g. United Nations Environment Programme (UNEP) Ecotourism Partnership Projects, Green Globe travel and tourism benchmarking and accreditation system, etc. 2. Facilitate a coordinated government approach, in partnership with the industry, to progress sustainable tourism. 3. Work with the Co-operative Research Centre (CRC) for Sustainable Tourism. 4. Explore and facilitate the application of Environmental Management Systems to the tourism industry. (e.g. ISO 14001) 5. Update South Australia’s ‘Code of Environmental Practice’ for sustainable tourism and incorporate the principles outlined in the Cairns Charter on ecotourism partnerships. 6. Develop, maintain and continually improve a monitoring mechanism that assesses the state’s progress in achieving sustainable tourism (see Monitoring the Industry, p.60). 7. Encourage tourism ventures that help rehabilitate and interpret degraded environments. 8. Facilitate investigation and showcase best practice in the management and design of sustainable tourism services and facilities.

Figure 4: Sustainability and its relationship to the Triple Bottom Line

economic objectives

Growth Shareholder value Efficiency Innovation

Sustainable Growth

Empowerment & Equity Social mobility Ecosystem integrity Social cohesion Climate integrity Cultural identity Carrying capacity Institutional development Biodiversity

social environmental objectives objectives

16 Figure 5: The relationship between SustainableTourism,Nature-Based Tourism and Ecotourism

Sustainable Tourism: is profitable tourism. It is the drive to make every tourism business and traveller ecologically and culturally sensitive by building environmental and cultural awareness and practice into all aspects of the travel product and its consumption i.e. general sustainability in tourism.

Nature-based Tourism: is any sustainable tourism activity or experience that relates to the natural environment, whether for relaxation, discovery or adventure.

Ecotourism: is a niche nature-based segment where the key motivation is learning, appreciation and conservation. It is specialised, low-capacity, discrete,‘educational’, conservation-minded and returns tangible benefits to the local community/natural resource.

17 Goals & Objectives

To achieve our vision of being an inspiring leader in innovative and sustainable tourism, the South Australian Tourism Plan 2003-2008 has identified four key goals: • enhance and grow the state’s authentic experiences • be productive in marketing the state • achieve strategic tourism policy, investment and development • develop a strong, professional and profitable industry.

To achieve this, South Australia’s tourism industry has highlighted three distinct drivers to enhance and grow the state’s authentic experiences and be productive in marketing the state. • Value-add to South Australia’s natural and cultural assets and authentic experiences • Brand and Differentiate existing tourism experiences and products to appeal to special interest or niche markets • Target Markets both domestically and internationally to increase South Australia’s share of the national tourism market.

Imperatives Commercial Sustainable Collaboration Viability Practice

Drivers Value-add Brand & Target Markets Differentiate

Enhance & grow the state’s Be productive in Goals authentic experiences marketing the state

• Enrich the wine and food experience • Target the most profitable domestic prospects • Add value to the state’s rich natural assets • Market SA as an outstanding ‘drive’ experience • Develop integrated coastal experiences • Target high-yielding international markets • Develop a balanced program of events and • Ensure SA is a ‘must see’ backpacker destination festivals • Enhance the marketing of events • Position Adelaide as the Gateway to the Outback • Maximise SA’s convention and exhibition Objectives • Enhance the Murray River experience potential • Celebrate the state’s arts and culture • Apply a collaborative approach to • Tell the story of the state’s history and heritage marketing. • Encourage development of Aboriginal tourism • Integrate ‘soft adventure’ track and trail experiences • Create a ‘sense of place’ • Capitalise on the state’s sporting infrastructure • Develop special interest (niche) markets.

18 Government will strategically align its policy to encourage the industry’s investment and development and help develop a strong professional and profitable industry by: • building industry competitiveness and innovation through facilitating the development of and investment in innovative products • building industry capacity and capability through developing strategic alliances and networks.

Commercial Sustainable Collaboration Imperatives Viability Practice

Build industry competitiveness Build industry capacity Drivers and innovation and capability

Achieve strategic tourism Develop a strong, professional Goals policy, investment & development & profitable industry

• Achieve policy alignment • Improve decision-making through relevant • Strategically develop accommodation research • Create accessible investment funds to • Adopt strategic opportunities to use new realise strategic development technology • Ensure infrastructure supports strategic • Encourage new and sustainable business development ventures in tourism Objectives • Improve accessibility to and within SA • Promote and support business development • Effectively manage destinations for sustainable outcomes. • Maximise participation in, and support for, accreditation programs • Foster continuous learning and improvement • Manage risks effectively.

19 Goal 1

Enhance and grow the state’s authentic experiences Economic, social and environmental sustainability is fundamental to the South Australian Tourism Plan 2003-2008.

To achieve this, tourism development will be ‘derived’ rather than ‘contrived’, value- adding to the state’s natural and cultural assets. Our goal is to be an unconventional destination with uniquely local places, attractions and activities that can be shared with visitors. As authentic natural and cultural resources diminish around the world, South Australia’s relatively under-developed environment will become increasingly valued by visitors. The challenge for South Australia is not how to control tourism development pressure, but how to encourage the right kind of development in the first instance. Industry and Government will support tourism products that are part of the genuine SA experience and link in with the authentic natural and cultural attributes of an area. Tourism is potentially a powerful force for conservation through its ability to present and interpret the value of the natural and cultural environment. An alliance between the economics of tourism and conservation will be realised through the inspirational leadership, destination development and memorable SA experience outcomes of the Tourism Plan.

20 Objective 1.1

Enrich the wine and food experience Strategies 1. Work in partnership with South Figure 6: Wine & Food Experiences: Australia’s Food SA program to South Australia’s position compared to other states/territories optimise marketing and destination development synergies between tourism and the food industry. NSW 56 2. Encourage and support local events VIC 64 and festivals that celebrate the state’s QLD 6 wine and food. 3. Develop strong regional food groups SA 65 that market, showcase, distribute and WA 14 make accessible the quality food on TAS 6 offer in the state. State/Territory 4. Value-add to the wine experience NT 1 through the provision of ACT 1 accommodation, dining, meeting 0 10 20 30 40 50 60 70 facilities and relevant merchandising at Consumer Perceptions (%) wineries and cellar doors. 5. Investigate the opportunity to forge Source: SATC, 2002. SA Brand Health Monitor Research conducted in Melbourne and Sydney links between the National Wine Centre and the state’s food producers. 6. Position the wine industry as an Market research clearly shows South Australia is known as Australia’s best leading interpretive and cultural experience destination for wine, making it the state’s main ‘icon’. that allows visitors to view and learn about wine processes including ‘meet More than a third of our international visitors tour a winery during their stay in South the winemaker’, vineyard pruning, Australia, well above the national average of 11 per cent. One-fifth of interstate holiday grape picking and crushing. visitors do the same compared to the national average of 4 per cent. 7. Encourage the development of new products designed to capitalise Our goal is to value-add to the wine experience by improving the cellar door on the state’s wine experience, experience and, in particular, by increasing the profile of the state’s quality food industry. lifestyle, climate and landscape (e.g. Banrock Station Wine and While food and wine enhances the tourism experience for most visitors, there are also Wetland Centre). many opportunities to attract a large and profitable niche market of culinary devotees. 8. Explore opportunities to establish a positive marketing link between South Australia’s tourism industry will brand and differentiate its food and wine regional produce and tourism industries to counteract increasing competition from other states that are also eager to destinations. entice this high-yielding market. 9. Expand and develop further opportunities for gourmet and aquaculture trails. 10.Raise the profile of South Australia’s fine food and wine at domestic and overseas trade shows. 11.Develop wine and food educational based tourism around the University of Adelaide, Centre for Tourism and Languages (Adelaide Institute of TAFE), Regency Hotel School and LeCordon Bleu.

21 Objective 1.2

Strategies Value-add to the state’s rich natural assets 1. Develop guidelines to ‘design with Figure 7: Nature & the Natural Environment: nature’ using eco-friendly design South Australia’s position compared to other states/territories techniques and innovative technologies. 2. Develop ‘top of the mind’ eco-style NSW 33 accommodation in a range of South Australian regional destinations. VIC 34 3. Develop an ongoing partnership QLD 45 between SATC, National Parks and SA 12 Wildlife SA, Flinders University, Office of Recreation and Sport, Forestry SA, WA 25 the Education Department and TAS 40 private sector organisations to State/Territory advance and increase the profile of NT 45 nature-based tourism. ACT 5 4. Strengthen the state’s reputation for 01020 30 40 50 wildlife viewing and interpretive Consumer Perceptions (%) experiences and use tourism where Source: SATC, 2002. SA Brand Monitor possible as a means of funding Research conducted in Melbourne and Sydney conservation programs. 5. Develop a National Park Tourism Strategy to promote and appropriately develop national parks Appreciation of the natural, unspoilt environment, including wildlife, is one of the key where tourism is a priority. drivers for consumers choosing a holiday destination. 6. Review and update the state’s ecotourism strategy. Of all international visitors to Australia, 45 per cent are motivated by natural 7. Establish an industry ecotourism experiences with half of these being ‘dedicated’ nature tourists (i.e. ecotourists). network linked to regional initiatives. South Australia’s natural assets are poorly recognised by the market.This is largely 8. Encourage nature-based tourism because the experience of our natural attributes are often not presented in memorable ways. enterprises to incorporate high quality interpretation as part of their Opportunities exist to create world-class, sustainable nature-based and ecotourism product experience. experiences around our diverse and accessible assets. 9. Encourage nature-based and ecotourism operators to be Industry and Government can do this by value-adding and branding and differentiating accredited under the Nature and our national parks, wildlife and natural areas to target markets nationally and internationally. Ecotourism Accreditation Program (NEAP). Kangaroo Island is South Australia’s leading international product in this regard and is 10.Ensure visitor information staff know becoming better known in interstate markets. However, all regions have opportunities to about the natural environment and create exceptional nature-based and ecotourism opportunities. can provide accurate information on niche products. The Tourism Plan 2003-2008 will forge mutually beneficial partnerships to encourage 11.Support the development and innovative tourism that raises awareness and generates revenue to protect and manage our marketing of SA’s only World Heritage site, Naracoorte Caves. natural assets. 12.Encourage sustainable development and management in the Gawler Ranges. 13.Enhance the cave diving experiences throughout South Australia. 14.Negotiate to introduce a nationally uniform licensing system for businesses operating within protected areas and identify a range of benefits for accredited operators e.g. access to restricted areas, training programs. 15.Market the state’s bird watching product to dedicated international and interstate bird watchers.

22 Objective 1.3

Develop integrated coastal experiences Strategies

Figure 8: Coastal & Beach Experiences: 1. Encourage the development of South Australia’s position compared to other states/territories sustainable, medium scale, high design and quality coastal accommodation in strategic locations.

NSW 70 2. Value-add to coastal tourism experiences by increasing the VIC 32 availability of fresh seafood through a QLD 87 greater range of outlets including wholesalers, fish farmers, and SA 6 restaurants and cafés. WA 22 3. Prepare touring information that TAS 3 facilitates the experience of rich State/Territory aquatic life found in South Australia’s NT 1 coastal waters. ACT 0 4. Investigate the feasibility of, and 0 10 20 30 40 50 60 70 80 90 100 partnership opportunities for, the Consumer Perceptions (%) establishment of a core interpretive centre to present and promote South Source: SATC, 2002. SA Brand Health Monitor Research conducted in Melbourne and Sydney Australia’s marine biodiversity and related coastal tourism attributes. 5. Develop a range of focal points along the coastline of South Australia that The coast is the most popular holiday destination for 52 per cent of the domestic facilitate the drive and marine trail market. The ‘coastal tourers’ market has been identified as one of most profitable market including places for viewing, meeting and gathering. prospects for South Australia to target. 6. Improve sustainable/managed access Australia’s white, sandy beaches also have strong appeal to the international market, to coastal areas of high tourism value. with more than half visiting a beach during their stay. 7. Participate in planning for South Australia’s Marine Protection Areas. Rather than competing with the other states on the same terms and positioning itself 8. Increase the profile, viewing and as a beach/resort destination, South Australia will differentiate itself as a ‘coastal’ interpretation of the state’s coastal experience. history and heritage, scenery and wildlife including whale watching, bird The main attributes of South Australia’s coastal experience are its sweeping beaches life, caves, biodiversity, pristine that: are low key, relatively undeveloped and unpolluted; offer world-class fishing and qualities and remnant vegetation. 9. Develop and promote linkages boating; and provide opportunities to see and learn about diverse marine life and taste between coastal touring experiences quality seafood. and the state’s aquatic recreation activities e.g. recreational fishing, South Australia’s coastal experience will be positioned as a relaxing, enjoyable lifestyle scuba diving, boating and surfing. and learning experience.This will include opportunities to connect with wine and food experiences, history and the ‘scientific’ appreciation of our coastal and marine attributes. The state’s diverse marine wildlife viewing and interpretive opportunities include sea lions, sharks, whales, leafy sea dragons, cuttlefish, dolphins, penguins and bird life. Our challenge is to encourage innovative, environmentally sensitive development of product and infrastructure along our coastline, thereby promoting and preserving an authentic and unspoilt experience.

23 Objective 1.4

Strategies Develop a balanced program of events and festivals

1. Leverage broader opportunities Figure 9: Festivals & Special Events: presented by existing successful South Australia’s position compared to other states/territories events e.g. Jacob’s Creek Tour Down Under. 2. Review the calendar of events and NSW 65 identify any market opportunity for new events. VIC 78 3. Ensure a balance of activities QLD 16 throughout the year. SA 28 4. Increase event and festival WA 3 partnerships between government TAS 2 and non-government businesses to State/Territory achieve collective marketing and NT 2 successful bidding for projects. ACT 4 5. Encourage the events industry to move towards accreditation to assist 0 10 20 30 40 50 60 70 80 90 with industry maturity and risk Consumer Perceptions (%) management. Source: SATC, 2002. SA Brand Health Monitor 6. Work collaboratively to create a Research conducted in Melbourne and Sydney festivals marketing network that supports arts ventures and promotes arts and cultural experiences. South Australia is highly regarded as the ‘festival state’ and is developing an 7. Leverage major events by internationally renowned reputation for hosting innovative, well organised, quality events encouraging longer stays through pre- and post-touring. involving food and wine, theatre and the arts, and world-class sports. A year-round program of successful events will position South Australia as a place where ‘anytime is a good time to visit, because there’s always something exciting on’. This will help to smooth out seasonal fluctuations. Australian Major Events will give priority to bidding for and developing major events, assessing events, and liaising with the corporate sector to gain support for and deliver an outstanding visitor experience. In bidding for and managing events, priority will be given to: • events that help brand the state e.g.Tasting Australia • mass participation events that raise South Australia’s brand profile and generate significant export economic return e.g. Masters Games • events that provide a spread of activities across the year. These events provide opportunities to further value-add, brand and differentiate, collaborate and target markets, both interstate and overseas.

24 Objective 1.5

Position Adelaide as the ‘Gateway’ to the Outback Strategies

Figure 10: Outback Experiences: 1. Identify Year of the Outback events South Australia’s position compared to other states/territories that could be run annually or biennially. 2. Enhance the quality tourism NSW 19 experiences found in the Outback, ensuring greater consistency and VIC 7 reliability of product. QLD 31 3. Package a range of linked experiences SA 17 for international tourists travelling in the Outback. WA 49 4. Leverage opportunities for a south – TAS 4 State/Territory north rail journey with the NT 85 completion of the Adelaide to Darwin rail link. ACT 1 5. Develop the key service nodes in the 010 50 60 20 30 40 70 80 90 Outback e.g. Leigh Creek, Marla, Consumer Perceptions (%) Glendambo, Marree, Innamincka,

Source: SATC, 2002. SA Brand Health Monitor Oodnadatta, Coober Pedy,Woomera, Research conducted in Melbourne and Sydney Roxby Downs,William Creek and Andamooka. 6. Work with wholesalers to educate The Outback remains Australia’s greatest icon. Both the domestic and international international tourists about the likely conditions of the Outback prior to markets see it as the last frontier, appealing to a sense of remoteness, mystique, adventure their arrival in South Australia. and discovery. 7. Implement track management regimes South Australia’s Outback covers three quarters of the state. Adelaide is in fragile ecosystems/environments e.g. Strzelecki, Birdsville and perfectly positioned as the ‘Gateway’ for travel from the temperate south, through the arid Oodnadatta tracks. centre and on to the tropical north, providing a contrasting taste of Australia. 8. Encourage and support educational campaigns designed to encourage There are many accessible Outback experiences close to Adelaide. However, work environmentally responsible needs to be done to develop consistency and strategic alignment of products for visitors, behaviour in the Outback. build critical mass and improve access, infrastructure and marketing.We will build on the very successful Year of the Outback 2002.

25 Objective 1.6

Strategies Enhance the Murray River experience 1. Position and develop South Australia Figure 11: River-based Experiences: as the home of the unique and South Australia’s position compared to other states/territories relaxing houseboat holiday. 2. Strengthen, in accordance with the tri-state partnership, tourism in the NSW 53 region by supporting and facilitating product marketing committees VIC 57 through Tourism Murray River to QLD 12 develop marketing and tourism initiatives for the whole river. SA 20 3. Strengthen river-based tours with WA 11 onshore experiences, packaging a TAS 18 range of experiences for the visitor, State/Territory specifically cafes, restaurants, wineries NT 7 and outlets for local produce. ACT 1 4. Increase positive media coverage of 0 10 20 3040 50 60 the river as a tourism destination. Consumer Perceptions (%) 5. Investigate infrastructure and Source: SATC, 2002. SA Brand Health Monitor environmental management Research conducted in Melbourne and Sydney requirements for houseboating e.g. mooring sites, waste disposal etc. 6. Increase the profile of the Murray River through promoting the qualities of experiences located along the The Murray River is South Australia’s only significant river, carving its way through the entire river. south-east corner of the state before meandering into the Southern Ocean. 7. Develop a greater range of accessible The wetlands, waterways and limestone cliffs of the Murray are home to a vast array cycle and walking trails in and around river-based towns, settlements and of the state’s flora and fauna and inspire adventure, sport and recreation activities. attractions. This includes the Coorong, an ecological asset of international significance. 8. Participate as a key stakeholder in The Murray offers a unique opportunity to position South Australia as the home of the management debate to achieve more sustainable use of the Murray. houseboat holidays. 9. Support educational campaigns Opportunities also exist to value-add to the houseboating adventure by collaborating designed to encourage sustainable behaviour on the river. with onshore destinations and activities. The use of the Murray River is one of the most crucial natural resource management issues facing Australia.As South Australia depends on the Murray for its water supply, food, recreation and leisure, tourism can make a significant contribution to developing policies to ensure sustainable management of this resource.

26 Objective 1.7

Celebrate the state’s arts and culture Strategies

Figure 12: Arts & Entertainment: 1. Establish a more strategic partnership South Australia’s position compared to other states/territories between SATC and the arts industry to improve the programming, packaging and marketing of major arts activities. NSW 69 2. Encourage high-quality public art VIC 86 projects that contribute significantly QLD 5 to the communication of ‘place’ which is vital to the creation and marketing SA 22 of destinations. WA 2 3. Showcase our film industry through TAS 2 the Adelaide International Film State/Territory Festival, increasing exposure of the NT 2 state. ACT 6 4. Develop stronger links between the 01020 30 40 50 60 70 80 90 100 state’s film industry and tourism. Consumer Perceptions (%) 5. Brand Adelaide and SA as a place

Source: SATC, 2002. SA Brand Health Monitor where arts and heritage combine Research conducted in Melbourne and Sydney to tell with flair the stories of our places and people.

The authenticity of a destination is underpinned by its cultural experience and is an important factor for many visitors. The Tourism Plan 2003-2008 is very much a cultural tourism strategy. Cultural tourism celebrates our way of life, who we are and the diversity of our land. South Australia’s culture is expressed in many ways: by its wine and food, festivals and events, its Indigenous past and special places. The arts play a major role in helping to shape culture and society. South Australia is regarded as a creative and innovative state, multifaceted, multicultural and diverse. Music, dance, comedy, visual arts, film, theatre, opera, ballet, art galleries, sculpture, arts and crafts workshops and studios all challenge, intrigue, enrich and entertain our population and are there to be shared with visitors. While South Australia is strongly positioned in terms of the arts, pressure is growing from other states, which are strengthening their arts and cultural tourism product.

27 Objective 1.8

Strategies Tell the story of the state’s history and heritage

1. Encourage creative/commercial use Figure 13: History & Heritage: of SA’s heritage to conserve its South Australia’s position compared to other states/territories assets, including retaining the heritage/townscape ambience. 2. Build on the state’s traditional NSW 61 historical brandings – such as its German, Cornish, mining and wine VIC 54 heritage – by linking individual assets QLD 6 and sites more closely via trails and other means. SA 15 3. Broaden the historical messages WA 8 about South Australia with particular TAS 47 reference to capturing the state’s State/Territory rich story through interpretive NT 12 material. ACT 8 4. Combine tourism product with a 01020 30 40 50 60 70 variety of interpretive methods to Consumer Perceptions (%) tell the stories of South Australian places and people, including Source: SATC, 2002. SA Brand Health Monitor Research conducted in Melbourne and Sydney innovative approaches such as the use of oral history ‘sound posts’, cartoons and fresh and contemporary design idioms. 5. ‘Interpret’ places where visitors stop Exploring the history and heritage of a destination has become a powerful and congregate such as parks, streets, motivational force in world tourism as people seek to reconnect with their roots and civic places, significant heritage sites, wineries, rest stops, roadhouses, understand other cultures. key vistas and lookouts. South Australia’s history and heritage are characterised by strong political and 6. Improve the interpretation of Adelaide’s history, including religious traditions. It is the nation’s only state colonised by free settlers with its investigating the potential for a focal ‘Englishness’ initially leavened by a German minority and later seasoned with the interpretive centre. combination of many other cultures. 7. Establish Port Adelaide as an essential stopover for visitors with an interest The state has evolved into a place where artistic, cultural, social and scientific in history by increasing its profile as a experimentation has flourished. heritage centre with the largest cluster of museums outside of North South Australia’s ancient and contemporary Indigenous heritage and marine heritage Terrace. are other examples of the rich story to be told. 8. Encourage school children to be South Australia will promote its history and heritage through innovative storytelling more knowledgeable and proud of their state by linking educational to create an interesting and information-rich experience for visitors. curriculum with SA educational camps and excursion opportunities.

28 Objective 1.9

Encourage development of Aboriginal tourism Strategies

Figure 14: Aboriginal Culture: 1. Empower Aboriginal operators to South Australia’s position compared to other states/territories explore opportunities for cultural self-determination and community independence through tourism.

NSW 17 2. Through appropriate management training ensure the sustainability of VIC 8 Aboriginal tourism by maintaining the QLD 25 integrity of Indigenous experiences.

SA 11 3. Participate in cultural awareness programs to develop knowledge and WA 43 understanding of protocols and TAS 4 cultural management issues. State/Territory NT 87 4. Encourage the participation of Aboriginal businesses in mainstream ACT 2 tourism. 01020 30 40 50 60 70 80 90 100 5. Develop, in conjunction with Consumer Perceptions (%) traditional custodians, a coordinated approach to marketing and promoting Source: SATC, 2002. SA Brand Health Monitor Research conducted in Melbourne and Sydney the state’s Aboriginal sites, displays, music and customs. 6. Use the Aboriginal Cultures Gallery, Tandanya and Warriparinga as the flagships to position South Australia Aboriginal culture tells a powerful and compelling story of ancient Australia. It is also as the ‘induction’ destination for contemporary and evolving. Aboriginal experiences. South Australia has easy access to a range of unique and rich Aboriginal culture and 7. Develop Aboriginal experiences, particularly in regions, through heritage experiences in the Flinders Ranges, the Coorong, the Riverland, the Outback and linkages with nature-based and the Nullarbor. ecotourism initiatives and cooperative marketing. Many opportunities exist to sensitively and respectfully interpret the state’s 8. Adopt national guidelines and Indigenous history and culture, however much work is needed to gain a greater share of requirements for branding an authentic Aboriginal Tourism the significant international market interested in Aboriginal tourism. experience. While 40 per cent of international tourists to South Australia take part in Aboriginal 9. Work with Aboriginal operators to tourism activities at some stage of their stay in Australia, only 6 per cent do so in South develop Aboriginal product and increase accreditation and consistency Australia. of the experience. Adelaide’s Aboriginal Cultures Gallery at the South Australian Museum represents an 10.Increase the range of communication tools used to market and support the opportunity to position the state as the induction point for the Australian Aboriginal Aboriginal tourism segment tourism experience. e.g. Indigenous marketing network, central booking agency and website development.

29 Objective 1.10

Strategies Integrate ‘soft adventure’ track and trail experiences

1. Strengthen relationships between Figure 15: Adventure: tourism, parks, forestry and South Australia’s position compared to other states/territories recreation agencies and organisations. 2. Examine best practice track and trail NSW 27 product in high profile adventure destinations. VIC 18 3. Integrate track and trail experiences QLD 52 into the state’s marketing. SA 6 4. Improve linkages with existing WA 23 accommodation establishments and TAS 19 develop new trail-based State/Territory accommodation in strategic NT 53 locations. ACT 2 5. Improve interpretive signage on key walking trails (tell the story). 0 10 20 3040 50 60 Consumer Perceptions (%) 6. Strengthen towns as hubs and link events and products e.g. wineries, Source: SATC, 2002. SA Brand Health Monitor through relevant track and trail Research conducted in Melbourne and Sydney opportunities. 7. Prepare a tracks and trails business and marketing plan, including the marketing of www.southaustraliatrails.com Australian Tourist Commission’s Naturally Free-Spirited brand focuses on Australia’s 8. Explore opportunities to use great outdoors and a sense of freedom.Track and trail experiences are a natural fit with geographic information system (GIS) the brand notions of space, nature, freedom and health. technology in providing specialised trail or visitor information. Bush-walking and cycling are among the most popular recreational activities for local people and visitors. Horse riding, mountain biking, and dive, kayaking and four wheel drive trails are other enjoyable ways to experience the outdoors. These activities are an important complement to the drive market, whether in the mass market or niche sense.They give people things to see and do, and, through good interpretive information, connect them with the natural and cultural environment. The fact that consumers do not associate South Australia with nature-based and adventure experiences is a compelling reason to improve and better integrate and market our track and trail experiences. Indeed, the achievement of a comprehensive tracks and trails network has the potential to link and integrate the range of thematic experiences mentioned in the previous objectives. This will also help tourism to link, leverage, or value-add to other key initiatives in order to achieve greater relevance and authenticity in the tourism experience e.g. Parklands 21, Metropolitan Coastal Linear Park,Torrens Linear Park, Heysen and Mawson trails etc.

30 Objective 1.11

Create a ‘sense of place’ Strategies An authentic destination is defined by its ‘villages’ or ‘special places’, which are 1. Incorporate South Australia’s special places in marketing messages and integral to the daily working lives and culture of the local people. imagery. These special places reflect the soul, character and charm of a destination. 2. Identify opportunities through the tourism strategic planning process for They give it a sense of place and a sense of continuity with the past. It is the local people redevelopment and revitalisation. who give these places a sense of value and vibrancy. 3. Participate in the early stages of Adelaide, with its renowned town plan and a large stock of fine heritage buildings, planning for revitalisation projects and initiatives. stands as a powerful symbol of a state which cherishes its past and its traditions. 4. Support as appropriate the Adelaide’s special places include North Terrace, Central Market, Jetty Road, Port revitalisation of South Australia’s special places e.g. marketing and Adelaide,The Parade, O’Connell Street, the East End, Hindley Street and Semaphore.The advice on business and product distinctive architecture and history of these locations make them unique. development. From our cities to coastal towns and Outback centres, there are many other ‘villages’ 5. Investigate the opportunity to provide a ‘bird’s-eye’ view of the unique across the state that tourism can revitalise and market. Examples of special country places Adelaide setting, layout and plan by include Robe, Mintaro, Auburn, Angaston, Burra, Mannum, Strathalbyn, Peterborough, developing a city lookout in an existing building and incorporating the Orroroo, Ceduna and Goolwa. Duryea Panorama. All destinations and places are subject to a lifecycle of birth, growth, development to 6. SATC to be a signatory to and maturity, decline and perhaps renewal. actively support Planning SA’s proposed Urban Design Charter. Renewal can be helped by an alliance between the public and private sectors through restoration initiatives, business entrepreneurship, marketing and infrastructure development. Our special places will be valued and conserved for the enjoyment of residents and visitors.

31 Objective 1.12

Strategies Capitalise on the state’s sporting infrastructure 1. Work collaborately with Office of Sport is very much a part of Australian culture. Our elite sportsmen and women have Recreation and Sport to investigate opportunities to develop and value- attained international success and profile. add to sport tourism markets and Whilst the Sydney Olympics has been instrumental in positioning Australia on the product. 2. Encourage tourism operators and world stage of premier sporting events, other events are increasing in popularity e.g. the sporting organisations to work Masters Games. However, additional opportunities lie below the elite level. together to maximise the commercial benefits of sporting events at all Participation in sport, either as a spectator, official or participant, is a highly popular levels. activity. Almost half of the Australian population over 15 years of age attend sporting 3. Create new, popular participation events as spectators. events around regional sporting strengths. Domestic residents take around 3.5 million overnight trips within Australia for 4. Investigate the opportunities in niche sporting purposes. Research shows that sports visitors are generally from upper income international markets. households and generate a high yield per night. 5. Investigate the opportunity to attract a National Regional Games event. Sporting interests and events have the potential to stimulate tourism activity, raise awareness of other state attributes, create friendships and return visits, and enhance destination brands.

32 Objective 1.13

Develop special interest (niche) markets Strategies South Australia will continue to position itself as a ‘specialty’ rather than ‘commodity’ 1. Strengthen education tourism by collaborating with Education Adelaide tourism brand. initiatives. Whilst South Australia appeals to and actively targets broader markets such as the 2. Consistent with Kaurna heritage, promote the theme of the City of drive market, we are perfectly positioned to attract high yielding special interest (niche) Adelaide as ‘The Place of Learning.’ markets. 3. Develop product links between long A niche market is where the visitor’s primary motivation for a visit is participation distance train journeys and specialised visitor experiences. and involvement in a particular area of interest e.g. bird watching. Whilst this 4. Explore the potential to target the personal interest is the key to the decision for the visit, these people are also likely to main groups that have an interest in parks and gardens. participate in a broader range of activities. 5. Explore potential for the There are many opportunities for existing and new operators to value-add and brand development of spiritual tourism and and differentiate, within the state’s core positioning themes, to develop these potentially its links with heritage, nature, Indigenous culture, health and global special interest markets. well-being. Niche markets can be significant, for example, the education market (overseas 6. Encourage boutique retail precincts to collaborate in positioning Adelaide students studying in SA), whilst providing only 4 per cent of international visitors, as a quality shopping destination. generates a much higher proportion of international visitor nights. 7. Ensure cruise market visitor Opportunities for the industry to develop further include: food and wine, business satisfaction in accessing uniquely South Australian experiences. incentives, education, health, shopping, the cruise market, rail journeys, sport, cycling, bush- 8. Improve and more effectively market walking, the dive market, bird watching, botany and spiritual tourism. the state’s outdoor camps and educational excursion opportunities.

33 Goal 2

Be productive in marketing the state Marketing South Australia as a tourism destination is a complex task involving the researching of global trends; setting targets for growth; positioning and branding; packaging products and information; and developing destinations for targeted markets.

In a highly competitive tourism market, we must be strategic and focused to deliver a clear and consistent message. Research has clearly shown that the market generally lacks knowledge of South Australia as a destination, with little understanding of what there is to ‘see and do’. Although this is successfully being addressed by the current Discover the Secrets of South Australia campaign, it will require a long-term commitment to educate the market and change attitudes. Industry and Government will continue their quality, information-rich marketing approach, based on the Secrets and Shorts campaigns to educate potential visitors about the state’s attractions. Our purpose is to increase and move our target markets from awareness of what South Australia has to offer, to showing them the benefits of the state as a holiday destination and finally giving them a reason to come.

Figure 16: Influencing the Consumer Decision

Awareness Consideration Conversion ‘Tell me who you are’ ‘Tell me what you ‘Now give me a reason have to offer’ (benefits) to come’

Industry and Government will collaborate to increase the yield of the state’s marketing efforts.The evaluation of marketing initiatives will be improved.

34 Objective 2.1

Target the most profitable domestic prospects Strategies As tourism marketing is expensive and highly competitive, our marketing efforts will 1. Continue to improve our target market’s knowledge of South be focused to achieve the most productive outcomes. Australia through a range of The South Australian Tourism Commission,through BDA Marketing Planning, information-rich marketing techniques. maintains a Productive Marketing Model that provides, among other things, an insight into 2. Promote the range of coastal touring the state’s most profitable domestic prospects. experiences in South Australia. These are people with a preference for South Australia who spend more, on average, 3. Develop facilities, experiences and services that will cater for the most on a holiday than do other visitors. profitable prospects. In general terms, South Australia’s most profitable prospects are likely to be affluent 4. Increase the mature aged market’s awareness of the state’s tourism families, affluent–no children, or affluent empty nesters (17 per cent by volume, but 33 per product, facilities and infrastructure cent by spend) and lower socio-economic empty nest or retired people (22 per cent by through target marketing. volume and 23 per cent by spend). 5. Develop a range of flexible itinerary packages for the mature aged market These people are more likely to take a driving holiday of at least two weeks duration that value-add to their travel. and to enjoy food and wine, national parks, wildlife and scenery, the coast, historical 6. Continue to develop and promote attractions and art galleries and museums than does the average visitor. the successful SA Shorts campaign. 7. Review the state’s visitor information In the South Australian market, residents will continue to take primarily short breaks brochures to ensure the most although longer trips to see and enjoy their own state will be encouraged. productive and efficient use of resources to meet visitor needs.

35 Objective 2.2

Strategies Market South Australia as an outstanding ‘drive’ 1. Strengthen the alliances between the experience Northern Territory Tourism Commission,Tourism Victoria,Tourism The domestic market underpins the viability of most South Australian tourism NSW and Western Australian Tourism Commission. businesses accounting for 80 per cent of all visitor nights. 2. SATC to develop a range of cross- SATC research clearly identifies the fully independent ‘drive’ market as the most border experiences for the free and productive market in terms of propensity to visit, visitor numbers and yield. The key drive independent, international and domestic traveller. markets are the ‘beach holiday’ (two-week), the ‘big tour’ (two-week) and the ‘grand tour’ 3. Expand and develop the range of (six-week) segments. major highway journeys across Everyone knows how to take a drive holiday.We want the market to know South regional SA. 4. Develop a range of accessible local Australia as one of the best drive holiday opportunities, where the journey is as much the self-tour itineraries within and across experience as the destination. regions. Industry and Government will facilitate the drive market by providing networked 5. Value-add to drive itineraries by linking features of interest e.g. Visitor Information Centres, information (flexible itineraries and maps), infrastructure (rest recreational activities, culture, events areas) and signage to make the journey interesting, surprising and easily accessible. and festivals. 6. Develop a greater range of up to date Opportunities exist to collaborate further with the Northern Territory,Western maps and fresh and interesting Australia and Victoria to develop and promote linked travel experiences. information for the tour market to support the Secrets campaign. 7. Develop infrastructure that caters for the drive market in South Australia.

36 Objective 2.3

Target high-yielding international markets Strategies Australian Tourist Commission research reveals that Australia is consistently in the 1. Customise strategies for each priority geographic market. world’s top two most preferred destinations in major travelling nations although the ‘long 2. Identify and target productive niche haul’ trip constrains demand. markets in each priority geographic market. While different markets seek different benefits, South Australia’s key product 3. Promote the Explorer Highway, strengths and appeal to overseas markets are Adelaide; authentic nature-based Great Ocean Road, Eyre Highway experiences such as Kangaroo Island and the Outback; and wine and food. and self-drive product to the state’s key international markets. Many opportunities exist to target high yielding international markets by value-adding, 4. Develop opportunities for the and branding and differentiating these experiences. tourism and food and wine industries to target New Zealand, USA and UK However, because of the size, diversity and costs of marketing internationally, it is markets. difficult for individual operators to develop markets without the support of the ATC and 5. Improve our target market’s SATC network. knowledge of SA through a range of marketing activities including the To improve South Australia’s share of international visitors, cost-effective consumer Visiting Journalists Program and promotion focusing on major themes and generating positive publicity through the Visiting other strategic work with the media, ATC and international wholesalers. Journalists Program will be essential. 6. Strengthen relationships with A key tactical priority will be working with the travel trade to get more of South international distribution systems Australia’s export-ready product into the travel distribution system. including international wholesalers, retailers and inbound tour operators. The tourism industry will collaborate with the wine and food industries and the 7. Develop a comprehensive marketing state’s centres of excellence to leverage further opportunities. strategy for the growing Asia Pacific region. 8. Investigate opportunities to stimulate ‘visiting friends and relatives’ and market through SA ethnic residents and communities.

37 Objective 2.4

Strategies Ensure South Australia is a ‘must see’ backpacker 1. Value-add to the backpacking destination experience by linking with adventure tourism activities such as mountain The backpacker market is already a major market for South Australia with bike riding, abseiling, aquatic activities, gliding and camel trekking. backpackers comprising 33 per cent of our international visitor nights. 2. Develop an SA Brand for the Notwithstanding that South Australia receives a higher share of backpacker visitor backpacker market. nights at 6 per cent than its share of overall international nights (4.5 per cent), there is 3. Develop a better understanding of nevertheless scope to increase visits and length of stay from this market. the segmentation of the backpacker market. Backpackers seek value for money.They are particularly budget-conscious in terms of 4. Increase South Australia’s presence on transport and accommodation but often freely spend on unique experiences.With backpacker websites, backpacker magazines, travel guidebooks (e.g. relatively flexible plans the backpacker can be enticed to extend stays given the right Lonely Planet), tradeshows, visiting experiences. journalist programs and key travel agencies. It has become increasingly evident in recent years that the backpacker market is 5. Undertake cooperative marketing segmenting. Attention must be given to ensuring that backpackers are not stereotyped with Northern Territory,Western into a homogenous segment. Australia and Victoria. 6. Align backpacker accommodation South Australia can provide backpackers with a desirable destination in Adelaide, but with seasonal work opportunities in can also appeal to their sense of adventure by developing opportunities to discover and regional areas. explore less travelled areas within the state. 7. Ensure relevant tourist information includes information on transport links between states and to South Australia’s tourism products, particularly day trips from and within Adelaide.

38 Objective 2.5

Enhance the marketing of events Strategies South Australia’s calendar of festivals and events is a key part of the state’s marketing 1. Develop targeted marketing plans for South Australian events. strategy. 2. Increase private sector sponsorship They celebrate the vibrancy and creativity of the South Australian experience and for major events. give visitors a reason to come. 3. Increase domestic and international media awareness of significant events. However, to maximise returns, improved marketing and establishment of more 4. Improve international and domestic effective distribution systems are essential. packaging of event experiences and pre- and post-event opportunities We will position events to achieve greater international brand exposure and encouraging visitors to ‘linger longer.’ more visits. 5. Develop international and interstate We will maximise the value of place name identification through existing events and databases to target visitors for niche events. also value-add by encouraging linkages between food and wine, arts, heritage, special 6. Tailor marketing to maximise places, music and leisure and recreational opportunities. communication with target markets. 7. Undertake post-event evaluations to determine the value, benefits and lessons learnt in staging events.

39 Objective 2.6

Strategies Maximise South Australia’s convention and exhibition 1. Further grow and expand South potential Australia’s share of the national and international conventions market by Conferences and conventions are a crucial part of the tourism industry as delegates leveraging South Australia’s strengths. are one of the highest yielding visitors. 2. Ensure the ACC continues to be recognised as one of the best The Adelaide Convention and Tourism Authority (ACTA) and the Adelaide convention facilities in the world. Convention Centre (ACC) along with many accommodation operators are key players in 3. Develop and promote a range of this regard. specialised pre- and post-conference touring packages and targeted While delegates are here on business, the opportunity exists to give them a taste of information to encourage what South Australia has to offer as a holiday destination, providing an entrée for a visitors to ‘linger longer’. 4. Develop effective strategies for return visit. delegate boosting for successful South Australia’s competitive advantages as a conventions destination are its ease of convention and conference bids. access, its lifestyle, its wine and food, and value for money. 5. Partner local centres of excellence to attract new conventions and However, the convention sector is becoming increasingly competitive with major new meetings. facilities being constructed in competing destinations and large cash incentives being 6. Encourage large specialised study tours and meetings around South offered by other state governments to secure business. Australia’s strengths and centres of To be competitive, South Australia will leverage its Good Living branding and excellence. importance as a centre of excellence. 7. Explore collaborative marketing opportunities. 8. Promote and provide further value adding opportunities for differentiated regional business meetings and conferences.

40 Objective 2.7

Apply a collaborative approach to marketing Strategies To be competitive in marketing South Australia, the state’s tourism industry will keep 1. Develop mechanisms for communicating the state’s tourism in mind the ‘big picture’ whilst being locally active. marketing strategy and provide Effective collaboration will be the key ‘leavening’ ingredient to achieving our vision information on the MPPs. 2. Encourage the establishment of joint and to creating a vibrant tourism industry in the future. marketing funding agreements Being collaborative has two dimensions: between the SATC, the regional tourism industry and local • forging productive alliances that create new opportunities and ensure the most efficient government i.e. South East Local use of resources Government Association model. • encouraging people to be ambassadors, not only for their own business or area, but for 3. Ensure that existing visitor guides are linked with other relevant and those next on the journey and in the rest of the state. adjacent regional visitor guides. Whilst the state is divided into tourism regions as part of the collaborative 4. Package and brand an ‘Adelaide Region’ to encompass the Barossa marketing chain, visitors from interstate and overseas are not concerned with regional Valley, Cleland Reserve and the boundaries.They are interested in the overall tourism experience. Adelaide Hills towns, McLaren Vale and Kangaroo Island for international To ensure visitors are given the best possible experience, tourism regions and markets. individual operators will collaborate to break down the barriers. 5. Extend the length of stay of visitors By regions or individuals working together, using word of mouth and referring visitors to South Australian business, professional and research centres of on, South Australia’s tourism industry will be more efficient in targeting markets and excellence by value-adding to their maximising customer satisfaction and hence yield. trip. 6. Develop information packs for overseas students to distribute to families/friends/academic institutions back home. 7. Encourage South Australians and particularly Visitor Information Centres and businesses to be ambassadors for other regions, businesses and attractions, especially along touring routes, in order to optimise the visitors’ experience and achieve mutual benefits. 8. Explore opportunities to collaborate with other sectors or agencies in the marketing of the state e.g. wine industry, Food SA, education, Office of Economic Development etc.

41 Goal 3

Achieve strategic tourism policy, investment and development Strategic alignment of tourism policy, investment and development will be crucial to achieve our vision of being an inspirational leader in innovative and sustainable tourism.

The South Australian Tourism Commission (SATC) and other state agencies will play a significant part in setting the policy environment within which the state’s tourism industry will flourish, consistent with its Good Living positioning. While the SATC is currently seen primarily as a marketing agency, it will increase its involvement with policy development by collaborating with federal, state and local governments and a wide range of other agencies. These partnerships will develop effective and coordinated policies, regional and local strategies, guidelines for developers, performance criteria, assessment processes, investment strategies, infrastructure support and operations accreditation. Tourism will be based on a positive and supportive policy framework that generates benefits between industry sectors, resolves potential conflicts and achieves sustainable outcomes for the state.

42 Objective 3.1

Achieve policy alignment Strategies South Australia has an enviable record in tourism planning. Successive state tourism 1. Plan for the state’s tourism future taking into account trends, planning plans have developed a clear direction and sound policy base for tourism in South and monitoring and implementation Australia. of the Tourism Plan 2003-2008. 2. Foster an industry that advocates and However, as tourism is a relatively recent industry, this policy direction has not been practices ecologically sustainable effectively integrated into mainstream government policy, nor has it effectively imbued development. regional and local level planning and policy. 3. Encourage innovative, green design solutions and the use of competent For example, the current Development Plan – the planning policy against which all design expertise. development is assessed – does not facilitate economically viable and sustainable 4. Encourage the industry to measure its initiatives and business against medium-scale tourism development that leverages authentic attributes of destinations. ‘triple bottom line’ performance Medium-scale development – especially ‘retreat’ experiences in our coastal and measures. natural environment – are among the most crucial opportunities for improving the appeal 5. Align state and local government policy with the tourism strategy to and competitiveness of our destinations. encourage sustainable tourism Planning policies should facilitate value-adding opportunities, for example, adding a development, in particular, planning policies. café, meeting venue or accommodation to an established winery. 6. Introduce a package of reforms that However, tourism development should not come at any price. It must be strategic, will encourage tourism development as appropriate in the Development innovative and integrated into the existing natural and cultural environment, acknowledging Plan. the scarcity and sensitivity of the state’s resources. 7. Create sustainable and profitable It is essential that state government agencies, local government and the wider tourism development through best practice and performance related community work together to promote and facilitate the development of sustainable guidelines for developers. tourism in South Australia. 8. Encourage regional tourism strategy It is equally important that tourism recognises its role in helping to achieve other planning (incorporating tourism opportunity/environmental analysis) state policy priorities. that informs appropriate changes to council development plans. 9. Develop tourism policies that link with other state initiatives e.g. fisheries. 10.Encourage management planning for activities that share common resources with tourism e.g. wind farming, aquaculture. 11.Require rigorous site analysis and innovative design response for any tourism development in sensitive areas e.g. watershed, conservation and coastal areas.

43 Objective 3.2

Strategies Strategically develop accommodation 1. Encourage strategic development consistent with our positioning and While accommodation is not usually the main motivation for travel, it is an important branding in appropriate locations and factor and integral to the overall satisfaction of the visitor’s experience. subject to sound performance criteria. Priorities are: SATC research has shown that potential visitors to South Australia do not have a • nature retreats (a key gap in SA’s accommodation portfolio) clear picture of the type of accommodation they could stay in, compared with ‘top of the • health retreats mind’ facilities in other states such as Cradle Mountain, Freycinet Lodge, Silky Oaks, Seven • boutique hotels • guesthouses (including stately Spirit Bay and O’Reilly’s. heritage homes) • rural retreats In general terms South Australia has a relatively low number of guest rooms per head • affordable water-based recreation of local population – about 30 per cent below the national average. cabin/camping accommodation • touring parks (caravan site and cabin South Australia’s style of regional accommodation development in recent times has accommodation) • backpacker accommodation. been predominantly bed and breakfast. Whilst this has been a very positive trend, there is 2. Encourage accredited nature-based a clear gap and a need to develop viable medium-scale accommodation (30 to 50 units), tourism accommodation in strategic areas including: consistent with the core positioning and branding themes and the needs of the most • Kangaroo Island profitable prospects. • Coorong • Lower Fleurieu Peninsula This development must aim to reinforce South Australia’s core positioning themes of • Flinders Ranges • Outback (north-east) wine and food, nature-based tourism and coastal tourism. • West Coast Accommodation that is an experience in its own right and integrates well with the • Gawler Ranges. 3. Encourage ‘getaway’ accommodation cultural or natural landscape will be encouraged.To achieve ‘best practice’, we will ensure (rural retreats, guesthouses, health effective synergies between research, policy, investment and infrastructure initiatives. retreats) in strategic areas including: • Adelaide Hills • Limestone Coast (South East) • Barossa • West Coast • Kangaroo Island • Fleurieu Peninsula. 4. Encourage wine tourism accommodation (rural retreats, health retreats, guesthouses, boutique hotels and value-adding to wineries) in strategic areas including: • Adelaide Hills • Barossa • Clare Valley • Limestone Coast (Coonawarra) • Fleurieu Peninsula (McLaren Vale). 5. Encourage water-based recreation holidays incorporating touring parks (caravans and cabins) in strategic areas including: • Murray River • Yorke Peninsula • Eyre Peninsula • Limestone Coast. 6. Encourage the authentic restoration and refurbishment of country pubs to provide uniquely Australian country town accommodation. 7. Undertake consumer research in our target markets to inform design solutions by better understanding the expectations, preferences and needs of visitors in relation to accommodation supply. 8. Ensure effective synergies between research, policy, planning design, investment and infrastructure initiatives to achieve ‘cutting edge’ sustainable developments.

44 Objective 3.3

Create accessible investment funds to realise strategic Strategies development 1. Prepare an innovative state tourism investment strategy. Access to investment capital is a key constraint to development of South Australia’s 2. Collaborate with any Federal tourism industry. Government initiative designed to change the understanding and Historically, South Australia has found it more difficult to attract investment than do perceptions of financial institutions most other states because of relatively low awareness, low demand base, lack of about the tourism industry. 3. Encourage successful local investment in new product, lack of gateway status, hence low awareness and so on. entrepreneurs to invest in tourism Many regional areas suffer from a lack of private investment because of the within the state. perception of poor returns, while in other remote areas the costs associated with 4. Encourage existing businesses to invest in the state’s tourism infrastructure development are sometimes prohibitive. positioning which demonstrates Traditional financial institutions are not geared for dealing with tourism.Their lack of genuine ‘green’ business ethics e.g. Banrock Station Wine and appreciation of tourism markets and opportunities, lack of regional orientation and the Wetland Centre. fact that individual project valuation reports are based on existing product data are major 5. Encourage investment in innovative disincentives to backing innovative projects. accommodation with international appeal in key South Australian The Tourism Plan 2003-2008 supports a whole-of-government approach to regions. policy planning to encourage ‘green’ investment in sensitive, innovative and unconventional 6. Investigate an alternative, innovative funding mechanism that leverages tourism development. private capital. 7. Prepare the case to encourage investment in tourism development in South Australia. 8. Negotiate with established financial institutions to source investment funds for strategic tourism development.

45 Objective 3.4

Strategies Ensure tourism infrastructure supports strategic 1. Increase tourism infrastructure development funding for five years to develop adequate tourism services and To encourage industry growth and satisfy the expectations of visitors, government facilities in key communities. investment at all levels of infrastructure is vital. 2. Adopt a whole-of-government approach to infrastructure funding, Major infrastructure such as roads, power, water supply, waste treatment and strengthening the government telecommunications is essential to encourage private sector investment in the packages and incentives available for infrastructure assistance. development of tourism products. 3. Give priority to funding projects that Minor infrastructure such as information and interpretative bays, walking trails, cycle demonstrate links with strategic paths and trails, signage, lookouts and toilets is also essential to increase the comfort and planning initiatives e.g. regional and local tourism strategies. convenience of the experience for visitors. 4. Ensure high-quality design expertise is There will be a productive partnership between the State Government, local used for all tourism infrastructure development. government and the private sector to mobilise resources and share responsibility for 5. Upgrade and develop caravan and establishing these facilities. camping areas to meet the demands Government will encourage and support the development of alternative technologies of self-drive and coastal touring markets. in remote areas to assist with the cost of new strategic projects and to conserve scarce 6. All festivals and events to identify resources. infrastructure requirements prior to fund allocation and marketing. 7. Investigate water supply issues in key locations for new tourism ventures. 8. Provide incentives for sustainable, alternative generation of power and water and treatment of waste, especially in remote areas. 9. Increase ownership and maintenance of tourism infrastructure by communities, local councils and local associations.

46 Objective 3.5

Improve accessibility to and within South Australia Strategies Whether by air, road, rail or sea, access is fundamental to tourism. 1. Work with other government departments and Adelaide Airport Tourism access is multifaceted, determining how visitors arrive and tour around the Ltd to negotiate new carriers to state, how they access sites of interest and what provisions are made for those with Adelaide and expand existing services. special needs e.g. disabled visitors. 2. Strengthen the already established The major challenge for South Australia’s tourism industry is to improve the relationship between SATC, Transport SA, Office for Economic availability, frequency and cost of international, interstate and intrastate flights and to Development and Adelaide Airport improve the transport network. Ltd to encourage domestic airlines to fly direct to Adelaide from other The development of air-links and services is a chicken-and-egg dilemma. capital cities. Without the flights, development of tourism attractions and accommodation is hampered 3. Maintain close links with the and without evidence of growing tourism product and established demand, airlines will be domestic airlines by working with their wholesale travel divisions. reluctant to commit to new services. 4. Work with regional airlines to The Tourism Plan 2003-2008 is working to address this issue by improving South maximise internal and connecting flights for overseas visitors e.g. Australia’s appeal as a destination through sustainable development. Coober Pedy – Uluru. 5. Strengthen the relationship between Tourism and Transport SA to improve regional transport for visitors. 6. Improve key transport terminal facilities as gateways i.e.Adelaide Airport and interstate rail and bus terminal facilities. 7. Develop an appropriate mechanism to provide reasonable access over pastoral leases in the Outback while protecting the rights of landowners. 8. Improve consistency in directional signage across the state. 9. Incorporate disability needs into the provision of hard infrastructure providing for a range of paths, signage, interpretation and ramps to buildings and tourist facilities.

47 Objective 3.6

Strategies Effectively manage destinations for sustainable outcomes 1. Extend the application of TOMM or As with any industry, tourism brings both positive and negative impacts. related models to other sensitive destinations in South Australia. Our goal is to maximise the positive impacts (income, jobs, conservation of valued 2. Continue to adapt and refine TOMM assets, improved facilities etc.) and minimise the negative impacts (cultural displacement, taking account of particular destination circumstances. inappropriate development, degradation of natural assets, crowding, littering etc.). 3. Encourage professional and public Destinations throughout the world are seeking ways to check on the health and interaction with the KI TOMM sustainability of tourism and are attempting to find better ways of destination website to help TOMM become a more widely used and practical tool. management. 4. Present the TOMM approach to other The Tourism Optimisation Management Model (TOMM) is an example of pioneering destinations and encourage feedback work where South Australia is already providing leadership in world best practice in and mutual learning. 5. Explore sustainable funding options destination management. for the implementation of TOMM. TOMM identifies the best conditions (economic, marketing, environmental, social and 6. Work with the education sector to visitor experience) for the destination; identifies the relevent indicators in this regard; ensure destination management is a subject or key component of any sets acceptable ranges of performance; determines existing benchmarks; and monitors secondary or tertiary or related progress towards achieving the optimal conditions. tourism course. TOMM was developed in partnership between the SATC, National Parks and Wildlife SA,Tourism Kangaroo Island, the District Council of Kangaroo Island and the Kangaroo Island Development Board. Although a Kangaroo Island initiative, it has been developed as a blueprint for tourism management in other destinations. Opportunities to initiate destination management processes such as TOMM, in all regions, will be encouraged.

48 Goal 4

Develop a strong professional and profitable industry Tourism is a comparatively young and largely fragmented industry comprising mostly small businesses.To improve competitiveness and sustainable outcomes, communities and individual businesses have to access superior resources, capabilities and competencies.

To improve the industry’s competitiveness and sustainability, Government will consider supporting the tourism industry, where ‘market failure’ exists, in certain circumstances and where justified. It will do this to help make the industry more profitable, professional and self-reliant. Providing sound research for better decision-making; improving existing business practices; encouraging the adoption of new productive technology, new entrants and continuous learning through training; and improving risk management approaches are key needs that will be addressed. This Tourism Plan encourages processes that will identify integrated regional and state brand essence and character so individual businesses can leverage and reinforce cohesive and complementary brand messages and experiences. To ensure the efficient use of scarce resources, co-location or integration of relevant partnership organisations will be encouraged where possible.

49 Objective 4.1

Strategies Improve decision-making through relevant research 1. Continue to maintain state-based For the tourism industry to be internationally competitive and innovative, it must forecasts of tourism activity. 2. Increase industry awareness of the have access to, and an understanding of, market research to keep up with global trends value of productive marketing and and opportunities. strengthen economic analysis capabilities. Future tourism research will extend beyond statistical collection and industry 3. Continue to evaluate the effectiveness performance monitoring, taking into account ‘triple bottom line’ reporting. and efficiency of marketing strategies Government will assist the tourism industry to better understand external factors and initiatives. 4. Improve consumer research that will such as the economy, aviation and the market psyche. It will do this to effectively align help support destination development communication efforts and ensure supply meets market needs. in niche markets. Some key research priorities for a sustainable industry include: 5. Maintain the SATC Tourism Activity Index as a timely indicator of recent • scenario planning, tourism forecasting, investigation of demand variables performance, of issues in the industry • technology (responding to new distribution systems and opportunities) and of future outlook. 6. Establish this as a credible Tourism • aging of the population (impact on tourism industry and workforce needs) Performance Index in key reports and • safety, security and health issues briefings on state economic activity. • understanding the market (motivations/new market segments) 7. Increase the industry’s awareness of the diverse nature of the mature aged • evaluation of marketing programs and campaigns market and tailor tourism • destination and product research experiences accordingly. • continued research into sustainability measures and assessment. 8. Disseminate latest research information via established SATC The tourism industry will collaborate with the Co-operative Research Centre (CRC) publications, on the Internet and for Sustainable Tourism at the national and state level for bigger picture and longer-term through direct contact with stakeholders. research needs.The University of South Australia is the state’s CRC node. Government 9. Strengthen working relationships with will ensure that research is accessible and disseminated. the CRC for Sustainable Tourism and Flinders and Adelaide Universities. 10.Support the CRC for Sustainable Tourism in its bid for a further round of seven years funding.

50 Objective 4.2

Adopt strategic opportunities to use new technology Strategies In tourism, new information and communications technologies will be a major driver 1. Encourage all industry participants to be on-line. of industry growth. New technology provides opportunities for all businesses to increase 2. Create awareness of highly efficiencies. specialised experiences and products through the use of the Internet. An integral part of South Australia’s vision for innovation is to be one of the first 3. Encourage electronic networking for tourism destinations to be completely on-line. industry and deliver information and Research shows potential visitors, particularly niche markets, are increasingly using education on-line. 4. Develop an e-commerce/e-business the Internet to access information and book holidays thereby challenging traditional strategy plan. distribution networks. 5. Explore the marketing opportunities Research also shows that children, who are high users of the Internet, also play an to establish e-hubs where itineraries are customised for individuals. important role in the holiday decision-making process. 6. Explore the use of new technologies New technologies will also be particularly important in achieving South Australia’s for the generation of sustainable power, water and waste treatment. aspirations to be a leader in ecologically sustainable tourism development, especially in 7. Encourage the development of, and more sensitive and or remote locations. participate in, an environmental business strategy for the state that will link tourism with environmental industry opportunities.

51 Objective 4.3

Strategies Encourage new and sustainable business ventures in 1. Seek new products and experiences tourism that reinforce the state’s market positioning and key tourism assets. Tourism provides potential business opportunities right across the state. 2. Develop a business incubation To encourage growth of the tourism industry, potential business ideas should be scheme aimed at supporting new tourism businesses that fill strategic economically viable, a positive addition to the community and sustainable. product gaps or value-add. Government and industry will encourage new business ventures that: fill product 3. Identify and make available gaps; reinforce the state’s brand positioning; and involve driving to the state’s natural and information on funding opportunities and grant submission assistance for cultural attributes. community tourism-related initiatives. Prior to establishing a new business venture, new operators will explore and 4. Develop a comprehensive input/ output model to demonstrate the understand the market, know the customers’ needs and consider how to brand, economic, social and environmental differentiate and package their product or information. benefits/value of tourism at a local and regional level.

52 Objective 4.4

Promote and support business development Strategies Over 90 per cent of tourism businesses are small business operators employing 1. Initiate processes to ensure state and regional attributes and values fewer than twenty employees, or are non-employing owner-operated businesses. underpin and add value to regional The success of a tourism venture relies on effective business planning to brands and to individual company brands. understand and respond to market demands and to leverage state and regional attributes. 2. Facilitate and continue to support a We will establish the unique attributes and values that are shared between the state, range of information forums covering a variety of topics relevant to the regions and individual companies to help identify brand essence and character. industry. Tourism operators in South Australia will organise product to realise market 3. Encourage tourism alliances through opportunities consistent with our positioning and branding and then build and develop the development of business clusters. 4. Facilitate cooperative marketing experiences that will be profitable and sustainable. using a broader range of packaged The SATC will continue to provide, and improve on, a range of information and products. resources on growing and developing a tourism business. 5. Identify unnecessary regulatory barriers or burdensome compliance Perhaps the most significant improvements will be achieved through the measures and negotiate for encouragement of businesses to become accredited under the Australian Tourism improvement. 6. Undertake capacity building with Accreditation Program or other relevant accreditation programs (see Objective 4.5). Indigenous and local communities to Visitor Information Centres have a major role to play in supporting local businesses facilitate their active participation in tourism development. by extending the length of stay in the region through the information services they 7. Retain young people in regional provide. South Australia through new training schemes and increased involvement in business development/programs including regional marketing plans. 8. Encourage Visitor Information Centres to run as businesses, improve their service to visitors, and achieve accreditation.

53 Objective 4.5

Strategies Maximise participation in, and support of, relevant 1. Promote and encourage the uptake of accreditation programs relevant accreditation programs to foster better business practice and There is general agreement that recognised accreditation schemes are the key means delivery of experiences. for informing operators about, and encouraging them towards adopting, world’s best 2. Work with key industry stakeholders in the continued development of an practice. incentive program that will provide Accreditation also provides visitors and the travel trade with greater assurance in the benefits to business operators who achieve accreditation status. quality of the product. 3. Ensure accreditation systems are In recent years there has been considerable development of industry accreditation refined in the area of business schemes dealing with business practices i.e. the Australian Tourism Accreditation Program development, environmental sustainability and quality controls. at the national level. 4. Include accreditation as a component Accreditation systems are also in operation or being developed in a range of industry of SATC Key Account Filter Matrix System. sectors including Green Globe 21 at the international level, and the Nature and 5. Support the development and Ecotourism Accreditation Program (NEAP) at the national level and for tour guides and implementation of a national Indigenous tourism operators. marketing program for accreditation. 6. Continue to encourage the long term These programs will enhance the quality of business management and systems, cus- alignment and integration of various tomer service and safety, and social and environmental sustainability. tourism accreditation programs. However, to be effective, accreditation schemes need to be well respected, of benefit to the consumer and operator alike, and must achieve critical mass in application. While many of the programs are developing independently of one another, there is recognition that over the long term there should be an alignment of programs within the industry.

54 Objective 4.6

Foster continuous learning and improvement Strategies Training for business operators and staff is essential if we are to deliver a high-quality 1. Strengthen secondary systems that support tourism industry and reliable service to customers. development such as education and Business development and profitability can be enhanced through understanding the training. 2. Strengthen skills in accurate demands of the market. Continuous learning equips the tourism industry with skills to interpretation and storytelling respond to and plan for changing market needs. throughout the industry. To assist with dissemination of information and to ensure that the most suitable 3. Promote the benefits of affordable and accessible training programs for forms of training are being undertaken, regional marketing and development boards can industry. act as training brokers between operators and training providers. 4. Identify opportunities for forging productive links between tourism operators and other tourism stakeholders and tertiary educational institutions. 5. Conduct forums to strengthen the partnerships between tourism and local government. 6. Provide advice, training and resource materials to community groups and local government to improve their tourism product. 7. Encourage regional marketing committees, development boards/ business enterprise centres,TAFE and local councils to work together to disseminate training and business development information. 8. Develop a mechanism for identifying and rectifying poor performance in service delivery and creating a link with accreditation. 9. Encourage and recognise volunteerism in tourism by providing relevant training opportunities.

55 Objective 4.7

Strategies Manage risks effectively 1. Identify, manage and monitor risks In an ever-changing, uncertain and competitive business environment, achieving our associated with potential tourism downturns. tourism vision will require a prudent approach to risk management. 2. Promote the need for risk Industries or businesses that manage risks effectively will be better placed to realise management for all tourism businesses. or exceed their objectives and take advantage of emerging opportunities. 3. Monitor initiatives for resolving This will involve accurately assessing the operating environment; identifying and industry insurance availability and assessing risks and opportunities; designing strategies for managing risk; implementing risk costs. 4. Ensure events and festivals have risk management strategies; and monitoring and reporting on outcomes. management provisions in place In the broader context, risks vary from exposure to international events, transport incorporating emergency response management plans. reliability, reliance on favourable weather conditions, exotic pests or diseases, exposure to 5. Include travel safety information on a narrow market, public liability, or any threat to achieving the vision. the South Australian Outback and The increasing movement to industry sector and individual business accreditation will other remote areas within promotional material. be instrumental in minimising risk.

56 Implementation Forging Strong Partnerships

The South Australian Tourism Plan 2003-2008 is the fifth state tourism plan since 1981. However, any long-term tourism plan will only be as effective as the commitment to it by the stakeholders concerned.

Tourism must move from being a ‘peripheral’ economic activity to being ‘integral’ to policy and decision-making processes, because that is the nature of sustainable tourism. Innovative approaches are required to enable effective working partnerships within the industry and across government agencies. To effectively implement this Tourism Plan a whole-of-industry and whole-of-government change management approach is required. Examples of key industry sectors/organisations that have some level of commitment to the long-term development of tourism, in that they are intentionally performing activities that cause or service tourism demand in terms of its volume and quality, include: • Business SA • Tourism Alliance • Local Government Association • Tourism Training SA • Adelaide Convention and Tourism Authority • Wine Tourism Advisory Board • Hotels, Motel & Accommodation Association • Australian Hotels Association (SA) • SA Restaurants Association • Caravan Parks Association • Backpackers Association • SA Bed and Breakfast Association • SA Farm & Country Holidays Association • Royal Automobile Association • Bus and Coach Association • Houseboat Hirers Association • Boating Industry Association of SA • Meetings Industry Association of Australia. In addition to key industry sectors, the following regional stakeholders are also key partners in this regard: • Local government • Regional tourism marketing committees • Regional economic development boards

57 Government agencies that have strong involvement in, or synergies with, tourism include: • Department of Education and Childrens Services • Department of Employment, Further Education, Science and Technology • ArtsSA • History Trust of SA • Department of State Aboriginal Affairs • Transport SA • Office of Regional Affairs • Department of Environment and Heritage - Office of Sustainability - Department for Water, Land and Biodiversity Conservation - National Parks and Wildlife SA - Heritage SA - Botanic Gardens of Adelaide • Office of Recreation and Sport • Office of Economic Development • Planning SA • Primary Industries and Resources SA, including Food SA - Fisheries SA • Forestry SA • Tertiary Institutions Community groups that have an interest in tourism include: • Conservation Council of SA • National Trust of SA It is clear that this is a diverse and complex set of stakeholder inter-relationships. Key imperatives relating to effective implementation include the need for: • integrated leadership within the industry and its government partners • monitoring of global, national and local trends in the tourism industry and advice to industry and government as appropriate • achievement of an effective top down/bottom up approach to tourism • identification of and dealing with emerging policy issues, resolution of conflicts and making recommendations to relevant levels of government • monitoring the triple bottom line performance of the industry • oversight of the implementation and ongoing maintenance of this Tourism Plan.

A high priority is to establish a powerful mechanism for the collaborative implementation of the Tourism Plan that will meet the above needs.

58 Strategies

1. Develop immediately an implementation strategy and mechanism for the South Australian Tourism Plan 2003-2008. 2. Determine priorities, responsibilities, timelines and budgets for individual strategies. 3. Adopt a ‘multi-lateral’ approach to government funding of tourism and tourism-related initiatives. 4. Develop a whole-of-government process to better integrate and streamline strategic tourism industry development projects and issues. 5. Develop a cross-agency accountability framework to measure progress against targeted outcomes. 6. Provide an input to the development of other government strategic planning initiatives e.g. the Economic Development Board and Planning Strategies. 7. Build a stronger tourism industry relationship with Business SA. 8. Build effective partnerships with local government, regional development boards and regional marketing committees and encourage co-location as far as is practicable. 9. Work with the CRC for Sustainable Tourism to develop innovative approaches to industry issues. 10. Encourage the use of on-line networking within the industry. 11. Bring together key tourism and tourism-related organisations into a ‘Tourism Industry House’ to improve resource sharing, networking and collaboration. 12. Influence and where appropriate align the Tourism Plan with the implementation of the Commonwealth Government’s 10 Year Tourism Plan. 13. Promote implementation success stories that illustrate industry development priorities and maintain the profile of the Tourism Plan.

59 Monitoring the Industry Our planning must be dynamic.We must monitor progress in achieving our stated goals and objectives and respond to changing circumstances.

Within the context of the implementation process, monitoring our progress will take place in two ways: firstly, the performance in implementing the Tourism Plan strategies themselves (see Table 1), and secondly, by measuring the overall health and integrity of the industry (see Tables 2-9). In regard to the second, a range of key tourism indicators will help reveal whether the industry and Government have risen to the challenge of creating an internationally competitive and sustainable tourism industry. These indicators will help us measure the health of the industry and the integrity of its relationship with the natural and cultural environment upon which it depends. Our monitoring will be based on a combination of ‘triple bottom line’ (economic, social and environmental outcomes) and ‘balanced scorecard’ (growth, marketing, visitor experience, industry and governance) approaches. Some of these measures will be quantitative while some will be necessarily qualitative. Each will provide information necessary to better understand the sustainability of the tourism industry. The responsibility for achieving the desired outcomes rests with the tourism industry and a variety of state and local government agencies, which rely on appropriate levels of policy support. The key tourism indicators are therefore measures of the health of the industry, rather than of any individual agency performance. There will be analysis and qualitative reporting on all indicators to understand what is happening and how to adjust the strategy, or policy support where necessary. In this way, both the strategy’s implementation process and the key indicator scorecard will be a ongoing learning tool leading to the continuous refinement of the Tourism Plan.

Figure 17: Keeping the Plan fresh Through the Implementation Process

Continuously monitor Determine implications for the emerging societal and Tourism Plan and other Plans industry trends

State Tourism Plan Set of goals and strategies 2003-2008 (articulated in 2002)

Monitor implementation of Refine Strategies Capture the lessons learnt

Modify Plan strategies in the Plan during implementation

Improve evaluation of the Monitor industry health Refine Indicators overall health of the industry in key areas

60 Key Tourism Indicators

The following tables provide the framework and tools to monitor the health of the tourism industry relative to the Tourism Plan directions and using Triple Bottom Line and Balanced Scorecard approaches. As such, the tables represent ‘work in progress’. It is expected that they will be further developed and refined as an integral part of the experience of implementing the Plan.

It should be noted that given the multiple shocks experienced by the industry in 2001 and 2002 and the future uncertainty, it may be that maintaining the benchmark (or near-benchmark) position on some of the indicators, will in fact represent a good result in the circumstances.

Table 1:Tourism Plan Implementation

Desired Indicator Target Range Benchmark Source Outcome

1.1 Effective Number of >85% by 2008 0 Monitoring implementation priority strategies reports to of Tourism Plan implemented joint industry/ government body responsible for Plan implementation

Table 2: Growth

Desired Indicator Target Range Benchmark Source Outcome

2.1 Equal or exceed Number of visitors Equal or Actual 2001 Bureau of Tourism the national and visitor nights: exceed national data from BTR Research (BTR) average growth • International average (when available) data in each key • Domestic market

2.2 Increase length Number of visitor > 6.3 nights International 6.3 nights BTR Data of stay (holiday nights over > 5.2 nights Interstate 5.2 nights IVS travel) visitor visitor numbers > 3.0 nights Intrastate 3.0 nights NVS numbers

2.3 Increase market SA share of all Increase market Australia: BTR Data share relative to purpose nights shares International 4.5 IVS overall and to relative to: Interstate 7.3 NVS like competitors • Australia WA: (smaller brands) • WA International 11.7 • NT Interstate 7.0 • Tasmania NT: International 2.9 Interstate 4.1 TAS: International 1.5 Interstate 3.8 (International 1999/2000 Interstate 2001/2002)

61 Table 3: Economic

Desired Indicator Target Range Benchmark Source Outcome

3.1 Increased total Visitor $150m + per To be established BTR and direct tourism expenditure annum BDA (SA Productive expenditure Marketing Model)

3.2 Increased Numbers 46500 + 44000 BDA SA tourism employed by 2008 (2002) Productive employment in tourism Marketing Model

3.3 Regional Regional share 45-55% 38% share BTR distribution of of SA visitor by 2008 (1998) (Dependent on benefits expenditure BTR updates)

3.4 Positive balance Inbound over International International BTR Data of tourism trade outbound $700 000+ $626 000 expenditure Interstate Interstate $0-$500000 - $1600 000

3.5 Increased Average International International BTR Data visitor yield expenditure per > $75 (per night) $75 per visitor night IVS night & per trip > $1027 (per trip) $1027 per visitor trip NVS (all purposes) Domestic Domestic > $105 (per night) $105 per visitor night > $372 (per trip) $372 per visitor trip (1999 data) NB: Does not include GST effects

62 Table 4: Social

Desired Indicator Target Range Benchmark Source Outcome

4.1 Communities Ratio of tourists To be determined To be established Specific Studies retain their to locals in peak Community integrity and over time Attitudes Survey (in selected high pressure spots)

4.2 Tourism Residents’ perception > 85% 85% Repeat acceptance of tourism’s (2001) Community within contribution to Attitudes Survey community community prosperity and quality of life

4.3 Local service Incidence of Qualitative Reporting Local infrastructure is reported issues Government not unduly (validated) on-line Survey pressured by and Community tourism demand Survey

4.4 Improvement in New infrastructure Related to achieving N.A. Audits local facilities/ projects priority needs Qualitative infrastructure identified in reporting resulting from regional tourism tourism plans

4.5 Enhancement of Residents’ perception > 84% 84% Repeat community and that sharing their (2001) Community commercial area with visitors Attitudes Survey confidence and increases community pride pride

4.6 Positive or Incidence of Qualitative Reporting Media neutral interface reported conflicts monitoring and between tourism Local Government and other uses on-line survey

Table 5: Environmental

Desired Indicator Target Range Benchmark Source Outcome

5.1 Restoration of Number of Qualitative Reporting Regional advice heritage assets tourism-related and on-line survey projects of Local Government

5.2 Increase in Number of Qualitative Reporting Audit of projects that innovative new planning approvals model projects environmental sustainability

5.3 Sustainable Number of high 80% of identified Identify Regional strategic management of pressure sites sites by 2008 site stressors/ planning process key tourism with management high pressure (see Table 9) assets plans sites

5.4 Improved visitor Rating of To be determined To be established Consumer surveys. environmental learning and National Park awareness appreciation after visitor surveys a visit

63 Table 6: Marketing

Desired Indicator Target Range Benchmark Source Outcome

6.1 An increase in Preference to > 22% 20% Roy Morgan preference to visit SA in MPP (2001) Single Source visit SA markets Survey

6.2 An increase in Numbers of > 10% 9% Roy Morgan conversion of visitors that (2001) Single Source awareness travelled Survey into actual visits

6.3 Improved market Consumers’ Increase in Varies for each SATC Brand association of perceptions of SA perception (%) theme. Health Monitor SA with key by theme (in % and rank Based on 2002 positioning and ranking terms) (see Figures 6-15) results themes

6.4 Sound returns Return on dollars Variety of targets Depends on Individual from marketing invested depending on objectives of evaluations campaigns objectives of campaign campaign

6.5 Increase in SATC dollars To be determined To be established SATC industry leveraged cooperative marketing spend

6.6 Greater Number of new 70 operators 48 operators SATC industry operators by 2008 attended at least integration into attending key one international the distribution international show in 2002 system tourism trade shows

6.7 Each region has Number of All regions by 1 SATC cooperative functional 2008 (Limestone Coast) marketing funding agreement agreements

6.8 Improve our Share of 7-8% 6% IVS position as a international (1999-2000) backpacker backpacker nights destination

6.9 Increase in Media value of the To be determined To be established ATC and positive publicity Visiting Journalist SATC data for SA Program

6.10 Increase in ‘in Proportion of Increase to 60% 40% (2002) SATC kind’ operator industry support support for SA for Visiting familiarisations Journalist Program

6.11 Improve Hits on selected To be determined To be established Selected websites awareness and relevent Internet eg; aust.com information sites relative to southaustralia.com about SA through competitors traveldownunder.com the Internet etc.

6.12 Increase in the $ private Increase of 5% $2.4 million AME private sponsorship of per annum for sponsorship of events exisiting events events

6.13 Increased media $ value of To be determined To be established Media impact through favourable monitoring events publicity generated (including through stories audit of quality)

6.14 Increase in the Number of 100-5000 ACC and ACTA ACC and ACTA number of events with over annual results business events 100 delegates (conventions)

64 Table 7:Visitor Experience

Desired Indicator Target Range Benchmark Source Outcome

7.1 New product New start-ups or Qualitative reporting Regional advice development refurbishments consistent with positioning priorities

7.2 Year round Number of events Successfully Seasonal distribution Calendar of calendar of each month secure 1 major of Calendar of Events events event and 1 mass Events 2002 participation event per annum in quiet months

7.3 Improved value Perception of To be determined To be established Consumer for money of value for money surveys SA product

7.4 Increased Satisfaction on To be determined To be established Consumer customer rating scale surveys satisfaction relative to expectations

7.5 Visitors feel SA Perceptions of To be determined To be established Consumer is a safe safety and security surveys destination

65 Table 8: Industry

Desired Indicator Target Range Benchmark Source Outcome

8.1 Improved level Occupancy rates > 57% SA average 56.2% ABS Survey of of occupancies in (relative to supply (2001-2002) Tourist accommodation variations) Accommodation

8.2 Increasse in Average takings > $99.50 $99.50 ABS Survey of accommodation per room night (2001-2002) Tourist yield occupied Accommodation (hotels/motels)

8.3 Increased Accredited To be determined To be established Possible industry operator margin anonymous profitability expressed as % question on SA Tourism Activity Index

8.4 Improved access Total seating Domestic Domestic Transport SA to South capacity to 15% growth by 2008 48700 seats Australia Adelaide International (Sept 2002) 10% growth by 2008 International 3000 seats (Nov 2002)

8.5 Improved Dollars leveraged Major > 1:1 Major 1:1 SATC tourism for major and minor Minor > 1:2 Minor 1:2 Also qualitative infrastructure infrastructure (Average June ‘99 reporting projects - June ‘02)

8.6 An increase in Dollars invested in Qualitative reporting To be determined investment funds strategic projects in regional that underpin SA’s tourism positioning

8.7 Greater Percentage of > 75% 46% SATC data base networking tourism businesses (2002) through on-line on SATC data base infrastructure that are on-line

8.8 Increase in Number of To be determined To be established SATC data base e-business businesses survey of tourism activity transacting on-line businesses

8.9 Most tourism % of businesses 50% by 2008 18% SATC data base businesses are on SATC data (2002) accredited base that are accredited

8.10 A highly skilled Vacancy levels To be determined To be established Industry surveys tourism in key skill (via Tourism workforce areas Activity Index)

8.11 A stable Ratio of business To be determined To be established SATC data base tourism exits to new entries industry

8.12 Improved Composite index 12 month 12 month SA Tourism industry of tourism outlook index outlook index of Activity Index confidence business > 150 140 (average confidence since 1999)

66 Table 9: Governance

Desired Indicator Target Range Benchmark Source Outcome

Improved Number of joint Qualitative report Various agencies/ collaboration projects with organisations other agencies

Tourism strategy Satisfactory Economic Qualitative Various agencies/ is integrated into integration and Development reporting organisations key state and congruence Strategy (Compare local government between priority Metropolitan and situation with strategy/policy strategies Country Planning that in 2001) Strategies

Agencies Identification of NPWS 0 Agency have tourism tourism OED Corporate Plans objectives in partnership PLNSA their Corporate opportunities DEH Plans in Corporate Recreation & Sport Plans PIRSA (including Food SA)

Sound strategic Competently Four in 2003-04 0 SATC / Local planning for completed plans Five in 2004-05 (with specific Government tourism in the policy reform partnership regions focus)

Councils have Number of All by 2008 0 PLNSA records incorporated councils that (Section 30 reviews tourism into their have undertaken as guided by Development Plans Section 30 reviews Sustainable Tourism consistent with incorporating Development in state and regional tourism Regional South strategies Australia discussion paper)

67 Appendix 1

Glossary of tourism terms

Balanced Scorecard Domestic Tourism A method of assessing business performance against a Travel by Australian residents within Australia, outside wide variety of relevant parameters (e.g. customer their usual environment for a period not exceeding needs, stakeholder interests, employees), rather than 12 months where the main purpose of visit is other on a single dimension such as profit. than the exercise of an activity remunerated from within the place visited. Balance of Tourism Trade The measure of the expenditure of all incoming Ecology (international and interstate) visitors over the amount Ecology is concerned with the relationships of living of expenditure by South Australians when travelling things and their environment. It provides a framework out of the state. by which we see that all living things are related to other living things, and they are all likewise related to Best Practice their physical environment. The best possible way of doing things given current understanding and knowledge. Best practice evolves Ecologically Sustainable Development and contributes to continuous improvement and Development that respects ecological relationships sustainable outcomes. and does not degrade or interfere with ecological systems. Biodiversity The variety of life on earth (plants, animals and micro- E-commerce organisms) as well as the genetic material they The use of information technology to support the contain, and the ecological systems in which they conduct of business activity. It is particularly used in occur. reference to commerce undertaken over the Internet.

Brand/Branding Ecotourism The name, term, sign, symbol, design or combination of Nature-based tourism that involves education and these, intended to identify the goods and services of interpretation of the natural environment and is one group of sellers and to differentiate them from managed to be ecologically sustainable. (See Figure 5, those of competitors. p17 for an explanation of the difference between sustainable tourism, nature-based tourism and Clean and Green ecotourism). An everyday expression meaning sustainable, healthy, integrity, or the demonstration that high value is Inbound Tourism placed on the environment. Travel to Australia by someone residing in another country for a period not exceeding 12 months where Consumer Research the main purpose of visit is other than the exercise of The qualitative and/or quantitative analysis of the an activity remunerated from within Australia. perceptions, attitudes, preferences, motivation, holiday decision-making, actual behaviour and constraints of Inbound Tour Operator selected markets, or market segments, undertaken to Person who coordinates travel arrangements in better understand the market and improve Australia on behalf of overseas wholesalers and retail decision-making. agents on behalf of overseas consumers.This usually involves planning the Australian itinerary, costing the Differentiation various components (transfers, accommodation, sight- The process of making a product so distinctive that it seeing), negotiating prices and arranging payment for ‘stands out in the crowd’ and ensures the market, or a the product. Inbound tour operators generally charge particular segment of the market, not only notices it, commissions of up to but will also prefer it over other alternatives. 25-30%.

Distribution Channels/Networks Incentive Travel The existing systems that ensure a tourism product or A niche market within the business travel segment service reaches the consumer and is available for sale where companies seek to reward employee e.g. Internet, wholesalers, inbound tour operators, performance by providing them with travel travel agents and visitor information centres. experiences and benefits.

68 Infrastructure • packaging the product to make it more Infrastructure may be (1) commercial infrastructure convenient and affordable e.g. accommodation, transport, some attractions, or • identifying and connecting with the travel (2) generally non-commercial facilities which are distribution network required for efficient and effective functioning of the • seeking positive publicity to raise awareness of the industry, or for the facilitation of the experience product e.g. airports, access roads, scenic drives, lookouts, • promoting the product to motivate the market to signposting, public conveniences, jetties, boat ramps, buy it parks, landscaping, certain attractions and utility • ensuring the consumer has access to information services such as water, power, gas and waste and booking services treatment. • influencing other relevant parties to complement the strategy Integrated experiences • delivering on the promise – professionalism and standards. The linking or ‘bundling’ of attributes to enhance the richness of the experience and its appeal to the Market Failure visitor. This achieves a greater range of accessible things for the visitor to see and do. It enhances the The result that occurs when the market or private likelihood of securing longer stays, greater tourist enterprise economy cannot provide certain critical revenue expended per visit and repeat visitation. goods and services and the Government must intervene for the good of business, or the community. Interpretation Examples of this include the social welfare system, the provision of certain infrastructure e.g. roads and state The communicating of ideas, stories, and meanings that tourism marketing. help people understand more about themselves, their environment and other cultures.The interpretive Market Niche process is normally facilitated by local people, guides, displays, on-site signage, brochures and electronic A clearly identified group of people that share a media. common special interest e.g. bird-watching.While niche markets tend to be relatively small there is often International Tourism (see Inbound Tourism) a global market in the area of special interest e.g. 78 million people are estimated to have travelled Market on bird-watching trips world-wide. All actual, or potential buyers, for a destination, Market Segment or Sector product or service. A specific group of consumers who share common Marketing characteristics in such variables as age, life-cycle stage, income, education, location, attitudes, use of leisure A process of evaluating consumer attitudes, time. perceptions and needs and acting upon this knowledge to stimulate demand in order to achieve economic, Niche (see Market Niche) social and environmental benefits. In the tourism industry as a whole, it involves coordinating a Nights complex set of tasks, including: The number of visitor nights spent away from home in • jointly monitoring and managing tourism with association with individual visits. other stakeholders to ensure sustainability • setting broad goals for tourism’s contribution to Operator state development • forecasting and setting targets for growth Any business providing goods or services to visitors. • researching market trends, attitudes and behaviour (and that of our competitors) Outbound Tourism • developing policies and strategies for sustainable Travel by Australians outside of Australia for a period industry development of less than 12 months. • targeting the most productive segments of the market Package • determining the position to adopt in the The combination of two or more components of marketplace travel sold at a more competitive price than if a • devising a brand identity that will appeal to the consumer bought the components separately. It usually target markets includes transport, accommodation, touring and • developing and enhancing the destination attraction components. experience • encouraging synergies and linkages between tourism and other activities • attracting investment to implement tourism strategy • providing access and infrastructure to facilitate the experience

69 Positioning Theme A succinct statement that spells out how the state, Describes a general type of experience and region or product wants to be known in the minds of closely related experiences e.g. experiences of nature the market, relative to its competitors.That is, what or the natural environmental is a general theme. we want consumers to know, think, feel or believe about us. It contains the single most important point Top-of-Mind of strength and differentiation. An expression that describes what most readily comes to mind when a person is prompted with a particular Product topic e.g. prompt – nature: top of mind thought – A broad term, which refers to anything that Kangaroo Island. constitutes or delivers the tourism experience that customers are looking for. It may be an offer of a Tourism Industry tangible good or service where a price is attached, or The travel and tourism industry is a collection of it may be an intangible asset or attribute. independent, but interrelated firms and organisations that perform specific activities directed at satisfying Promotion the particular needs of visitors to the state and the The means of communicating and presenting tourism regions within it. In this regard both private sector and product(s) to the consumer and the travel trade itself government activity can be classified into eight for the purpose of stimulating demand. Promotional sectors: activities include television, cinema, radio, newspaper • attractions and magazine advertising and posters, exhibitions, • accommodation displays, competitions and sponsorships. • carriers • tour operator and wholesalers Qualitative Reporting • miscellaneous goods and services e.g. restaurants, The analytical and interpretive reporting on general petrol, retail, travel insurance information in the absence of quantitative data. It also • promotion and distribution refers to the reporting of the quality of achievement • investment in implementing a strategy, rather than simply noting • policy and coordination. that the strategy was implemented i.e. looking behind The important common factor that links all of these the data to explain results and understand the real sectors is that they devote some proportion of their issue. total activity to the needs of visitors (non-residents of the state or region).They have some level of Qualitative Research commitment to the long-term development of tourism Research using techniques such as observation and/or and they are intentionally performing activities that discussion (e.g. focus groups) and unstructured or cause or service tourism demand in terms of both its open-ended questions in surveys to acquire volume and qualitative aspects. information. Tourist (Visitor) Quantitative Research A person who travels outside their usual environment Research or reporting that uses statistical data derived for a period not exceeding 12 months where the from structured surveys and other empirical research main purpose of visit is other than the exercise of an techniques to measure and describe information. activity remunerated from within the place visited.

Scenario Planning Travel Agent/Retailer A means of understanding the many feasible An intermediary who sells product to consumers on alternative futures that can arise out of the analysis of behalf of operators for agreed commissions.These the internal and external environment. commissions are a minimum of 10% on the gross price. Segment/Sector (see Market Segment/Sector) Triple Bottom Line Sustainability The integration and assessment of performance in the The harvesting of, or use of a resource, in such a way three components of sustainable development — that the resource is not depleted or permanently economic development, social development and damaged. environmental protection. (see Figure 4, p16).

Target Marketing Value-add Services The process of researching, identifying and promoting Services that are added to product at no extra cost to to a particular segment, or niche, within the overall the consumer, but there is a perceived extra benefit in mass market. the cost e.g. free breakfast included with accommodation, complimentary bottle of wine.

70 Value-add Experience/Product The process of providing diverse and richer experiences for the visitor. e.g. the incorporation of accommodation facilities, small-scale sales outlets, dining and other hospitality services in association with established industry, or place of visitation (such as a winery. See also Integrated Experiences.

Visitor Nights (see Nights)

Wholesaler A business that packages and brochures product together and sells it through retail/travel agency outlets for agreed commission levels, generally a minimum of 20%.

Acronyms

ABS Australian Bureau of Statistics

ACC Adelaide Convention Centre

ACTA Adelaide Convention and Tourism Authority

ATC Australian Tourist Commission

BTR Bureau of Tourism Research

CRC Cooperative Research Centre for Sustainable Tourism

DITR Department of Industry Tourism and Resources

HTS Holiday Tracking Survey

IVS International Visitor Survey

MPPs Most profitable prospects

NVS National Visitor Survey

SATC South Australian Tourism Commission

TFC Tourism Forecasting Council

VFR Visiting Friends and Relatives

VJP Visiting Journalist Program

71 Appendix 2

List of People Consulted

Peter Aird, Chief Executive Officer Pauline Brookes, Berri Resort Hotel District Council of Lower Eyre Peninsula Mig Brookman, Heart of the Parks Sue Ackland, Saville Park Suites Chris Burchett, Regional Manager Adelaide Tourism Marketing Committee Member Fleurieu Peninsula Tourism Deb Alexander, Pretoria Hotel Wendy Burns, Director, Peter Alexander, A/Assistant Director, South East Institute of TAFE Operations Section, National Parks & Wildlife SA, Grant Burton, Gray Line Adelaide DEH Tony Butcher, Communications Manager Amanda Allen, A/Marketing & Promotions Officer City of Burnside Bike South,Transport SA Peter Cahalan, Manager Interpretive Programs Malcolm Anderson, Chief Executive Officer SATC Clare & Gilbert Valleys Council Phil Cameron, Manager, Corporate Services Deb Anderson, Whyalla City Council Harvest Corner Information & Crafts Mark Cant, Eyre Regional Development Board Margaret Anderson,Chief Executive Officer History Trust of SA (June 2002) Fiona Cartwright, Wine Tourism Coordinator, SATC Hamish Angas, Senior Heritage Officer Heritage SA, DEH Patricia Carvalho, Marine Adviser Coast & Marine, DEH Michael Angelakis, Former Member, SATC Board John Chappel, Manager Rangelands Program, Terry Arnott, Principal Maritime Heritage Officer Primary Industries & Resources of SA (PIRSA) Heritage SA, DEH Penny Cleg, Business Development Manager Shane Babiak, Transport SA Adelaide Convention Centre Mario Barone, Chief Executive Officer Tim Clemow, General Manager City of Norwood, St Peters & Payneham Barossa Arts & Convention Centre David Barrington, Regional Manager,Adelaide Pauline Cockrum, Development Assessment National Parks & Wildlife SA, DEH Commission, Development Policy Advisory Roz Becker, Port Adelaide/Enfield Visitor Information Committee Centre,Adelaide Tourism Marketing Committee James Cook, President Member Minnipa Progress Association Chris Beilby, Port Adelaide Enfield Roger Cook, former Chairman, SATC Board Chamber of Commerce John Coombe, Chief Executive Officer Ray Bilske, Blickinstal Bed & Breakfast Alexandrina Council Lisa Bishop, OHS&W Officer, SATC Ruth Copeland, Green & Gold Houseboats Greg Black, Chief Executive Officer, Kingsley & Glenis Coulthard, Iga Warta Dept of Further Education, Employment, Science and Technology Anita Crisp, Executive Officer Eyre Peninsula Natural Resource Management Colin Boase, National Trust, Wallaroo Kim Goldsack & Robyn Cusick, Zayne Boon, General Manager, Novotel Loxton Community Hotel Motel Tourism Alliance Francene Connor, Member, SATC Board Jan Bornholm, Liba Liba Houseboats Paul Daly, Director John Brak, Senior Administration Officer Wireless Internet, Office of Economic Development Regional Council of Goyder Theresa Daniel, Yankalilla District Visitor Tracey Brealey, Office Manager Information Centre Bike South,Transport SA Margie Davies, Member Frank Brennan, Chief Executive Officer Yorke Peninsula Marketing Board Wattle Range Council Malcolm Densley, Chairman Dot Briese, District Council of Cleve Limestone Coast Tourism Julie-Anne Briscoe, National Sales & Marketing Jeff Dermann, MediaMotion Manager, Kangaroo Island SeaLink

72 Belinda Dewhirst, Manager AME, SATC Michael Geddes, Group Manager, Tourism Development, SATC Sandy DeSira Mark Gill, Senior Industry Development Advisor, Geoff Dodd, Port Lincoln Council SATC David Douglas, President Barbara Gilmore, Manager SA Backpackers Industry Association Bordertown Information Centre Nikki Downer, Chair, Country Arts SA Graham & Leanne Glazbrook, Julie Drechsler, Marketing Manager Renmark Houseboats Tourism Marketing Murraylands Mark Goldsworthy MP John Dunbar, Executive Director Member for Kavel Tourism Training SA Bob Goodfellow, Jolly Good Fellows – Birding Scott Earle, District Council of Franklin Harbour Mirriam Griffen, Griffen’s Marina Andrew Eastick, Chief Executive Officer Steven Griffiths, Chief Executive Officer Northern Regional Development Board District Council of Yorke Peninsula Sharon Ede, Environmental Planner Jeff Grinnell, Manager, Environment Services Strategy Branch, Environment Protection Agency, DEH Kangaroo Island Council Michael Edgecombe, Chief Executive Craig Grocke, Tourism Development Officer, SATC Adelaide Hills Economic Development Board John Grund, Kimba Tourism Focus Group Jo Edwards, Chairperson,Tatiara Tourism Elizabeth Gunner, Executive Officer Diane Edwards, Granite Island Nature Park Adelaide Hills Wine Region Inc Mark Edwards, Tourism & Marketing Officer Paul and Jenny Gunson, Lambert House B & B Warrawong Earth Sanctuary Gary Haines, Policy Officer, SATC Wayne Emery, Industry Development Manager, SATC Brian Hales, General Manager, Economic Development, Onkaparinga Council John Evans, Manager, Executive Services, SATC Dr Phil Hamdorf, Executive Director Penny Fairweather, Limestone Coast Tourism Office for Recreation and Sport Julie Finch, Arkaroola Village Bill Hamill, Managing Director Clarry Fisher, Manager, Development & Regional Small Business Network Environmental Services, Coorong District Council Pam Hamilton, Hamilton Wines Catherine Fleming, Senior Policy Planner, Michael Hamilton, Burra Visitor Information Centre Environment Policy, Office of Sustainability, DEH Graham Hancock, Project Manager Andrew Fletcher, Senior Vice President National Dryland Farming Centre KBR Infrastructure Liam Hanna, Head of Public Programs Tammy Fletcher, National Parks & Wildlife SA, DEH South Australian Museum Stephen Forbes, Director, Chris Hannocks, Monarto Zoological Park Botanic Gardens of Adelaide, DEH Keith Harris, Manager, Development Planning & Peg Foley, Riverland Alternative Accommodation Policy, Sustainable Resources, PIRSA Scott Forrest David & Wendy Hartley Michael Fretwell, Manager Tourism, Mannum Motel Port Pirie Tourism & Arts Centre Anne Harvey, Executive Director Tim Froling, Proprietor, Outback Exposures Office of Sustainability, DEH Wendy Furner, National Parks & Wildlife SA, DEH Peter Harvey, Burra Regional Art Gallery David Furniss, Chief Executive Officer Brett Hayward KI Development Board Freya Higgins-Desbiolles, Lecturer in Tourism Nadine Garrard, School of International Business, University of SA Leigh Creek Visitor Information Centre Ian Hill, Marketing Manager, Donna Gauci, GSR Adelaide Hills Tourism Marketing Adelaide Tourism Marketing Committee Member Tony Hitchin, Adelaide City Council Adelaide Tourism Marketing Committee Member

73 Michelle Hocking, Regional Marketing Manager, Lyn Leader-Elliott, Lecturer in Cultural Tourism SATC Dept of Cultural Studies, Flinders University of SA Phil Hoffmann, Chairman, SATC Board Greg Leaman, Director National Parks and Wildlife SA, DEH Mignon Hogan, Executive Officer/Director of Nursing, Peterborough Soldiers Memorial Hospital and Karen Lee-Jones, Transport SA Health Service Inc. Vince Lester MP JP, Shadow Minister for Wendy Hollick, Hollicks Wines Environment & Heritage, Parliament of South Australia Julia Holt,Director, Programming & Marketing, John Lewis, Chairperson Adelaide Festival Centre Whyalla Tourism Target Team Richard Hunter John Lewis, General Manager Australian Hotels Association (SA) Peter Hurley, Member SATC Board John Little, Angaston Main Street Association Scott Ireland, Infront Management, Chairperson, Adelaide Tourism Marketing Committee Jane Lowe, Development Manager Eyre Peninsula Development Board Lian Jaensch, Executive Officer Langhorne Creek Wine Industry Council John Maguire, Martindale Hall Patricia Jacka, Mayor Michelle Mahoney, Clare & Gilbert Valleys Council Cummins & District Enterprise Committee Doug Jacquier, Chief Executive Officer Mark Malcolm, Executive Manager CISA Inc Port Pirie Regional Development Board Jane James, Head of Cultural Tourism, Robyn Mastermein Dept. of Cultural Studies, Flinders University of SA, Kathie Massey, Executive Director, Arts SA SATC Board Brenton Mattiske, Naracoorte Works Office, Andrew Johnson, Acting Executive Director Transport SA Sustainable Resources, Primary Industries & Resources SA, PIRSA Julian Maul, Abbotsford Country House Jan Johnston Ian Mawn, Mayor, Mid-Murray Council Glen Jones, General Manager, Graeme Maxwell, City Manager Boating Industry Association of SA, (& other members) City of Victor Harbor Karen Kaak, Chief Executive Officer Andrew McEvoy, Deputy CEO/General Manager Fleurieu Regional Development Corporation Marketing, SATC Rosemary Kain, Elected Member Richard McLeod, NOMADS World Pty Ltd, Wattle Range Council Adelaide Tourism Marketing Committee Member Damien Kitto, Senior Infrastructure Planner, SATC Belinda McHendrie, Secretary, Hawker Social Club Carroll Karpany, Industry Development Advisor, Roger McQuire, Community Liaison Officer SATC Wakefield Regional Council Kym Kavanagh, Lake View Motel & Flats Sharon Medlow-Smith, Medlow Confectionery Pty Ltd Kay Kennewell, Riverton Caravan Park Phil Melling, Port Vincent Progress Association Bob Kermeen, Two Wells & Districts Tourism & Trade Association Sue Menzies, Coordinator Special Events & Convention Bureau Rachael Klitscher, Tourism Officer Barossa Wine & Tourism Association Todd Miles, Sales Manager, Barossa Wine Train Chris Koch, Sales Manager Graham Mill, Clare Valley Wine & Tourism Premier Stateliner Coach Group Association Stella Kondylas, National Park & Wildlife SA, DEH Andrea Miller, Vine Inn Hotel David Lane, Chief Executive Officer Shirley Mills, Copley Caravan Park District Council of Streaky Bay David Minear, Member, SATC Board Jo Larkin Norm Modra, Tumby Bay Holiday Units John Lavers, Chairman Kangaroo Island Tourism Development Board Margaret Modra, Kapunda Caravan Park Trevor Morgan, "Wildildie"

74 Tim Moss, Assistant Project Officer David Rowe, Industry Development Advisor, SATC (formerly) Department of Education,Training & Chris Russell, Director Policy & Public Affairs Employment Local Government Association Greg Muller, Chief Executive Officer Brian Samuels, Principal Heritage Officer City of Mount Gambier Heritage SA, DEH John Myers, Secretary Marj Sanderson, Naracoorte Holiday Park, SA Farm & Country Holidays Association Tiny Train Park Bill Nehmy, Former Manager, Regional Tourism, Michael Seelinger, Market Development Manager SATC Eastern Hemisphere, SATC Karen Nelson-Field, Manager Destination Nicole Scharenberg, Manager, Spinifex Safaris Development, SATC Des Schliebs, District Council of Loxton Waikerie Brenton Newman, Saunders Gorge Sanctuary Marilyn Scholz, Wudinna & Districts Tourism Joy Newton Association Michael O’Connell, District Planner Bob Schroder, Manager Development Services Adelaide Hills Council Rural City of Murray Bridge Bruce O’Connell Linda Schubert, Marketing Manager Tim O’Loughlin, Chief Executive Officer Tourism Eyre Peninsula Dept of Transport & Urban Planning Chris Schumann, Chairman Modris Ozolins, Proprietor Tourism Kangaroo Island Quorn Flinders Ranges Ecotours Tony Sharley, Banrock Station Wine & Wetland Bill Paterson, Chief Executive Officer Centre Coorong District Council Sandra Sharp Meredith Paterson, Presiding Member Warwick Shephard, Nomads on Murray Women’s Advisory Council Annie Sherry, Port Lincoln Visitor Information Mike Pearce, Bluey Blundstone’s Centre Liz Penfold MP, Member for Flinders Nathan Simm, Project Officer, Anthony Perre, Manager, Transport Strategy,Transport SA National Tourism Accreditation Program (NEAP) Belinda Simon, Beachport Visitor Information Jo Pike, Manager Marketing & Communications Centre Country Arts SA Sharyn Sinclair-Hannocks, Environmental Manager Gordon Porter, Formerly SATC PIRSA Lange Powell, former SATC Coastal Tourism Advisor Anne Skipper, Member, SATC Board Balbir Rhandawa Singh, Strategic Planner, SATC Anne-Marie Smart Greg Ratsch, Economic Development Officer Claire Smith, Employment National City of Marion Wendy Smith, Manager IT, SATC Elizabeth Reid, Coordinator, SA Jan Sommer, General Manager South Australian Whale Centre McLaren Vale & Fleurieu Visitor Centre Fiona Ritchie, Tourism & Economic Development Marg Sprigg, Arkaroola Village Officer, District Council of Robe Trudie Stanley, Executive Officer, Rob Robinson, Manager, Community Services, Northern Yorke Agricultural District Integrated SA Forestry Corporation Management Resource Management Committee Inc Ned Roberts, Chief Executive Officer Tim Stead, Marketing Manager District Council of Tumby Bay Riverland Tourist Association Sally Roberts, Policy Planner Colin Stevens, Touring Services Manager Alexandrina Council RAA of SA Jeremy Robertson, Course Coordinator Deann Stevens, Marketing Communications Ecotourism, Flinders University of SA Manager, Food SA Anthony Rowe, Office of Economic Development Peter Stocking, Economic Development Officer Shane Rowe District Council of Yorke Peninsula

75 Margie Stott, Ceduna Gateway Visitor Information Jeff Walsh, Chief Executive Officer Centre Dept of Education & Children’s Services Andrew Stuart, Chief Executive Officer Kate Walsh, Acting Chief Executive Officer District Council of Mount Barker History Trust of South Australia Emma Sutter, Promotions & Marketing, Marc Warren, Marketing Manager SPORTS MED Tourism Kangaroo Island June Swearse, Jamestown Tourism Association John Watkins, Outback Regional Manager, National Parks & Wildlife SA, DEH Roger Sweetman, Chief Executive Officer District Council of Yankalilla Peter Watts, Bike South,Transport SA Leon T Sykes Katrina Webb, Kwik Kat Enterprises Nicole Symeonakis, Renmark-Paringa Visitor Graham & Lyn Wheaton, Stranraer Homestead Centre Mark Whitfield, Chief Executive Officer Viv Szekeres, Director, Migration Museum Flinders Regional Area Consultative Committee Inc Philip Tanner, Tourism Officer Ian Willcourt, Cobdogla Station Caravan Park Naracoorte Lucindale Council Pam Williams, SA Bed & Breakfast Ruth Tarr Town and Country Association Phil Taylor, Sea-Dune-Ah Tours Jill Williams, Sales & Marketing Executive Paradise Wirrina Cove Janet Teague, Proprietor, Flinders Ranges Accommodation & Hawker Tourist Information Centre Elaine Wilson, Langmeil Winery Andrew Thiele, Office of Sustainability, DEH Danielle Windsor, Education Dept, Adelaide Zoo Carol Treloar, Director, Arts Industry Development, Arts SA Martin Winter, Chief Executive Officer, Adelaide Convention & Tourism Authority Bryn Troath, Committee Member, Northern & Yorke Agricultural District Integrated Barry Wright, Burra Heritage Cottages Natural Resource Management Committee Inc Stephen Wright, Kangaroo Island SeaLink Rod Trowbridge, City of Holdfast Bay Adelaide Tourism Marketing Committee Member Adelaide Tourism Marketing Committee Member Will Zacharin, Director, Fisheries Policy Paul Tulloch, Manager, Recreation & Tourism PIRSA DEH ElizabethTurner Rodney Twiss, North Adelaide Heritage Apartments Adelaide Tourism Marketing Committee Member Leonie Tyck, Angoves Pty Ltd Phil Tyler, Acting Executive Director Office of Regional Affairs Terry Tysoe, Executive Director, Strategic Projects Division, Dept Premier & Cabinet Chris Veenstra, Tourism Officer, Alexandrina Council Jock Veenstra, ‘Spirit of the Coorong’ Cruises Gary & Cheryl von Bertouch, Swan Houseboat Mick Vort-Ronald, Member Yorke Peninsula Tourist Association Fay Walker, President Strathalbyn & Lakes Tourism Association Denise Von Wald, Manager Marketing & Communications, SATC John Walker, A/Manager Bike South,Transport SA

76