Regional Visitor Strategy
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY
2025
Realising the potential of the regional visitor economy by 2025 ACKNOWLEDGEMENT OF COUNTRY South Australia’s Regional Tourism Organisation’s, the South Australian Tourism Commission, and their collective stakeholders acknowledge Aboriginal people as the First People and Nations of the lands and waters we live and work upon.
We pay our respects to their Elders past, present and emerging. We acknowledge and respect the deep spiritual connection and relationship Aboriginal and Torres Strait Islander people have to Country.
PUBLISHED FEBRUARY 2021 Contents
Introduction Regional response priorities
Message from the Chair...... 3 Adelaide Hills ...... 32
Message from the Premier...... 4 Barossa ...... 35
Executive summary...... 6 Clare Valley ...... 38
Regional Visitor Strategy 2020 Eyre Peninsula ...... 41 - what we achieved together...... 9 Fleurieu Peninsula ...... 44 COVID-19 and natural disaster impact...... 10 Flinders Ranges and Outback ...... 47 What is the visitor economy?...... 12 Kangaroo Island ...... 50 South Australian 2030 Visitor Economy Sector Plan...... 13 Limestone Coast ...... 53
Importance of regional tourism ...... 14 Murray River, Lakes and Coorong ...... 56
Regional visitor snapshot...... 15 Riverland ...... 59
Strategic partners...... 16 Yorke Peninsula...... 62
Strategic pillars
Marketing ...... 18
Experience and supply development...... 21
Collaboration ...... 24
Industry capability ...... 26
Leisure and business events ...... 27 OUR REGIONS ARE CRITICAL TO THE SUCCESS
Promote the value of tourism ...... 29 OF SOUTH AUSTRALIA’S VISITOR ECONOMY.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION SA
LET’S WORK TOGETHER TO REBUILD A THRIVING RESILIENT REGIONAL TOURISM INDUSTRY When you align strategies with the latest visitor research, collaborate across the visitor economy and are accountable for local action, the results will speak for themselves. Message from the Chair
Our resilience, adaptability, inventiveness and unimagined collaboration will guarantee the prosperity of regional tourism.
Regional Tourism across Australia experienced During the creation of this 2025 Strategy, the enormous change over the last decade. Changes in visitor Regional Visitor Strategy Steering Committee boosted expectations, technology and key markets have required consultation, communication, and local engagement, collaboration and adaptation to generate results. And always mindful of involving all levels of Government and that is exactly what South Australian regions did. private investment in helping us to achieve the outcome The first South Australian Regional Visitor Strategy was of a vibrant and sustainable regional tourism economy. a standout achievement. A sustainable plan for regions The 2025 South Australian Regional Visitor Strategy is by regions. By December 2019, regional tourism had our regional roadmap for navigating these challenges generated 44 cents in every tourism dollar for the State. together and delivering future prosperity for all. Collectively we achieved the 2020 target with a result of $3.6 billion in regional visitor expenditure one year early in December 2019. Early 2020 then delivered a very different set of challenges that brought uncertainty and severe disruption from drought, bushfires, and COVID-19. These difficulties required resilience, flexibility, and unimagined levels of collaboration. Ongoing evaluation and agreement on critical priorities for regeneration and growth in South Australian regional tourism demands new thinking and decision making. We have become adaptive learners; demonstrating our ability to observe, decide and act quickly.
Helen Germein Edwards Chair, Regional Visitor Strategy Steering Committee
Source: South Australian Tourism Plan 2020
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION 3 Message from the Premier
Regional tourism has never been more important to the South Australian visitor economy.
In June 2018, the South Australian Government released State’s visitor economy soaring to an unprecedented the 2020 South Australian Regional Visitor Strategy $8.1 billion in value. Domestic visitors primarily led this (RVS). Developed through collaboration between the growth, with interstate expenditure up 20 per cent and Regional Tourism Chairs Forum, Regional Development intrastate expenditure up by 34 per cent. Australia network, Local Government Association of Reinforcing the importance of regional tourism to South Australia, Tourism Industry Council of South South Australia’s economic recovery is a key focus area Australia, and the South Australian Tourism Commission, of the 2025 South Australian Regional Visitor Strategy. the 2020 RVS outlined the strategic priorities of South The Strategy will be a critical guide in restoring the Australia’s 11 tourism regions. State’s visitor economy. The Regional Visitor Strategy Two years later, I am pleased to recognise the success Steering Committee will lead the implementation of this of the 2020 Regional Visitor Strategy. The outstanding strategy focussed on realising the potential of growing results, strategic alignment across all 11 regions and visitor expenditure in our regions. true collaboration are central to this new 2025 Regional I want to acknowledge and thank the number of Visitor Strategy. stakeholders including industry, that represent our This new 2025 RVS supports the South Australian 11 regions, for working collaboratively to develop a Visitor Economy Sector Plan 2030 which was released Strategy that recognises the enormous potential to grow in August 2019. As a key economic pillar identified the visitor economy across South Australia. in South Australia’s Growth State Strategy, the Visitor Economy Sector Plan sets targets for creating new jobs and growing visitor expenditure to $12.8 billion by 2030. As we navigate through these extraordinary times, the State Government will support South Australia’s economic recovery by working across government at all levels (federal, state and local), with industry and through the South Australian Tourism Commission to deliver key outcomes for 2025. COVID-19 has significantly impacted our tourism industry, however working together, we are supporting a plan that will focus our rebound and recovery and drive our visitor economy back to the record levels achieved pre-COVID-19. Prior to the triple crises of bushfires, drought and COVID-19, South Australia Hon Steven Marshall MP was welcoming a record number of visitors, with the Premier of South Australia
4 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY CAPE WILLOUGHBY, KANGAROO ISLAND Executive summary
The 2025 South Australian Regional Visitor Strategy is a roadmap for the industry to navigate challenges and seize opportunities.
This strategy has been developed during a time of The opportunity unprecedented uncertainty. Despite the severe disruption Regional tourism is critical to the State’s visitor economy. of drought, bushfires and COVID-19, regional tourism It generates 17,200 direct and 7,000 indirect regional in South Australia is proving its resilience. This 2025 tourism jobs and $3.6 billion in visitor expenditure. South Australian Regional Visitor Strategy builds upon Across the State there are over 18,000 tourism the legacy and successes of the 2020 strategy and aligns businesses, with over 5,300 based in the region. In fact, with the State’s 2030 Visitor Economy Sector Plan by 2025 South Australian regional visitor spend has pillars and priorities. the potential to grow to $4 billion. Although only 23% This strategy has been based on four simple of South Australians live in regional areas, these areas principles: account for over 40% of the State’s total visitor spend 1. A focus on the health and wellbeing of our visitors, currently. To reach this 2025 potential, regions have operators, and community. collectively agreed on the following priority action areas: 2. Restoring sustainable visitation and access to regions and adapting to changing consumer needs. Marketing 3. Rebuilding business continuity and workforce Customers continue to grow their use of digital channels development plans. for trip inspiration, planning, booking, and experience 4. Creating a pipeline of appropriate investment to sharing. Natural disasters and COVID-19 mean ensure thriving future regional communities. consumers now rely even more on digital channels For maximum alignment of resourcing and effort, for real time updates. They seek reassurance of what stakeholders from all levels of government, regional is open, safe, and of course what exceptional visitor tourism associations and operators have been involved experiences are on offer. Showcasing each region’s in the creation of this strategy. In fact, over 800 regional unique experiences through richer storytelling and stakeholders from across all 11 South Australian regions better targeted digital marketing that aligns with the have contributed. South Australian Tourism Commission’s and Tourism Australia’s activity, is required across all regions. COVID-19 has also meant regions need to prioritise domestic markets in the medium term, while remaining agile to international market opportunities as they re- emerge. Understanding the latest consumer research on travel preferences and behaviour across different target audiences is essential.
6 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY LAKE GAIRDNER, EYRE PENINSULA
Experience and supply Collaboration development Borderless collaboration was a fundamental theme of the 2020 Strategy and continues for this 2025 Regional Enhancing existing tourism experiences and creating Visitor Strategy. That means working closely with other new offerings which reinforce South Australia’s brand Australian States, the Federal Government, neighbouring strengths are required across all regions. Priorities South Australian regions (including Adelaide), local include nature and wildlife, wellness, food and drink, government, and all partners within a region. Visitors coastal and aquatic, Aboriginal, outback and soft do not see borders, just great experiences. This is adventure experiences. particularly important when further developing and Consumers are also seeking quality and experiential promoting regional self-drive touring routes across accommodation in remarkable natural environments the State - an experience proving very popular since and more of this is needed in regional South Australia. COVID-19. The continuation of co-ordinated tourism This will help lift regional room rates, occupancy levels pandemic and natural disaster responses are essential, and visitor spend. By 2025, over 500 new rooms are helping to provide visitors with reassurance they are in required across regional South Australia plus over 800 good hands, and tourism operators with the knowledge rooms require refurbishing. These developments will they are well supported. generate jobs in the construction phase and ongoing jobs within the regional visitor economy. Well-maintained visitor infrastructure provides a Industry capability safe and enjoyable visitor experience, helps protect the One of the most important pillars of this strategy is natural environment and supports operator growth. supporting regional operators with the skills needed to Key priorities include improvements to regional nature navigate these uncertain times. Specific skill development trails (an area of high visitor demand), regional roads, areas include business continuity and risk management the supply of reliable telecommunications across all skills, digital marketing, event management, working with areas and upgrading of public amenities such as toilets, distribution intermediaries, customer service training, rubbish bins and better waste management across storytelling, and tourism grant writing. Government and coastal, outback and remote areas. Other priorities industry bodies will need to work closely to drive this identified by regions include coastal, marine and aviation effort. Tourism accreditation can be a way for industry to infrastructure and signage. drive business standards which can reduce government compliance costs and deliver a professional and capable industry.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION 7 Leisure and business events Enablers of the visitor economy Regional South Australia offers a diverse selection of Enabling a successful and thriving regional visitor local festivals and events. They range from sporting, arts economy requires government support across three key and heritage events, food and drink festivals, community areas. Firstly, by creating new and maintaining existing markets to business meetings and conferences. Events regional public infrastructure, secondly by streamlining are a valuable way to build awareness of a region, drive regulations to make it easier for operators to innovate visitation and create a unique personality for each and develop sustainable tourism opportunities, and region. Tourism’s new normal means regions must finally through ongoing industry skills development. adapt and innovate with the delivery of COVID-19 safe event experiences for visitors and the community. This Region by region focus includes dispersing event activities throughout a region This strategy draws together the needs and aspirations and extending benefits more broadly. Events however of all South Australia’s regions. It recognises that each remain resource-intensive and rely heavily on volunteers. region has specific opportunities and challenges. The A focus on long-term regional event capability building final section of the document outlines South Australia’s is needed so events can continue to be a major drawcard 11 individual regional response priorities. Each region’s for regions. summary details a concise list of actions and areas of collaboration required to meet regional targets. Promote the value of tourism Promoting the value of regional tourism will help the industry to bounce back better. Collectively, regions need to demonstrate tourism’s economic, social, cultural, and environmental value. Tourism is a sector that not only drives visitor dollars into local businesses but provides exciting careers in regional communities, better infrastructure for locals to enjoy, and plays a role in protecting natural and man-made heritage assets. Ongoing research and performance data that demonstrates the value of tourism must be shared widely. The priority is to engage with local community, government, and regional tourism operators to continue to champion the benefits of regional tourism.
8 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY 2020 Regional Visitor Strategy - what we achieved together
By December 2019, South Australian regional tourism had generated 44 cents in every tourism dollar for the State. The regions had collectively achieved the 2020 target of $3.6 billion one year early.
Regional visitor economy results
• 36% increase in visitor expenditure
• 1.8% increase jobs in regions
• 2% increase in regional tourism businesses
• 22% increase in new or upgraded rooms
• 127% increase in Australian Tourism Data Warehouse operator listings
• 226% increase in regional operators leads from South Australian Tourism Commission consumer website
• 62 Wi-Fi hotspots installed regionally
Since 2015, South Australia’s visitor economy expenditure has grown on average by 8% annually.
Source: Regional Tourism Satellite Accounts 2018-19, Tourism Research Australia - National Visitor Survey and International Visitor Survey December 2017 – December 2019
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION 9 COVID-19 and natural disaster impact
The United Nations World Tourism Organisation has forecast that the COVID-19 global health pandemic will reduce international visitor arrivals by over 70% in 2020.
To date, Australia has fared better than many other Consumer impact global destinations, regarding the spread of the virus • The recession in 2020 in Australia led to consumer and health impacts on our population. At the time of confidence dipping, and reduced consumer spending writing, Australian borders are closed for international including on travel. As restrictions continue to lift travel however, it is anticipated they will gradually open this will continue to slowly ease. in 2021. What we do know is that even in the most • Shorter booking lead times - With ongoing optimistic scenarios, at least 2021 will be COVID-19- uncertainty and changing travel regulations, affected and there will be a heavier reliance and priority consumers have shifted to shorter booking lead times placed on domestic tourism for at least the next three and an increased interest in flexible booking terms. years. Domestic visitors currently contribute 94% of visitor spend in South Australian regions annually. • Road trip boom - With over 82% of visitors arriving The opportunity to grow new and loyal interstate and in South Australian regions by car, the growth in self- intrastate visitors is there for the taking. drive touring continues. Car travel represents control As well as a global health pandemic, recent and of the journey, who is in the car and most importantly, recurrent natural disasters such as drought and bushfires being able to return home without relying on an have significantly impacted South Australian regional airline or travel company to facilitate the journey. tourism infrastructure, landscapes, and operators. Over Drive touring itineraries are in high demand and help the last two years alone, Adelaide Hills, Kangaroo Island, consumers understand what a region has on offer. Limestone Coast, Eyre Peninsula, and Yorke Peninsula • International trip substitution - While Australians have all been impacted by bushfires, while certain are travelling more domestically, they are not directly parts of the Flinders Ranges, Outback, Riverland, Eyre substituting a three-week European holiday for an Peninsula, and Kangaroo Island have been or continue equivalent in Australia, but rather creating shorter to be drought effected. more frequent domestic travel itineraries. • Greater desire for nature – The desire to connect with nature, space and the outdoors has increased during lockdowns and restrictions and provides travellers with physical and mental health benefits. • Greater desire for wellness experiences – Consumers are increasingly placing more value on their own health and seeking ways to enhance, kickstart or maintain their own wellbeing through wellness tourism experiences.
10 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Tourism operator impact • Workforce development – There is a strong ongoing • Business continuity plans – There is a critical need need to support tourism workers and business owners for businesses to identify what is required to adapt, with new skills and to address regional labour market operate, and survive when faced with minor or major shortages. disruptions to business operations. • Diversifying business offerings - Alternative • Adapting ongoing business practices – COVID-19 experience offerings, new product development safety and hygiene protocols and natural disaster and diversification are becoming important ways to risk mitigation plans are now seen as standard navigate the uncertainty. requirements for tourism business operations.
ROBE, LIMESTONE COAST
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION 11 What is the visitor economy?
While the term ‘Visitor Economy’ is intrinsically linked to tourism, it is much broader. VISITOR ECONOMY It refers to the money that any visitor spends in the State. That includes international, = any money spent interstate and South Australians travelling within their own state. It covers people visiting on holidays, for business, education purposes or just visiting family and friends. by visitors in South The visitor economy covers spend beyond just tourism experiences. For example, Australia visitors may get their clothes dry cleaned, buy local wine, or enjoy a local produce-based meal. They may travel by taxi or buy groceries from the local store. The money spent on all these items flows into industries such as beverages, agriculture, transport, and retail. This not only creates more jobs in the tourism industry but other complementary sectors as well.
SECTORSSECTORS OF THEOF THE VISITOR VISITOR ECONOMY ECONOMY - DIRECT TOURISM TOURISM OUTPUT OUTPUT
Accommodation $325m Other retail trade $368m Dining out $336m
Clubs, pubs $203m All transport $750m Travel agency $414m and bars and tour operator services
Dwelling $320m Education $251m Other $320m ownership and training
Source: State Tourism Satellite Account 2018/2019 - Direct Tourism Output by Industry
12 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY South Australian 2030 Visitor Economy Sector Plan
The State’s visitor economy, with tourism at its epicentre, delivered $8.1 billion spend to the South Australian economy in the year to December 2019. It also directly employed 40,500 people across 18,000 businesses.
Prior to COVID-19 and the recent bushfires, the South Australian visitor economy had experienced strong and consistent growth, outpacing the overall South Australian economy by more than double from 2013-2019. The 2030 South Australian Visitor Economy Sector Plan builds on this growth and has a bold ambition of growing the visitor economy by 37% to $12.8 billion by 2030 and an additional 16,000 jobs in South Australia. The plan also highlights the very significant role of regional Between 2013 and 2019, South Australia in driving the State’s overall success. A regional expenditure target of State-wide tourism $5.1 billion has been set for 2030. expenditure grew by 57% The priority areas for the 2030 South Australian Visitor Economy Sector Plan are shown in the figure below.
SOUTH AUSTRALIAN 2030 VISITOR ECONOMY SECTOR PLAN PRIORITIES
Marketing Enablers Experience of the visitor and supply economy development
Visitor economy Promote the value sector plan Collaboration of tourism priorities
Leisure and Industry business capability events
Source: Regional Tourism Satellite Accounts 2018-19, Tourism Research Australia - National Visitor Survey and International Visitor Survey December 2013 - 2019
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION 13 Importance of regional tourism
Regional tourism is a critical part of the South Australian visitor economy delivering:
• $3.6 billion in visitor expenditure • 43% of all State direct tourism-related jobs • 44% of all State visitor expenditure • Up to $5.1 billion in visitor • 17,000 tourism jobs in regions expenditure by 2030
Raising the awareness of South Australia’s regional tourism value and its contribution to the State’s visitor economy is vital. Local government, local industry associations and national peak bodies all have an advocacy role to play. Advocacy partners for this include local government, local industry associations and national peak bodies such as Restaurant and Catering Association and the Australian Hotels Association. The State’s six signature touring routes provide SOUTH AUSTRALIA BY REGIONS inspiring itineraries to explore regional South NORTHERN TERRITORY Australia.
NEW SOUTH WALES
6
VICTORIA
WESTERN AUSTRALIA
4 1 Adelaide Hills 3 2 Barossa 10 3 Clare Valley 11 2 4 Eyre Peninsula 5 Fleurieu Peninsula 1 Adelaide 7 5 9 6 Flinders Ranges and Outback 7 Kangaroo Island 8 Limestone Coast 8 9 Murray River, Lakes and Coorong 10 Riverland 11 Yorke Peninsula
Source: South Australian Visitor Economy Sector Plan 2030, Regional Tourism Satellite Accounts 2018/2019, Tourism Research Australia - National Visitor Survey and International Visitor Survey December 2019
14 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Regional visitor snapshot
HOW VISITORS ARRIVE IN REGIONS TOP 5 INTERNATIONAL VISITOR SPENDS IN REGIONS 1 UK 82% self-drive 2 USA 3 Germany 4 New Zealand The remaining visitors arrive in regions by air, train, bus or tour vehicle. 5 China
PURPOSE OF REGIONAL VISIT – OVERNIGHT VISITORS AVERAGE VISITOR SPEND IN REGIONS • 52% holiday
• 28% visiting friends or relatives
• 17% business $674 $167 $848 • 5% education and other interstate intrastate international
REGIONAL VISITOR EXPENDITURE AVERAGE LENGTH OF STAY IN REGIONS PER TRIP • 4 days for interstate visitors
• 1 day for intrastate visitors 4% 26% 70% international interstate intrastate • 10 days for international visitors
INTERSTATE OVERNIGHT VISITORS IN REGIONS • 56% are from Victoria
• 19% are from New South Wales
• 12% are from Queensland
Source: Tourism Research Australia - National Visitor Survey and International Visitor Survey December 2019
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | INTRODUCTION 15 Strategic partners
This strategy has been built on extensive consultation with key partners involved in South Australia’s regional visitor economy.
The range of partners required to grow South Australia’s regional visitor economy and deliver the recommendations contained in this strategy is extensive. More than 800 regional operators and stakeholders participated in workshops and online surveys to review individual regional priorities and key actions required. Each strategic partner plays a valuable role in contributing their own resources and expertise. They include:
• Private sector (tourism and non-tourism) • Local Government Association of South Australia • Regional councils • Regional Tourism Organisations • Regional Development Australia • Tourism Industry Council of South Australia • State/Federal government agencies • Government departments with key roles in the visitor economy (e.g. Department for Environment and Water, and Primary Industries and Regions SA) • South Australian Tourism Commission • Tourism Australia • Tourism and business associations There are also strategic partners external to the regions which have a partnership role to play such as airlines, airports, and Adelaide-based operators.
16 INTRODUCTION | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Strategic pillars
17 Marketing
The South Australian Tourism Commission provides the largest regional marketing engine for the State delivering over 1 million leads to operators annually. Combining this with the marketing efforts of over 5,000 regional tourism operators, creates an opportunity for even greater marketing impact. Tourism Australia, regional tourism organisations and local councils all play a crucial role in harnessing this collective effort.
Regional marketing priorities
1. Attract the right visit mix 2. Utilise the right marketing channels A global pandemic and the closing of international Digital borders has meant regions needed to adjust their Harnessing digital marketing channels is a priority for all visitor priorities. The outcome is an even greater focus regions. Customers continue to grow their use of digital towards domestic leisure markets in the medium term, devices for destination inspiration, planning, booking, while staying agile to specific international market and experience sharing. The bushfires and COVID-19 opportunities as they arise. Many regions will also put mean consumers now rely even more on digital channels extra effort in attracting domestic business visitors for for real time updates from regions and operators. They events, meetings, and conferences. Domestic visitors are seeking reassurance of what is open, current safety currently contribute 94% of all visitor spend in regions, and hygiene protocols, and of course what exceptional with total interstate visitor spend growing 10% in the visitor experiences are on offer. Positive social media last 3 years. From an intrastate perspective, Adelaide’s engagement from visitors can also have a powerful 1.33 million residents represent a significant pool of impact on a region and an operator’s business. potential visitors. Adelaide also plays a critical role as a visitor access point to regional South Australia. Partner Channels Federal and State government tourism activity across digital, public relations, and events provide opportunities for regional exposure. As a result of the bushfires and COVID-19, Tourism Australia has re-engaged its role in domestic tourism with consumer initiatives. Working closely with Tourism Australia, the South Australian Tourism Commission’s domestic and international marketing strategy is heavily geared towards digital channels and provides significant lead generation and content opportunities for regions and operators. Other priority marketing partners for regions include Adelaide Convention Bureau, StudyAdelaide, Flight Centre, RAA, Phil Hoffman Travel, numerous retail travel agents,
18 STRATEGIC PILLARS | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY ADELAIDE FRINGE FESTIVAL
Qantas Airways, Virgin Australia, Regional Express 4. Role of messaging and the Australian Tourism Data Warehouse (ATDW). COVID-19 has redefined travel and provided an ATDW provides free business and regional event opportunity to reaffirm South Australia’s ‘A Curious listings which enable a variety of partners to extract this Place’ brand positioning and messaging to the information and use it on their own sites. Currently Australian market. there are over 5,000 regional ATDW listings with the Understanding the latest travel preferences of potential goal of growing this by another 10% by 2025. visitors is essential for impactful marketing messaging. The Familiarisations global health pandemic has led to consumers now seeking Familiarisations, that is, bringing people to experience an even greater connection to nature and open spaces, the destination first-hand, continues to be a powerful something South Australian regions can easily deliver. channel for media, trade and key influencer marketing Overall South Australian regions offer iconic nature- and promotion. The return on investment is often based experiences, wine regions, distinctive dining, fresh significant. local produce, wildlife, coastal experiences, authentic local festivals, events, art, history and cultural experiences 3. Showcasing regional experience (including Aboriginal). Marketing messaging can also strengths help drive off-peak, shoulder season or winter visitation There are many outstanding regional visitor experiences by demonstrating the travel benefits and experiences on on offer in South Australia and the priority is to storytell offer during these times. to potential visitors, triggering visitation and spend. These experiences can range from food and drink, tours, accommodation, nature-based experiences to local festivals and events. Based on customer insight and appeal, signature experiences can be used as a marketing hook to drive consumer interest and conversion for an entire region. Once a visitor has decided to visit, bundling experiences together can encourage visitors to stay longer and spend significantly more.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | STRATEGIC PILLARS 19 SUPPORTING THE BRAND POSITIONING OF ‘A CURIOUS PLACE’ ARE FIVE BRAND PILLARS THAT SET SOUTH AUSTRALIA APART FROM ITS COMPETITORS:
NATURAL THERAPY From off grid cabins to natural thermal pools on 1 the edge of the outback, South Australia allows you to slow down, disconnect and immerse in nature without sacrificing comfort or style.
ACCESSIBLE PROVENANCE 2 Visitors can enjoy fresh local produce in amazing natural locations. There is nothing better than connecting visitors with the source of the food and beverages they are enjoying. Meet winemakers, learn about wine production, and sample South Australia’s finest.
WILDLIFE ENCOUNTERS Share pristine beaches, national parks, the outback, 3 and wild coasts with some of Australia’s most iconic wildlife. Observe koalas, kangaroos, echidnas, and native birds in their natural habitat. Swim with sea lions, tuna or even cage dive with sharks.
THE COOLEST BOUTIQUE CAPITAL 4 Bursting with creativity and personality, Adelaide is ready to be explored. Enjoy outdoor adventures, bustling bars and restaurants and welcoming locals.
LOVES A PARTY 5 Voted as the Best Event State in Australia in 2020, South Australia delivers over 500 events and festivals across 52 weeks that showcase the State’s exceptional food, drink, sport, art, and vibrant city life.
20 STRATEGIC PILLARS | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Experience and supply development
Experiences The opportunity is to combine each region’s amazing Many regions are looking to grow this part of their natural and built assets with new or enhanced sustainable visitor mix and attract this high yielding, year-round visitor experiences. These should reflect each region’s sustainable visitor segment. uniqueness and the latest insights on what visitors are 5. Aboriginal seeking. Creating authentic Aboriginal tourism experiences Regional experience development priorities provides a way of storytelling and connecting to Aboriginal history, culture, and the natural 1. Nature-based environment. Fostering and supporting these Since COVID-19, visitors are continuing to seek experiences continues to be a significant regional more nature-based experiences for social, physical, tourism development priority. and mental benefits. There is now increased demand 6. Cruise and interest from all regions to boost nature trail- based activities like hiking, cycling and soft adventure Regions are looking to develop more onshore experiences. excursions for cruise visitors (including expedition vessels and small ships) that can be pre-booked by 2. Food and beverage intermediaries and cruise operators for when the Immersive local food and beverage experiences that cruise market resumes. While the cruise sector is still further entrench the State’s leadership position in only a relatively small portion of all visitors to the this space are a continued priority for all regions. State, it can provide an additional economic boost to local communities when managed appropriately. 3. Experience packages and bookability With increased work and life pressures, regions need Support required to make it easy for the consumer to decide where to go • Focus on enhancing existing and creating new and what to book. Experience bundling helps visitors signature experiences. to easily understand what is on offer in a region • Share the latest ongoing consumer research on and encourage them to stay longer. Working with appealing experiences for different visitor groups to nearby tourism operators that offer complementary assist experience development and refinement. products is a way for regions to meet this visitor • Support access to capital, government grants and need. Working with distribution intermediaries is investment for new product development. another way to get regional product packaged and bookable via new channels. • Foster peer-to-peer networking, mentoring, and sharing case studies of success. 4. Wellness • Champion businesses which are developing or Wellness tourism experiences are experiences refreshing their visitor experiences. that maintain, kickstart or enhance a visitor’s wellbeing while on a trip. Some examples of wellness experiences include great local food, spa experiences, yoga, meditation, immersive wellness retreats, and of course nature-based attractions.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | STRATEGIC PILLARS 21 Accommodation As competition across Australian regions intensifies, • Holiday and caravan parks are in a phase of growth visitors are expecting more from their accommodation. (including cabins) and require ongoing investment. Quality and experiential accommodation that embodies • New regional rooms are still required across the State the best of the local environment is now a catalyst for – with a target of 500 new rooms by 2025. destination selection. • Many regional rooms require an upgrade from three The benefits of improved accommodation to four-star standard – with a target of 800 upgraded rooms by 2025. • Quality accommodation drives guest satisfaction and repeat visitation. • Revenue per available room and occupancy rates are low for some regions, particularly during winter. • Overnight stays deliver significantly more revenue than day trips and a broader positive impact including • There is a need to drive more mid-week overnight increased employment. stays across all regions. • Several regions will benefit from projects of scale Support required which help lift regional room rates, occupancy levels and total visitor spend. • Encourage experiential accommodation development linked to an appealing landscape or activity: glamping, Regional accommodation priorities caravan parks, houseboats, golfing, and other nature- based tourism such as hiking and cycling. An extensive regional audit of accommodation requirements was conducted as part of the South • Utilise marketing and events to drive increased Australian Tourism Plan 2020 and has been updated for overnight visitor stays and lift occupancies and room this 2025 Strategy and has revealed: rates. • The standard of tourism accommodation in regional • Work with the holiday and caravan parks and the South Australia is lagging other States. camping sector to continue to build the quality and • A shortage of accommodation, especially of scale, appeal of their accommodation and gain access to can inhibit regional tourism development in some funds for improvements. locations. • Assist operators to develop strong business cases for • More unique and experiential accommodation is investment in new developments and enhancements. needed in regions.
THE CUBE,MURRAY RIVER,LAKES AND COORONG
22 STRATEGIC PILLARS | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Visitor infrastructure Adequate and well-maintained infrastructure is critical 4. Coastal, river and marine infrastructure for the sustainable growth of regions and a safe and Most South Australian regions rely on water as not enjoyable visitor experience. Improving and maintaining only a critical asset but a visitor attraction. Water- infrastructure can open new possibilities and remove related infrastructures such as jetties, wharves, boat barriers to growth. ramps and navigation aids are crucial to activating tourism experiences. Regions strongly support ongoing Regional infrastructure priorities maintenance of this critical maritime infrastructure.
1. Roads 5. Signage Roads play a hugely important role in enabling Updating, repairing, and extending visitor-related the dispersal of visitors safely to all corners of the signage is a priority across all regions, particularly on State. Improving the self-drive visitor experience is major touring routes. Specifically: required via: • Directional signage • Road-related infrastructure including new or • Interpretive and information signage for regional enhanced parking bays and pull-out areas. points of interest. • Sealing specific routes (e.g. Strzelecki track) and • Signage welcoming visitors to a region or town. upgrading some unsealed roads. This will allow regions to attract new visitor markets and enable hire 6. Air access car traffic. • Road widening, shoulder sealing, passing lanes and Regular passenger aviation fixing bottlenecks on popular regional routes (in Visitors are often time poor, so growing affordable particular Port Wakefield interchange). regional aviation options will aid visitor dispersal rates and volumes. The priority is to continue discussions • Ensuring road stops include appropriate amenities between airports and airlines to increase flights into such as toilet blocks, rubbish bins and waste regional areas when demand can be justified. collection facilities. Touring aviation 2. Trails Touring aviation includes activities such as sightseeing COVID-19 has seen an increasing desire from visitors experiences, charter flights, touring products, and self- to spend more time experiencing nature-based tourism fly access to regions. Some of these activities operate assets. on privately owned unsealed airstrips. Infrastructure The upgrade, maintenance, and development of requirements include improving regional runways, new hiking and cycling paths throughout the regions, landing strips, fuel availability, lighting, and fencing. including in National Parks, are required to support ongoing growth in popular nature-based tourism Support required experiences. A whole of government approach across departments 3. Telecommunication black spots and local, state and federal jurisdictions is required to For destinations, Wi-Fi attracts visitors to stop in their deliver on these critical regional infrastructure and town and spend time and additional dollars. It also development priorities. allows visitors to enhance their trip experience via A long term view with regard to funding commitments online mapping, recommendations, and immediate and sustainable investment is also essential. social media advocacy. Addressing Wi-Fi and telephony Specific visitor infrastructure priorities are shown black spots is critical as they impact both visitors and in each region’s individual section. tourism operations.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | STRATEGIC PILLARS 23 Collaboration
The 2025 Regional Visitor Strategy was created from a strong desire by all partners to continue to align priorities and increase the impact of resources within the South Australian regional visitor economy.
The theme of Borderless Collaboration mitigating risks, communicating with underpins this strategy and means visitors, and diversifying or adapting working closely with: business offerings. • Neighbouring South Australian 2 Touring routes regions; COVID-19 travel disruptions have • The five States that connect to South led to a surge of self-drive touring Australian regions; visitors into regional South Australia. • Relevant Federal and South Consumer research shows touring routes Over 800 stakeholders Australian government organisations provide potential visitors with a way to participated in and departments; understand what a region has to offer workshops, surveys and and thus encourage visitation, greater consultation in creating • All local councils within a region or in this strategy. a neighbouring region; dispersal, and discovery. Given 82% of visitors to regions • Neighbouring regional tourism arrive by car, the South Australian organisations and peak bodies; Tourism Commission has developed six • The City of Adelaide and Metro areas. highly appealing touring routes: • The Coastal Way - Yorke Peninsula Regional collaboration • The Epicurean Way - Adelaide Hills, priorities Barossa, Clare Valley and Fleurieu Peninsula 1 Natural disaster and • The Explorers Way - Clare Valley and pandemic coordination Flinders Ranges and Outback The new normal of tourism means that • The Mighty Murray Way - Murray ongoing co-ordinated tourism responses River, Lakes and Coorong, Riverland, relating to COVID-19 and potential and Fleurieu Peninsula natural disasters are a must. This cohesive • The Seafood Frontier - Eyre Peninsula approach supports tourism operators • The Southern Ocean Drive - during difficult disruptions and reassures Limestone Coast, Murray River, Lakes visitors in times of uncertainty. Resilience and Coorong, Fleurieu Peninsula and building priorities include sharing of Kangaroo Island. industry learnings on new ways of
24 STRATEGIC PILLARS | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY CYGNET RIVER, KANGAROO ISLAND
These journeys across regional South 4 Regional festivals and events Australia provide the perfect way to A consistent theme throughout this collaborate marketing efforts including strategy is the need to foster a sustainable cross promotion of regions, operators, regional event program. Events can be and experience bundling. These touring resource intensive and require strong routes also provide an impetus for collaboration and sharing of expertise improving self-drive visitor infrastructure amongst local councils, volunteers, and 3 Visitor information services other key event organisers. Appropriate timing of events across and within Visitor information servicing continues to regions is needed for maximum flow on rapidly evolve as consumers seek timely, benefits. inspiring, and practical information via multiple channels during their trip. In addition to face-to-face information delivery, the use of digital platforms and mobile phones is now a critical part of the visitor servicing mix. All regions in collaboration with councils and industry stakeholders, agreed that their visitor servicing goal is to encourage visitors to stay longer, do more and share their great experiences.
There are 41 accredited visitor information servicing centres throughout Australia.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | STRATEGIC PILLARS 25 Industry capability
Championing industry skills development helps grow both operator revenue and the wider visitor economy. Building resilient and agile tourism businesses is the top priority for all regions.
Regional capability priorities 5 Business management General business management was another area 1 Industry resilience identified for skills training. Identifying, promoting, All regions believe that ongoing support for operators in and connecting with existing organisations offering the space of resilience and business continuity planning such training is recommended. Other opportunities is needed. This includes developing skills required for are through formalising business credentials and new market and experience development, business quality through accreditation and engaging in business cases and grant applications, as well advocating and development programs. supporting operator mental wellbeing during times of high stress and uncertainty. 6 Customer service Some operators in regions are new to the service industry, 2 Digital capability and customer service training is the first requirement. This is still one of the greatest areas of need identified Additional training such as cultural awareness covering by regions. Specifically, learning how to create engaging international visitor service expectations, particularly for websites, digital communication, drive leads and social Asian countries, is also needed. media advocacy. 3 Event management Support Required All regions require continued training and support related Raising the capability of the sector is a shared to running visitor events especially in a COVID-19 responsibility, with each stakeholder contributing their safe way. Workshops, toolkits, and best practice event area of expertise. Key industry support agencies such management systems are required. as the Tourism Industry Council of South Australia, Regional Development Australia boards, Regional 4 Understanding third-party distribution Tourism Organisations, the South Australian Tourism intermediaries Commission, and local councils all have a role to play. Understanding pricing structures and commissions for Harnessing informal regional and operator networks is third-party distribution channels such as travel agents, also essential for fostering peer-to-peer mentoring and wholesalers, online travel agents (OTAs) and inbound support. tour operators (ITOs) is a training need for many regional operators. Partnership with third-party distributors can foster greater marketing and sales impact.
26 STRATEGIC PILLARS | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Leisure and business events
Events play an important role in the South Australian regional visitor economy. They are a great way to showcase the personality of a region, build community pride, develop social connections, and deliver revenue into the local economy.
The benefits of events throughout the region and extend the benefits more broadly. Prioritising For visitors specifically, regional events can: events that are leisure-based and • provide a compelling reason to visit reflective of a regions authentic and importantly to return personality is important. Ongoing • encourage overnight stays regional strategic event planning will • drive increased spend help identify new events and adapt existing signature events for even • drive significant intrastate visitation greater success. Federal and State grants, local councils and Events South Australia 2 South Australia’s major event provide funding support for a range of collaboration regional and community events. Local Overall, Regions believe that South councils also provide substantial funding Australia’s major events calendar in and other critical event delivery support. Adelaide, including events such as Tasting Australia and cross regional Regional event priorities border events, such as South Australian Living Artists Festival, Regions have identified the following key Bay to Birdwood and Santos Tour event priorities: Down Under, present the perfect hook for greater regional discovery. 1 Create and support existing Collaboration within regions, event signature events organisers and with the South Signature events successfully Australian Tourism Commission is showcase and celebrate a region’s required to help entice visitors with unique offerings. Examples include regional packages and offerings for Port Lincoln’s Tunarama and Adelaide extended stays. Hills’ Crush Festival. COVID-19 now requires events to be planned Adelaide Fringe Festival and delivered in a COVID-19 safe just celebrated 60 years format. Adapting regional events of operation and is a to this changing environment major reason to visit provides an opportunity to celebrate Adelaide and then smaller events that disperse visitors extend the trip into regions.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | STRATEGIC PILLARS 27 MIKKIRA STATION, MIKKIRA LANE, PORT LINCOLN
3 Building event capability 5 Attract more business events Regional events rely on passionate In partnership with the Adelaide volunteers to ensure they are Convention Bureau, many regions are successful. A key priority is expanding well placed to attract more business the base of event volunteers and events including meetings, incentives, developing event management and conferences by using existing resources. Regions also believe regional infrastructure and operator that providing existing event conferencing facilities. Business organisers with new best practice events are a great way to drive more event operations, marketing and risk mid-week visitation and spend into management tools will help to raise a region. Intrastate business events regional event quality and capability. are the most immediate opportunity with interstate a strong option in the 4 Create and promote a medium term. region’s annual event calendar A calendar of events anchored around a signature event/s can drive year-round visitation, particularly during quieter months. The aim is to encourage all event organisers to list their regional events for free on the Australian Tourism Data Warehouse. Partners can then extract the information quickly for promotional purposes.
South Australia was recognised as Australia’s Best Event State at the 2020 Australian Event Awards.
28 STRATEGIC PILLARS | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Promote the value of tourism
For tourism to truly bounce back from COVID-19, recent bushfires and drought, regions need to rally support for the tourism sector from all levels of government, the local community, industry, operators, partners, and visitors.
Tourism as a sector, needs to showcase • Support sustainable tourism its economic, social, cultural, and development that is in keeping with a environmental value. As the central point region’s charm and character. in the visitor economy, tourism not only • Continually share data driven insights drives visitor dollars into local businesses on tourism’s value across economic, but creates exciting career opportunities social, cultural, and environmental and jobs in regional communities. It also areas. provides better infrastructure for local communities to enjoy and can play a role in protecting natural and man-made Enablers of the visitor heritage assets that are appealing to economy visitors. Great places to live are also great The 2030 South Australian Visitor places to visit. Economy Sector Plan highlights a range of enablers that are needed to support Support required the success of the visitor economy. These To promote the value of tourism and its are areas of critical importance that are benefits to the regional visitor economy, outside the control of direct stakeholders regions need to: and require collaboration across different The 2030 target for government agencies. Enablers include regional tourism is • Engage with the local community public infrastructure, labour and skills $5.1 billion in visitor about the benefits of tourism and on expenditure. support and streamlining regulation. decisions relating to local tourism Tourism operators can be impeded development opportunities. by complex regulatory and legislative • Foster local tourism ambassadors and constraints. This can limit new tourism visitor advocates. start-ups as well as existing operators’ • Engage and educate complementary diversification or expansion plans. government departments about Individual regional support required tourism’s value to the regional visitor is detailed in the next section under economy. experience and supply development or • Preserve and celebrate a region’s industry capability priorities. Achieving iconic cultural and environmental these enabler goals requires collaboration assets for the benefit of all. across multiple government agencies.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | STRATEGIC PILLARS 29 30 KINGSCOTE, KANGAROO ISLAND Regional response priorities
Each region has a selection of experiences which reflect the strengths and priorities of that region.
Aquatic adventures Beach / coastal Camping Caravanning Cycling
Domestic visitors Family Fishing Food, wine and beverages Hiking
Historic International visitors Aboriginal experiences Local produce Nature / wildlife
Short drive Long drive Regional aiport Regional transport Water experiences Wellness (close to Adelaide) (touring route)
31 Adelaide Hills
ChInA, Uk, GeRmAnY Nz Adelaide Hills
VISITORChInA, Uk, SPEND VISITORS GeRmAnY, Nz, UsA Barossa $170 million VISITS EXPENDITURE Day trips 1,333,000 $90m
EMPLOYMENTUk, IN REGION Overnight 195,000 $80m GeRmAnY, Nz Clare Valley OVERNIGHT SPLIT 1300 direct + 400 indirect = 1 in 18 jobs International 11,000 $9m 1700 jobs supported Interstate 79,000 $35m by the SouthUk, Australia Regional Visitors Strategy targets 2020- 2025 GeRmAnY, tourism Nz, Intrastate 105,000 $35m Eyre POTENTIAL industry Peninsula
OCCUPANCY AND RATES 3 millio 0 millio million 3 millio $16 n $19 n $93 $26 n Uk, GeRmAnY, ADELAIDE REGIONAL Fleurieu Nz, 70 millio 35 millio 0 millio 00 milli $1 n $2 n HILLS $AVERAGE9 n Peninsula $4 on Occupancy 58% 51% $283m $291mRevPAR (average $132m $397m $96 $76 yield of a hotel room) Uk, 2025 2025 2025 Flinders 2025 GeRmAnY, Nz, Ranges D 9 D 9 D 9 D 9 ec 1 ec 1 e 01 and Outback e 01 ember 20 ember 20 773 tourism businesses cember 2 cember 2 D D 293 businesses listed on AustralianD D ec 017 ec 017 ec 017 ec 017 ember 2 ember 2 Tourism Data Warehouse (ATDW)ember 2 ember 2 Us, ItAlY, Kangaroo GeRmAnY, FrAnCe, Island Sources:ChInA International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19 1 millio 3 millio 25 milli 7 millio $32 n $12 n $4 on $43 n
REGIONAL RESPONSE9 mill PRIORITIES | SOUTH AUSTRALIAN REGIONAL1 millio VISITOR STRATEGY 9 mill 3 mill 32 36 ion 14 n 45 ion 49 ion Uk, $ $ $ $ GeRmAnY, Limestone Nz, $479m $199m $638m Coast $643m 2025 2025 2025 2025 9 D 1 D 19 D 19 D 19 e 20 ec 0 ec 0 ec 0 cember ember 2 ember 2 Murray, ember 2 Lakes De 7 De 17 De 7 De 7 cember 201 cember 20 cember 201 and Coorong cember 201
EuRoPe, Nz, Us Riverland 5 millio 3 millio 8 millio $14 n $17 n $19 n
92 millio 83 millio 20 millio $1 n $1 n $2 n
$196m $247m $289m Yorke Peninsula 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Adelaide Hills priorities
Adelaide Hills’ priority is to build a resilient and sustainable industry that capitalises on its proximity to Adelaide. The region aims to convert more visitors to stay overnight, encourage day trippers to linger longer, spend more and grow repeat visitation. Of key importance is understanding and meeting changing visitor needs via regional experiences, events and strong marketing in a post-bushfire and pandemic environment.
Marketing Experience and supply • Grow visitors to the new Adelaide development Hills website and use site data to • Support the development of experiences better understand visitor behaviour. that reflect the Adelaide Hills Interpretation Plan themes of food • Leverage South Australian Tourism and beverage, towns and villages Commission’s marketing initiatives to Jurlique founded their (including twilight activities), art, increase leads to local businesses. global brand in the heritage and culture (including region 35 years ago, • Provide locals with new reasons to Aboriginal), nature and lifestyle firmly positioning the explore their own region, which will (including soft adventure, wellness, Adelaide Hills as a then enhance the trips of their friends hiking, cycling and horse riding). wellness hub. and relatives. • Support Department for Environment • Encourage greater mid-week visits and Water initiatives such as the from all groups (corporate, sporting reinvigoration of Cleland Wildlife and incentives) and regenerate Park. interstate and international markets. • Advocate for the development of 16 • Boost the promotion of experiences new rooms and 22 room upgrades by that best match changing visitor 2025. needs and are reflective of the • Encourage unique accommodation Adelaide Hills Tourism Interpretative linked to trails, nature, wildlife, food, Plan key messages. beverage, and wellness. • Work collaboratively with the South • Advocate for improved regional Wi- Australian Tourism Commission’s Fi and telephony connectivity. team to adapt visitor target markets and messages based on changing • Address infrastructure including global and local pandemic responses. touring routes, scenic drives signage, walking and cycling trails and coach • Work with StudyAdelaide to and car parking facilities. encourage international students to visit and bring their visiting families. • Address gaps in transport connectivity (e.g. ride sharing services and shuttles).
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 33 Collaboration • Support industry resilience including developing business cases for grants • Encourage partnerships between and investment. local tourism operators via industry networking events, familiarisations, • Research and expand the health and digital platforms, cross-promotion and wellbeing sector by becoming an bundling of commissionable visitor incubator for State-wide industry experiences. development and positioning the region as a wellness hub. • Implement the Visitor Information Services strategy and ensure changing • Advocate for a training centre to visitor needs are being serviced by upskill local regional tourism and local tourism operators and across all hospitality staff. digital platforms. • Ensure Adelaide Hills is well represented Leisure and business events on major cross-regional touring route promotions (e.g. Epicurean Way). • Optimise major Adelaide and cross- regional events including Bay to • Support cross-regional and cross- Birdwood, Tasting Australia and industry resilience and crisis Santos Tour Down Under. management plans to minimise risks for operators and visitors. • Embrace new wine events such as Chardonnay May and Sparkling • Collaborate with rail, cruise and Spring, existing signature wine events other specialist tour operators to Crush Festival and Winter Reds, as include Adelaide Hills as part of their well as exploring new agritourism, extended itineraries or packages. arts and wellness event opportunities. • Drive greater mid-week opportunities Industry capability from business meetings and events. • Collaborate with Mount Barker At The Cedars in Hahndorf, • Focus on building skills across digital visitors can feel the District Council to attract events to the marketing, customer service, experience presence of the famous development and distribution. new recreation and leisure precinct. artist Sir Hans Heysen in his studio, home and garden.
PARTNERS Adelaide Hills Tourism, Adelaide Hills Council, Mount Barker District Council, Regional Development Australia Adelaide Hills, Fleurieu and Kangaroo Island, Stirling Business Association, Hahndorf Business and Tourism Association, Business Mount Barker, Adelaide Hills Wine Region, South Australian Tourism Commission, Tourism Australia, Tourism Industry Council SA, and sub-regional tourism, commerce groups and agricultural industry associations.
34 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY ChInA, Uk, GeRmAnY BarossaNz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
VISITORUk, SPEND VISITORS GeRmAnY, Nz Clare Valley $235 million VISITS EXPENDITURE Day trips 927,000 $89m
Uk, Overnight 260,000 $146m EMPLOYMENTGeRmAnY, IN REGION Nz, Eyre 900 direct + 500 indirect = 1 in 21 OVERNIGHT SPLIT Peninsula jobs International 14,000 $8m 1400 jobs supported Interstate 96,000 $84m South Australia Regional Visitors StrategyUk, targets 2020- 2025 by the GeRmAnY, tourism Fleurieu Nz, Intrastate 150,000 $54m industry Peninsula POTENTIAL OCCUPANCY AND RATES 3 millio 0 millio million 3 millio $16 n $19 n $93 $26 n Uk, REGIONAL Flinders 70 millio GeRmAnY, 35 millio 0 millio BAROSSA 00 milli $1 n Nz, $2 n $9 n $4 AVERAGEon Ranges and Outback Occupancy 59% 51% $283m $291m $132mRevPAR (average $397m $105 $76 yield of a hotel room) 2025 Us, ItAlY, 2025 2025 2025 Kangaroo GeRmAnY, D 9 FrAnCe, D 9 D 9 D 9 Island ec 1 ChInA ec 1 e 01 e 01 ember 20 ember 20 cember 2 359 tourism businessescember 2 D D D 502 businesses listed on AustralianD ec 017 ec 017 ec 017 ec 017 ember 2 ember 2 ember 2 Tourism Data Warehouse (ATDW)ember 2
Uk, GeRmAnY, Limestone Sources:Nz, International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19 Coast 1 millio 3 millio 25 milli 7 millio $32 n $12 n $4 on $43 n
69 millio 41 millio SOUTH AUSTRALIAN REGIONAL VISITOR59 mil liSTRATEGYo | REGIONAL RESPONSE PRIORITIES93 millio 35 $3 n $1 n $4 n $4 n Murray, Lakes $479m $199m $638m $643m and Coorong 2025 2025 2025 2025 9 D 9 D 9 D 9 D 01 e 1 e 1 e 1 ec r 2 ce 20 ce 20 ce 20 embe EuRoPe, mber mber mber Nz, Us Riverland De 7 De 17 De 7 De 7 cember 201 cember 20 cember 201 cember 201
Yorke 5 millio 3 millio 8 millio $14 n $17 n $19 n Peninsula
92 millio 83 millio 20 millio $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Barossa priorities
The main priority for driving future growth to the Barossa is to continue to increase overnight visitation from intrastate, interstate, and overseas markets focusing on refreshed and new unique accommodation offerings and visitor experiences. While the region receives 3.5 day trip visitors for every overnight visitor, overnight visitors deliver nearly two thirds of total visitor spend.
Marketing Experience and supply • Leverage the Barossa’s strong brand development position as a global wine, culinary • Increase the Barossa’s bookable and culture destination and grow tourism experiences available via key messaging around wine experiences, distribution channels. provenance dining, regional food, art, history, nature, family, and wellness • Leverage the region’s global wine and experiences. wine tourism reputation and develop new wine experiences that include • Adapt marketing towards the education, digital technologies, most relevant post COVID-19 enhanced storytelling, and visitor international visitor markets in immersion. alignment with South Australian Tourism Commission’s and Tourism • Expand tourism experience offerings Australia’s priorities. with digital technologies that engage and inform. • Leverage intrastate, interstate, and trans-Tasman promotion of the • As a boutique region with strong The Barossa is home Barossa’s distinctive European accommodation yields and high to some of the world’s cultural connections and appeal. weekend occupancy, there is an oldest shiraz grapes. opportunity to expand the region’s • Leverage global marketing platforms experiential offerings across nature such as Ultimate Winery Experiences and wellness. and Great Wine Capitals of the World for promotion of the region’s unique • Foster the development of an iconic offering. 4 to 5-star accommodation product of scale that could meet unmet • Position Barossa as a great base for demand during major events and for exploring wine, food, and leisure conferences. experiences across the southern part of the State. • Aim to develop 45 new and 41 upgraded rooms (from 3 to 4-star) by 2025 that complement Barossa’s culture and heritage. • Review and simplify visitor wayfaring including signage to and around the Barossa. • Leverage the region’s cycling and walking infrastructure and intersection of key trails for investment and activation.
36 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Barossa
Collaboration • Prioritise hospitality, events and tourism careers and incentives to • Continue collaboration with the build a sustainable regional workforce state’s key tourism, business, event for the future. organisations and community to ensure a cohesive approach to promotion and visitor attraction. Leisure and business events • Leverage the Epicurean Way touring • Work towards greater overnight route with investment, experience stays from events by positioning development and linkages with cycle the Barossa as Australia’s premium and walking paths as a cross-regional regional events destination with great marketing platform to attract self- accessibility from Adelaide. drive food and wine travellers. The Barossa is less than • Increase overnight visitors coming an hour’s drive from • Support the Visitor Information for business events and mini-festivals Adelaide and home to Servicing model to meet changing to fill mid-week occupancy and drive more than 80 cellar visitor needs in person and online. visitor spend. doors. • Build collaboration around a cross- • Build on the region’s two largest food regional event strategy to build scale, and wine festivals (Barossa Vintage impact, resilience, and capability. Festival and Barossa Food Festival) to grow length of stay and visitor spend. • Prioritise the Adelaide Wine Capital Cycle Trail Project as a cross regional • Work with the Adelaide Convention globally significant tourism asset. Bureau to build the funding, resources, and capabilities of businesses in • Build tourism links across and Barossa to attract meetings, events, between regions to encourage conferences, and incentive trips. extended visitor nights. • Support sporting and recreational events for community and visitor Industry capability economy benefits, including ongoing activation of cycle tourism. • Increase the industry’s capabilities related to domestic and international marketing and distribution.
PARTNERS
Tourism Barossa Inc, The Barossa Council, Light Regional Council, Regional Development Australia Barossa Gawler Light Adelaide Plains, Barossa Grape and Wine Association, and South Australian Tourism Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 37 ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, ClareNz, UsA Valley Barossa
Uk, GeRmAnY, Nz Clare Valley
VISITORUk, SPEND VISITORS GeRmAnY, Nz, Eyre $90 million VISITS EXPENDITURE Peninsula Day trips 303,000 $28m
Uk, Overnight 186,000 $62m EMPLOYMENTGeRmAnY, IN REGION Fleurieu Nz, OVERNIGHT SPLIT Peninsula 500 direct + 200 indirect = 1 in 13 jobs International 4,000 $2m 700 jobs supported Interstate 57,000 $22m by the South Australia Regional Visitors Strategy targets 2020- 2025 Flinders Uk, tourism GeRmAnY, Intrastate 125,000 $38m Ranges Nz, industry POTENTIAL and Outback
3 millio 0 millio million 3 OCCUPANCYmillio AND RATES $16 n $19 n $93 $26 n Us, ItAlY, Kangaroo 0 millio 5 milli GeRmAnY, 0 millio 00 mill CLARE REGIONAL 17 n 23 on FrAnCe, $9 n 4 ion Island $ $ ChInA $ VALLEY AVERAGE Occupancy 65% 51% $283m $291m $132m $397mRevPAR (average $84 $76 2025 2025 2025 2025yield of a hotel room) Uk, D 9 D 9 GeRmAnY, D 9 D 9 Limestone ec 1 ec 1 Nz, e 01 e 01 ember 20 ember 20 cember 2 cember 2 193 tourism businesses Coast 237 businesses listed on Australian De 17 De 17 De 17 De 17 cember 20 cember 20 cember 20 cember 20 Tourism Data Warehouse (ATDW)
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Murray, Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19 Lakes 1 millio 3 millio 25 milli 7 millio and Coorong $32 n $12 n $4 on $43 n
69 millio 41 millio 38 REGIONAL5 9RESPONSE millio PRIORITIES | SOUTH AUSTRALIAN93 REGIONALmillio VISITOR STRATEGY $3 n $1 n $4 n $4 n
EuRoPe, Riverland $479m $199m Nz, Us $638m $643m 2025 2025 2025 2025 D 19 D 9 D 9 D 9 e 0 e 01 e 01 e 01 cember 2 cember 2 cember 2 cember 2 Yorke De 7 De 17 De 7 De 7 Peninsula cember 201 cember 20 cember 201 cember 201
5 millio 3 millio 8 millio $14 n $17 n $19 n
92 millio 83 millio 20 millio $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Clare Valley priorities
Building off the region’s strong self-drive visitor market, the focus for the Clare Valley is to encourage high spending interstate and international visitors to stay overnight in the region. Developing sustainable and commissionable nature-based, heritage, wellness and epicurean visitor experiences and additional quality accommodation will be key.
Marketing • Develop and expand experiences around the touring routes that • Position the region as authentically support dispersal through regions Australian: offering epicurean, nature- and appeal to the self-drive market. based, wellness, outback, and heritage experiences. • Increase the number of commissionable visitor experiences • Market the Clare Valley to those in the region. intrastate, interstate, and international • Develop more experiential visitors seeking either an active or The Clare Valley’s indulgent holiday. accommodation offerings linked to Riesling Trail was one local farms and vineyards. of the first rail-trails • Grow the region’s marketing impact to be developed in • Aim to develop 19 new and 14 and leads to operators by aligning South Australia. It runs with South Australian Tourism upgraded rooms (from 3 to 4-star) in for 35 kilometres. Commission’s digital and other the region by 2025. marketing strategies. • Encourage the development of a • Ensure Clare Valley’s Breathe It In boutique 6-star offering. messaging is across all communication • Improve the ongoing maintenance with fresh visual assets. of key heritage assets such as Burra Cultural Centre and Martindale Hall. Experience and supply • Make nature-based assets more development accessible via the provision of amenities and signage. • Use the region’s excellent network of trails for the development of new soft • Significantly improve adventure, wellness, and Aboriginal telecommunications. tourism experiences. • Improve the capture of regional • Develop more authentic food and visitor spend information to support wine visitor experiences that lend to future tourism investment. the local agricultural industry, while enhancing existing offerings. • Create opportunities for in-region operators to collaborate and package • Develop an aviation tourism strategy together to increase nights in region. for the region to encourage visitors to arrive via helicopters and small planes.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 39 Collaboration • Explore ways to attract and retain quality staff in the regions (especially • Continue to develop strengthened chefs and front-of-house staff). linkages between local councils and tourism associations. • Explore potential rideshare partnerships (e.g. Uber) to improve • Build stronger connections with transport services available in the neighbouring regions such as Yorke region. Peninsula, Barossa, Riverland, and Southern Flinders Ranges. • Invest in future tourism leaders through youth initiatives. • Continue to leverage the Explorers Way and Epicurean Way touring routes as marketing platforms for Leisure and business events the region and grow stopovers to the Clare Valley from those heading • Continue to support events which to and from the Flinders Ranges and showcase the region’s local produce Outback. story and encourage longer visitor stays and spend. • Continue to evolve regional Visitor Information Services in Clare Valley, • Focus on value not volume for key Goyder, and Port Wakefield and events. strengthen the region’s capacity to • Encourage conferences and weddings meet visitor information needs where to choose Clare Valley. and when they seek it. • Drive in-region dispersal via flagship events such as Clare Valley Gourmet Industry capability Weekend and the SA Autumn Garden Festival, as well as developing new • Raise industry capability in digital events. marketing, customer service, event management, event promotion, tour guiding and commissionable products. Martindale Hall was part of the setting for Peter Weir’s 1975 film Picnic at Hanging Rock.
PARTNERS Regional Development Australia Yorke and Mid North, Clare and Gilbert Valleys Council, Regional Council of Goyder, Wakefield Regional Council, , Clare Valley Wine and Grape Association, Clare Valley Business and Tourism Association and South Australian Tourism Commission.
40 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, EyreNz Peninsula Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
VISITORUk, SPEND VISITORS GeRmAnY, Fleurieu Nz, Peninsula $400 million VISITS EXPENDITURE Day trips 524,000 $104m
Overnight 470,000 $296m EMPLOYMENTUk, IN REGION Flinders GeRmAnY, Ranges Nz, OVERNIGHT SPLIT and Outback 2100 direct + 800 indirect= 1 in 13 jobs International 20,000 $9m supported Interstate 118,000 $87m South Australia Regional Visitors Strategy targets 2020- 2025 2900 jobs by the Us, ItAlY, Kangaroo GeRmAnY, tourism Intrastate 332,000 $200m FrAnCe, industry Island POTENTIALChInA
OCCUPANCY AND RATES 3 millio 0 millio million 3 millio $16 n $19 n $93 $26 n EYRE REGIONAL 70 millio 35 millio 0 millio Uk, 00 millio $1 n $2 n $9 n GeRmAnY, $4 n PENINSULA AVERAGE Limestone Nz, Coast Occupancy 50% 51% $283m $291m $132m $397m RevPAR (average $59 $76 2025 2025 2025 2025 yield of a hotel room) D D 9 9 D 9 D 9 Murray, ec 01 ec 01 ec 01 ec 01 ember 2 ember 2 ember 2 ember 2 585 tourism businesses Lakes and Coorong De 17 De 17 De 17 De 17 304 businesses listed on Australian cember 20 cember 20 cember 20 cember 20 Tourism Data Warehouse (ATDW)
Sources:EuRoPe, International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Riverland DataNz, UsWarehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19 1 millio 3 millio 25 milli 7 millio $32 n $12 n $4 on $43 n
69 millio 41 millio 59 millio 93 millio SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 41 $3 n $1 n $4 n $4 n
Yorke $479m $199m $638m $643m Peninsula 2025 2025 2025 2025 D 19 D 9 D 9 D 9 e 0 e 01 e 01 e 01 cember 2 cember 2 cember 2 cember 2 De 7 De 17 De 7 De 7 cember 201 cember 20 cember 201 cember 201
5 millio 3 millio 8 millio $14 n $17 n $19 n
92 millio 83 millio 20 millio $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Eyre Peninsula priorities
The opportunity for the Eyre Peninsula is to capitalise on its pristine nature, immersive wildlife experiences and coastal lifestyle, to drive increased overnight stays from domestic and international visitors. The region has approximately 100 State, National and Conservation Parks, ten State Marine Parks, and three Commonwealth Marine Reserves. A whole of tourism approach is needed across marketing, events, product development, council collaboration and investment.
Marketing • Embrace the evolution of the Seafood Frontier brand for those experiences • Improve the region’s digital presence related to coastal Eyre Peninsula. and align this with South Australian Tourism Commission’s digital efforts. • Build the region’s accommodation yields by aiming to develop 63 new • Increase promotion of the region’s rooms and upgrade 133 rooms (from competitive strengths and new 3 to 4-star) by 2025, especially in offerings (coastal, wildlife, seafood, more remote locations. soft adventure, outback, Aboriginal experiences, and astrotourism). • Encourage the development of sustainable 5 or 6-star • Promote different seasonal wildlife accommodation in a national park or and nature occurrences across the iconic natural location. whole year. • Support the Eyes on Eyre • Grow select smaller higher yielding project, which includes camping cruise visitation and capture greater infrastructure, regional trails, onshore regional spend. wayfinding and signage, Wi-Fi and visitor interpretation experiences. • Capitalise on the region’s appeal and growth potential from relevant South • Maintain and enhance key coastal Australian Tourism Commission infrastructure and national parks international market priorities. including trails for walking and cycling and recreational fishing. • Develop a regional brand strategy that identifies and communicates the • Invest in infrastructure that supports unique qualities of the Eyre Peninsula the drive market and encourages including the Seafood Frontier brand. overnight stays.
• Address reliability of water, energy Experience and supply supply and telecommunications for development regional tourism related businesses. • Create compelling new visitor experiences across coastal, wildlife, seafood, outback, soft adventure, astrotourism, and Aboriginal themes. • Increase bookable products via travel intermediaries that help build the In early May, the Head of region’s profile domestically and Bight becomes a nursery internationally. for calving Southern Right Whales.
42 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Eyre Peninsula
Collaboration Industry capability • Develop the region’s network of • Raise industry capability in the visitor information services to meet areas of digital marketing, business changing consumer behaviour and operations, product development, digital needs. event management and event promotion. • Build on existing partnerships and collateral to drive dispersal to inland • Support Aboriginal tourism operators and outback Eyre Peninsula. across all areas for business growth. • Continue working with aviation partners to deliver flexible and Leisure and business events affordable access to the region for business and leisure travellers and • Create an event strategy to support, regain lost COVID-19 capacity and develop and attract events that are loads. fitting to the character and aspirations of the region and build a balanced • Increase visitation along the Seafood portfolio of signature events. Frontier touring route and foster dispersal from the route to other parts • Grow existing signature events of the region including inland. such as Tunarama, and create new community events to attract new • Increase collaboration and alignment visitors and increase length of stay of activities across the three tiers of and visitor spend. Federal, State, and local government including Regional Development • Build regional event resourcing to Australia Eyre Peninsula led projects support this event strategy. for greater impact.
Coffin Bay is home to the world-famous Coffin Bay oyster.
PARTNERS
The key stakeholders are Regional Development Australia Eyre Peninsula, the Eyre Peninsula Local Government Association and its member councils and South Australian Tourism Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 43 ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Fleurieu Peninsula Peninsula
Uk, South Australia Regional Visitors Strategy targets 2020- 2025 GeRmAnY, Fleurieu Nz, Peninsula
3 millio 0 millio million 3 millio $16 n $19 n $93 VISITOR SPEND$26 n VISITORS Uk, Flinders GeRmAnY, Nz, Ranges 70 millio 35 millio 0 millio 00 millio $1 n $2 n $9 n $493 $million4 n VISITS EXPENDITURE and Outback Day trips 2,912,000 $230m $283m $291m $132m $397m Overnight 772,000 $263m EMPLOYMENT IN REGION Us, ItAlY, Kangaroo 2025 2025 2025 GeRmAnY, 2025 FrAnCe, OVERNIGHT SPLIT Island 3300ChInA direct + 1300 indirect D 9 D 9 D 9 D 9 1 in 8 ec 1 ec 1 e 01 e 01 ember 20 ember 20 cember 2 cember 2 jobs International 27,000 $13m D D D D supported ec 017 ec 017 ec 017 4600ec jobs017 Interstate 139,000 $73m ember 2 ember 2 ember 2 ember 2 by the tourism Intrastate 06,000 $177m Uk, GeRmAnY, industry Limestone Nz, POTENTIAL Coast
1 millio 3 millio 25 milli 7 millio OCCUPANCY AND RATES $32 n $12 n $4 on $43 n mi mil m mi FLEURIEU REGIONAL 369 llio 141 lion 459 illio 493 llio $ n $ $ n $ n PENINSULA AVERAGE Murray, Occupancy 50% 51% Lakes $479m $199m $638m $643m and Coorong RevPAR (average $65 $76 2025 2025 2025 2025 yield of a hotel room) 9 D 9 D 9 D 9 D 01 1 1 1 e 2 ec 20 ec 20 EuRoPe, ec 20 Riverland cember ember ember Nz, Us ember 836 tourism businesses 743 businesses listed on Australian De 17 De 17 De 17 De 17 cember 20 cember 20 cember 20 cember 20 Tourism Data Warehouse (ATDW)
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19 Yorke Peninsula 5 millio 3 millio 8 millio $14 n $17 n $19 n REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY 92 millio 83 millio 20 millio 44 $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Fleurieu Peninsula priorities
The key priorities for the Fleurieu Peninsula are to encourage year-round visitation and drive visitor yield. The aim is to grow spend from day-trippers and local residents, as well as convert some day trips into overnight stays. Levers include events, accommodation improvements, experience development and marketing.
Marketing Experience and supply • Make the region known as a place development for outstanding food and drink, • Enhance existing experiences with a adventure, arts, culture, wellness and focus on food and drink, adventure, nature and water-based experiences. nature and wildlife, arts and culture, wellness, coastal and aquatic themes. • Build awareness of the Fleurieu Peninsula’s all-year, all-week visitor • Support operators to form appeal based on its climate and partnerships and package their proximity to Adelaide. experiences and become online bookable and commissionable. • Develop stakeholder marketing collaborations with a focus on digital. • Develop new and existing Aboriginal experiences. • Generate increased spend from the region’s large day-tripper, local • Support tourism developments residents, holiday home users and which match the aspirations of their visiting friends and relatives’ markets. communities. • Explore ways to attract new market • Encourage a diverse range of segments and adapt to changing enhanced accommodation including visitor needs from existing markets. 71 new rooms and 47 room upgrades. • Align the region’s marketing activities • Develop appealing nature-based with those of the South Australian walking and cycling trail infrastructure. Tourism Commission and Tourism Australia. • Strengthen the region’s retail experience with a focus on creating vibrant main street precincts to enhance the visitor experience.
Victor Harbor is home to the horse-drawn tram across a 630m causeway to Granite Island.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 45 Collaboration Industry capability • Foster collaboration between councils • Grow industry capability in digital and other stakeholders to strengthen marketing and general business skills. the region’s coastal areas for business development and improved visitor • Improve customer service standards experience. at all points along the visitor journey with a focus on hospitality and retail. McLaren Vale is • Encourage closer interaction between known as a leader experience and accommodation • Mentor and support operators to in sustainability providers to increase visitor length increase market share in international best practice for of stay. markets when possible and meet the grape growers and needs of new residents from those winemakers. • Strengthen collaboration between markets. industry associations and other stakeholders across marketing, • Promote better links between tourism development and building industry businesses and regional suppliers. capability. • Collaborate with other regions and Leisure and business events experiences along established touring • Address the challenges related to routes (Epicurean Way, Southern sustaining existing and developing Ocean Drive and Mighty Murray new events. Way) to strengthen the regions’ appeal to the growing drive tourism • Seek ways to improve a balance of the market. region’s rich but fragmented events calendar. • Build on the collaboration between Fleurieu Peninsula Tourism and the • Support events which foster discovery, region’s Visitor Information Centres repeat visitation, or overnight stays to cross-sell the region, increase and showcase the region’s unique visitor spend and support local offerings. businesses. • Leverage the region’s proximity to major events taking place in Adelaide for additional visitation.
PARTNERS The key stakeholders are Fleurieu Peninsula Tourism and its member councils: Alexandrina Council, City of Onkaparinga, City of Victor Harbor and District Council of Yankalilla, Regional Development Australia Adelaide Hills, Fleurieu and Kangaroo Island and South Australian Tourism Commission.
46 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
Uk, GeRmAnY, Fleurieu FlindersNz, Ranges and Outback Peninsula
Uk, Flinders GeRmAnY, South Australia Regional Visitors Strategy targets 2020- 2025 Nz, Ranges and Outback
VISITOR SPEND VISITORS 163 million 190 million Us, ItAlY, 93 million 263 million Kangaroo $ $ GeRmAnY, $ $ FrAnCe, Island ChInA 70 millio 35 millio 0 millio 00 millio VISITS EXPENDITURE $1 n $2 n $459 million$9 n $4 n Day trips 631,000 $90m
$283m $291m $132m $397mOvernight 796,000 $370m EMPLOYMENT IN REGION Uk, 2025 2025 GeRmAnY, 2025 2025 OVERNIGHT SPLIT Limestone 2400Nz, direct + 1300 indirect 1 in 12 Coast D 9 D 9 D 9 D 9 ec 1 ec 1 e 01 e International01 45,000 $15m ember 20 ember 20 cember 2 jobs cember 2 4600 jobs supported De 7 De 7 De 7 De Interstate7 234,000 $132m cember 201 cember 201 cember 201 by the cember 201 tourism Intrastate 517,000 $223m industry Murray, POTENTIAL Lakes OCCUPANCY AND RATES and Coorong
21 million 23 million 425 millio 37 million $3 $1 $ n $4 FLINDERS REGIONAL RANGES & AVERAGE 69 millio 41 millio 59 millio 93 millio $3 n $1 n EuRoPe, $4 n $4 n OUTBACK Nz, Us Riverland Occupancy 42% 51% $479m $199m $638m $643mRRevPAR (average $52 $76 2025 2025 2025 2025yield of a hotel room) 9 D 1 D 19 D 19 D 19 ec 20 ec 20 ec 20 ec 20 511 tourism businesses Yorke ember ember ember ember Peninsula 277 businesses listed on Australian De 7 De 17 De 7 De 7 cember 201 cember 20 cember 201 cember 201 Tourism Data Warehouse (ATDW)
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19
5 millio 3 millio 8 millio $14 n $17 n $19 n SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 47 92 millio 83 millio 20 millio $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Flinders Ranges and Outback priorities
The focus for the Flinders Ranges and Outback is to increase overnight visitation via greater regional and cross regional collaboration around touring routes and events. New products, infrastructure and capability building will be critical for success.
Marketing • Explore new experience opportunities that connect with natural landscapes • Promote strengths around immersive such as Kati Thanda-Lake Eyre, wildlife experiences, expansive natural astrotourism and significant cultural landscapes, unique accommodation, sites. Aboriginal experiences, and local characters in the region. • Work with Department for Environment and Water to support • Develop a social media strategy and promote the Ediacara fossil for the region that leverages South experience at Nilpena. Australian Tourism Commission’s digital strategy and grows operator • Foster the continued development leads. of Station Stays concept across the region’s network of pastoral tourism • Maximise the region’s appeal to properties. the domestic self-drive visitor and to European and North American • Build the region’s accommodation markets (e.g. Explorers Way, Aboriginal yields by aiming to develop 100 new tourism and World Heritage Bid). rooms and upgrade 134 rooms (from 3 to 4-star) by 2025. • Leverage the growing interest in nature-based activities such as • Address the reliability of water and walking and cycling trails, focusing energy supply for regional tourism on the Southern Flinders Ranges businesses. Precinct and the Flinders Ranges. • Advocate for significant improvements • Promote the Aussie Travel Code which in telecommunication black spot areas. raises awareness around respect • Support improved road maintenance Marree is home to the of the natural environment, local and road closure procedures. famous Australasian community, pastoral and traditional Camel Cup. owners. • Address outback airstrips maintenance and upgrades for tourism including William Creek and Oodnadatta. Experience and supply development • Advocate for the sealing and ongoing maintenance of the Birdsville Track • Develop new and improve existing and Oodnadatta Track. visitor experiences which reflect the region’s strengths in nature-based, Aboriginal, pastoral, heritage, and soft adventure tourism.
48 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Flinders Ranges and Outback
Collaboration Industry capability • Create promotional partnerships with • Raise industry capability in digital the caravan and camping sector peak marketing, tour guiding, events bodies. management, and customer service. • Increase the effectiveness of the • Create ways of providing advice region’s Visitor Information Centres and support to organisers of smaller and outlets including digital events. capabilities and on-selling services. • Provide mentoring and skills training Over 500 million years • Support the Flinders Ranges World for nature-based, Aboriginal, pastoral, old, the Ediacaran fossils Heritage bid. heritage and soft adventure operators. were first discovered in 1946 by geologist Reg • Leverage and collaborate more with Sprigg, the founder of other touring routes (e.g. Heritage Rail Leisure and business events the Arkaroola Wilderness Trail, Epicurean Way Seafood Frontier, Sanctuary. Silver 2 Sea Way, and the Outback • Address event challenges (distance Loop). from target markets, maintaining volunteers) to create operational • Use the Explorers Way as a platform efficiencies and capability. for marketing, product, and infrastructure development. • Support the region’s hero events and create new ones in the outback. • Encourage greater cross-council, government, and agency collaboration. • Collaborate with cross-regional events (e.g. South Australian Living • Create tourism partnerships with Artists Festival, Tasting Australia) and neighbouring regions, States and iconic events (e.g. Birdsville Races, Territories to drive visitation and Finke Desert Race). promotion. • Support unique events such as water- • Provide greater support and events on Kati Thanda-Lake Eyre. collaboration for Aboriginal tourism.
PARTNERS The key stakeholders are Regional Development Australia Far North, Flinders Ranges and Outback SA Tourism, Flinders Ranges Tourism Operator Association, Southern Flinders Tourism and Tastes, Coober Pedy Retail Business and Tourism Association, Flinders Ranges Council, District Council of Coober Pedy, Port Augusta City Council, Roxby Council, District Council of Peterborough, the Outback Communities Authority and South Australian Tourism Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 49 ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
Uk, GeRmAnY, Fleurieu Nz, Peninsula
Uk, Flinders GeRmAnY, Nz, Ranges Kangaroo Island and Outback
Us, ItAlY, Kangaroo GeRmAnY, South Australia Regional Visitors StrategyFrAnCe, targets 2020- 2025 Island ChInA
VISITOR SPEND VISITORS 163 million 190 million 93 million 263 million $ Uk, $ $ $ GeRmAnY, Limestone Nz, 70 millio 35 millio 0 millio 00 millio $1 n $141 million$2 n $9 n VISITS EXPENDITURE$4 n Coast Day trips 72,000 $11m $283m $291m $132m $397m EMPLOYMENT IN REGION Overnight 172,000 $130m 2025 2025 2025 2025 900 direct + 300 indirect = 1 in 3 OVERNIGHT SPLIT Murray, D 9 D 9 D 9 D 9 Lakes ec 1 ec 1 e 01 e 01 ember 20 ember 20 jobs cembInternationaler 2 47,000 cem$38mber 2 and Coorong 1,200 jobs supported De 7 De 7 De Interstate7 53,000 De $46m 7 cember 201 cember 201 by the cember 201 cember 201 tourism Intrastate 72,000 $46m EuRoPe, industry POTENTIALNz, Us Riverland OCCUPANCY AND RATES 1 millio 3 millio 25 milli 7 millio $32 n $12 n $4 on $43 n KANGAROO REGIONAL 69 millio 41 millio 59 millio ISLAND 93AVERAGE millio $3 n $1 n $4 n $4 n Yorke Occupancy 57% 51% Peninsula RevPAR (average $479m $199m $638m $176 $643m$76 yield of a hotel room) 2025 2025 2025 2025 D 19 D 9 D 9 D 9 e 0 e 01 e 01 115 tourism businessese 01 cember 2 cember 2 cember 2 cember 2 223 businesses listed on Australian De 7 De 17 De 7 De 7 cember 201 cember 20 cember 201 Tourism Data Warehouse (ATDW)cember 201
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19
5 millio 3 millio 8 millio $14 n $17 n $19 n 50 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY 92 millio 83 millio 20 millio $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Kangaroo Island priorities
After the devasting summer 2020 bushfires in which more than 40% of Kangaroo Island was impacted, the Island’s priority is industry resilience and regrowth. As an established visitor region, the focus for Kangaroo Island has always been about exceeding on visitor expectations, growing visitor yield, dispersal and managing the sustainable development of tourism on the Island. With highly seasonal visitation, encouraging visitation in the quieter months of May to August continues to be a priority.
Marketing • Establish ways to capture and track the Island’s total bed capacity more • Promote Kangaroo Island as an all- accurately. year destination with a reinforced winter message. • Foster the development of 58 new rooms and upgrading of at least 32 • Provide a greater focus on the rooms (from 3 to 4-star) by 2025. domestic market while maintaining international market engagement. • Explore potential internal Island transport links for visitors. • Explore new international market opportunities such as New Zealand. • Advocate for significant improvements in telecommunication • Continue to build the profile of the black spot areas. Island’s artisan producers, wine and other beverage makers and artists. • Advocate for improvements to tourism infrastructure. This includes • Promote Kangaroo Island’s brand the installation of roadside stopping essence of immersive nature and bays for wildlife/nature encounters wildlife encounters and seasonal and coastal jetties. natural occurrences. Kangaroo Island is • Support infrastructure and experience approximately 145 km • Cross promotion of local businesses development in the main hubs long and 90 km wide and local produce. such as Kingscote, American River, and is Australia’s third Penneshaw and Parndana. largest Island. • Align digital marketing efforts with the South Australian Tourism • Ensure land and sea access to Commission and Tourism Australia Kangaroo Island remains competitive to maximise operator leads. and delivers on visitor requirements.
• Together with the South Australian Experience and supply Tourism Commission and Kangaroo development Island Council work to attract and retain regular air services to the • Develop and activate nature trails Island. year-round to cater to soft adventure activities. • Advocate for improved and well- maintained marine infrastructure that • Support operators to continue in the supports consistent and safe ferry winter months. services. • Develop and support dining options and encourage the use of local produce on menus.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 51 Collaboration • Improve operator capabilities in digital marketing, storytelling, and inter- • Increase visitor information services national product and distribution. across the Island. • Maintain support for Tourism • Utilise operators and locals better as Optimisation Management Model visitor information ambassadors. (TOMM) data collection and its use for decision making. • Champion for inclusion in Tourism Australia’s Signature Programs. • Work with industry to be travel trade- ready. • Use the Southern Ocean Drive as a platform for marketing and cross- • Provide support to tourism businesses regional collaboration. to help adjust product that will appeal to the domestic market. • Explore collaborative marketing opportunities with other regions.
• Collectively monitor the cruise market’s Leisure and business events sustainability while delivering on cruise • Support signature events (e.g. visitor expectations. Kangaroo Island Racing Carnival, • Generate Island wide collaboration to Marathon), and smaller established rebound and grow sustainably. events. • Work with Department for • Leverage major mainland events to Environment and Water to support encourage visits to Kangaroo Island. Kangaroo Island Fire Recovery • Prioritise new leisure events that are Kangaroo Island has the Projects. low-impact, spread throughout the world’s purest strain of year and reflect the Island’s brand disease-free Ligurian bees. Industry capability positioning. • Package and promote the island to • Explore ways to attract and retain the domestic business events sector. skilled workers.
PARTNERS The key stakeholders are Kangaroo Island Tourism Alliance (formerly known Kangaroo Island Tourism Food Wine and Beverage Association), Department for Environment and Water, Regional Development Australia Adelaide Hills, Fleurieu and Kangaroo Island, Kangaroo Island Council and South Australian Tourism Commission.
52 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
Uk, GeRmAnY, Fleurieu Nz, Peninsula
Uk, Flinders GeRmAnY, Nz, Ranges and Outback
Us, ItAlY, Kangaroo GeRmAnY, FrAnCe, Island LimestoneChInA Coast
Uk, GeRmAnY, Limestone SouthNz, Australia Regional Visitors Strategy targets 2020- 2025 Coast
VISITOR SPEND VISITORS 163 million 190 million 93 million 263 million $ $ $ Murray, $ Lakes 70 millio 35 millio VISITS EXPENDITURE0 millio 00 millio $370 $million1 n $2 n $9 n and Coorong $4 n Day trips 762,000 $107m
$283m $291mOvernight 688,000 $132m$263m $397m EMPLOYMENT IN REGION EuRoPe, Riverland Nz, Us 2025 2025 OVERNIGHT SPLIT 2025 2025 2100 direct + 900 indirect 1 in 16 D 9 D 9 D 9 D 9 ec 1 ec International1 44,000 e $18m 01 e 01 ember 20 jobs ember 20 cember 2 cember 2 supported 3000De jobs 7 De Interstate 7 289,000 De $113m 7 De 7 cember 201 by the cember 201 cember 201 cember 201 tourism Intrastate 355,000 $132m industry Yorke POTENTIAL Peninsula
OCCUPANCY AND RATES 1 millio 3 millio 25 milli 7 millio $32 n $12 n $4 on $43 n LIMESTONE REGIONAL COAST AVERAGE 69 millio 41 millio 59 millio 93 millio $3 n $1 n $4 n $4 n Occupancy 45% 51% RevPAR (average $479m $199m $53 $638m$76 $643m yield of a hotel room) 2025 2025 2025 2025 D 19 D 9 D 9 D 9 e 0 e 01 767 tourism businessese 01 e 01 cember 2 cember 2 cember 2 cember 2 429 businesses listed on Australian De 7 De 17 De 7 De 7 cember 201 cember 20 Tourism Data Warehouse (ATDW)cember 201 cember 201
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19
5 millio 3 millio 8 millio $14 n $17 n $19 n SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 53 92 millio 83 millio 20 millio $1 n $1 n $2 n $196m $247m $289m 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 De 7 De 7 De 7 cember 201 cember 201 cember 201 Limestone Coast priorities
The priority for the Limestone Coast is to increase overnight visitor volumes from international and domestic markets and convert some existing day trippers to linger longer and stay overnight. Being a predominantly self-drive visitor market, leveraging existing touring routes and promoting and developing hero tourism experiences and events that reflect the region’s uniqueness will be key.
Marketing Experience and supply • Focus on growing visitation via development promoting the region’s unique • Create new experiences and increase landscapes, local food and wine the number of commissionable experiences and culture (including products to build the region’s profile heritage and Aboriginal experiences) domestically and internationally. and building on the regional brand. • Develop hero coastal and soft • Promote the State’s only World adventure offerings with a focus on Heritage site, the Naracoorte Caves, nature-based experiences such as and other significant sites such as hiking and cycling trails. the Blue Lake, as part of the visitor experience. • Continue to develop experiences that reflect the regions strengths, such • Raise the region’s digital marketing as unique landscapes, wildlife, local footprint and align with the South food and wine and culture (including Australian Tourism Commission’s heritage and Aboriginal experiences). digital efforts to increase leads to operators. • Package existing operator experiences to drive visitation and dispersal • Promote the region’s winter visitor through to the region. experiences including events. • Grow the region’s accommodation • Maintain the focus on attracting yields by fostering the development families, as well as young and older of 68 new rooms and upgrade couples to visit the region. 202 rooms (from 3 to 4-star) by 2025. Quality and experiential • Continue to embrace the growing accommodation of scale is needed caravan and camping market as well across the region’s winery and coastal as sports tourism, group touring and communities. cruise ship visitation. • Prioritise the enhancement of infrastructure around the region’s nature-based assets. • Improve ongoing maintenance of key coastal infrastructure (jetties and boat ramps). The Naracoorte caves is South Australia’s only World Heritage site.
54 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Limestone Coast
Collaboration • Address the shortage of tourism workers especially seasonal workers • Borderless collaboration with and event volunteers. operators, councils and regions is required across the Melbourne to • Improve industry capability to cater Adelaide touring route (Southern to the emerging international self- Ocean Drive) to cross-promote and drive visitor market. package existing experiences. • Support operators to list on the • Continue to evolve visitor servicing Australian Tourism Data Warehouse. by providing excellent face to face and digital solutions to match changing visitor needs. Leisure and business events • Leverage the Limestone Coast Wine • Identify gaps and seek opportunities Trails website to encourage improved to host events that complement the collaboration throughout the region regional calendar and brand. and into neighbouring Victoria. • Strengthen the coordination and promotion of small-scale events Industry capability in region (Coonawarra Cabernet Celebrations, Generations in Jazz, • Raise industry capability in digital Robe Home-Brew Festival, Bay With its spectacular marketing, customer service and Escape, Mega Fest, Diesel and Dirt.) natural wonders, the understanding tourism distribution • Capitalise on pre and post event Limestone Coast is a systems. visitors from larger events taking perfect holiday spot for families touring the • Use the region’s network of 24 place in Adelaide and Melbourne. Southern Ocean Drive. industry associations to train and • Refresh existing events to meet educate operators. changing consumer expectations. • Improve event capability via regional • Build a regional proposition to attract event development workshops. corporate and business travellers and establish a regional business bureau.
PARTNERS
The key stakeholders are the Limestone Coast Local Government Association and its member councils, the region’s local tourism associations , Regional Development Australia Limestone Coast and South Australian Tourism Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 55 ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
Uk, GeRmAnY, Fleurieu Nz, Peninsula
Uk, Flinders GeRmAnY, Nz, Ranges and Outback South Australia Regional Visitors Strategy targets 2020- 2025
Us, ItAlY, Kangaroo GeRmAnY, FrAnCe, Island ChInA 3 millio 0 millio million 3 millio $16 n $19 n $93 $26 n
70 millio 35 millio 0 millio 00 milli $1 n $2 n $9 n $4 on
Uk, GeRmAnY, Limestone Nz, $283m $291m $132m $397m Murray2025 River, Lakes2025 & Coorong2025 Coast 2025 D 9 D 9 D 9 D 9 ec 1 ec 1 e 01 e 01 ember 20 ember 20 cember 2 cember 2 De 7 De 7 De 7 De 7 cember 201 cember 201 cember 201Murray, cember 201 Lakes and Coorong
VISITOR SPEND21 million VISITORS23 million 425 millio 37 million EuRoPe, $3 $1 $ n $4 Nz, Us Riverland m m m 69 illio 41 million 59 illio 93 illio $192 million$3 n $1 VISITS EXPENDITURE$4 n $4 n Day trips 976,000 $79m $479m $199m $638m $643m EMPLOYMENT IN REGION Overnight 368,000 $113m 2025 2025 2025 Yorke 2025 1300 direct + 500 indirect OVERNIGHT SPLIT Peninsula D 19 1 in 13 D 9 D 9 D 9 e 0 e 01 e 01 e 01 cember 2 jobs cInternationalember 2 10,000 $6mcember 2 cember 2 1800D jobs supported D D D ec 17 ecInterstate 17 78,000 e$30mc 17 ec 17 ember 20 by the ember 20 ember 20 ember 20 tourism Intrastate 280,000 $77m industry POTENTIAL OCCUPANCY AND RATES 5 millio 3 millio 8 millio $14 n $17 n $19 n MURRAY RIVER, LAKES REGIONAL 92 millio 83 millio AND COORONG AVERAGE20 millio $1 n $1 n $2 n Occupancy 54% 51% RevPAR (average $196m $247m $58 $289m$76 yield of a hotel room) 2025 2025 2025 19 19 19 De 0 De 0 De 0 cember 2 cember 2 308 tourism businesses cember 2 D D 212 businesses listed on AustralianD ec 17 ec 17 ec 17 ember 20 ember 20 Tourism Data Warehouse (ATDW)ember 20
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19
56 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Murray River, Lakes and Coorong priorities
The region’s priorities are to grow visitor spend from intrastate day trips as well as increase overnight visits from interstate, intrastate and a small international base. As the region is predominantly a self-drive visitor market, leveraging existing touring routes and promoting and developing events and tourism experiences that reflect the region’s uniqueness will be key.
Marketing Experience and supply • Strengthen the region’s position development as a vibrant destination with a • Use the region’s new and emerging diverse range of experiences on offer hero products (The Bridgeport Hotel, including nature and water-based the Bend Motorsport Park, Monarto experiences. Safari Park and River Murray International Dark Sky Reserve) to • Increase the region’s digital marketing develop complementary experiences. and leads to operators and ensure alignment with South Australian • Develop new and enhance existing Tourism Commission’s digital Aboriginal and agritourism experiences. The first paddle steamer strategy. on the Murray River was • Develop new on-water experiences the Mary Ann in 1853. • Maximise the region’s promotions and improve river infrastructure to the self-drive and boating tourism including navigational aids, moorings, markets. boat washing facilities and other visitor amenities. • Leverage the regions emerging and hero experiences including the • Create new signature nature-based Murray Coorong Trail, River Murray visitor experiences at the Lower Lakes International Dark Sky Reserve, and northern ends of the region. Monarto Safari Park and The Bend Motorsport Park’s all-year program. • Develop complementary nature- based operator experiences to support • Continue to promote and grow the Murray Coorong Trail. caravan and camping visitors to the region. • Foster the development of 26 new rooms and the upgrade of 66 rooms • Increase the promotion of the highly (from 3 to 4-star) by 2025. Encourage appealing and rejuvenated river shack experiential accommodation across and houseboat experience. the region. This includes houseboats, river shacks, camping, glamping, and • Boost the promotion of heritage and star-rated accommodation. cultural tourism experiences in the region. • Encourage investment in caravan parks to upgrade and include more • Educate visitors on their contribution cabins and family-friendly amenities. to sustainable tourism including respect for culture, community, and • Develop new infrastructure and the environment. accommodation around the River Murray International Dark Sky Reserve.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 57 Collaboration Industry capability • Collaborate with the region’s five • Raise industry capability in the neighbours on the Southern Ocean areas of digital marketing, online Drive and Mighty Murray Way bookings and distribution, business touring routes to package and better management, hospitality, customer promote tourism products across service and virtual tourism. borders. • Increase operator take-up of free • Encourage the region’s Visitor Australian Tourism Data Warehouse Information Centres and outlets listings. to expand their role as accessible touchpoints with exceptional service • Attract more skilled tourism workers for visitors. into the region. • Seek ways to calculate traffic flows and visitation to the region to assist Leisure and business events planning and business cases for • Address visitor seasonality by working investment. with the region’s strong calendar of • Work with regional operators that are events and expand seasonal fringe members of the Adelaide Convention opportunities. Bureau and promote the region as • Explore the opportunity to grow a pre-and post-convention touring corporate and business events opportunity. utilising existing operators’ facilities. • Leverage private and public sector • Create aligned events across the support for regional research studies. region (e.g. The Bend and Monarto • Embrace more Aboriginal storytelling Safari Park) to drive greater reasons as part of the regions marketing to visit and stay overnight. messaging and experiences. • Support recreational local and/or The Coorong is state sporting events. recognised under the Ramsar Convention as a wetland of international importance.
PARTNERS The key stakeholders are the Murray River, Lakes and Coorong Tourism Alliance; Regional Development Australia Murraylands and Riverland ; partner councils the Rural City of Murray Bridge, Mid-Murray Council, Coorong District Council, Alexandrina Council, District Council of Karoonda East Murray and Southern Mallee District Council; and South Australian Tourism Commission.
58 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
Uk, GeRmAnY, Fleurieu Nz, Peninsula
Uk, Flinders GeRmAnY, Nz, Ranges and Outback
Us, ItAlY, Kangaroo GeRmAnY, FrAnCe, Island ChInA South Australia Regional Visitors Strategy targets 2020- 2025
Uk, GeRmAnY, Limestone 3 millio Nz, 0 millio million 3 millio $16 n $19 n $93 $26 n Coast
70 millio 35 millio 0 millio 00 milli $1 n $2 n $9 n $4 on
$283m $291m $132m $397m Murray, Lakes 2025 Riverland2025 2025 2025 and Coorong D 9 D 9 D 9 D 9 ec 1 ec 1 e 01 e 01 ember 20 ember 20 cember 2 cember 2 De 7 De 7 De 7 De 7 ce 201 EuRoPe, ce 201 ce 201 ce 201 mber Nz, Us mber mber mber Riverland
1 millio 3 millio 25 milli 7 millio $32 n VISITOR SPEND$12 n $4 VISITORSon $43 n Yorke Peninsula 69 millio 41 millio 59 millio 93 millio $3 n $183 million$1 n $4 n VISITS EXPENDITURE$4 n Day trips 383,000 $35m $479m $199m $638m $643m EMPLOYMENT IN REGION Overnight 415,000 $147m 2025 2025 2025 2025 1100 direct + 500 indirect = OVERNIGHT SPLIT D 19 D 9 1 in 15 D 9 D 9 e 0 e 01 e 01 e 01 cember 2 cember 2 jobs cemInternationalber 2 9,000 ce$7mmber 2 D 1600D jobs supported D D ec 017 ec 017 ec Interstate017 92,000 ec $47m 017 ember 2 ember 2 by the ember 2 ember 2 tourism Intrastate 313,000 $93m industry POTENTIAL
OCCUPANCY AND RATES 5 millio 3 millio 8 millio $14 n $17 n $19 n REGIONAL 92 millio 83 millio 20 millio RIVERLAND $1 n $1 n $2 n AVERAGE Occupancy 44% 51% $196m $247m $289mRevPAR (average $48 $76 2025 2025 2025yield of a hotel room) 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 348 tourism businesses 210 businesses listed on Australian De 7 De 7 De 7 cember 201 cember 201 cember 201 Tourism Data Warehouse (ATDW)
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 59 Riverland priorities
The priority for the Riverland is to increase visitation and length of stay from Adelaide as well as key interstate and international markets. A focus on all parts of the visitor mix are required: increased collaboration, growing events, creating new visitor experiences, and supporting operators.
Marketing Experience and supply • Based on the Riverland Tourism development Plan, promote the region’s emerging • Extend the range of family-friendly and core strengths around nature- soft adventure, water, and nature- based tourism experiences, food, based activities in the region. wine, local producers, and unique accommodation. • Build on the region’s growing food and beverage reputation by • Maximise the region’s drive tourism developing more products and appeal from intrastate and interstate experiences in this space. visitors and continue to focus on growing future visitors from New • Upgrade and develop 40 new Zealand, UK/Europe and North rooms across experiential eco- America with inspiring itineraries and friendly accommodation such as greater depth of content about the houseboats, caravan parks and luxury region’s offerings. offerings. Build upon the region’s low accommodation yield by upgrading • Align the region’s digital efforts 69 rooms (from 3 to 4 star) by 2025. with South Australian Tourism Commission’s digital marketing to • Improve signage outside of major drive more operator leads. towns that are located on the edge of the highways and interpretive signage • Increase alignment and collaboration within the region. of regional, council and town level marketing activities for greater impact, • Develop more infrastructure to including the use of expanded visitor support nature-based tourism in the itineraries to encourage longer stays region’s national parks. and visitor spend. • Maintain river infrastructure for • Use repeat visitors and the Riverland newer houseboats including the Ambassador Program to champion slipway. storytelling and information about the region to encourage visitation from family and friends.
The Riverland is home to the oldest known Indigenous site: a midden of mussel shells that is at least 29,000 years old.
60 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Riverland
Collaboration • Provide support to small operators as they build their tourism business. • Use the Mighty Murray Way touring route for marketing and collaboration • Encourage more operators to become across the two South Australian bookable online and listed on the free river regions. Encourage operators, Australian Tourism Data Warehouse associations, and councils to work directory. together to package experiences and • Work on attracting more skilled itineraries that meet visitor’s needs. tourism workers to the region. • Encourage collaboration between the region’s Visitor Information Centres and outlets to adapt to changing Leisure and business events visitor information servicing needs • Focus on growing existing consumer across both digital and face to face events (e.g. Riverland Wine and Food channels to drive greater spend and Festival) to drive greater spend in length of stay in the region. the region. • Support a strategy with other states • Coordinate local council event to promote the Murray River as a resources better and improve impact, national and international icon. timing, and greater visitor awareness • Connect, collaborate, and embrace of the entire region’s event program. more Aboriginal storytelling as part • Encourage use of the Riverland event of the regions marketing messaging management system by industry. The Renmark Hotel was and experiences. the first community hotel • Explore the potential to grow business in the British Empire, events using existing facilities to boost established in 1897. Industry capability mid-week and low season visitation. • Raise industry capability in digital marketing, customer service, food and beverage delivery and use of local produce, and writing grant applications.
PARTNERS The key stakeholders are Destination Riverland; its partner councils Berri Barmera Council, Loxton Waikerie Council, Renmark Paringa Council and Mid-Murray Council; Regional Development Australia Murraylands Riverland; Riverland Wine Association and South Australian Tourism Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 61 ChInA, Uk, GeRmAnY Nz Adelaide Hills
ChInA, Uk, GeRmAnY, Nz, UsA Barossa
Uk, GeRmAnY, Nz Clare Valley
Uk, GeRmAnY, Nz, Eyre Peninsula
Uk, GeRmAnY, Fleurieu Nz, Peninsula
Uk, Flinders GeRmAnY, Nz, Ranges and Outback
Us, ItAlY, Kangaroo GeRmAnY, FrAnCe, Island ChInA
Uk, GeRmAnY, Limestone Nz, Coast South Australia Regional Visitors Strategy targets 2020- 2025
Murray, 3 millio 0 millio million 3 millio $16 n $19 n $93 $26 n Lakes and Coorong 70 millio 35 millio 0 millio 00 milli $1 n $2 n $9 n $4 on
$283m $291m EuRoPe, $132m $397m Nz, Us Riverland 2025 2025 Yorke2025 Peninsula2025 D 9 D 9 D 9 D 9 ec 1 ec 1 e 01 e 01 ember 20 ember 20 cember 2 cember 2 D D D D ec 017 ec 017 ec 017 ec 017 ember 2 ember 2 ember 2 ember 2 Yorke Peninsula
1 millio 3 millio 25 milli 7 millio $32 n $12 n VISITOR SPEND$4 on $43VISITORSn mi mil m mi 369 llio 141 lion 459 illio 493 llio $ n $ $220million$ n $ n VISITS EXPENDITURE $479m $199m $638m $643mDay trips 727,000 $58m Overnight 565,000 $162m 2025 2025 EMPLOYMENT IN2025 REGION 2025 1400 direct + 600 indirect = OVERNIGHT SPLIT D 19 D 9 D 9 1 in 11 D 9 e 0 e 01 e 01 e 01 cember 2 cember 2 cember 2 jobs ceInternationalmber 2 8,000 $4m D D 2000D jobs supported D ec 017 ec 017 ec 017 ec Interstate017 63,000 $21m ember 2 ember 2 ember 2 by the ember 2 tourism Intrastate 494,000 $138m industry POTENTIAL
OCCUPANCY AND RATES 5 millio 3 millio 8 millio $14 n $17 n $19 n YORKE REGIONAL 92 millio 83 millio 20 millio $1 n $1 n $2 n PENINSULA AVERAGE Occupancy 38% 51% $196m $247m $289m RevPAR (average $40 $76 2025 2025 2025 yield of a hotel room) 19 19 19 De 0 De 0 De 0 cember 2 cember 2 cember 2 428 tourism businesses 697 businesses listed on Australian De 7 De 7 De 7 cember 201 cember 201 cember 201 Tourism Data Warehouse (ATDW)
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2019, STR Global, Australian Tourism Data Warehouse, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2018-19
62 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY Yorke Peninsula priorities
Yorke Peninsula’s priority is to increase visitor expenditure and dispersal from intrastate and interstate self-drive markets. Developing new and promoting existing experiences that showcase the region’s coastal lifestyle, wildlife and nature will be key.
Marketing Experience and supply development • Create awareness of Yorke Peninsula’s accessibility, open space, and • Encourage new operator experiences coastal landscapes with a focus on around potential gamechanger projects nature, wildlife, aquatic, Aboriginal, including Dhilba Guuranda-Innes agritourism, art and heritage National Park, Marna Banggara, experiences. Windara Reef, Walk the Yorke and Walk the Yorke provides Moonta Mines National Heritage more than 500 kilometres of continuous walking • Target the intrastate and interstate Area. drive markets via the Coastal Way and cycling trails from touring route and other drive • Create additional experiences Port Wakefield to itineraries. and increase online bookable and Moonta Bay commissionable products for the • Communicate the region’s interstate and cruise markets. coastal lifestyle, vast variety of accommodation options, wildlife, • Increase dining options that celebrate produce and events to encourage and showcase seafood experiences greater interstate visitation and cross- and regional produce. regional exploration. • Generate greater awareness and • Align the region’s digital efforts bookings for regional operators with the South Australian Tourism through the distribution system. Commission’s digital marketing strategy and drive operator leads • Develop 32 new rooms around high- primarily through the Australian quality experiential accommodation Tourism Data Warehouse. and aim to upgrade 62 rooms (from 3 to 4 star) by 2025.
• Upgrade the accommodation options within the region’s strong network of caravan parks. • Maintain key coastal infrastructure such as jetties and boat ramps. • Improve digital connectivity across the region.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY | REGIONAL RESPONSE PRIORITIES 63 Collaboration Leisure and business events • Evolve visitor information networks • Generate greater awareness of the to meet changing visitor needs, drive region’s calendar of events especially greater dispersal and spend. during low season. • Cluster operator experiences for • Promote new events and continue marketing and travel trade purposes. to build the appeal of the region’s Educate the industry on the benefits signature events (e.g. Kernewek of packaging and collaboration. Lowender, Yorke Peninsula Saltwater Classic, Yorke’s Classic, Yorke • Activate the Coastal Way touring Peninsula Field Days and Seafood on route to showcase a variety of local Spencer). experiences and encourage dispersal and increased spend from repeat • Encourage longer stays from event visitors. visitors by showcasing the diversity of experiences on offer. • Rally local ambassadors and the community to promote the region to • Grow mass participation events using their families, friends, and networks. the region’s strong sporting facilities. • Create new leisure events and drive Industry capability new business events across the region. • Raise industry capability across customer service and consistent standards of delivery, including opening hours. • Attract, retain, and foster staff development to encourage a career in local tourism and hospitality. Moonta Mines National Heritage Area is amongst • Advocate for funding opportunities the most significant in for the tourism industry on Yorke Australia, illustrating the Peninsula. early mining mostly by Cornish immigrants.
PARTNERS The key stakeholders are Yorke Peninsula Tourism; its funding partners, the Copper Coast, Yorke Peninsula and Barunga West Councils; Regional Development Australia Yorke and Mid North, Landscape South Australia Northern and Yorke, and South Australian Tourism Commission.
64 REGIONAL RESPONSE PRIORITIES | SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY SA
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