South Australia Tourism Policy Planning: 2003–2020 Strategy

Introduction

Tourism is an emerging and outstanding social and economic driver of the present age. However, major obstacles and opportunities facing the sector still demand a universal sense of commitment and proper strategic awareness. To fully utilize the existing opportunities and the mutual gains that tourism brings to Australia, the sector and its various partners must demonstrate a commitment to strategic planning.

Currently, tourism is a vital driving force of South Australia's economy. Up to December 2013, 5.6 million overnight visitors across 18,000 businesses in the tourist sector spent $5.1 billion, accounting for 31,000 direct employment opportunities for South Australians. This makes tourism critically important to the state's regional economies, as it accounts for 44% of tourism spending even though only 23% of South Australians live in the state's regions.

As South Australia transitions from its traditional manufacturing base into a variety of new industries, tourism is positioned to play an important role. South Australia is not alone in identifying tourism as a significant future economic driver. A study titled "Building the Lucky Country" carried out by Deloitte indicated that tourism is among the fastest-growing industries that will drive Australia's post-mining economic boom. Analysis by BDA Marketing Planning indicates the South Australian tourism industry is capable of achieving above-average growth, with a potential of $8.0 billion by December 2020, requiring competitive gains in market share across all aspects of the tourism industry. The plan discussed in this paper focuses primarily on achieving that $8.0 billion potential, while also examining how sustainable such growth can be and offering recommendations on adopting the best sustainability strategy possible.

The Historical Context of the Present Plan

In a series of joint government and tourism industry plans providing a shared vision, clear direction, and sound basis for growth and sustainability dating back to 1981, the South Australian Tourism Plan 2003–2008 represents the fifth such plan. Within the framework of sustaining tourism, that plan targets four major objectives to enable the sector's ambitious growth figures to be achieved.

Those goals include: developing credible products and destinations; excelling in marketing; strategically aligning tourism policy, investment, and development; and building a stable, profitable, and professional industry. Despite facing many obstacles, the plan uses branding and positioning of value-added products and services to gain a foothold in both international and domestic markets. The obstacles include sustainability, industry cohesion, air links, visitor attraction, equitable spread of gains, accommodation standards, low industry benchmarks, workforce skills, infrastructure, technology, policy, access, investment, and risk management (South Australian Tourism Commission, 2003).

Apart from increasing visitor numbers, length of stay, and per-visit expenditure, the South Australian Tourism Plan 2009–2014 aimed to "increase visitor expenditure in South Australia's tourism industry from $3.7 billion in 2002 to $6.3 billion by 2014." Key elements such as target-setting, identifying primary target markets, formulating a mission statement, and developing a communication strategy were all included in the planning process. To achieve this, it was necessary to confront and interpret the complex issues affecting South Australian tourism. Priorities addressed by the plan included developing new signature experiences, improving distribution channels, improving air access, fostering a positive policy environment, building industry capacity, and delivering impactful communication. The plan also identified the adoption of a whole-of-government approach to tourism and broader partnerships with stakeholders and the private sector as critical success factors. To deliver new tourism experiences consistently and clearly, the plan emphasized case management, funding, research, policy, and stakeholder relationships.

The South Australian Tourism Commission Plan 2012–14 aimed to work with industry to spur growth by delivering events and development programs so that tourism spending in South Australia could reach the $8 billion potential by December 2020. The plan envisioned three broad markets: select international markets, intrastate, and interstate. Focus areas included increasing Adelaide's profile as a world-class city offering varied experiences, international marketing, improving air access, interstate marketing, enhanced food and wine experiences, and expanding South Australia's tourism reach through online channels.

The three principles underpinning this plan are communication, connection, and capability. The principle of connection involves linking with stakeholders across the industry and representative agencies, as well as state, federal, and local government, consumers, and commercial partners within SATC, working across multiple units to consistently deliver projects. The principle of communication entails engaging with industry, potential tourism investors, consumers, government at all levels, media, and internal SATC stakeholders. The principle of capability entails building the industry's capacity to deliver and market a world-class experience, enabling SATC to concentrate on projects that contribute to tourism growth, and developing its people (South Australian Tourism Commission Plan 2012–14).

The proposed South Australian Tourism Plan 2015–2020 is the seventh such plan for South Australia and builds directly on the 2009–2014 plan. Certain elements captured in the earlier plan are already in progress, making it possible to sustain the momentum and gains achieved. The new plan therefore continues the important priority steps of 2009–2014, emphasizing the work accomplished so far and focusing on what is still needed to attain the set goals. For example, "better communication of the best of what the targeted audience wishes to buy" remains an ongoing theme. The plan was jointly developed by businesses, government, industry stakeholders, and South Australia's regions through wide consultation involving over 400 individuals.

The Context of Planning

Crucially, all stakeholders must work together by acknowledging the diverse range of visitors to South Australia — including those seeking exceptional holiday adventures, those visiting friends and family, business travelers, convention and meeting attendees, students, and event visitors. While not diminishing the importance of intrastate and international visitors, the plan also recognizes the value of domestic markets. All four visitor groups are covered. The plan also notes that while certain markets will drive market-share growth through higher spending and increased visits, existing markets still require support and maintenance. Recognizing that SATC should focus its efforts on priority tasks rather than spreading resources too thinly provides the right context for the plan in an evolving economic environment.

Tourism 2020 represents an unprecedented degree of cooperation between Australian state and territory governments and industry in tackling challenges to industry progress. The initiative involves whole-of-government and whole-of-industry efforts to improve the productive capacity of the sector. It aims to create a policy framework that will encourage industry growth, equip industry to compete effectively in the global economy, and capitalize on the opportunities presented by Asia. As a result, the National Long-Term Tourism Strategy was inaugurated in December 2009, followed by the 2020 Tourism Industry Potential framework in November 2010. The National Long-Term Tourism Strategy has since been upgraded and refined to align with the 2020 Tourism Industry Potential. Australia is differentiated from other destinations by a range of assets including the indigenous cultures and heritage of Aboriginal peoples, tolerance and friendliness, cultural diversity, nature-based tourism, unique landscapes, and vibrant cities and regions. For a thriving and successful tourism industry, however, more than these assets alone is required (Tourism 2020).

The South Australian Tourism Plan 2003–2008 concentrates on two major goals: increasing and improving the state's authentic experiences, and productively marketing the state. To achieve these goals, the plan proposed criteria such as developing a balanced calendar of activities and events, adding value to the state's natural assets, improving the food and wine experience, and enhancing a collective coastal visitor experience.

The South Australian Tourism Plan 2009–2014 focuses on four major strategic pillars — communication, leveraging, development, and activation — across thirteen sub-categories, each supported by a clear rationale and specific actions designed to achieve meaningful sector growth. Prominent performance measures were put in place to maintain focus and enable routine progress monitoring. Partnerships were assigned prominent and essential roles in delivery. The South Australian Tourism Commission Plan 2012–14 treats events as a means of attracting visitors and generating extensive national and international media coverage for South Australia. The plan also concentrates on improving relationships with all airlines serving Adelaide and encouraging new carriers to achieve increased domestic and international seat capacity.

The South Australian Tourism Plan 2015–2020 identifies concrete actions that can stimulate growth, noting the importance of consumer-based engagement in decision-making. It maintains that this approach will influence thinking and attitudes across the sector, increasing returns in every area of the industry and drawing in more investment grounded in real opportunities and evidence. Leadership from both industry and government will be essential to sustaining progressive effort and focused attention on all priority areas. Through consultation, five Priority Action Areas have been identified: strengthening working relationships, supporting existing assets, promoting and recognizing the value of tourism, increasing demand, and using events to boost visitation. Consultations consistently highlighted that investing in infrastructure and reducing the cost of doing business would also significantly improve outcomes. The focus of the South Australian Tourism Plan 2015–2020 is therefore firmly in continuity with its predecessors.

Conclusion

Clearly indicated across the tourism plans reviewed are matters pertaining to policy, development, and planning spanning the South Australian Tourism Plan 2003–2008 through to the Draft South Australian Tourism Plan 2015–2020. One consistent objective across all of these plans is to move South Australia toward the 2020 target of $8.0 billion in visitor expenditure. The original plans serve as an important anchor for formulating each successive plan for the industry, ensuring continuity of purpose even as strategies are refined to reflect changing economic conditions and market opportunities.

South Australia's Strategic Plan. Available at:

South Australian Tourism Commission (2003). South Australian Tourism Plan 2003–2008.

South Australian Tourism Commission (2012). South Australian Tourism Commission Plan 2012–14.

South Australian Tourism Commission (2014). South Australian Tourism Plan 2015–2020.

Tourism 2020. National Long-Term Tourism Strategy and 2020 Tourism Industry Potential.