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CORPORATE PLAN 2017 to 2021 - tourism.australia.com - Tourism Australia

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<strong>Corporate</strong> <strong>Plan</strong>2012-15

ContentsIntroduction 4Our role, objectives and deliverables 7<strong>Tourism</strong> 2020 8Our operating environment 10Achieving our objectives 15Measuring our performance 20Where to find us 22Board of Directors and Executive Leadership Team 23Kangaroo Island, South <strong>Australia</strong>2 <strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015

A Messagefrom the MinisterAs I’ve said many times before and make no apologies for reiterating here,tourism plays a pivotal business role in the <strong>Australia</strong>n economy.As well as employing around 500,000 <strong>Australia</strong>ns, the industry generatesA$94 billion a year in spending which, as a sector, translates into A$71.7billion direct and indirect contribution to GDP and makes tourism<strong>Australia</strong>’s largest services export.For every dollar spent on <strong>Australia</strong>n tourism a further 91 cents isgenerated in other parts of the economy, a multiplier effect whichsurpasses mining, agriculture and financial services.And the economic benefits of tourism are not restricted to our gatewaycities. Regional <strong>Australia</strong> is a huge beneficiary of a strong tourism sector,with 45 cents in every tourist dollar spent outside capital cities.But for <strong>Australia</strong>n tourism to continue to play a significant role, theindustry needs to be more competitive. Over the past decade, ourinternational competitiveness has failed to keep pace with global tourismand as a result our market share has declined.<strong>Tourism</strong> 2020 is the <strong>Australia</strong>n government’s strategy, supported byindustry, for redressing this situation and helps underpin <strong>Tourism</strong><strong>Australia</strong>’s 2012-15 <strong>Corporate</strong> <strong>Plan</strong>.It is our response to ongoing challenges such as the strong <strong>Australia</strong>ndollar, labour and skills shortages and the increasing competition fromlower cost destinations to inspire repeat or first time visitors to travel to<strong>Australia</strong>. It is also a blueprint for taking advantage of some of the excitingnew opportunities being created through the fast growing economies ofAsia and the online digital revolution.<strong>Tourism</strong> 2020 consolidates existing work, research and collaborationbetween industry, and federal and state governments into a singleplan which links tourism supply and demand issues by integrating theNational Long Term <strong>Tourism</strong> Strategy (NLTTS) and the growth aspirationsof the 2020 <strong>Tourism</strong> Industry Potential – to increase overnight tourismspend to up to A$140 billion in the year 2020.<strong>Tourism</strong> <strong>Australia</strong> markets <strong>Australia</strong> both internationally and domesticallyand deploys its resources and focuses its efforts where the future lies.This is unquestionably in Asia. The time for Asia is now, something theGovernment has recognised with its current work on the <strong>Australia</strong> in theAsian Century White Paper.To advance <strong>Tourism</strong> 2020, I have expanded <strong>Tourism</strong> <strong>Australia</strong>’s remit toinclude working with other <strong>Australia</strong>n Government departments andagencies to facilitate <strong>Australia</strong>n tourism investment opportunities andsupport establishment of additional sustainable air services.This <strong>Corporate</strong> <strong>Plan</strong> provides detail on how <strong>Tourism</strong> <strong>Australia</strong> will buildthe foundations and platforms to deliver on the <strong>Tourism</strong> 2020 longterm strategy.Martin Ferguson AM MPMinister for <strong>Tourism</strong>

IntroductionA Message from the Managing DirectorMany of the headwinds <strong>Australia</strong>n tourism facedin 2011, including global economic uncertainty,a strong <strong>Australia</strong>n dollar and ever increasingcompetition, haven’t gone away. And yet, 2012promises to be a year of opportunity, somethingwhich is reflected within <strong>Tourism</strong> <strong>Australia</strong>’s 2012-15 <strong>Corporate</strong> <strong>Plan</strong>.<strong>Australia</strong>n tourism continues to grow and ourcountry remains a highly desirable place to visit.The task for the next three years is convertingthis enduring appeal into increased visitation,dispersal and spending.Our goal remains the same, to support <strong>Tourism</strong>2020 to increase overnight tourism expenditureto up to A$140 billion in the year 2020. We willdo this by focusing our efforts on the best growthopportunities and having a competitive mindset- understanding and maximizing our competitiveadvantage. In 2012 and beyond our opportunitiesundoubtedly lie in our ‘near world’ Asian markets -headed by China, India, Malaysia, Singapore,and Indonesia in addition to sustained growthfrom New Zealand.Not surprisingly, China, <strong>Australia</strong>’s fastest growingand highest international spending market,remains a priority international market. <strong>Tourism</strong><strong>Australia</strong> will spend significant marketing dollarson promoting <strong>Australia</strong> to China, in partnershipwith the <strong>Australia</strong>n industry, including key airlines,the Chinese travel trade and online distribution.A big part of our effort in 2012 will be launchingthe latest phase of our global marketingcampaign, There’s Nothing Like <strong>Australia</strong>. We areevolving the campaign which is resonating wellinternationally and domestically and helpingto drive visitation from <strong>Australia</strong>’s key targetmarkets, notably Asia.The new creative will take it a step further,focusing on quality by highlighting the bestattractions, experiences and product <strong>Australia</strong>has to offer.As with the first phase of There’s Nothing Like<strong>Australia</strong>, the creative will be multi-faceted,with a strong digital, social media and advocacyfocus - the main place where travellers researchtheir holidays and where they share theirholiday stories.But building tourism is not just about greatmarketing. It’s also about addressing some ofthe ongoing issues which prevent our industryrealising its full potential.Our three year <strong>Corporate</strong> <strong>Plan</strong> also reflects a shiftin <strong>Tourism</strong> <strong>Australia</strong>’s remit to include supply-sideissues, specifically relating to further growth inaviation access and tourism investment attraction.Our new role in investment attraction, workingalongside Austrade, the industry and all levels ofgovernment, will give investors more opportunityto invest in <strong>Australia</strong>n tourism product and helpus create a more appealing <strong>Australia</strong> of tomorrow.There’s much more to be done. Collaborationwith state and territory tourism organisationswill be integral to success as we talk more asone voice to reach the international consumer,as will continued work with the industry and alllevels of government. State and territory tourismorganisations were consulted in the developmentof this plan and we look forward to workingmore closely and in partnership on a number ofinitiatives particularly in Asia, throughout 2012and beyond.Andrew McEvoyManaging Director

West Kimberley, Western <strong>Australia</strong>

<strong>Tourism</strong> <strong>Australia</strong>’s role in international marketsis to work with partners to promote a compellingtourism destination brand and encourage morepeople to visit <strong>Australia</strong>, growing market share,spend and numbers of long haul visitorsMelbourne, Victoria

Our role, objectivesand deliverablesOur role<strong>Tourism</strong> <strong>Australia</strong> is a statutory authority responsible forpromoting <strong>Australia</strong> as a tourist destination internationally aswell as encouraging <strong>Australia</strong>ns to travel throughout <strong>Australia</strong>. Itis governed by a Board of Directors that reports to the <strong>Australia</strong>nMinister for <strong>Tourism</strong>, under the <strong>Tourism</strong> <strong>Australia</strong> Act 2004 andthe Commonwealth Authorities and Companies Act 1997 1 and isdirected by the Minister’s Statement of Expectations.As <strong>Australia</strong>’s National <strong>Tourism</strong> Organisation (NTO),<strong>Tourism</strong> <strong>Australia</strong>’s role is to grow demand for both leisuretourism (international and domestic) and business events(international) and support the <strong>Australia</strong>n tourism industryto increase visits, dispersal and economic value.The Hon. Martin Ferguson AM MP is the Minister for Resourcesand Energy and the Minister for <strong>Tourism</strong>. He is responsible forimproving the strength, competitiveness and sustainability of<strong>Australia</strong>n tourism as part of a broader portfolio which alsoincludes resources and energy. Together these sectors are keydrivers of economic growth underpinning the competitivenessof <strong>Australia</strong> 2 .<strong>Tourism</strong> <strong>Australia</strong> and its predecessor, the <strong>Australia</strong>n TouristCommission, has been vigorously marketing <strong>Australia</strong>internationally as a tourist destination since 1967. During thisperiod <strong>Australia</strong> has established a reputation as an innovatorin tourism marketing and has built one of the world’s mostsuccessful and desirable destination brands.Our objectives<strong>Tourism</strong> <strong>Australia</strong> will work with industry and all levels ofgovernment across <strong>Australia</strong> to maximise the economiccontribution of <strong>Australia</strong>’s tourism industry. The industry has setitself a target to increase overnight tourism expenditure to upto A$140 billion in the year 2020. To help achieve this target,<strong>Tourism</strong> <strong>Australia</strong> is focused on:> > Growth in leisure and business events visitors> > Continued improvements in visitor value(spend per trip / spend per night)> > Gaining market share> > Supporting supply side issues(investment and aviation).Our deliverablesLegislative deliverablesUnder the <strong>Tourism</strong> <strong>Australia</strong> Act 2004 <strong>Tourism</strong> <strong>Australia</strong> is taskedwith several key deliverables:> > To influence people to travel to <strong>Australia</strong>, including for events> > To influence people travelling to <strong>Australia</strong> to disperse andtravel throughout <strong>Australia</strong>> > To influence <strong>Australia</strong>ns to travel throughout <strong>Australia</strong>,including for events> > To help foster a sustainable tourism industry in <strong>Australia</strong>; and> > To help increase the economic benefits to <strong>Australia</strong>from tourism.2012-15 priorities<strong>Tourism</strong> <strong>Australia</strong>’s priorities for 2012-15 are as directed by theMinister for <strong>Tourism</strong> in the Minister’s Statement of Expectations for<strong>Tourism</strong> <strong>Australia</strong> (2011):> > Perform objectives and functions as defined in the <strong>Tourism</strong><strong>Australia</strong> Act 2004> > Ensure that the National Long-Term <strong>Tourism</strong> Strategy andthe 2020 <strong>Tourism</strong> Industry Potential are core priorities for<strong>Tourism</strong> <strong>Australia</strong> 3> > Market <strong>Australia</strong> to international and domestic markets as aleisure tourism and events destination, and to internationalmarkets as a business events and education destination> > Engage support of industry partners in domestic andinternational co-operative marketing campaigns, and ensuremaximum state and territory government and private sectorinvestment> > Work towards improving quality within the <strong>Australia</strong>n tourismindustry, including through the promotion of the National<strong>Tourism</strong> Accreditation framework (T-QUAL)> > Actively engage with key stakeholders to advance the 2020<strong>Tourism</strong> Industry Potential 4 , including working with other<strong>Australia</strong>n Government departments and agencies to facilitate<strong>Australia</strong>n tourism investment opportunities and additionalsustainable air services> > Lead industry communications and disseminate research andother information in cooperation with the <strong>Tourism</strong> ResearchAdvisory Board> > Implement and maintain high standards of corporategovernance across the organisation – meet all legislativerequirements, comply with Commonwealth ProcurementGuidelines and ensure <strong>Tourism</strong> <strong>Australia</strong> has strategies formanaging risk.1 The CAC Act details rules about reporting and accountability and other matters relating to Commonwealth authorities such as banking and investmentand the conduct of officers2Portfolio Budget Statements 2011-12, Resources, Energy and <strong>Tourism</strong> Portfolio (page 3)3Now <strong>Tourism</strong> 20204Now <strong>Tourism</strong> 2020<strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015 7

<strong>Tourism</strong> 2020<strong>Tourism</strong> plays a pivotal business role in the <strong>Australia</strong>n economy.As well as employing around 500,000 people, <strong>Australia</strong>’s tourismindustry generates A$94billion a year in spending which, as asector, translates into A$71.7billion direct and indirect contributionto GDP and makes tourism <strong>Australia</strong>’s largest services export.<strong>Tourism</strong> revenues help fund critical infrastructure such as airports,roads and hotels and play an important role in the economic wellbeing of regional <strong>Australia</strong>, with 46 cents in every tourist dollarspent outside of <strong>Australia</strong>’s capital cities. <strong>Tourism</strong> is also a highlydiverse industry, bringing together almost 280,000 enterprisesincluding accommodation, cafes, tour companies, travel agents,transport companies, retail and education providers. It generatessignificant economic impacts – every dollar spent on tourismgenerates 91 cents in other parts of the economy, a multipliereffect higher than that achieved for mining, agriculture andfinancial services (<strong>Tourism</strong> Research <strong>Australia</strong>, State of IndustryReport 2011).For <strong>Australia</strong>n tourism to continue to play such a significant role,the industry needs to be more competitive. Over the past decade,<strong>Australia</strong>’s international competitiveness has failed to keep pacewith global trends and our market share has declined. During thesame period, domestic tourism performance has been flat with<strong>Australia</strong>ns increasingly choosing to holiday overseas rather than intheir own country.<strong>Tourism</strong> 2020 is the <strong>Australia</strong>n government’s response to ongoingchallenges such as the strong <strong>Australia</strong>n dollar, labour and skillsshortages and increasing competition from lower cost destinationsas well as new tourism opportunities being created through thefast growing economies of Asia and the online digital revolution.Announced by <strong>Tourism</strong> Minister Hon. Martin Ferguson on6 December 2011, the strategy consolidates existing work,research and collaboration between industry, federal and stategovernments into a single plan. It links tourism supply anddemand issues by integrating the National Long Term <strong>Tourism</strong>Strategy (NLTTS) and the growth aspirations of the 2020 <strong>Tourism</strong>Industry Potential.The goal remains consistent – to increase overnight tourismspend to up to A$140billion in the year 2020.It is a whole of government approach which aims to supportindustry growth, provide tools for industry to compete moreeffectively in the global economy and take advantage of theenormous opportunities presented by Asia.Six strategic areas of focus have been identified wheregovernments will work with industry to heighten <strong>Australia</strong>’scompetitive edge and deliver tangible benefits for <strong>Australia</strong>ntourism businesses:> > Growing visitor demand from Asia, particularly Chinaand India> > Building competitive digital capacity to attract more visitorsand enable online transactions> > Encouraging investment development throughregulatory reform> > Improving tourism transport capacity and infrastructure toallow increasing visitors to travel to and through <strong>Australia</strong>> > Addressing labour and skills shortages, including greaterIndigenous participation> > Increasing industry productivity, resilience and quality.<strong>Tourism</strong> 2020 aims to:> > Increase overnight tourism spend –from A$70 billion in 2009 to betweenA$115billion-A$140billion in the year2020> > Hold or grow market sharein key markets> > Increase tourism jobs> > Increase accommodation capacity> > Increase international and domesticaviation capacity> > Improve industry qualityand productivity$150$130$1108 <strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> - Board endorsed, 26 April 2012$Billions, nominal$90$70$50$30TrendPotential1999200020012002200320042005200620072008200920102011201220132014201520162017201820192020

Headed by the <strong>Australia</strong>n government, the stateand territory governments will work closely toensure alignment of their own 2020 plans across alllevels of government.<strong>Tourism</strong> Ministers from the <strong>Australia</strong>n, stateand territory governments will lead theimplementation of <strong>Tourism</strong> 2020, supported bythe <strong>Australia</strong>n Standing Committee of <strong>Tourism</strong>(ASCOT) (Chief Executive Officers of peakgovernment organisations).Further information on <strong>Tourism</strong> 2020 is available atwww.ret.gov.au/tourism.To help achieve <strong>Tourism</strong> 2020, <strong>Tourism</strong> <strong>Australia</strong> hasrefined its organisational structure and strategy toplace greater focus upon the consumer. Its globalmarket strategy remains focused on marketing anddistribution, but now includes more involvement inaviation development and investment attraction.This is a new role, working in collaboration withAustrade, the Department of Resources Energy and<strong>Tourism</strong>, the industry and all levels of government.National Long-Term <strong>Tourism</strong>Strategy &2020 <strong>Tourism</strong>IndustryPotential202020192018LOOKINGBEYOND 20202015 2016 2017GAINING THE MOMENTUM<strong>Tourism</strong>2020Implementation2009–2010 2011 2012 2013 2014Progressingthe Strategic Priorities<strong>Tourism</strong> <strong>Australia</strong> will contribute to each of the strategic areas of focus, including:> > Leading the “grow demand from Asia” strategic area throughdevelopment and leadership of the 2020 China <strong>Plan</strong> and2020 India <strong>Plan</strong> as well as continued marketing of <strong>Australia</strong>as a tourism destination across Asia> > Participation in the Digital Distribution Working Group andNational Online Strategy for <strong>Tourism</strong> to help build competitivedigital capability, as well as an important role in buildingdemand for <strong>Australia</strong>n tourism through digital marketing> > Working with Austrade and the Department of ResourcesEnergy and <strong>Tourism</strong> to attract investment in <strong>Australia</strong>ntourism infrastructure> > Contributing to growth in tourism transport throughinvolvement in the <strong>Tourism</strong> Access Working Group andsupporting existing and developing new routes and capacitythrough partnerships with airlines, airports and State<strong>Tourism</strong> Organisations> > A targeted role in increasing supply of labour, skills andindigenous participation through: membership of the <strong>Tourism</strong>Visa Advisory Group, working closely with the Departmentof Resources, Energy and <strong>Tourism</strong> and the Department ofImmigration and Citizenship on visa issues; and promotingand developing indigenous tourism product> > Building industry resilience, productivity and quality throughactive membership of the Resilience Working Group and<strong>Tourism</strong> Quality Council of <strong>Australia</strong> and marketing theT-QUAL accreditation program.<strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015 9

Our operating environment -<strong>Australia</strong>n <strong>Tourism</strong> Industry OutlookOverviewThis is the ‘Asian century’ and <strong>Australia</strong>’s opportunity in Asia isnow. The region is one of the fastest growing tourism markets inthe world, driven by strong economic growth, a growing urbanand affluent middle class and the largest global aviation marketin the world. China is already <strong>Australia</strong>’s most valuable market infinancial terms and will remain a top priority for the <strong>Australia</strong>ntourism industry during 2012-15.Economic OutlookResearch indicates that outbound tourism from source marketsgrows when there is strong economic growth (and subsequentgrowth in consumer affluence), employment is secure andconsumer confidence is high. A growing aviation sector furtherstimulates outbound travel (BDA <strong>Tourism</strong> Marketing, 2010).World Economic OutlookConsensus Economics forecasts world GDP growth of 2.7 percentin 2012 (December 2011). Forecasts have been revised downwardas a result of continued financial strains from the sovereign debtcrisis in Europe, with predictions that there could be anotherGlobal Financial Crisis-style downturn (IMF, Global Outlook,September 2011; World Bank, Sydney Morning Herald, January2012, Bill Shorten, Sydney Morning Herald, January 2012).While the outlook for the global economy is weak, strength inemerging economies is expected to continue to drive globaleconomic growth, if at a slower pace. This is being led by China.However, it is anticipated that a deterioration in the situation inEurope or the USA would have spill-over effects on the growthperformance of emerging market economies (Treasury, Mid YearEconomic and Fiscal Outlook, November 2011).Outlook for <strong>Australia</strong>’s key international tourismsource marketsLow consumer confidence and uncertain economic performanceare holding consumption down in many advanced economiesincluding key source markets for <strong>Australia</strong> – UK, USA. Recoveryin these markets will remain fragile. The economic and fiscalenvironment continues to worsen in the Eurozone, with sovereigndebt and banking problems likely to weigh on activity over theperiod ahead (Glenn Stevens, RBA Governor, December 2011).New Zealand, <strong>Australia</strong>’s highest volume source market is forecastto maintain steady economic growth over the period 2012 to2015 (IMF, Global Outlook, September 2011). Following majorearthquakes in early 2011, New Zealand’s recovery has gainedtraction, supported by strong terms of trade. Continued policynegotiations with the <strong>Australia</strong>n government on cross borderharmonisation is an area that could boost Tran-Tasman travel.While economic growth and household spending is doingcomparatively well in key Asian source markets for <strong>Australia</strong> –Korea, Hong Kong, Singapore, China and India, Indonesia, Malaysiaand Vietnam – the weak global situation could slow economicgrowth and worsen the outlook for exports, particularly for China.However, domestic demand is expected to continue to supportgrowth. Japan is expected to continue to rebound, boosted byreconstruction investment and growth in industrial production(IMF, Global Outlook, September 2011).<strong>Australia</strong>’s Economic OutlookThe <strong>Australia</strong>n economy is forecast to expand by 3.25 percentin 2011-12 and 2012-13 (Treasury, Mid Year Economic and FiscalOutlook, November 2011). These forecasts represent downgradesfrom initial 2011-12 Commonwealth Budget estimates of3.75 percent, as a result of deterioration in the globaleconomic outlook.The weaker international environment will increase pressureson some sectors, but overall the <strong>Australia</strong>n economy is expectedto remain in a strong position compared with other developedeconomies. It is anticipated that the mining sector will continueto be the primary driver of growth, generating jobs and significantopportunities across a range of sectors. The impact of rising worldoil prices on international and domestic airfares are also a concern.While the resources sector is bolstering the <strong>Australia</strong>n economy,there are other sectors, including tourism, that are strugglingdue to continued global uncertainty, the high exchange rate andincreased saving by consumers. However, it is expected that theseimpacts will be relatively short-term and that the longer termoutlook for tourism is positive (<strong>Tourism</strong> Forecasting Committee,Forecast 2011 Issue 2). After a period of upward interest rates, theReserve Bank Board lowered official interest rates by 25 points to4.25 percent in December 2011. It is anticipated that this couldrelieve pressure on discretionary consumer spending such as traveland tourism.<strong>Tourism</strong> demandDemand for travel to and within <strong>Australia</strong> is forecast to increasemoderately over the period 2012-15 with increased compoundannual growth of 4.1 percent in international inbound visitorsto <strong>Australia</strong> and 0.4 percent in domestic trips by <strong>Australia</strong>ns.These forecasts assume modest economic performance. (<strong>Tourism</strong>Forecasting Committee, Forecast 2011 Issue 2).10 <strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015

From 2000 to 2011 Asia grew from 39 percent of totalinternational spend to 48 percent (<strong>Tourism</strong> Research <strong>Australia</strong>,International Visitor Survey, September 2011). In the period2009-2020, spend from Asian markets is forecast to increasefurther to 53 percent of total spend (<strong>Tourism</strong> ForecastingCommittee, Forecast 2011, Issue 2). Analysis undertaken for the2020 <strong>Tourism</strong> Industry Potential strategy work shows that theseare conservative estimates.To achieve objectives for <strong>Tourism</strong> 2020, <strong>Tourism</strong> <strong>Australia</strong> has settargets for each of its priority markets to exceed forecast levels.The outlook for <strong>Australia</strong>’s domestic tourism demand is lesspositive. While <strong>Australia</strong>’s economic outlook remains more positivethan for many other global inbound markets, domestic tourismdemand is forecast to remain relatively flat – as it has been for thepast ten years. (<strong>Tourism</strong> Forecasting Committee, Forecast 2011Issue 2).Destination Appeal<strong>Australia</strong> is regularly rated as one of the most desired tourismdestinations in the world – “the place the world dreams ofvisiting” (FutureBrand, 2010), but less than 1 percent of the world’sinternational tourists actually visit. This fascination with <strong>Australia</strong>is evidenced by the popularity of the <strong>Tourism</strong> <strong>Australia</strong> Facebookpage (www.facebook.com/seeaustralia) which recorded twomillion worldwide fans in January 2012, making it both the largestFacebook page located in <strong>Australia</strong> and the most popular tourismdestination page in the world.In 2011, <strong>Australia</strong> was ranked 8th overall in the Anholt NationsBrand Index (up from 9th in 2010) and 5th overall in theFutureBrand study of country brands, down from 2nd position in2010. In Facebook’s Holiday Envy report, <strong>Australia</strong> was named asthe destination most likely to leave others feeling jealous 5 .Within Anholt’s <strong>Tourism</strong> Index, <strong>Australia</strong> continues to rank number1 for appeal of its natural beauty, and as a place people wouldlike to visit if money was no object. On the whole, <strong>Australia</strong>’sresults in the Nations Brand Index are solid – <strong>Australia</strong> continuesto have an excellent tourism reputation (Anholt, Nations BrandIndex, 2011). Notably, <strong>Australia</strong>’s image is much improved amongkey Asia-Pacific markets including South Korea, India and China(Anholt, Nation Brands Index, 2011). A continuing challenge for<strong>Tourism</strong> <strong>Australia</strong> is to convert this strong interest into a decisionto actually visit as the barriers of distance, time and cost remain anissue for the majority of <strong>Australia</strong>’s potential overseas visitors.Domestically, it is anticipated that appeal for an <strong>Australia</strong>nholiday will continue to be a challenge as <strong>Australia</strong>ns’ perceivethat holidays-at-home hold less status and value than overseasholidays. Increased competition from low cost off-shoredestinations and other consumer categories, a strong <strong>Australia</strong>ndollar and growing international air capacity from Low CostCarriers in the Asia Pacific region are all factors impactingdomestic tourism.Over the period 2012-15, the compound annual growth rate inoutbound holiday departures by <strong>Australia</strong>ns is forecast to increase3.7percent (<strong>Tourism</strong> Forecasting Committee, Forecast 2011, Issue2). This is lower growth than experienced over recent years, duein part to continuing global uncertainty and the possibility thatcurrent consumer preference to save more and spend less mayextend to outbound travel.Aviation OutlookAir access will play a fundamental role in <strong>Australia</strong> achieving the<strong>Tourism</strong> 2020 strategy. During 2012-15, aviation is expected toremain a positive factor for <strong>Australia</strong>n tourism, and potentiallyoutperform global growth, with forecasts of stronger loadsand yields on <strong>Australia</strong>n routes. This will partly be supported by<strong>Australia</strong>’s strong outbound market - healthy loads both in and outof <strong>Australia</strong> increases <strong>Australia</strong>’s attractiveness to carriers whenthey are developing new routes.In 2012, international aviation capacity is expected to grow by 5percent, following strong growth during 2010 and 2011. <strong>Australia</strong>is well positioned to take advantage of aviation growth.Carriers from Asia (particularly China and Singapore), the MiddleEast and Latin America will continue to drive aviation growth,while European and American carriers will remain cautious andcontinue to consolidate. North Asia will become a more importanthub particularly for European and American tourists visiting<strong>Australia</strong>. Similarly Southeast Asia (Singapore and Malaysia) willremain a key hub for Asian tourists visiting <strong>Australia</strong>. Growth willalso be boosted by the continued expansion of low cost carriers.Longer haul aircraft like the Boeing 787 Dreamliner and theAirbus A380 are expected to open up new destinations, routesand market segments over 2012-15, maintaining a sustainableand highly competitive aviation sector. Airlines are expected toaccelerate the retirement of older aircraft, particularly if fuel pricesremain high. Increased focus on improved network connectivity,ancillary revenues, global alliances and cross border jointventures are also likely during 2012-15. Environmental issues and5 With social networking sites making it easier than ever to share experiences, Facebook researchers note the rise of a new phenomenon that is fuelling holidaybooking trends – ‘holiday envy’. After seeing Facebook photos on a friend’s profile, 13 percent of people have gone on to book a similar holiday, while another 6percent have arranged a break after seeing someone’s status. <strong>Australia</strong> was named as the destination most likely to leave others feeling jealous, followed by theCaribbean islands, Bahamas and Barbados. The USA, Maldives, New Zealand, Mauritius, Seychelles and Canada also featured in the top 10.<strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015 11

associated government taxes will also impact airlines during theperiod and distribution will continue to evolve (particularly globaldistribution systems, process and digital/mobile communication).It is anticipated that the Trans Tasman border will continue tobe simplified over the period making travel more seamless from<strong>Australia</strong>’s major international market. Global liberalisation isexpected to continue, with <strong>Australia</strong> pursuing increased capacityon routes and more ‘open skies’ agreements. Capacity restrictionson the Hong Kong-<strong>Australia</strong> route is also expected to be addressedin 2012 allowing Hong Kong Airlines to launch services to <strong>Australia</strong>and Cathay to add capacity.Domestic aviation capacity within <strong>Australia</strong> started to slow in2011 following very solid growth in 2010. While the slower growthreflects weaker demand and softer loads, it is also a result of airlinegroundings, industrial relations disputes and natural disasters.Capacity growth is expected to rebound in 2012, largely drivenby Jetstar and Virgin <strong>Australia</strong>. Airlines are also seeking to growregional services within <strong>Australia</strong>. For example, Qantas is addingsignificant capacity from Perth to Western <strong>Australia</strong>n cities suchas Karratha, Newman, Paraburdoo, Port Hedland and Broome, tomeet demand from the resource sector and regional communities.In addition, <strong>Australia</strong>n carriers, led by Virgin <strong>Australia</strong>, continue tocreate and pursue alliances and cross border joint ventures withforeign carriers which will increase the number of internationaltourists accessing and flying on domestic services within <strong>Australia</strong>.<strong>Australia</strong>’s tourism productsand experiencesCompelling tourism experiences are key ingredients in whatmotivates people to travel. The longer term outlook to 2020reveals that expenditure from international visitors is expectedto increase from 38 percent to 45 percent of total overnighttourism expenditure. This has implications for the development of<strong>Australia</strong>’s tourism products and experiences.<strong>Australia</strong> has a wealth of assets that differentiate it from otherdestinations around the world, including unique landscapes andnature-based tourism offerings; Indigenous culture and heritage;sophisticated cities and regions; and friendly, tolerant culturallydiverse people. To continue to grow and be successful will requireimproved quality, product choice, skills and infrastructure thatwill maximise and sustain <strong>Australia</strong>’s advantages as a tourismdestination. <strong>Tourism</strong> <strong>Australia</strong> will participate in <strong>Tourism</strong> 2020work groups and support industry and government initiatives toensure <strong>Australia</strong> keeps pace with global competition, includinginvestment in the sector.<strong>Australia</strong>’s tourism market share<strong>Australia</strong>’s market share of international arrivals has declinedprogressively since 2000 while the rate of global tourism growthhas increased 6 . The United National World <strong>Tourism</strong> Organisationestimates that in 2012, global arrivals will pass the 1 billion mark,up from 940 million in 2010. International arrivals in emergingeconomy destinations are expected to continue to grow at doublethe pace (+4.4 percent) of advanced destinations (+2.2 percent). Inabsolute terms, the emerging economies of Asia, Latin America,Central and Eastern Europe, Eastern Mediterranean Europe, theMiddle East and Africa will gain share from traditional destinationsof North America, Europe, Asia and the Pacific. (UNWTO, <strong>Tourism</strong>Towards 2030, 2011). At year ending November 2011, internationalarrivals to <strong>Australia</strong> grew by 0.4 percent, with5.9 million visitors (<strong>Tourism</strong> Research <strong>Australia</strong>, InternationalVisitor Arrivals, December 2011).Market share is a key driver to achieve the <strong>Tourism</strong> 2020 goal ofA$140 billion in overnight expenditure. In 2011, <strong>Australia</strong> grewshare in one market (China), held share in five markets (Germany,Japan, New Zealand, France, <strong>Australia</strong> Domestic) and lost share insix markets (United Kingdom, United States, India, South Korea,Singapore and Malaysia). Our key competitors vary by marketand are determined by the leading long haul destinations as wellas South Africa, New Zealand and Canada as these countries arehighly competitive with the <strong>Australia</strong>n brand.<strong>Australia</strong>’s robust economic performance has driven the strengthof the <strong>Australia</strong>n dollar. Since October 2010, the <strong>Australia</strong>n dollarhas been fluctuating near or above parity with the US dollarand has been performing strongly against currencies of most of<strong>Australia</strong>’s key source markets. The strong <strong>Australia</strong>n dollar hassome impact on attracting international visitors to <strong>Australia</strong> as itreduces visitor spending power when they are here, but it is justone factor in the travel decision process. In research undertakenby Access Economics in 2011, it was found that the impact ofexchange rates are relatively modest and short-term. Over thelong-term, income growth has the greatest influence on demandfor international and domestic travel.Over the period 2012-15, <strong>Australia</strong>n tourism faces a progressivelymore competitive marketing environment, with increasedmarketing by competitor destinations, changing distributionchannels, and broadening media options such as online, blogs,multiple digital and cable TV channels.6 The exception being 2009 when visitor arrivals to <strong>Australia</strong> grew faster than global international arrivals – in 2009 global tourism arrivals declinedworldwide by 4 percent while <strong>Australia</strong>’s arrivals remained steady.12 <strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015

Mt Borradaile, Northern Territory<strong>Australia</strong> has a wealth of assets thatdifferentiate it from other destinationsaround the world, including uniquelandscapes and nature-based tourismofferings; Indigenous culture and heritage;sophisticated cities and regions; andfriendly, tolerant culturally diverse people.

Sydney, New South Wales

Achieving our objectivesSummary of StrategiesCustomer focused> > Know the target customer - who theyare, where they live, what they liketo do, and disseminate these insightsto industry.> > Deliver effective marketingcommunications – the right message inthe right channel with a digital focus> > Build partnerships that engagecustomers across distribution,media, industry, eventsDevelopment focused> > Use customer understanding to informinvestment and quality to strengthendemand for tourism experiences> > Build aviation partnerships thathelp to grow sustainable andcompetitive capacityCustomer focused –<strong>Tourism</strong> <strong>Australia</strong>’s key driverKnow the customer<strong>Tourism</strong> <strong>Australia</strong> will target global consumers that arepredisposed to <strong>Australia</strong> who will spend more and do morewhen they visit. The demographics and psychographics of theseconsumers may vary in different markets. From a business eventsperspective, <strong>Tourism</strong> <strong>Australia</strong> will target international corporateconference and incentive agents, corporate decision makers and<strong>Australia</strong>n and international associations.<strong>Tourism</strong> <strong>Australia</strong> will continue to undertake research tounderstand the target customer and the products and experiencesthat they want. Insights from this research will be used to drivetargeted marketing communications. These insights will be sharedwith government and industry.The focus of <strong>Tourism</strong> <strong>Australia</strong>’s global marketing resources will beon those markets that represent the greatest expenditure growthpotential to 2020.While a balanced portfolio of markets will remain a key part of<strong>Tourism</strong> <strong>Australia</strong>’s strategy, there will be a shift in focus towardAsia, the growth engine for the next decade.Government focused> > Collaborate with government partners topresent a strong Brand <strong>Australia</strong> to thetarget customer> > Partner with federal and stategovernments to influence and promoteinvestment opportunities in <strong>Australia</strong>People, organisation, accountability> > Recruit, develop, promote and rewardthe right people to support <strong>Tourism</strong><strong>Australia</strong>’s strategy and processes> > Build an organisation with a constructiveculture, the right structure andeffective communication anddecision-making channels> > Respect and enforce high standards ofaccountability and governanceGlobal market resourcingcategories 2012/13Category 1: Worth over A$5 billion by 2020Greater China (inc Hong Kong),North America (inc Canada), UK,<strong>Australia</strong> DomesticCategory 2: Worth over A$3 billion by 2020New Zealand, South Korea, Japan,Singapore, MalaysiaCategory 3: Worth over A$1 billion by 2020India, Germany, Indonesia, Middle EastCategory 4:Rest of WorldFast emerging: Brazil, VietnamHigh priority: France, ItalyAll other markets<strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015 15

<strong>Tourism</strong> <strong>Australia</strong> will spend 80 percent of its global marketingbudget on making an impact in its Category 1 and Category 2markets in 2012-13.<strong>Tourism</strong> <strong>Australia</strong>’s role in international markets is to work withpartners to promote a compelling tourism destination brand andencourage more people to visit <strong>Australia</strong>, growing market share,spend and numbers of long haul visitors. <strong>Tourism</strong> <strong>Australia</strong>’s rolein the domestic market is to add value through content creationto an already cluttered travel and tourism message. This includesraising awareness about the need for <strong>Australia</strong>ns to take theirleave by taking a domestic holiday. This program is calledNo Leave No Life.Deliver effective marketing communications<strong>Tourism</strong> <strong>Australia</strong>’s marketing communications will be carriedout under the umbrella of its global There’s Nothing Like <strong>Australia</strong>campaign. Insights on the global consumer will be used to drivethe right messaging in the right channels with a focus on digitaland social media networks. In mid 2012 <strong>Tourism</strong> <strong>Australia</strong> willlaunch the next creative phase of the campaign.The new creative will demonstrate world’s best in <strong>Australia</strong> andbe executed competitively across key channels.Marketing communications will aim to raise the urgency to visit,increase knowledge and build a strong image of what <strong>Australia</strong>has to offer the potential traveller. Marketing approaches andchannels will include brand advertising, cooperative advertisingwith partners, content partnerships, affinity partnerships,<strong>Australia</strong>.com, search engine optimisation, digital programs,public relations, famils, promotions, events, and programs thatpromote positive word of mouth.Digital will be a key channel. <strong>Tourism</strong> <strong>Australia</strong> will continue tostrengthen its digital expertise, its digital content and channelusage. This will be achieved through the optimisation of<strong>Australia</strong>.com; content syndication and integration with tradepartners, industry groups, media owners and social networkssuch as Facebook; user assisted and user generated contentprograms; and mobile and video based platforms and channels.Build partnerships to engage customers<strong>Tourism</strong> <strong>Australia</strong> will develop partnerships and relationshipswith industry and distribution that will enable the targetcustomer to easily access quality <strong>Australia</strong>n tourism products.Collaboration with state and territory tourism organisations willbe integral and reaching the consumer with clear messaging willbe a guiding principle.Insights on the needs of the target customer will be used to driveimprovements to the marketing and distribution of products,including product bundling to present the best of what <strong>Australia</strong>has to offer (such as the launch of Great Golf Courses of <strong>Australia</strong>in November 2011).<strong>Tourism</strong> <strong>Australia</strong> will work with traditional and non traditionalmedia partners that directly engage with the target customerand will continue to promote high impact events and festivalsthat provide ‘new news’, target special interests and provideimmediate reasons to visit <strong>Australia</strong>.Development focused<strong>Tourism</strong> <strong>Australia</strong>’s remit will move beyond demand-sidemarketing to also include a legitimate role in supply-side issues,particularly relating to aviation access and tourisminfrastructure development.Facilitate industry developmentIndustry partnership initiatives will include working withindustry to promote quality through T-QUAL accreditation;continuing and improving demand for Indigenous tourismexperiences; continuing work with Parks <strong>Australia</strong> to promote<strong>Australia</strong>’s distinctive natural and cultural experiences throughNational Landscapes; continued delivery of an annual <strong>Tourism</strong>Directions Conference in Canberra in partnership with theDepartment of Resources Energy and <strong>Tourism</strong> and industry; andongoing trade event and Aussie Specialist programs.Attract investment<strong>Tourism</strong> <strong>Australia</strong> will use its understanding of the consumerand its global network to influence and promote investmentopportunities in new tourism infrastructure in <strong>Australia</strong>,particularly new capital city hotel rooms and improvements toproducts and services in regional areas. This will be undertaken inpartnership with stakeholders and governments across <strong>Australia</strong>,particularly the Department of Resources Energy and <strong>Tourism</strong>,Austrade and the <strong>Australia</strong>n states and territories.Activity will include hosting Investment Forums in key marketsoverseas as well as in <strong>Australia</strong> to discuss and promote theopportunities to invest in <strong>Australia</strong>, a famil program forhot prospect investors to showcase <strong>Australia</strong>n investmentopportunities, and launch of an Investment Guide in conjunctionwith Austrade. <strong>Tourism</strong> Research <strong>Australia</strong> will release anInvestment Monitor for tourism to provide a scorecard fortracking progress.16 <strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015

<strong>Tourism</strong> <strong>Australia</strong> will work withindustry and all levels of governmentacross <strong>Australia</strong> to maximise theeconomic contribution of <strong>Australia</strong>’stourism industry.Bay of Fires, Tasmania

Great Barrier Reef, Queensland

Activate accessTo achieve <strong>Tourism</strong> 2020, <strong>Australia</strong>’s international aviationcapacity will need to grow by 40-50 percent and domesticaviation capacity will need to grow by 23-30 percent. To achievethese levels of growth, <strong>Tourism</strong> <strong>Australia</strong> will play a targetedstrategic role in the aviation arena, using partnerships to helpgrow sustainable and competitive aviation capacity to andthrough <strong>Australia</strong>. This includes cooperative marketing andmarketing support for new airline routes and/or growth in highpriority markets.<strong>Tourism</strong> <strong>Australia</strong> will also assist <strong>Australia</strong>’s competitivenessin visa issuance by developing relationships, partnerships andinitiatives that enable <strong>Australia</strong> to keep pace with the growthand changes in consumer demand for <strong>Australia</strong>. This will involvecontinuing to work closely with the Department of Immigrationand Citizenship and the Department of Resources Energy and<strong>Tourism</strong> as part of the <strong>Tourism</strong> Visa Advisory Group.Government focusedSupporting and collaborating with government willcontinue to be central to <strong>Tourism</strong> <strong>Australia</strong>’s operations.A whole of government approach, through partnershipwith the Department of Resources Energy and <strong>Tourism</strong> andcomplementary bodies and agencies such as the Department ofForeign Affairs and Trade, the Department of Infrastructure andTransport, Austrade and the Department of Immigration andCitizenship will help <strong>Tourism</strong> <strong>Australia</strong> deliver on the needs of thebroader tourism industry. <strong>Tourism</strong> <strong>Australia</strong> recognises that othergovernment agencies will lead aviation access, immigrationpolicy and investment.The Department of Resources Energy and <strong>Tourism</strong> will take thelead on this whole of government approach and use <strong>Tourism</strong>2020 as its framework.<strong>Tourism</strong> <strong>Australia</strong> will continue to work with <strong>Australia</strong>ngovernment agencies to extend <strong>Australia</strong>’s brand and support itspromotion through the Brand <strong>Australia</strong> initiative that is being ledby Austrade. <strong>Tourism</strong> <strong>Australia</strong> will also continue to work closelywith State <strong>Tourism</strong> Organisations to help further align activitiesand drive efficiencies.<strong>Corporate</strong> GovernanceImplementing and maintaining high standards of corporategovernance across the organisation will remain a priority.<strong>Tourism</strong> <strong>Australia</strong> is committed to best practice corporategovernance. Accountability, transparency and probity across allbusiness activities will be required. This is achieved by:> > Project planning and performance monitoring of majorprojects and contracts> > Open communication with the <strong>Australia</strong>n Government,Minister for <strong>Tourism</strong>, and regulatory bodies> > Sound risk management and adherence to internalcompliance and procurement procedures.The <strong>Tourism</strong> <strong>Australia</strong> Board of Directors meets regularly toassess <strong>Tourism</strong> <strong>Australia</strong>’s performance against its objectives.The Board will continue to issue directives when necessary toensure the organisation’s functions are performed properly andefficiently. This will involve the regular review and considerationof key strategies and policies, confirming they support theachievement of <strong>Tourism</strong> <strong>Australia</strong>’s objectives, and deliver onthe Minister’s Statement of Expectations and policies of the<strong>Australia</strong>n Government.<strong>Tourism</strong> <strong>Australia</strong>’s performance indicators are those crucial tounderstanding the success of the tourism industry and <strong>Tourism</strong><strong>Australia</strong> and include both financial and non financial measures.Risk ManagementThe tourism industry is vulnerable to a variety of risks – naturaland man made, isolated and widespread. <strong>Tourism</strong> <strong>Australia</strong> hasdeveloped risk management strategies to limit the impact ofpotential risks, including:> > Portfolio of Markets – <strong>Tourism</strong> <strong>Australia</strong> operates in 19markets which helps to mitigate risks that may occur inany one market. This approach also helps deliver a rangeof outcomes, assisting to create a diversity of product andmaintaining a base level of demand for the <strong>Australia</strong>ntourism industry> > A range of media channels – <strong>Tourism</strong> <strong>Australia</strong> uses a varietyof media channels to deliver its marketing activity. Use of arange of channels ensures <strong>Tourism</strong> <strong>Australia</strong> is less vulnerableto shifts in consumer media purchasing patterns and enablesmore consumers to be reached via channels that are mostrelevant for them> > Partnerships and new opportunities – <strong>Tourism</strong> <strong>Australia</strong>enters into a range of commercial cooperative arrangementswith various industry providers. Ensuring partnershiparrangements do not offer exclusive market coverage ensuresthat <strong>Tourism</strong> <strong>Australia</strong> and the tourism industry are betterable to take advantage of new opportunities as they arise.<strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015 19

Measuring our performanceThe diagram and table shows how <strong>Tourism</strong> <strong>Australia</strong> willmeasure its performance against its strategic objectives –these are <strong>Tourism</strong> <strong>Australia</strong>’s Key Performance Indicators.<strong>Tourism</strong> <strong>Australia</strong> has additional performance metrics thatwill be used to provide understanding and context to these keyperformance indicators.Increase overnight visitor spendA$140 billion in the year 2020All MarketsA$129 billion in the year 20202012 - 13 <strong>Tourism</strong> <strong>Australia</strong> Strategic Annual <strong>Plan</strong> marketsFacilitate industrydevelopment• Austrade <strong>Plan</strong> deliverables• Introductions / famils tobring investors together• Number ofaccommodation roomsImprove inboundvisitor value• Visitor spend per trip• Visitor spend per nightGain Market Share• Number of trips comparedwith competitive setGain share of <strong>Australia</strong>ns’travel dollars• Overnight visitor spend by<strong>Australia</strong>ns on inter-state& intra-state travel versusoutbound travelAviation access• Rights in selected markets• Number of seats inselected marketsBuild PartnershipsKey stakeholder satisfaction – <strong>Tourism</strong> <strong>Australia</strong> programs add value to their business20 <strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015

<strong>Tourism</strong> <strong>Australia</strong>’s high level outcome as described in <strong>Australia</strong>nGovernment Portfolio Budget Statements is to increase demandfor <strong>Australia</strong> as a destination, strengthen the travel distributionsystem and contribute to the development of a sustainable tourismindustry through consumer marketing, trade developmentand research activities. <strong>Tourism</strong> <strong>Australia</strong> delivers on this high leveloutcome via three <strong>Australia</strong>n Government Programs: Increasedemand, Strengthen the travel distribution system, Industrydevelopment.PortfolioBudgetStatementProgramKey Performance Indicator Base at 2012 Target at 2015Overnight visitor spend ($000 all purposes) –all marketsA$70,913,557(year ended Dec2011)A$85,059,250(year ended Dec2014)Overnight visitor spend ($000 all purposes) –2012 - 13 <strong>Tourism</strong> <strong>Australia</strong> Strategic Annual <strong>Plan</strong> marketsA$64,916,032(year ended Dec2011)A$77,865,351(year ended Dec2014)Visitor spend per trip (all purposes) –2012 - 13 <strong>Tourism</strong> <strong>Australia</strong> Strategic Annual <strong>Plan</strong> marketsexcluding Rest of World and DomesticA$5,270 /trp(year ended Dec2011)A$5,844 /trp(year ended Dec2014)IncreaseDemandVisitor spend per night (all purposes) –2012 - 13 <strong>Tourism</strong> <strong>Australia</strong> Strategic Annual <strong>Plan</strong>markets excluding Rest of World and DomesticA$147 /ngt(year ended Dec2011)A$159 /ngt(year ended Dec2014)Competitive market share - Number of trips (all purposes)compared with competitive set –2012 - 13 <strong>Tourism</strong> <strong>Australia</strong> Strategic Annual <strong>Plan</strong> marketsexc Rest of World and Domestic3.30% (year endedDec2011 prelim)3.98% (year endedDec2014)Share of <strong>Australia</strong>n travel dollars – Overnight visitorspend by <strong>Australia</strong>ns on inter-state and intra-statetravel versus outbound travel (all purposes)52.59% (year endedSep2011)51.64% (year endedDec2014)Investment – Austrade <strong>Plan</strong> deliverablesAchieve planneddeliverablesAchieve planneddeliverablesInvestment – Introductions/famils to bring investorstogether in 2012 - 131 per quarter Deliver 4 per yearStrengthenTravelDistributionSystem &IndustryDevelopmentInvestment – Additional roomsAviation – Rights in selected markets70,233 available rooms incapital cities (Dec2011)19.9mil rights for seatsper year (Jun2011)Progress towards40,000 additionalroomsProgress towards 40-50% capacity growth asper <strong>Tourism</strong> 2020 goalAviation – Number of seats in selected markets wherecapacity is controlled6.8mil seats per year(Jun2011)Progress towards 40-50% capacity growth asper <strong>Tourism</strong> 2020 goalKey stakeholder satisfaction – ‘<strong>Tourism</strong> <strong>Australia</strong>programs add value’70% rated TA functions asexcellent, very good or goodvalue to their business inJun 2011 survey>75% rate TA functionsas excellent, verygood or good valueto their business<strong>Tourism</strong> <strong>Australia</strong> <strong>Corporate</strong> <strong>Plan</strong> 2012 - 2015 21

Board of Directors and Executive Leadership Team<strong>Tourism</strong> <strong>Australia</strong>’sBoard of DirectorsTOURISM AUSTRALIA’SEXECUTIVE LEADERSHIP TEAMChairmanGeoff DixonDirectorDidier ElzingaManaging DirectorAndrew McEvoyGeneral ManagerDestinationDevelopmentDeputy ChairKate LamontManaging DirectorAndrew McEvoyDirectorSandra McPheeDirectorJanet WhitingExecutive GeneralManager InternationalFrances Anne KeelerExecutive GeneralManager MarketingCraig DavidsonGeneral Manager<strong>Corporate</strong> Affairs andStrategySimon WestawayDirectorTerri JankeDirectorBrett GodfreyBoard ObserverDrew Clarke, SecretaryDepartment ofResources, Energy& <strong>Tourism</strong>Nick BakerGeneral Manager<strong>Corporate</strong> ServicesMark CraigGeneral ManagerStrategyNell AndersonDirectorMark Stone23

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• Page 2 and 3: ContentsIntroduction 4Our role, obj
• Page 4 and 5: IntroductionA Message from the Mana
• Page 6 and 7: Tourism Australia’s role in inter
• Page 8 and 9: Tourism 2020Tourism plays a pivotal
• Page 10 and 11: Our operating environment -Australi
• Page 12 and 13: associated government taxes will al
• Page 14 and 15: Sydney, New South Wales
• Page 16 and 17: Tourism Australia will spend 80 per
• Page 18 and 19: Great Barrier Reef, Queensland
• Page 20 and 21: Measuring our performanceThe diagra
• Page 23: Board of Directors and Executive Le

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IBA Corporate Plan 2024-25 marks milestone!

Our Corporate Plan 2024-25 is now published.

The plan marks 50 years of the Indigenous Home Ownership Program. Since inception, the program has written over 21,000 home loans, improving the lives of thousands of Aboriginal and Torres Strait Islander families, while contributing to the overall housing assistance framework in Australia.

It outlines what we will do to deliver on the second year of our five-year strategy out to 2028.

During the year will deliver our next groundbreaking impact study, which explores the role financial wellbeing plays at the individual, family, and community levels.

Our 2028 strategy takes a wellbeing approach and places impact at the centre. This shows how we understand where our target outcomes fit within the broader needs of the people we serve.

“Informed by our performance and proof of the impact created, we will leverage our partnerships to collaborate and deliver projects and initiatives led by Aboriginal and Torres Strait Islander people.” Eddie Fry, IBA Chairperson.

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Investing in these areas will ensure we continue to achieve positive impacts in the lives of Aboriginal and Torres Strait Islander people.

Our Impact Reports demonstrate how our activities directly and indirectly address many of the disparities identified in the National Agreement on Closing the Gap, including those relating to housing, economic participation, education, employment, safety, health, and wellbeing.

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SA tourism industry supported to deliver innovative world class tourism offerings

A private island holiday stay in Eyre Peninsula, a hands-on nature-based experience in the Riverland, an immersive foraging tour in the Limestone Coast, and other innovative visitor offerings across the state will become a reality as a result of a new tourism development program.   Expressions of interest for the second intake of the South Australian Tourism Commission’s Experience Development Program (EDP) open today, following a successful pilot program.   Launched in May 2024, the EDP provides tourism businesses with the tools needed to deliver world class tourism offerings across South Australia.   The program is open to both new and established tourism businesses with a new and innovative product or experience idea, for example sensory food and drink tasting experiences, on-farm paddock to plate experiences or Aboriginal food foraging and cultural tours.   Tourism operators are invited to participate in the second intake via an expression of interest process which is open from 2 to 20 September 2024. Places are available for up to 20 operators from across the state.   The EDP supports businesses which are committed to investing further in tourism activity such as developing innovative bookable experiences, attending tourism industry events, and marketing their tourism offerings.   With a focus on small group, peer-to-peer learning, the program consists of three modules: developing your tourism product, selling your product, and perfecting your pitch.   By the end of the program, tourism businesses have a fully developed new experience concept and a clear understanding of how to market and sell it through the tourism trade distribution system.   The pilot program received overwhelming positive feedback from the 18 tourism businesses which took part.

Participating operators reported that the peer-to-peer learning aspect was valuable, giving them the opportunity to learn from each other and form new business relationships and collaborative partnerships.   Each business that took part in the pilot has completed the program with a clear plan to take their idea to market. This means there is a pipeline of 18 new tourism experiences which are expected to come online in the short, medium and longer term to entice visitors.   For further information, including eligibility criteria and how to respond to the expression of interest visit: https://www.tourism.sa.gov.au/support/industry-resources-and-tools/experience-development-program .   Minister for Tourism, Zoe Bettison said there is no doubt the pilot Experience Development Program was a great success, so it is wonderful to open applications for a second intake.   "The beauty of this program is that it not only equips our tourism operators with the skills they need to promote their products worldwide but will see new and innovative experiences on offer for visitors to South Australia to enjoy."   Pike River Villas and Riverland Wine Centre Owner, Andrew Caire said "our goal was to develop a unique experience that would attract the international market and stand out as a destination in its own right, drawing more visitors to the Riverland. We also wanted to bolster the range of family friendly experiences on offer in our region."   "Through the Experience Development Program, we were able to have a good think about what we were trying to achieve. The program is informative and provides a fantastic way to take the next step in creating something memorable; I would recommend it to any tourism operator looking to build an experience," Mr Caire said.    "We now have two clear ideas that we will further develop over the long term. The ‘Yabby Dab’ will provide a hands-on experience for families and school groups to get up close to the yabby, an iconic creature of the Riverland. We also have plans to build a sky lounge, taking in 180-degree views of our beautiful river outback landscape along with an up close and personal experience with another of the Murray’s icons - all exciting but still in the planning stage at present!"   Flinders Island Eco Escape Owner, Jonas Woolford said the Experience Development Program has given great insights into tapping into the national and international wholesale booking system, to help attract visitors from across the world to the Eyre Peninsula.

"We’ve found the program really beneficial. It has guided us through the process of discovering our unique selling point, putting together an experience package and knowing where to best promote our new experience once it is ready to take to market," Mr Wooldord said.    "Once booking ready, our new experience will provide visitors with a fully hosted, all-inclusive private island stay on the stunning Flinders Island. With the whole island to themselves, guests can enjoy the natural beauty and wildlife at their own pace through experiences such as fishing, tasting local seafood and historic & wildlife walking and driving tours."

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