REGIONAL AUSTRALIAN VISITOR STRATEGY - Yorke Peninsula
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SOUTH
AUSTRALIAN
REGIONAL
VISITOR
STRATEGY
2020
Realising the potential of the
regional visitor economy by 2020
SA
THERE’S NEVER BEEN A BETTER TIME
TO PLAN FOR A STRONGER TOURISM
FUTURE FOR SOUTH AUSTRALIA.
THE OPPORTUNITY IS THERE, AND
THIS STRATEGY AIMS TO SEIZE IT.
PUBLISHED MAY 2018
Contents
Introduction Regional response priorities
Message from the Chair. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Adelaide Hills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Message from the Minister.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Barossa.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Executive summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Clare Valley. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
What is the visitor economy?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Eyre Peninsula. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
South Australian Tourism Plan 2020. . . . . . . . . . . . . . . . . . 7 Fleurieu Peninsula.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Importance of regional tourism.. . . . . . . . . . . . . . . . . . . . . . . . . 8 Flinders Ranges and Outback. . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Regional visitor snapshot. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Kangaroo Island. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Stakeholders.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Limestone Coast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Murray River, Lakes and Coorong. . . . . . . . . . . . . . . . . . . . . 47
Riverland. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Strategic pillars
Yorke Peninsula. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Collaboration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Accommodation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Experience development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 OUR REGIONS ARE CRITICAL TO THE
SUCCESS OF SOUTH AUSTRALIAN
Events. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
TOURISM. WE ARE KEEN TO WORK
Industry capability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 TOGETHER TO BUILD A DYNAMIC AND
Cost of doing business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
FLOURISHING SOUTH AUSTRALIA.
Visitor infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Message from the Chair
Regional tourism in South Australia is an economic powerhouse. Over 5,000 tourism
operators work closely with regional tourism organisations, local government and
key players to generate more than 40% of South Australia’s visitor revenue.
In 2015 the leaders of the 11 regional tourism Through implementing these priorities we will
organisations initiated a review to identify the successes, strengthen regional capacity, improve collaboration
challenges, and digital disruption affecting South within and between regions and create new models of
Australian regional tourism. Their aim was to realise the public and private investment and partnership that build
outstanding potential of regions in an era of growth for sustainability and community vibrancy.
Australian tourism. The key outcome of the review was First and foremost, the measures of our success
a compelling case for developing an overarching South will be increased tourism revenue and visitation
Australian Regional Visitor Strategy that would: through memorable visitor experiences and more
tourism-related jobs.
• Create alignment between the South Australian
We need to be bold and “seize the day”. There has
Tourism Commissions’ research about visitor needs
never been a greater opportunity to build a sustainable
and regional priorities.
future for regional tourism.
• Consider the five pillars of sustainability (regional
marketing, dispersal, infrastructure, product
development and industry capability).
• Link to the State Tourism 2020 Plan.
• Foster collaboration across regional boundaries.
• Translate easily into regional strategies.
In June 2016 a South Australian Regional Visitor
Strategy Steering Committee began its work. Members
included representatives from Regional Development
Australia, local government, the South Australian
Tourism Industry Council, the chairs of our regional
tourism organisations and the South Australian Tourism
Commission. Together we led a process of exceptional
consultation and collaboration with every region
analysing current research, assessing local priorities,
tourism products, experiences and business capability. Helen Edwards
Collectively we evaluated and agreed key opportunities Chair, Regional Visitor Strategy Steering Committee
for generating growth, increasing jobs and integrating
regional plans into shared strategic priorities. These
priorities are the foundation of this first South Australian
Regional Visitor Strategy.
Source: South Australian Tourism Plan 2020
2 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION
Message from the Minister
Tourism is a super-growth sector and an economic priority for South Australia,
with sights set firmly on an $8 billion visitor economy by 2020.
The State Government is committed to continuing the I am committed to ensuring that regional funding
success of our regions and the visitor economy offers programs are deployed to drive the Strategy forward, that
incredible opportunities for growing jobs and sustaining we reduce the costs of doing business and that the South
communities across South Australia. As a dynamic Australian Tourism Commission is effectively resourced
sector, tourism is a driver of opportunity for the many as the central coordinating agency. I look forward to
areas of our economy which feed into it.
engaging with regional stakeholders about the ways in
We are also committed to collaboration between all
which we can together actively implement the Strategy.
parts of government.
I have the privilege of leading the relevant and Our regions have a strong history of contributing
linked portfolios of Trade, Tourism and Investment. I to the State’s economy and they will play a key role in
will also work closely with my colleagues in agencies our future prosperity. They generate 40 per cent of total
like transport, infrastructure and planning to deliver key visitor expenditure while comprising only 23 per cent
outcomes of the Regional Visitor Strategy. of the State’s population. This Strategy identifies our
I commend the spirit of collaboration between regions’ strengths and puts in place a plan to achieve
regions and peak agencies like the South Australian their true potential.
Tourism Commission, the Regional Development
Australia network, the Local Government Association
of South Australia and the South Australian Tourism
Industry Council in shaping this Strategy. This is the first
time that all our regions have joined forces to consider
common needs, action areas and priorities for regional
South Australia. I am particularly pleased to note the
focus on the important role of local government.
The State Government has moved quickly to
address issues raised in the Strategy. As an example,
our tourism regions have identified inefficient
telecommunications as an impediment to business
and a detractor for visitors. The new government
is committed to initiatives which will improve the
coverage and connectivity within our regions.
Hon David Ridgway MLC
Minister for Trade, Tourism and Investment
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION 3
Executive summary
The South Australian Regional Visitor Strategy is a first for the state.
It presents an exciting opportunity for the State’s regional tourism. It puts the visitor
front and centre. It also focuses attention on the wider economic stakeholders in
tourism who form part of what is now commonly called the ‘visitor economy’.
The Strategy is a collaborative effort. It has been built Accommodation
from the ground up via extensive consultation with local
Quality and experiential accommodation in remarkable
councils, state government, regional tourism associations,
natural environments will help lift regional room rates,
peak bodies and most importantly, tourism operators
occupancy levels and total visitor spend. New rooms
who interact with visitors every day. The common aim
are required across regional South Australia, including
is to align all available resources more effectively. The several projects of scale. A significant number of regional
consumer is at its absolute core. Its recommendations rooms also need refurbishing. These developments in
are based on visitor research, consumer insights and the turn will generate jobs in the construction phase and
collective experience of regional tourism organisations. ongoing jobs in the visitor economy.
The opportunity Experience development
Regional tourism is critical to the State’s visitor economy. Enhancing existing tourism experiences and creating
It generates 13,000 direct and 6,000 indirect tourism new offerings which reinforce South Australia’s brand
regional jobs and $2.6 billion in visitor expenditure. In strengths are required across all regions. Priorities
fact, by 2020 this has the potential to grow to $3.55 include food and wine, nature and wildlife, cultural,
billion. Although only 23% of South Australians live in coastal and aquatic, outback and soft adventure
regional areas, these areas account for over 40% of the experiences.
State’s total visitor spend.
To reach this 2020 potential, regions have collectively
agreed on the following regional priority action areas:
Events
Regional South Australia offers a diverse range of festivals
and events. They range from food and wine festivals, arts
Marketing and heritage events, fairs and local markets to business
Today’s customer has turned to digital platforms for meetings, conferences, sport and recreational events.
trip inspiration, planning, booking and sharing. Better They are valuable assets that build brand awareness and
coordinated and targeted digital marketing, aligned with visitation and create a unique reputation for every region.
the South Australian Tourism Commission’s strategies, is However, they are resource-intensive and frequently
required across all regions. Regions want to shape their rely heavily on volunteers. A long-term strategic focus
marketing to express their brands. They want to promote is needed at a regional level on strengthening hero
their regions better by coordinating industry marketing events and improving the coordination and resourcing
efforts and building the rich content which consumers of regions’ offerings. This will help to ensure that events
are hungry for. And they want to build industry’s continue to be a major drawcard.
engagement with tourism distribution systems.
4 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION
Industry capability roads and the supply of reliable telecommunications
across all areas. Regions have also identified coastal and
One of the most important pillars of this strategy is
marine infrastructure, signage, aviation infrastructure
capability building. Areas of support most needed
and trails as other priorities.
throughout regional South Australia include digital
marketing skills, event management expertise, working
with distribution intermediaries, business management Cost of business
skills, customer service and understanding the emerging Addressing barriers to developing tourism businesses is
Chinese visitor market. Government and industry bodies a major concern for all regions. Simplifying regulations
will need to work more closely to drive this effort. will enable businesses to diversify or expand and
encourage new entrants. Key areas include planning and
Collaboration licensing and product to plate limitations. Regions all
report the cost and reliability of power and numerous
Borderless collaboration is a fundamental theme across
telecommunications black spots as key issues for
this entire strategy. That means working closely with
industry and visitors.
other Australian States, neighbouring South Australian
regions (including Adelaide), and all partners within
a region. Consumers don’t see borders - they just see Region by region focus
great experiences. The State’s touring routes are a key This strategy draws together the needs and aspirations
area for more shared effort. Closer alignment of the of all South Australia’s regions. It recognises that each
State’s network of Visitor Information Centres with the region has specific opportunities and challenges, with
strategies of regional tourism organisations is essential. the final section outlining South Australia’s eleven
And close collaboration between key State agencies in individual regional response priorities. These summaries
areas such as infrastructure development and industry provide a concise list of actions, investment priorities
support will be crucial. Overall, the aim is to optimise and areas of collaboration required to reach each
existing financial and human resources already being region’s visitor growth potential.
directed towards the visitor economy. Globally tourism is a major economic growth sector.
South Australia, with its world-class attributes, is well-
Visitor infrastructure placed to capitalise on this growth. This strategy’s
purpose is to ensure that regions are able to seize the
Well-maintained visitor infrastructure provides a safe
opportunity and share in the growth.
and enjoyable visitor experience and helps operators to
grow. Priorities include improvements to key regional
Source: Regional Tourism Satellite Accounts 2015/2016, Tourism Research Australia -
National Visitor Survey and International Visitor Survey December 2017, ABS 2016 Census
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION 5
What is the visitor economy?
VISITOR ECONOMY = any money spent by visitors in South Australia
While the term ‘visitor economy’ is intrinsically linked to The visitor economy covers spend beyond just tourism
tourism, it is much broader. It refers to the money that any experiences. For example, visitors may get their clothes
visitor spends in the state. That includes international, dry cleaned, buy local wine, or enjoy a local produce-
interstate and South Australians travelling within their based meal. They may travel by taxi or buy groceries from
own state. It covers people visiting on holidays, for the local store. The money spent on all these items flows
business, education purposes or just visiting family and into industries such as beverages, agriculture, transport,
friends. and retail. This not only creates more jobs in the tourism
industry but other complementary industry sectors as well.
SECTORS OF THE
SECTORS VISITOR
OF THE VISITORECONOMY
ECONOMY -- DIRECT
DIRECTTOURISM
TOURISM OUTPUT
OUTPUT
Accommodation $697m Other retail trade $628m Dining out $762m
Clubs, pubs $318m All transport $1363m Travel agency $175m
and bars and tour operator
services
Dwelling $427m Education $263m Other $289m
ownership and training
Source: State Tourism Satellite Account 2016/2017 - Direct Tourism Output by Industry
6 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION
South Australian Tourism Plan 2020
Tourism is considered one of Australia’s top 5 super-growth
sectors and is a vital contributor to South Australia’s economy.
It currently delivers $6.6 billion in visitor expenditure and
directly employs more than 36,000 South Australians.
The South Australian tourism sector’s growth has outperformed manufacturing,
agriculture, healthcare, financial and insurance services over the last decade. Through
extensive stakeholder consultation, a state tourism 2020 plan was created to maximise
the contribution of this super growth sector. The plan aims to deliver $8 billion in
visitor expenditure to South Australia by 2020. The priority areas for the State Tourism
plan are shown in the figure below.
The role that South Australian regions play in delivering this 2020 potential is
significant. In fact, 44% of the State’s 2020 tourism expenditure is expected to come
from regions.
SOUTH AUSTRALIAN TOURISM PLAN 2020 PRIORITIES
Driving
demand
Investing Working
in public better
infrastructure together
State
tourism
plan
Using events Supporting
priorities
to grow what we
2020
visitation have
Increasing the Since 2006, tourism’s
recognition Reducing
costs of doing
average annual growth
of the value of
business rate has been 4.7%
tourism
versus the state-wide
industry average of 4.2%.
Source: Regional Tourism Satellite Accounts 2015/2016, Tourism Research Australia - National Visitor Survey and
International Visitor Survey December 2017
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION 7
Importance of regional tourism
Regional tourism is a critical part of the
South Australian visitor economy delivering: 36% of all state direct
tourism-related jobs
• $2.6 billion in visitor expenditure 13,000
regional
• 40% of all state visitor expenditure
jobs 40% of all state
• 13,000 tourism jobs in regions visitor expenditure
• 36% of all state direct tourism-related jobs
• 44% of all state visitor expenditure by 2020 ($3.55 billion)
The state's regional tourism NORTHERN TERRITORY
organisations play a key role in
coordinating regional efforts
and leveraging the activities of
the South Australian Tourism
NEW
Commission.
SOUTH
6 WA L ES
VICTORIA
WESTERN
AUSTRALIA
SOUTH
AUSTRALIA
BY REGION
4
1 Adelaide Hills 3
2 Barossa
3 Clare Valley 10
11 2
4 Eyre Peninsula
5 Fleurieu Peninsula Adelaide
6 Flinders Ranges and Outback 5 1
7 9
7 Kangaroo Island
8 Limestone Coast
9 Murray River, Lakes and Coorong
8
10 Riverland
11 Yorke Peninsula
Source: South Australian Tourism Plan 2020, Regional Tourism Satellite Accounts 2015/2016, Tourism
Research Australia - National Visitor Survey and International Visitor Survey December 2017
8 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTIONRegional visitor snapshot
HOW VISITORS ARRIVE IN REGIONS TOP 5 INTERNATIONAL VISITOR
SPENDS IN REGIONS
1 UK
87% self-drive 2 USA
3 Germany
4 New Zealand
The remaining visitors arrive in regions by
air, train, bus or tour vehicle. 5 France
China is 7th but growing rapidly.
PURPOSE OF REGIONAL VISIT
– OVERNIGHT VISITORS
• 52% holiday AVERAGE VISITOR SPEND IN REGIONS
• 28% visiting friends or relatives
• 16% business
• 6% education and other $667 $834
interstate international
REGIONAL VISITOR EXPENDITURE
AVERAGE LENGTH OF STAY IN REGIONS
• 5 days for interstate visitors
• 12 days for international visitors
5% 24% 71%
international interstate intrastate
INTERSTATE OVERNIGHT VISITORS IN REGIONS
• 49% are from Victoria
• 25% are from New South Wales
Source: Tourism Research Australia - National Visitor Survey and International Visitor Survey December 2017
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTION 9Stakeholders
This strategy has been built on extensive stakeholder consultation with all
key stakeholders involved in South Australia’s regional visitor economy.
There are a range of stakeholders required
to grow South Australia’s regional visitor
economy and deliver the recommendations
contained in this strategy. Each stakeholder
plays a valuable role in contributing
resources and expertise towards these
shared goals. They include:
• Private sector (tourism and
non-tourism)
• Local Government Association of
South Australia
• Regional councils
• Regional tourism organisations
• Regional Development Australia
• South Australian Tourism Industry
Council
• 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 stakeholders external
to the regions which have a partnership
role to play such as airlines, airports and
Adelaide-based operators.
10 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: INTRODUCTIONStrategic pillars INTRODUCTION 11
Marketing
The South Australian Tourism Commission provides the largest regional marketing
engine for the State. Combined with the marketing efforts of 5,000 regional tourism
operators, this creates an opportunity for greater marketing impact. Regional
tourism organisations will play a crucial role in harnessing this collective effort.
Regional marketing priorities South Australian Tourism Commission’s domestic
and international marketing strategy is heavily geared
1. Attract the right visit mix towards digital and provides significant lead generation
opportunities for regions and operators. Free operator
International, interstate and intrastate visitors all have a
and regional event listings on the Australian Tourism
role to play in growing regional visitor economies. From
Data Warehouse (ATDW), enable partners to extract
an intrastate perspective, Adelaide’s 1.3 million residents
this information and use it on their own sites.
represent a significant pool of potential visitors. The city
also plays a critical role as a visitor access point to the Familiarisations
State. Consumer research shows that appeal for South Familiarisations, that is, bringing people to experience
Australia is strongest when both regions and Adelaide the destination first hand, continues to be a powerful
are part of an itinerary. channel for media, trade and key influencer marketing
and promotion. The return on investment is often
2. Utilise the right marketing channels significant.
Digital
3. Champion hero regional experiences
Embracing digital marketing channels is a priority for
There are many outstanding regional visitor experiences
all regions. Customers continue to grow their use of
on offer in South Australia. These can be operator
digital devices for destination inspiration, selection,
experiences, wildlife or nature experiences, local festivals
planning, booking and experience sharing. Social
or events. Based on customer insight and appeal,
media advocacy can have a significant impact on a
using a hero experience as a marketing hook can drive
region and an operator’s business and help drive repeat
consumer interest and conversion for an entire region.
visitation. Aligning the digital efforts of regional tourism
Once a visitor has decided to visit, bundling experiences
organisations and operators with the South Australian
together can encourage visitors to stay longer and spend
Tourism Commission’s strategy will drive greater impact
significantly more.
for all.
Partner Platforms 4. Role of messaging
Another high impact channel to leverage more for South Australian regions offer the following appealing
regional marketing is partner platforms. Key partners and accessible visitor experiences: credible wine regions,
include South Australian Tourism Commission, distinctive dining, fresh local produce, wildlife, coastal,
Tourism Australia, Adelaide Convention Bureau and unique festivals and events, and art and culture including
StudyAdelaide. Aboriginal experiences.
Source: ABS Census 2016
12 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARSConsumer testing by the South Australian Tourism Commission has identified
six brand pillars that the State’s regions could be famous for:
Wine experiences Boutique accessibility Progressive destination dining
With over 18 wine regions in the Incredible experiences on the Eating fresh local produce in
state, visitors can meet winemakers, doorstep of a major capital city. amazing natural locations.
walk through vineyards, learn about Connecting visitors with the
wine production and sample South source of the food and beverages
Australia’s finest. they are enjoying.
1 2 3
Wildlife in the wild Open space and naturalness Unique accommodation
Experience wildlife up close. Memorable experiences for Quality accommodation done
Observe koalas, kangaroos, everyone in an untouched, easily differently. Unique designs in
echidnas and native birds in their accessible and uncrowded remarkable natural settings create
natural habitat. Swim with sea lions, natural environment. a reason to visit.
tuna or even cage dive with sharks.
4 5 6
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARS 13Collaboration
This regional visitor strategy was created from a strong desire by all stakeholders
to align priorities and increase the impact of resources within the South Australian
regional visitor economy.
The theme of Borderless Collaboration • The Mighty Murray Way - Murray
underpins this strategy and means River, Lakes and Coorong, Riverland
working closely with: and Fleurieu Peninsula
• The five states that connect to South • The Seafood Frontier - Eyre
Australian regions Peninsula
• Neighbouring South Australian • The Southern Ocean Drive -
regions Limestone Coast, Murray River,
• Relevant federal and South Lakes and Coorong, Fleurieu
Australian government organisations Peninsula and Kangaroo Island.
and departments
These journeys across regional South South Australia’s six
• All local councils within a region or key regional touring
Australia provide the perfect vehicle
in a neighbouring region routes provide an
for collaborative marketing efforts
• Neighbouring regional tourism including cross promotion of regions, ideal opportunity for
organisations and peak bodies operators, and experience bundling. collaboration.
• The City of Adelaide. These touring routes also provide an
impetus for improving self-drive visitor
infrastructure.
Regional collaboration
priorities 2 Visitor Information Services
The traditional model of delivering visitor
1 Touring Routes information is evolving to increase visitor
Given 87% of visitors to regions are satisfaction, dispersal, length of stay and
self-drive, the South Australian Tourism spend. The new approach utilises valued
Commission has developed six highly face-to-face communication and digital
appealing and popular touring routes: channels to meet the needs of visitors
when and where they seek it.
• The Coastal Way - Yorke Peninsula
• The Epicurean Way - Adelaide Hills,
3 Regional Festivals and Events
Barossa, Clare Valley and Fleurieu A consistent theme throughout this
Peninsula strategy is the need to foster a sustainable
regional event program. This requires
• The Explorers Way - Clare Valley and
collaboration and sharing of expertise Source: Tourism Research
Flinders Ranges and Outback South Australia - National Visitor Survey
amongst local councils, volunteers, and
Australia and International Visitor Survey
other key event organisers. December 2017
14 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARSAccommodation
As competition across Australian regions intensifies, visitors are demanding more
from their accommodation. Quality and experiential accommodation that embodies
the best of the local environment is now a catalyst for destination selection.
The benefits of improved • More unique and experiential accommodation is
needed in regions.
accommodation • Caravan parks are in a phase of growth and renewal.
• Quality accommodation drives guest satisfaction • Revenue per available room and occupancy rates are
and repeat visitation. low for some regions, particularly during winter.
• Overnight stays deliver significantly more revenue
than day trips and a broader positive impact Support required
including increased employment.
• Encourage experiential accommodation
• Several regions will benefit from projects of scale development linked to an appealing landscape
which help lift regional room rates, occupancy levels or activity: glamping, caravan parks, houseboats,
and total visitor spend. golfing and other nature-based tourism such as
hiking and cycling.
• Utilise marketing and events to drive increased
Regional accommodation priorities overnight visitor stays and lift occupancies and
An extensive regional audit of accommodation room rates.
requirements conducted as part of the South Australian
• Work with the caravan parks and the camping
Tourism Plan 2020 revealed:
sector to continue to build the quality and appeal
• The standard of tourism accommodation in regional
of their accommodation.
South Australia is lagging behind other States.
• Assist operators to develop strong business cases for
• A shortage of accommodation, especially of scale,
investment in new developments and enhancements.
can inhibit regional tourism development in some
locations.
• New regional rooms are still required across the state.
• A large number of regional rooms require an
upgrade from three to four stars by 2020.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARS 15Experience development
The opportunity in regional South Australia is to combine stunning natural assets
with creatively designed new and enhanced experiences. These should reflect a
region’s identity and brand positioning.
Regional experience development 2 Cruise visitor experiences
priorities There is a need for more on-shore excursions for cruise
visitors that can be pre-booked by intermediaries and
1 Food and beverage cruise operators. While the cruise sector is still only a
Immersive local food and beverage experiences that relatively small portion of all visitors to the State, it is
further entrench the State’s leadership position in this forecast to grow 26% in the next 12 months alone.
space are required. 3 Aboriginal experiences
2 Nature-based Creating authentic Aboriginal tourism experiences
provides a way of storytelling and connecting to
Consumers are continuing to seek out more nature-based
Aboriginal history, culture and the natural environment.
experiences for ongoing physical and mental wellbeing.
Fostering and supporting these experiences continues to
3 Experience bundling be a significant regional tourism development priority.
Experience bundling helps to entice visitors and let them
understand what’s on offer in a region and encourage Support required
them to stay longer. Working with nearby tourism • Share consumer research on appealing experiences
operators that offer complementary products is a way for different visitor groups with all stakeholders.
for regions to meet this visitor need.
• Focus on enhancing existing and creating new hero
experiences.
Emerging or niche experience • Support access to capital, government grants and
development priorities investment for new product development.
• Foster peer-to-peer networking, mentoring and
1 Chinese visitor experiences sharing case studies of success.
Creating products that appeal to the growing Chinese • Champion businesses which are developing or
visitor market presents an opportunity for certain refreshing their visitor experiences.
regions, especially those closest to Adelaide and on the
Melbourne to Adelaide touring route.
Source: Tourism Research Australia - Tourism Businesses in Australia, June 2012 - June 2016
16 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARSEvents
Events play an essential role in the South Australian regional visitor economy.
They are a great way to showcase the personality of a region and build community
pride and social connections.
The benefits of events A whole-of-region collaborative
approach will deliver a higher return
For visitors specifically, regional events can:
on investment for all.
• provide a compelling reason to visit
and importantly to return 3 Building event capability
• encourage overnight stays Regional events rely on passionate
• drive increased spend volunteers to make them a success.
It is important to start broadening
• drive significant intrastate visitation. There are several
the appeal of event volunteering to a
younger demographic. thousand regional
Events South Australia provides
Regions also believe that events and festivals
funding support to a range of regional
providing existing event organisers run throughout South
and community events. Local councils
with best-practice event management Australia every year.
also provide substantial funding and
other support. tools will help to raise regional event
capability.
Regional event priorities 4 Create and promote a
Region’s have identified the following key region’s annual event
event priorities: calendar
A calendar of events anchored
1 Create or grow existing ‘hero’
around a hero event/s can drive year-
regional events round visitation, particularly during
Hero events are those events that quieter months. This strategy aims to
successfully showcase and celebrate encourage all event organisers to list
a region’s uniqueness. An example is their regional events for free on the
the Barossa Vintage Festival. Regular Australian Tourism Data Warehouse.
strategic event planning will help Partners can then extract the
identify and grow hero regional events. information quickly for promotional
purposes.
2 Strengthening collaboration
Running successful events can 5 Attract more business events
be resource-intensive. Regions Some regions are well placed to
believe there is an opportunity for attract more business events including
greater collaboration between event meetings, incentives and conferences.
organisers, especially local councils,
to share knowledge and expertise.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARS 17Industry capability
Championing industry capacity building helps grow both operator revenue and the
wider visitor economy. Lifting the digital marketing capability of tourism operators
is the top priority.
Regional capability priorities 6 China visitor market
With a 32% increase in Chinese visitors to South
1 Digital capability Australia in the last year, operators require experience
This was the greatest area of need identified by regions. development, marketing and customer service training
Specifically, learning how to create engaging websites, for this niche but growing market. An audit of each
digital communication, drive leads and social media regions China readiness and appeal highlighted that
advocacy. those regions closer to Adelaide or on the Melbourne
to Adelaide touring route have the greatest potential
2 Event management
to attract this visitor. What is important is not only
All regions require training and support related to attracting this new visitor group but ensuring Chinese
running visitor events. Workshops, toolkits, and best visitors spend in the region during their stay.
practice event management systems are required.
3 Understanding third-party distribution Who can help?
intermediaries Raising the capability of the sector is a shared
Understanding pricing structures and commissions for responsibility, with each stakeholder contributing in
third-party distribution channels such as travel agents, their area of expertise. The opportunity is there for
wholesalers, online travel agents (OTA’s) and inbound key industry support agencies to work more closely
tour operators (ITO’s) is a training need for many together in identifying and addressing these needs. They
regional operators. include the South Australian Tourism Industry Council,
Regional Development Australia boards, regional
4 Business management tourism organisations, the South Australian Tourism
General business management skills were another area Commission and local councils. Harnessing informal
identified for skills training. Identifying, promoting and regional and operator networks is also essential for
connecting with existing organisations offering such fostering peer-to-peer mentoring and support.
training is recommended.
5 Customer service
Some operators in regions are new to the service industry,
and customer service training is the first requirement.
Additional training covering international visitor service
expectations is also needed.
Source: Tourism Research Australia International Visitor Survey - December 2017
18 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARSCost of doing business
Working with all levels of federal, state and local government to reduce or simplify
regulatory processes would have a significant impact on growing regional visitor
economies.
Tourism operators are often impeded by complex • Planning issues related to the Mount Lofty Ranges
regulatory and legislative constraints. This can limit • Watershed and the 1956 River Murray Flood Line
new tourism start-ups as well as existing operator
• Licensing conflicts with “paddock to plate” services
expansion plans.
• Regions commonly identify the price and reliability
Some of the critical regulatory and legislative issues
of power as a hindrance to business.
constraining regional visitor growth and innovation are:
• Complex business and event start-up requirements
• Restrictive liquor licensing regulations
• Visa constraints and costs related to attracting and
retaining staff
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARS 19Visitor infrastructure
Adequate and well-maintained infrastructure is critical for the sustainable growth
of regions and a safe and enjoyable visitor experience. Improving and maintaining
infrastructure can open up new possibilities and remove barriers to growth.
Regional infrastructure priorities
1 Roads Touring aviation
Roads play a hugely important role in Touring aviation includes activities
enabling the dispersal of visitors safely to such as sightseeing experiences, charter
all corners of the State. Improving the self- flights, touring products and self-fly
drive visitor experience is required via: access to regions. Some of these activities
operate on privately owned unsealed
• Sealing specific routes (e.g. the airstrips. Infrastructure requirements
Strzelecki track) and upgrading include improving regional runways,
some unsealed roads. This will landing strips, fuel availability, lighting
allow regions to attract new visitor and fencing.
markets.
3 Signage
• Road widening, shoulder sealing,
passing lanes and fixing bottlenecks Updating, repairing and extending
on popular regional routes (in visitor-related signage is a priority across
particular Port Wakefield). all regions, particularly on major touring
routes. Specifically:
• Road-related infrastructure including
• Directional signage
new or enhanced parking bays and
• Signage welcoming visitors to a With 87% of all visitors
pull-out areas.
region or town driving to regional
South Australian
2 Air access • Interpretive and information signage
destinations, safe
Regular passenger aviation
for regional points of interest. roads are a vital part
Visitors are often time poor, so growing of visitor infrastructure.
affordable regional aviation options will
aid visitor dispersal rates. The focus is
to maintain existing flights and foster
discussions between airports and airlines
to increase flights where demand can be
justified.
20 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARS4 Telecommunication 5 Coastal and marine
black spots infrastructure
For destinations, wi-fi attracts visitors Most South Australian regions rely on
to stop in their town and spend time water as a critical asset and attractor.
and additional dollars. It also allows Water-related infrastructure such
Nature based tourism is
visitors to enhance their trip experience as jetties, wharves, boat ramps and
worth $1.3 billion to the
via online mapping, recommendations navigation aids are crucial to activating
South Australian visitor
and immediate social media advocacy. tourism experiences. Regions strongly economy.
Ensuring reliable wi-fi availability in support ongoing maintenance but local
popular tourism towns, service centres, councils often find this a challenge.
highly-visited sites, attractions and on
6 Trails
regional touring routes is a priority.
Addressing wi-fi and telephony black The upgrade, maintenance, and development
spots is critical as this impacts on both of new hiking and cycling paths
the visitor and tourism operators. throughout the regions, including in
National Parks, are required to support
ongoing growth in popular nature-based
tourism experiences.
Specific visitor infrastructure
priorities are shown in each
region’s individual section
Source: Tourism Research Australia - National and International Visitor Survey December 2017
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: STATEGIC PILLARS 21Regional
response
priorities
Each region has a selection of experiences which reflect
the strengths and priorities of that region.
International visitors Domestic visitors Family Beach / coastal Cycling
Food, wine and Camping Nature / wildlife Aquatic adventures Fishing
beverages
Local produce Short drive Long drive Historic Hiking
(close to Adelaide) (touring route)
Water experiences Regional aiport Regional transport Caravanning
22Adelaide Hills
ChIn
GeR A, Uk,
Nz mAnY
ChInA,
GeR U k,
VISITOR
Nz, UmsAnY, SPEND VISITORS
A
$163 million VISITS EXPENDITURE
Day Trips 1,206,000 $86m
Uk,
GeR
Nz mAnY, Overnight 186,000 $77m
EMPLOYMENT IN REGION
1300 direct + 500 indirect = 1 in 17
OVERNIGHT SPLIT
1800 jobs
Uk,
jobs
supported
International 7,000 $7m
South Australia Regional
GeR
Nz, mAnY, VisitorsbyStrategy
the / Interstate 73,000 #3
REGIONAL ICONS $32m
tourism Intrastate 101,000 $37m
POTENTIAL industry
OCCUPANCY AND RATES
8 mi l l i on 4 mi l l i on mi l l i on
$71
Uk,
GeR
Nz, mAnY, $10 $16
3 m i l l i on 0 mi l l i o n ADELAIDE REGIONAL
$ 16 $ 19 HILLS 9 3 mi l l i o n
$AVERAGE
Occupancy 58% 51%
$177m $273m
RevPAR (average $99m
Uk, $96 $79
2020 2020
yield of a hotel room)
2020
GeR
Nz, mAnY,
De De De
17 17 1
ce m 0 ce m 0 ce 20
7
ber 2 ber 2 744 tourism businesses m b e r
De De De
Us, ce m b er 2013 3 businesses listed on Australian
c e m b e r 2 0 1159 ce m b er 2013
GeR ItAlY, Tourism Data Warehouse (ATDW)
FrAnmCAenY,
ChInA ,
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2017, Survey of Tourist Accommodation
2015-2016, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2015-16; Deloitte/SATC
1 mi l l ion 4 mi l l i o n 8 mi l l i on
$ 27 $10 $31
Uk, EuRoPe
GeR
Nz, mAnY, 21 mi l l i o
123
mi l l
ioSTRATEGY: 2 5 millioNz23
, Us ,
$3 n SOUTH AUSTRALIAN REGIONAL$VISITOR n $4
REGIONAL RESPONSE PRIORITIES n
$457m $168m $452mAdelaide Hills priorities
Adelaide Hills’ priority is to capitalise on its proximity to Adelaide through
collaboration and partnerships. The region aims to convert more visitors to stay
overnight and increase visitor spend. Adelaide Hills will leverage its reputation
for fulfilling on visitor expectations to drive a thriving and sustainable region.
Marketing • Optimise local investment in and
promotion of cross regional events
• Capitalise on the region’s proximity such as Tour Down Under.
to Adelaide to drive increased day
trips, repeat visitation and overnight
stays. Collaboration
• Create compelling communications • Collaborate and leverage State
targeted at the visiting friends and tourism, business and event Just a 20-minute drive
relatives market and their local hosts. organisations to ensure a cohesive from Adelaide and over
This has a dual benefit of increased approach to promotion and visitor 50 cellar doors
visitation and fostering local attraction. to choose from.
community tourism advocates.
• Encourage partnerships between
• Better align Adelaide Hills and South local tourism operators via joint
Australian Tourism Commission’s familiarisations, cross-promotion and
digital marketing efforts for greater bundling of commissionable visitor
impact and leads to local tourism experiences.
operators and partners.
• Improve the experience (signage,
• Leverage Adelaide Hills marketing wi-fi access) and promotion of the
with that of StudyAdelaide to Epicurean Way touring route.
encourage students, their families
and their friends to visit. • Support Adelaide Hills Visitor
Information Centre and information
• Grow mid-week visitors to the region outlets to meet changing visitor
via the convention sector (business needs. Implement the hub and spoke
events and the incentive market). model of the Visitor Information
Services strategy.
• Boost the promotion of the region’s
accessible nature and wildlife • Support cross-regional crisis
offering to international visitors management plans for natural
particularly the growing Chinese disasters to minimise risks for
market. tourism operators and visitors.
• Collaborate with cruise operators to
Events attract cruise visitors to the region.
• Work with the Adelaide Hills
Wine Region Association to
refresh existing event strategies
for “Crush Festival” and “Winter
Reds Weekend” with a focus on
innovation, resourcing and growth.
24 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: REGIONAL RESPONSE PRIORITIESAccommodation Industry capability
• Advocate for the development of 41 • Raise industry capability in
new rooms and 25 room upgrades international marketing and
(from 3 to 4-star) by 2020. distribution (especially China),
digital marketing, accessible tourism,
• Encourage development of a new customer service, experience
5-star property around Hahndorf development and business cases for
and accommodation linked to grants and investment.
adventure trails, nature, wildlife and
wellness.
Visitor Infrastructure
Experience development • Address parking issues in Hahndorf.
• Support the development of • Address infrastructure requirements
operator-led experiences that reflect in newer tourism areas such as
the Adelaide Hills Interpretation Uraidla and Lenswood.
Plan themes (food, wine, craft beer,
• Improve regional Wi-Fi and
spirits and cider, towns and villages,
art and culture, nature and wildlife, telephony connectivity.
accommodation, lifestyle and • Influence investment in Cleland
wellbeing). Wildlife Park and The Cedars.
The Crush and Winter
Reds festivals collectively
attract over 30,000
visitors each year to
the region.
PARTNERS
Adelaide Hills Tourism, Adelaide Hills Council, Mount Barker District Council,
Regional Development Australia, Stirling Business Association, Hahndorf Business and
Tourism Association, Business Mount Barker, the Adelaide Hills Wine Region Association
and the South Australian Tourism Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: REGIONAL RESPONSE PRIORITIES 25Barossa
ChIn
GeR A, Uk,
Nz mAnY
ChIn
GeR A, Uk,
Nz, UmsAAnY,
Uk,
VISITOR
Nz mAnY, SPEND
GeR VISITORS
$190 million VISITS EXPENDITURE
Day Trips 828,000 $82m
Uk,
GeR
Nz, mAnY,
EMPLOYMENT IN REGION Overnight 209,000 $108m
500 direct + 300 indirect = 1 in 32 OVERNIGHT SPLIT
800
Uk,
jobs
isitors Strategy / REGIONAL ICONS #3
jobs
supported
International
Interstate
12,000
73,000
$13m
$48m
GeR
Nz, mAnY, by the
tourism
Intrastate 124,000 $47m
industry
POTENTIAL
OCCUPANCY AND RATES
4 mi l l i on mi l l i on 8 m i l l i on
Uk,
GeR
$16 $71 $ 29
Nz, mAnY, REGIONAL
0 mi l l i o n 3 mi l l i o n BAROSSA 6 3 m i l l i on
$ 19 $9 $2 AVERAGE
Occupancy 59% 51%
$273m $99m
RevPAR (average
$105
$511m
$79
2020 2020 2020
Us,
GeR ItAlY, yield of a hotel room)
FrAnmCAenY,
ChInA ,
De De De
ce m 0 17 ce m b er 2 01 ce m er 2 01
7
7
ber 2 372 tourism businesses b
De De D
ce m b er 2013 c e m b e r 2 0 1 3 283 businesses listed on Australian
ece m
ber 20
13
Tourism Data Warehouse (ATDW)
Uk, EuR
GeR Nz, UosPe,
Nz, mAnY,
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2017, Survey of Tourist Accommodation
2015-2016, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2015-16; Deloitte/SATC
4 mi l l i o n 8 mi l l i on 3 m i l l i on
$10 $31 $39
26EuR 25 miRESPONSE
3 million REGIONAL VISITOR STRATEGY: REGIONAL l lio 37 million
$ 12
SOUTH AUSTRALIAN PRIORITIES
Nz oPe, $4 n $4Barossa priorities
The main priority for driving future growth to the Barossa is to increase
overnight visitation from interstate and overseas markets. While the region
receives four day-trip visitors for every overnight visitor, overnight visitors
deliver over two thirds of total spend. Accommodation improvements and
developments will be crucial.
Marketing Events
• Leverage the Barossa’s strong brand • Work towards the Barossa becoming
position as a global wine destination Australia’s premium regional events
and grow messaging around destination, based on quality events
provenance dining, art and history. and accessibility from Adelaide.
• Increase international, interstate and • Build on the region’s two largest The Barossa Vintage
business event overnight visitors to food and wine festivals (Barossa Festival is South
fill mid-week occupancy and drive Vintage Festival and Barossa Australia’s largest
visitor spends. Gourmet Weekend) to grow length regional festival
of stay and visitor spend. attracting attendances
• Increase marketing efforts towards of 55,000 each year.
key international visitor markets. • Work with the Adelaide Convention It has been running
Bureau to build the funding, for 71 years.
• Leverage established global resources and capabilities of Tourism
marketing platforms such as Ultimate Barossa to attract major business
Winery Experiences and Great Wine events to the region.
Capitals of the World for promoting
the region.
• Promote and grow the region’s
Collaboration
offering to cruise visitors. • Leverage the Epicurean Way touring
route as a cross-regional marketing
platform to attract self-drive food
and wine travellers.
• Support consumer-facing Visitor
Information Centre network services
to meet changing visitor needs.
• Continue collaboration with the
state’s key tourism, business and
event organisations to ensure a
cohesive approach to promotion
and visitor attraction.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: REGIONAL RESPONSE PRIORITIES 27Barossa
Accommodation Industry capability
• As a boutique region with strong • Increase the industry’s capabilities
accommodation yields and high related to international marketing
weekend occupancy, there is and distribution.
opportunity to expand the region’s
offering.
Visitor infrastructure
• Foster the development of an iconic
4 to 5-star accommodation product • Improve visitor wayfaring including
of scale that could meet unmet signage to and around the Barossa.
demand during major events and for
conferences.
• Aim to develop 241 new and 27
upgraded rooms (from 3 to 4-star)
by 2020.
Experience development
• Increase the number and breadth
of Barossa commissionable tourism
experiences available via key
distribution channels.
PARTNERS
Tourism Barossa Inc, The Barossa Council, Light Regional Council, Regional
Development Australia Barossa Gawler Light Adelaide Plains, Barossa Grape and Wine
Association, Barossa Food and the South Australian Tourism Commission.
28 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: REGIONAL RESPONSE PRIORITIESChIn
GeR A, Uk,
Nz mAnY
Clare Valley
ChIn
GeR A, Uk,
Nz, UmsAAnY,
Uk,
GeR
Nz mAnY,
Uk,
VISITOR
GeR
N mAnY,
SPEND VISITORS
z,
$93 million VISITS EXPENDITURE
Day Trips 326,000 $35 million
Uk,
GeR
Nz, mAnY, Overnight 175,000 $57 million
EMPLOYMENT IN REGION
400 direct + 200 indirect = 1 in 16
OVERNIGHT SPLIT
600 jobs
U
k,
jobs
supported
International
Interstate
4,000
66,000
$3million
$19million
AL ICONS NGze#3
RmA
, nY,
by the
tourism Intrastate 105,000 $36million
industry
POTENTIAL
mi l l i on 8OCCUPANCY
m i l l i on AND RATES
Us,
GeR ItAlY, $71 $ 29
FrAnmCAenY,
6 3 m i l l i on
ChInA ,
3 mi l l i o n CLARE REGIONAL
$9 $2 VALLEY AVERAGE
Occupancy 65% 51%
$99m $511m
RevPAR (average
2020 2020
$84 $79
Uk,
GeR yield of a hotel room) EuR
Nz, UosPe,
Nz, mAnY,
De De
ce m b er 2 01 ce m er 2 01
7
7
b 194 tourism businesses
De De 120 businesses listed on Australian
ce m b er 2013 c e m b e r 2 0 1 3 Tourism Data Warehouse (ATDW)
EuR
Nz oPe,
Sources: International Visitor Survey, National Visitor Survey, Tourism Research Australia December 2017, Survey of Tourist Accommodation
2015-2016, Australian Bureau of Statistics, Regional Tourism Satellite Accounts 2015-16; Deloitte/SATC
8 mi l l i on 3 m i l l i on
$31 $39
2 5 mi l l i o n 7 millio STRATEGY: REGIONAL RESPONSE PRIORITIES
SOUTH AUSTRALIAN REGIONAL3VISITOR 29
$4 $4 nClare Valley priorities
The focus for the Clare Valley is to encourage high spending international
and interstate visitors to stay overnight in the region. Developing new and
commissionable nature-based, heritage and epicurean visitor experiences
and additional quality accommodation will be key.
Marketing Collaboration
• Market the Clare Valley to those • Foster strong linkages between local
international and interstate visitors councils and tourism associations.
seeking either an active or indulgent
holiday. • Continue to leverage the Explorers
and Epicurean Way touring routes
• Position the region as authentically as marketing platforms for the region
Australian: offering epicurean, and grow stopovers to Clare Valley
nature-based, outback and heritage from those heading to and from the Conceived around
experiences. Flinders Ranges and Outback. winemaker Jane
Mitchell’s kitchen table,
• Ensure Clare Valley’s Breathe • Strengthen the region’s capacity to Clare Valley’s Gourmet
It In messaging is across all meet visitor information needs where Weekend was the first
communication. and when they seek it. event of its kind in
Australia. It’s now in its
• Grow the region’s marketing impact • Continue to embrace and evolve 34th year and attracts
and leads to operators by aligning regional Visitor Information Centres over 15,000 visitors to
with South Australia Tourism in Clare and Burra. the region each year.
Commission’s digital and other
strategies. • Build stronger connections with
neighbouring regions such as Yorke
Peninsula and Flinders Ranges.
Events
• Use new flagship events to drive in- Industry capability
region dispersal.
• Raise industry capability in digital
• Continue to support events which marketing, customer service, event
showcase the region’s local produce management, event promotion and
story and encourage longer visitor commissionable products.
stays and spend.
• Explore ways to retain quality staff
• Focus on value not volume for key in the regions (especially chefs and
events. front-of-house staff).
• Encourage conferences and
weddings to choose Clare Valley.
30 SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: REGIONAL RESPONSE PRIORITIESAccommodation Visitor infrastructure
• Aim to develop 51 new and 7 • Significantly improve
upgraded rooms (from 3 to 4-star) telecommunications.
in the region by 2020.
• Improve the ongoing maintenance of
• Encourage the development of a key heritage assets.
boutique 6-star offering.
• Make nature-based assets more
• Investigate the opportunity to accessible via the provision of
provide farm/vineyard stays in the amenities and signage.
region.
• Connect the Riesling, Rattler and
other regional trails.
Experience development • Seal the Clare Valley Aerodrome.
• Increase the number of
commissionable visitor experiences
in the region.
• Use the region’s excellent network
of trails for the development of
new soft adventure, wellness and
complementary tourism experiences.
• Develop more food and wine visitor
experiences.
NO VACANCY
Clare Valley has the
highest average annual
occupancy rate of all
South Australian regions.
PARTNERS Regional Development Australia Yorke and Mid North, Clare and Gilbert Valleys
Council, Regional Council of Goyder, Clare Valley Winemakers Inc, Clare Valley Cuisine,
Visual and Performing Arts (Mid North), Clare Valley Wine Grape Growers Association
and Clare Valley Business and Tourism Association and the South Australian Tourism
Commission.
SOUTH AUSTRALIAN REGIONAL VISITOR STRATEGY: REGIONAL RESPONSE PRIORITIES 31You can also read
