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Appendix 8
Western Australia
Tourism Western Australia
Strategic Plan 2005 – 2010
westernaustralia.com

Foreword
Western Australia is an extraordinary place to visit. It has much to offer visitors - a vast and diverse environment, unique
experiences, and a friendly, welcoming culture. Tourism Western Australia is entering the third year of its Forward Planning
System and the resulting Strategic Plan for 2005 to 2010 reflects an evolution of thinking for this period. However, the
strategic directions of Tourism Western Australia remain consistent. During the next five years, we will build on efforts
to capture our distinctive Western Australian qualities, and develop and market them in such a way that our State
becomes a preferred destination for our international and domestic target markets. By working together with industry,
potential investors and Government, we can develop truly innovative and attractive products, and jointly promote our
wonderful State.
Tourism is one of Western Australia’s key economic drivers. As it grows, everyone wins, because tourism is about jobs and
thriving local economies. It is underpinned by a commitment to sustainable development and represents an investment
in our future.
The outlook for our tourism industry is very exciting and I am proud to be involved.
Mark McGowan
Minister for Tourism
Chairman’s comment
The next five years will be an exciting and very fulfilling time for all people involved in tourism in Western Australia. The
development of this Strategic Plan represents the combined efforts of the board of commissioners and the staff from
Tourism Western Australia with input from the tourism industry in WA over a two-year period. Tourism WA implemented
a new planning framework in 2003 and launched its new vision and strategic plan. As a result, the WA tourism industry
and Tourism WA made several changes. For example we:
• Worked together to create five new Regional Tourism Organisations (RTOs)
• Implemented a new model for all intrastate marketing and better aligned promotion to our interstate and
international markets.
• Focused our activities around the major iconic tourism experiences in WA
• Developed the Landbank concept and resolved to attract additional new investment in our tourism industry
• Focussed on developing improved community recognition of the Value of Tourism
• Developed the new “Real Thing” brand and expanded upon the nature-based focus to embrace other elements
of WA’s personality
• Undertook a comprehensive Visitor Servicing Review, and put in place strategies to improve visitor information
services; professionalism of visitor centres and their staff; and facilities and services
• Developed and trialled a regionally run, capacity building programme for small tourism businesses called the
“Better Business Blitz”
This initial strategic plan (2003 – 2008) instigated significant organisational learning. Tourism WA has now reviewed
progress and consolidated this learning. The Strategic Plan for 2005 – 2010 for Tourism Western Australia should
be considered as a solid business platform where all our activities are aligned. Well defined strategies, initiatives and
appropriate measures to track performance will form the basis from which Tourism WA will promote Western Australia
as one of the world’s premier tourism destination.
The Tourism WA Board endorses this Strategic Plan and looks forward to the continuing achievement of our objectives
during the coming five years.
Alan Mulgrew
Chairman
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
1

Our Vision
Make Western Australia
the world’s natural choice.
Our Mandate
Grow Western Australian tourism faster than the
national average for the long-term benefit of the State.
Since this mandate was enunciated two years ago, the 2004 results showed
that Tourism WA has exceeded expectations with a 6% growth in its
tourism expenditure which is double the national growth rate (of 3%). This
was a more positive improvement compared to 2003, when WA’s tourism
expenditure grew by 0.2% compared to a national growth of 0.5%.
Values
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At Tourism WA our decisions and actions
are guided by the following values:
Open Communication
We communicate in an open, honest and straightforward manner, while recognising the confidentiality,
privacy and/or commercial sensitivity which is sometimes involved in releasing information.
Performance Orientation
We work with economy and a sense of purpose to respond to the needs and expectations of our customers,
stakeholders and the broader community.
Positive contribution
We share ideas and information and are willing to change and grow to improve the future. We contribute
as individuals and as part of a team.
Learning and Innovation
We support an environment where empowered employees find creative solutions and balance risk.
Integrity and Courtesy
We take responsibility for our actions and manage information and property with care. We treat others
ethically and with respect.
Respecting Individuality
We recognise the needs of individuals, including balancing work and family matters, and we encourage
diversity.
Recognised Valued Behaviour
We encourage, recognise and reward valued behaviour in individuals and teams.
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Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia

We will achieve our Vision through five major strategic objectives.
Together with the tourism industry and other stakeholders
we will:
1. Increase awareness, desire and visitation
to Western Australia’s iconic tourism
experiences
We will market our iconic tourism experiences of:
Marine; Outback and Adventure; Food and Wine; Forest
and Wildflowers; People and Lifestyle, so they become
recognised nationally and globally. This will result in
increased visitors and more employment and business
opportunities for Western Australians.
2. Enhance visitor experiences
Our visitors will have not only a memorable experience in
Western Australia, but also they will become our strongest
advocates. This will result in more visitors and more return
visits to the State and also generate increased awareness
and more new visitors.
3. Grow regional tourism
We will work with the regional tourism organisations so
they have the autonomy, skills and information for fast
and relevant decision making. This will result in greater
regional visitation, increased revenue, and higher levels of
investment and reinvestment. Partnerships with regional
tourism organisations, local governments, visitor centres,
regional development commissions, and other government
agencies will be vital to achieving this objective.
4. Attract additional strategic public and
private investment
We will work to support both public and private sector
investment in Western Australian tourism products and
infrastructure.
5. Achieve recognition for the tourism industry
as a leading economic and sustainable
contributor to the State
We will work in collaboration with our stakeholders to
ensure that the sustainable and significant contribution
of tourism is recognised. This will result in broad based
community support and Tourism WA becoming an integral
part of government planning and decision making.
Tourism WA will employ initiatives to meet each of the five objectives. While each initiative
predominantly addresses one objective, collectively they contribute towards the achievement of
all objectives.
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
3

Key business drivers/major themes for the next five years
The identification of WA’s five top iconic tourism experiences and the development of a Destination Development Strategy for each
of the State’s tourism zones is now driving all of Tourism WA’s business activities with an unprecedented degree of alignment. The
diagram below, illustrates how our iconic tourism experiences and Destination Development Strategies enable the identification of key
tourism product in the regions (examples shown):
4 Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia

Iconic experiences
Five priority iconic tourism experiences identified:
The current global trends challenge the Western Australian tourism industry to increase market share by creating solutions and daring
to be different. Our environment, attractions, friendly hospitality and enviable lifestyle, are the foundations of a wide approach that will
attract visitors. Developing attractive niche products suited to high yield tourists, promotion of natural wonders, and the enthusiastic
commitment of tourism operators will continue to help Western Australian tourism grow.
Tourism WA has undertaken extensive research that has identified five clusters of iconic experiences:
Marine
Outback and
Adventure
Food and Wine
Forest and
Wildflowers
People and Lifestyle
The marine experience embodies a variety of water-based experiences, including passive and active
interaction with marine life (swimming with dolphins, whale sharks, manta rays, turtles, coral and other
sea life), active water sports (surfing, diving, windsurfing, kite surfing, wakeboarding, waterskiing),
passive water sports (swimming, snorkelling, fishing), coastal attractions (beaches, reef) and good
weather (sunshine, warmth).
The outback adventure experience includes several activities which usually involve a degree of
excitement and the discovery of untouched/rugged landscapes and vast open spaces. This experience
is consistent with 4WD self drive adventures, often ‘off the beaten track’, and can also include a
comfort adventure element (i.e. comfortable accommodation, organised tours, luxury cruises, scenic
flights),
The wine experience includes wine tasting, vineyards, wine education, indulgence and romantic
escapes, complimented by fine food produced with local, fresh produce. There is an opportunity to
enjoy and learn about complementary food and wine combinations, and dine in picturesque natural
settings.
The forest and w ildflowers experience includes a variety of nature based experiences, including
interaction with large forests (karri trees, old growth forest) and nature, bushwalking, camping,
viewing colourful expanses and large varieties of wildflowers, flora education, picnicking and walking
amongst wildflowers.
WA is renowned for its people/lifestyle experience; particularly its laid-back and relaxed, yet modern
and alive atmosphere, outdoor living and friendly, vivacious locals. This experience is not specific to a
destination or region but is found throughout the State.
These experiences drive our brand.
Using iconic tourism experiences is critical for the fresh approach needed to continually grow the Western Australian tourism industry.
Focusing product development, new investment, events and all our marketing on these experiences will boost awareness of Western
Australia as a destination and grow desire amongst potential consumers to visit. It also provides focal points for the five tourism
regions. These iconic tourism experiences will drive our strategic activities over the next five years.
Destination Development Strategies (DDS)
Destination Development Strategies have been developed for all five tourism regions. They provide guidelines for future public and
private sector investment in tourism product and infrastructure for the next five years.
We aim to increase the quantity, quality and diversity of tourism product by addressing gaps in access, accommodation, activities and
amenities around our key icons.
The Destination Development Strategies will determine and drive Tourism WA’s underlying development activity in each of the Tourism
zones within the state.
Vibrancy of state - build profile through events
Events inject life and vibrancy into Western Australia, enhancing our reputation as an exciting destination, and generating economic
activity. They inject life and dynamism into the community’s social and cultural fibre, and boost the economy.
In addition, world-class events showcase Western Australia’s natural assets and five iconic tourism experiences to the world via both
free to air and pay TV and other forms of media. Over the life of this strategic plan, in addition to building yearly calendars around the
five iconic experiences, EventsCorp’s energy will be directed towards developing a major iconic event to promote our unique identity.
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
5

Market prioritisation
Tourism WA recognises the need to be smart about its marketing activities and we invest heavily in research in order to understand our
markets. We have developed twenty one market profiles detailing country and tourism market characteristics built around consumers
and the tourism trade in each market, aviation, access, product consistency, competitors and target segment performance.
This analysis has confirmed our active markets as Australia, New Zealand, United Kingdom, Europe (Germany/ Netherlands/ Switzerland),
Japan, Singapore, Malaysia, China. Our secondary markets are South Africa and United Arab Emirates (Gulf countries). In 2006,
Tourism WA will be making special efforts to build profile for Western Australia in South Korea – one of the state’s most important
future trading partners. Subject to available funding, the United States of America and India markets will be targeted in the future.
Access - capacity, frequency and competition
Tourism WA has a multi-faceted aviation strategy to increase frequency and capacity on existing routes, attract new airlines, and in
particular pursue the introduction of non-stop air links to core and emerging markets.
The introduction of any new service or airline into Perth, Broome, or other gateways will require a major marketing investment to
increase awareness and stimulate demand. Over the next five years we will target Western Japan, China and South Korea for direct
non-stop flights.
According to the Tourism Forecasting Council (April 2004), the number of Chinese visitors to Australia is expected to grow 18.5% per
annum for the period 2004 to 2013. China is expected to overtake Japan as our third largest inbound market behind New Zealand
and the UK by 2013.
Specifically Tourism WA will:
• Continue joint ventures (eg. Westralia Airport Corporation)
• Provide new airline route marketing incentives (eg. Osaka – Perth, Shanghai - Perth)
• Undertake co-operative marketing with airlines in existing core markets (eg. Hong Kong - Perth, Europe - Perth).
• Promote WA in emerging markets (eg. UAE, South Africa).
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Touism Western Australia

Quality of product and services
Many factors affect whether visitors are satisfied with their
tourism experience. Research tells us visitors are least satisfied
with signage, food and drink quality and value, shopping,
accommodation and entertainment. In this respect, the challenge
for the tourism industry and many operators is knowing how to
address the gaps between visitor expectations and satisfaction.
Two programs will be implemented to improve the tourism
industry.
• Better Business Blitz: Building business capacity
through research and training; increasing information
exchange; and encouraging cooperative ventures and
partnerships.
• Indigenous Tourism Development: Building the business
capacity of Indigenous tourism operators as part of
a broad based strategy for the development of this
important sector.
Attract additional strategic public and private
investment
The DDSs have outlined priority areas and projects for
investment by the private and public sector in tourism product
and infrastructure.
Prime sites for tourism development will be identified, made
‘investor ready’ and promoted as investment opportunities both
in Australia and overseas. These sites, and the developments on
them, will be primarily for accommodation, and will be focussed
on supporting Western Australia’s untouched and natural feel.
Tourism Western Australia will work closely with government
agencies who prioritise infrastructure spending.
Partnerships with stakeholders
We aim to work closely with the tourism industry and respond
to their needs. Tourism WA is committed to identifying and
capitalising on opportunities for both domestic and international
tourism. In partnership with the tourism industry we will target
the most lucrative markets. Given current global uncertainties,
flexibility is needed in all markets.
Leveraging Brand WA through traditional and non-traditional
partnerships remains a major focus. Our heightened brand
awareness in core markets presents opportunities to proactively
drive co-operative marketing activity through Brand/tactical
advertising under the Brand WA umbrella. This will build greater
exposure for Western Australia, and in turn build incremental
business through increased partnership marketing activity.
Tourism WA will continue to work in partnership with the
Destination Australia Partnership (DAP) in UK and Europe to
increase marketing efficiencies, effectiveness and impact via
greater collaboration between Tourism Australia and state and
territory tourism organisations.
Within Western Australia, Tourism WA’s Regional Managers
will partner with key stakeholders to implement strategies that
address gaps in access, accommodation, activities and amenities
which are holding back the potential of identified iconic
experiences in their localities.
Building capacity of industry to meet market
expectations
Tourism WA staff will liaise closely with tourism operators,
developers, state and local government agencies, and regional
tourism organisations to explore innovative ventures that
enhance the State’s tourism assets.
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
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Brand WA – keep dynamic
Research tell us that most consumers decide where to holiday
before contacting the travel/trade industry, using basic acquired
knowledge. This presents an inherent challenge for Tourism WA,
as Perth and WA do not enjoy the icon status of competitive
destinations such as London, Paris, New York, Sydney, or the
Maldives.
Extensive research shows that visitors believe that Western
Australia offers a variety of unique, natural experiences in an
unspoilt, pristine environment. Western Australia is renowned
for its relaxed laid-back lifestyle and its friendly, down-to-earth
locals. Visitors often comment that WA offers the authentic
Australian experience-the Australia they expected and hoped
to see. From this research four key words were developed to
describe the overall brand positioning-a fresh and natural
experience which makes our visitors feel carefree and alive.
The research also indicated that many travellers believe other
destinations have become overcrowded and over-commercialised.
There is also a growing sense of nostalgia for the Australia that
existed before the development and commercialisation of recent
years. From this research, ‘The Real Thing’ campaign was born.
The Real Thing campaign communicates that Western Australia
has an unspoilt environment, unpretentious people and an
unhurried pace. It is the authentic Australian experience - “the
real Australia”.
Tourism WA will undertake campaign activity in key markets
to create a stronger brand and greater awareness of Western
Australia’s five core iconic tourism experiences – Marine,
Outback and adventure, Wine and food, Forest and wildflowers
and People and lifestyle.
Brand and brand/tactical campaigns will include combinations
of television advertising, print (newspapers and magazines),
outdoor, public relations and online marketing, as appropriate
for the market, target audience and available budgets. All
advertising will incorporate ‘The Real Thing’ creative.
Emphasis will also be placed on gaining greater exposure and
third party endorsement for the State in television programmes,
newspapers and magazines via Tourism WA’s media familiarisation
activity, as well as other media opportunities that are presented
for consideration.
Increased online focus-marketing and
information
Tourism WA has many opportunities in information technologies
and online services. The Western Australian Tourism Network
allows tourism businesses to reach a world-wide audience via
the internet. The number of businesses with comprehensive
listings on westernaustralia.com and hence australia.com
through Network membership will continue to grow. Tourism
WA is committed to enhancing the Network over the next five
years.
Tourism WA and its partners are positioning the Western
Australian Tourism eMarketplace as a partnership initiative,
consolidating tourism web presences with a coordinated
approach to tourism marketing.
The internet is rapidly becoming the first source of information
about destinations for many travellers. It’s use as the vehicle for
purchasing tourism products is growing more rapidly than other
leisure competitors. Potential travellers are becoming more
discerning about the accuracy, timeliness and presentation of
information.
The tourism industry will need to continue its investment in
developing its internet presence. Critical to success in online
activity is continued investment in development of quality
content, marketing activities and distribution.
The Western Australian Tourism eMarketplace provides the
five Regional Tourism Organisations, Visitor Centres and
other tourism stakeholders with an opportunity to develop a
contemporary online marketing presence quickly and efficiently,
while maintaining their individual brands and identity. The
eMarketplace will improve our competitive position by
establishing an integrated approach to online marketing. It
provides an opportunity for the tourism industry to leverage
systems and resources not available on an individual basis.
8 Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia

STRATEGIC OBJECTIVE 1: Increase awareness, desire and visitation to
Western Australia’s iconic tourism experiences
No. Initiative Description Lead
Responsibility
Timing
1.1 Develop the tourism e-
marketplace so that Western
Australia Is competitively
positioned.
Ensure that WA is well represented on the Internet
through the development of a comprehensive
information base of quality product across a broad
spectrum of tourism sectors.
Executive
Management
Team
2005
- 2006
1.2 Drive brand positioning,
awareness and desire via a
distinctive creative (the Real
Thing)
Refresh our visual imagery to portray the stunning
‘hero’ features of the brand and iconic tourism
experiences.
Assess the brand creative (the Real Thing) to determine
its effectiveness and relevance and adjust/refresh
accordingly.
Consumer
Marketing
2005
-2010
2007
1.3 Undertake market
segmentation research to
identify key target segments
in our prioritised markets.
Continue further market segmentation research to
identify key target segments in our prioritised markets
in partnership with UWA and the Destination Australia
Marketing Alliance (DAMA).
Consumer
Marketing
2005-
2006
1.4 Develop a market
prioritisation model to assist
with revenue allocation
Refine market prioritisation model to predict which
markets we need to be active in and where the best
return for investment can be delivered. Capability to
forecast future market trends and model scenarios also
to be developed.
Consumer
Marketing
2005
-2010
1.5 Develop marketing and
communication programs that
are focused and successfully
implemented.
Build on segmentation research findings, implement
customised marketing and communication strategies
to deliver the best return on investment for Tourism
WA and the WA tourism industry. Monitor awareness
and appeal of iconic tourism experiences in key
markets to guide marketing programs.
Consumer
Marketing
2005
- 2006
1.6 Increase visitation and loyalty
to westernaustralia.com
Undertake proactive and targeted online
communications direct with prospective visitors and
grow the consumer database. Continue enhancement
of westernaustralia.com and refresh content to
encourage repeat visitation and interest in the website.
Consumer
Marketing
2005
-2010
1.7 Drive creative and proactive
PR and VJP activities
Undertake an extensive PR and familiarisations
program to bring journalists from around the world to
Western Australia increasing our ability to promote the
5 iconic tourism experiences.
Consumer
Marketing
2005
-2010
1.8 Capitalise on the international
student market to increase
tourism opportunities.
Utilising online media—represent WA and its vast
tourism opportunities in a consistent and attractive
manner to prospective students. Make sure tourism
information is easily available to them, and potential
visitors, such as family and friends.
Consumer
Marketing
2005
-2010
1.9 Drive visitation particularly
during shoulder seasons
by undertaking targeted
cooperative retail advertising
campaigns, with an increasing
emphasis on one-to-one
marketing.
Work with influential distribution partners including
airlines, tour operators and Tourism Australia on
targeted collaborative advertising and one-to-one
marketing campaigns to attract visitors before and
after the traditional peak times.
Trade Marketing 2005
-2010
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
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1.10 Harness joint business
opportunities with local, state
and federal government.
1.11 Undertake targeted trade
initiatives to increase
awareness of WA and its
tourism product.
1.12 Implement media, trade
relations, sponsorship and
public relations activities.
1.13 Identify and attract key
tourism travel trade events to
Western Australia.
Work with other government agencies to maximise
exposure of Western Australia and to encourage
business support for tourism and tourism initiatives in
WA.
Identify opportunities to showcase WA and its tourism
product to influential travel trade across all targeted
markets.
Identify and participate in cross-promotional activities
and media events which enhance and reinforce
Tourism WA’s marketing and communication objectives
and activities.
To capitalise on the quality business tourism
infrastructure available in Perth, Tourism WA will target
major travel trade events.
Trade Marketing 2005
-2010
Trade Marketing 2005
-2010
Trade Marketing 2005
-2010
Trade Marketing 2005
-2010
1.14 Focus on WA’s iconic tourism
experiences to increase the
quantity, quality and diversity
of sustainable tourism
product.
Implement the Destination Development Strategies to
increase the number and variety of tourist facilities at
and close to major tourist attractions.
Industry
Development and
Visitor Servicing
2005
-2010
1.15 Initiate product-focused
partnerships so that tourism
product can be further
developed.
Work with the tourism industry to develop and
package products that have a global appeal in
prioritised sectors. This includes: facilitating relevant
partnerships; enhancing the services and quality of
existing product; and adding diversity and innovation
to the WA tourism experience.
Industry
Development and
Visitor Servicing
2005
-2010
1.16 Secure and leverage events
to realise maximum media
impact for Western Australia.
1.17 Increase visitor numbers to
Western Australia through
events.
1.18 Use major Perth and regional
events to leverage tourism
opportunities.
Develop a calendar of events with an increased focus
on delivering media coverage of events that will
distribute destinational images of WA and enable
promotional activity to attract viewers to travel to WA.
Undertake research to identify upcoming trends and
potential events, and secure events that maximise
visitation to the state. Leverage events in terms of
increasing visitors and their length of stay, incentive
tourism and business to business activities to ensure
the benefits of the event are maximised.
Identify and provide opportunities for event
participants and potential visitors/spectators to
experience the State before and/or after the event to
maximise economic benefit for the State.
EventsCorp 2005
-2010
EventsCorp 2005
-2010
EventsCorp 2005
-2010
1.19 Maximise business tourism. Develop a greater synergy between Tourism WA and
the Perth Convention Bureau to ensure that we attract
larger business tourism events to the State and cluster
business tourism with hallmark events to convince
visitors to stay longer in WA.
EventsCorp 2005
-2010
1.20 Develop iconic events for
Western Australia.
Identify and develop iconic events, which will help give
WA a unique identity to attract visitors to the State.
EventsCorp 2005
-2010
1.21 Use events to support and
strengthen the recognition of
WA iconic experiences.
Use events to showcase WA’s natural tourism icons. EventsCorp 2005
-2010
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Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia

STRATEGIC OBJECTIVE 2: Enhance visitor experiences
No. Initiative Description Lead
Responsibility
Timing
2.1 Ensure Perth has a vibrant
city centre
Participate/Influence planning for Perth’s city foreshore.
Tourism WA
Board
2005 -
2010
2.2 Gather and communicate
research intelligence to the
tourism industry.
Empower the industry by providing ready access to the
latest market research.
Consumer
Marketing
2005 -
2010
2.3 Integrate tourism into
overall planning, policy
and development priorities
of Western Australia.
Work with the identified 29 Government agencies as
well as local and federal Governments to ensure that
the tourism priorities identified in the five Destination
Development strategies are taken into account in their
forward planning and funding prioritisation.
Industry
Development and
Visitor Servicing
2005 -
2010
2.4 Build the capacity of
businesses and their
proprietors in Western
Australia’s tourism
industry.
Conduct a series of capacity building activities through
Regional Western Australia, in partnership with relevant
stakeholders, including:
• Better Business Blitzes
• Product Alliances
• Sector specific development
To focus on priorities identified by the local tourism
industry, and based on research with visitors to that
locality.
Industry
Development and
Visitor Servicing
2005 -
2010
2.5 Deliver world class visitor
servicing and foster long
term sustainability to
increase length of stay and
spend.
Encourage and support visitor servicing stakeholders to
work cooperatively in the implementation of the Visitor
Servicing Study. Improve facilities and services; ensure
staff are highly trained and knowledgeable on products in
WA; improve recognition of Visitor Centres as a valuable
service. Develop ways to encourage visitors to explore
areas surrounding identified icons and iconic experiences.
Industry
Development and
Visitor Servicing
2005 -
2010
2.6 Support a truly national
tourism accreditation
program and its roll out
into the industry.
Increase industry participation in and consumer recognition
of the program by providing marketing incentives to
accredited businesses.
Focus on accredited businesses in Tourism WA publications
and other marketing, and work with Tourism Council
Western Australia to create a consistent standard across
Australia.
Industry
Development
and Visitor
Servicing
2005 -
2006
2.7 Operate a high quality
Visitor Centre providing
a comprehensive
information service.
Ensure the WA Visitor Centre is an effective and efficient
operation, which optimises the service provided to visitors.
Industry
Development and
Visitor Servicing
2005 -
2010
2.8 Develop a special events
protocol for major
international events in
WA.
Ensure the development of a special events protocol that
will ensure the hospitality industry is well placed to cater
for the demands of major international events in WA.
EventsCorp 2005 -
2006
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
11

STRATEGIC OBJECTIVE 3: Grow regional tourism
No. Initiative Description Lead
Responsibility
Timing
3.1 Market regional areas of
Western Australia.
Target market segments with a high propensity for dispersal
ie. A desire to travel beyond major gateways to regional
destinations within the State.
Consumer
Marketing
2005 -
2010
3.2 Support the regional
tourism organisations
in relation to intrastate
marketing.
3.3 Consult with the regional
tourism organisations
in the development
of Tourism WA’s
marketing strategies and
operational plans.
Manage relationships and monitor performance of regional
tourism organisations to ensure intrastate marketing
campaigns are consistent with Tourism WA interstate and
overseas activities and overall objectives.
Ensure that the regions are consulted, aware of and
understand Tourism WA’s marketing strategies and can
leverage agreed marketing opportunities.
Trade Marketing 2005 -
2010
Trade Marketing 2005 -
2010
3.4 Implement Destination
Development Strategies.
In partnership with regional tourism organisations and other
stakeholders implement destination development strategies
in order to close gaps in infrastructure, attractions,
accommodation and tourism facilities in prioritised areas.
Industry
Development and
Visitor Servicing
2005 -
2010
3.5 Conduct review of
Destination Development
Strategies.
Review the effectiveness of the Destination Development
Strategies in conjunction with all major stakeholders and
refresh priorities based on progress to date.
Industry
Development and
Visitor Servicing
2006 -
2009
3.6 Build regional tourism
through a regional events
program.
Develop a regional events program to ensure opportunities
for tourism are spread throughout the State and a wider
awareness of the State is fostered through the associated
media coverage.
EventsCorp 2005 -
2010
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Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia

STRATEGIC OBJECTIVE 4: Attract additional strategic public and private investment
No. Initiative Description Lead
Responsibility
Timing
4.1 Expand air services and
overall air capacity to and
within Western Australia.
Develop and implement a multi-faceted approach to
increase frequency and capacity on existing routes, attract
new airlines to and throughout WA and introduce new
non-stop air linkages to service core and emerging markets.
The resultant increase in air services and overall capacity are
expected to become evident over 2 to 5 years.
Trade Marketing 2005
-2010
4.2 Promote a whole of State
approach to tourism
infrastructure needs.
Ensure government takes into account the employment
and economic contribution of tourism when setting
priorities for infrastructure development.
Industry
Development and
Visitor Servicing
2005
-2010
4.3 Attract capital investment
and facilitate reinvestment.
Develop Investment Attraction Strategies that promote WA
to domestic and overseas investors as a profitable and safe
investment environment.
Industry
Development and
Visitor Servicing
2005
-2010
4.4 Develop new tourism
product segments to
meet market needs.
Build the capacity of priority product sectors with the long
term view of making the sector export ready through the
identification and implementation of priority sectors.
Industry
Development and
Visitor Servicing
2005
-2010
4.5 Boost tourism
infrastructure
Expedite tourism projects within Western Australia through
the identification of strategically important sites and
facilitation of pre-approvals and pre-feasibilities to get
them ‘investor ready’. Establish a Tourism Land Bank and
promote this to domestic and overseas investors..
Industry
Development and
Visitor Servicing
2006
-2009
4.6 Enhance nature based
tourism in WA
In partnership with CALM, improve tourism infrastructure
in our national parks and conservation reserves, encourage
sustainable tourism in our old growth forests, and foster
the long term sustainability of the Ningaloo reef.
Industry
Development and
Visitor Servicing
2005
-2010
STRATEGIC OBJECTIVE 5: Achieve recognition for the tourism industry as a leading economic and sustainable
contributor to the State
No. Initiative Description Lead
Responsibility
Timing
5.1 State Tourism Satellite
Account
Every two years ensure the provision of support and
information in order to produce a State Tourism Satellite
Account.
Consumer
Marketing
2005,
2007,
2009
5.2 Raise awareness of social
and environmental impacts
of tourism through the
CRC for Sustainable
Tourism.
Provide direction and support to the CRC for Sustainable
Tourism in relation to sustainable tourism and key research
needs for the industry. Assist with communication of
findings to industry.
Consumer
Marketing
2005
– 2007
5.3 Develop and implement a
communication program
for key stakeholders to
raise their awareness of the
significance of tourism.
Work with the industry to demonstrate more widely the
value that tourism delivers for Western Australia.
Trade Marketing 2005 -
2010
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
13

Strategic links - measuring our success
Five year targets have been set for each objective. Tourism Western Australia will measure progress annually and report performance
to the tourism industry and stakeholders. The targets will be reviewed annually, and will be underpinned by a suite of operational
effectiveness measures.
Key business drivers
• Iconic Experiences
- 5 priority iconic tourism experiences
- Destination Development Strategies (DDS)
- Building capacity of industry to meet
market expectations
- Vibrancy of state - build profile through
Events
• Market prioritisation
• Access - capacity, frequency and competition
• Quality of product and services
• Partnership model with stakeholders
• Brand WA - keep dynamic
• Increased online focus - marketing and
information
Strategy 1
Increase awareness, desire and visitation to Western Australia’s iconic tourism experiences.
• Develop the tourism e-marketplace so that Western Australia Is competitively positioned.
• Drive brand positioning, awareness and desire via a distinctive creative (the Real Thing)
• Undertake market segmentation research to identify key target segments in our prioritised markets.
• Develop a market prioritisation model to assist with revenue allocation
• Develop marketing and communication programs that are focused and successfully implemented.
• Increase visitation and loyalty to westernaustralia.com
• Drive creative and proactive PR and VJP activities
• Capitalise on the international student market to increase tourism opportunities.
• Drive visitation particularly during shoulder seasons by undertaking targeted cooperative retail advertising
campaigns, with an increasing emphasis on one-to-one marketing.
• Harness joint business opportunities with local, state and federal government.
• Undertake targeted trade initiatives to increase awareness of WA and its tourism product.
• Implement media, trade relations, sponsorship and public relations activities.
• Identify and attract key tourism travel trade events to Western Australia.
• Focus on WA’s iconic tourism experiences to increase the quantity, quality and diversity of sustainable
tourism product.
• Initiate product-focused partnerships so that tourism product can be further developed.
• Secure and leverage events to realise maximum media impact for Western Australia.
• Increase visitor numbers to Western Australia through events.
• Use major Perth and regional events to leverage tourism opportunities.
• Maximise business tourism.
• Develop iconic events for Western Australia.
• Use events to support and strengthen the recognition of WA iconic experiences.
Measure of Success
Awareness amongst potential visitors that WA
offers the iconic tourism experiences that are
actively promoted in our major markets
WA increase in visitor expenditure as compared
to national average increase in visitor
expenditure
Percentage of survey respondents aware that WA offers the iconic tourism
experiences that are actively promoted in our major markets:
Interstate 45%
International short haul 20%
International long haul 15%zaz
Growth in WA visitor spend greater than national average
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Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia

Strategy 2
Enhance visitor experiences
• Ensure Perth has a vibrant city centre
• Gather and communicate research intelligence to the tourism industry.
• Integrate tourism into overall planning, policy and development priorities of Western Australia.
• Build the capacity of businesses and their proprietors in Western Australia’s tourism industry.
• Deliver world class visitor servicing and foster long term sustainability to increase length of stay and spend.
• Support a truly national tourism accreditation program and its roll out into the industry.
• Operate a high quality Visitor Centre providing a comprehensive information service.
• Develop a special events protocol for major international events in WA.
Measure of Success
Visitor satisfaction with WA experience
A minimum of 80% of visitors will be satisfied with their experience in WA,
with at least 45% of visitors being highly satisfied.%
Strategy 3
Grow regional tourism
• Market regional areas of Western Australia.
• Support the regional tourism organisations in relation to intrastate marketing.
• Consult with the regional tourism organisations in the development of Tourism WA’s marketing strategies
and operational plans.
• Implement Destination Development Strategies.
• Conduct review of Destination Development Strategies.
• Build regional tourism through a regional events program.
Measure of Success
Make Western Australia a natural choice for
tourism investment.
All regional tourism organisations will achieve contractual compliance.
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
15

Strategy 4
Attract additional strategic public and private investment
• Expand air services and overall air capacity to and within Western Australia.
• Promote a whole of State approach to tourism infrastructure needs.
• Attract capital investment and facilitate re-investment.
• Develop new tourism product segments to meet market needs.
• Boost tourism infrastructure
• Enhance natural based tourism in WA
Measure of Success
Make Western Australia a natural choice for
tourism investment.
Percentage of targeted investors who consider that the tourism investment
attraction services improved their view of Western Australia as an investment
location. Target = 30%
Percentage of investors satisfied with the facilitation services provided.
Target = 50%
Strategy 5
Achieve recognition for the tourism industry as a leading and sustainable economic
contributor to the State.
• Establish Tourism Satellite Account
• Raise awareness of social and environmental impacts of tourism through the CRC for Sustainable
Tourism.
• Develop and implement a communication program for key stakeholders to raise their awareness of the
significance of tourism.
Measure of Success
Achieve recognition for the tourism industry as
a leading economic contributor to the State.
60% of identified key stakeholders within the Western Australian Government
and business community will become aware of the value of tourism.
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Touism Western Australia

Resourcing the Strategy
The five year Strategic Plan will guide the activities of all staff, ensuring we focus on core business activities. Recruitment, selection,
training and development activities will ensure that new and existing staff have the skills to support the strategic direction.
The 2005 – 2010 Strategic Plan reflects a confirmation of focus, some additional non-recurrent funding, and some reprioritisation of
organisational strategies. The following table outlines the funding levels and distribution of funds required to implement the plan,
which will be revised on an annual basis.
$’000
Objective 2005/06 2006/07 2007/08 2008/09 2009/10
1. Increase awareness, desire and visitation to Western
Australia’s iconic tourism experiences.
35,747 24,347 24,149 28,626 28,626
2. Enhance visitor experiences 1,321 1,678 1,333 1,411 1,411
3. Grow regional tourism 8,378 9,791 9,488 9,145 9,145
4. Attract additional strategic public and private investment 2,446 2,803 2,458 2,536 2,536
5. Achieve recognition for the tourism industry as a leading and
sustainable economic contributor to the State.
1,292 1,471 1,298 1,337 1,337
Total 49,184 40,091 38,726 43,056 43,056
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
17

Reaching our Goals Together
The objectives will be achieved via the skills and enthusiasm of
the Tourism Western Australia team. Our staff will share ideas,
and work together on initiatives to ensure the tourism industry
is included in all communication and activities. Together we can
make Western Australia the world’s natural choice for tourism.
The Trade and Consumer Marketing Divisions together accelerate
the growth in the economic value of tourism throughout
Western Australia.
Their key functions are to:
• Develop and implement marketing and communication
strategies to build awareness and desire to visit Western
Australia.
• Increase visitation, yield and dispersal from target
markets.
• Provide meaningful and actionable research to guide
strategies and actions of the Western Australian tourism
industry.
• Communicate effectively with industry, government and
the people of Western Australia.
The Industry Development and Visitor Servicing Division
ensures that appropriate product is in place for visitors to enjoy,
and that information services enhance the experience.
Its key functions are to:
• Ensure the environment is right to attract capital
investment and re-investment.
• Facilitate the development of new tourism products and
enhance existing ones.
• Apply technology-led solutions to product and
information distribution.
• Provide support for the delivery of quality visitor
information and services.
EventsCorp makes a significant contribution to the State
through event and business tourism. Its key functions are to:
• Identify and attract appropriate events to Western
Australia.
• Support and develop events from idea generation to
implementation, and where appropriate, manage and
grow events, particularly in regional areas.
• Leverage tourism, business and media opportunities
through events.
• Maximise business tourism.
The Corporate and Business Services Division provides
support to the Board and the organisation.
Its key functions are to:
• Provide services in accounting, finance, contracts,
human resources, information systems, information
management, risk management, asset management,
and internal audit.
• Ensure compliance with legislative and government
policy requirements and recognised accounting and
management standards.
Each division has a critical role in ensuring the successful delivery
of our Strategic Plan. By working closely and encouraging
cross-divisional integration, Tourism WA will have the skills
and resources to achieve its objectives. Industry involvement is
fundamental to realising our potential.
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Touism Western Australia

Chief Executive Officer
Executive Services
• Ministerial Liaison
• Board Liaison
• ASCOT, Tourism Ministers’
Council, CEO Forum
• Strategic and Coporate
Planning
• Policy and Planning
Consumer
Marketing
Industry
Development &
Visitor Servicing
Corporate &
Business Services
• Consumer Marketing
• Destination
Communication and
Familiarisations
• Research and Analysis
• Destination
Development
• Policy and Planning
• Visitor Servicing
• Asset Management and
Contract Services
• Accounting and
Financial Services
• Human Resources
• Information
Management Support
Trade Marketing
EventsCorp
• Media and Public Affairs
• Trade Marketing
• RTO Relationship
Management
• Aviation Development
• Event Development and
Contract Management
• Regional Event
Development and
Contract Management
• Business Events
• Rally Australia
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
19

Keeping everyone involved
and informed
To achieve our Vision it is essential that we understand the needs
and expectations of our customers, stakeholders and partners,
and work cooperatively with them. Tourism Western Australia’s
Strategic Plan aims to balance the needs of these groups:
Consumers
• Western Australian community
• Business and leisure visitors from intrastate, interstate
and overseas
Tourism Western Australia
• Our staff
• Our volunteers
• Our Board
• Our committees
Government
• Minister for Tourism; Racing and Gaming; Youth;
Peel and the South West
• Federal, state and local government
• Other government agencies
• Tourism Australia
• Other state tourism organisations
Tourism Industry
• Regional tourism organisations
• Visitor Centres
• Travel agents, wholesalers and inbound tour operators
• Tourism operators; business and leisure
• Tourism industry bodies
• Perth Convention Bureau
• Airlines
• Cruise Operators
Event industry
• Event industry bodies
• Suppliers
• International federations
• Event organisations
• Venue owners
• Community groups
Business community
• Related industries, organisations and associations
• Educational institutions
• Media – local, national and international
• Corporate sector
Communication strategy
Tourism Western Australia is committed to open and accountable
two-way communication with its staff, customers, stakeholders
and partners.
Our communication is both corporate and marketing focused,
with the key objective of creating an environment in which
Tourism Western Australia can operate effectively.
Communication activities are designed to enhance the
achievement of corporate objectives. They also reinforce our
industry partnerships and include Board/executive regional
visits, advisory committee meetings, regular peak industry
body briefings, and the work of regional, interstate and
international staff.
Online service directory
A comprehensive directory, found in the ‘Industry’ section
of westernaustralia.com, provides access to information and
contacts for people seeking to enter the industry, as well
as those investigating business opportunities in tourism in
Western Australia.
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Touism Western Australia

Corporate Governance
In line with contemporary thinking on managing organisations,
delivery of the Strategic Plan is underpinned by a strong
commitment to corporate governance.
Enabling Legislation
Our organisation was established under the Western Australian
Tourism Commission Act 1983. (‘The Act’). The Minister
responsible for Tourism WA is the Minister for Tourism; Small
Business; Sport and Recreation; Peel and the South West.
The Act provides for the establishment of a governing Board
of 10 members appointed by the Governor, one of whom is
appointed by the Governor as Chairman.
The Act provides the functions (Section 13) of Tourism WA and
the necessary powers (Section 14) to undertake and fulfill those
functions.
We are governed by a number of other Acts, including the
Financial and Administration and Audit Act 1985 (FAAA) and
the Public Sector Management Act 1994.
Role of the Board
The Board has overall responsibility for corporate governance.
It sets the strategic direction of Tourism WA and the goals of
management. Day-to-day operations are delegated by the
Board to the Chief Executive Officer and his Executive
Management Team.
Committees
To assist the Board in achieving the highest standards of corporate
governance, Board members closely involve themselves with
critical areas of Tourism WA’s activities through the establishment
of Advisory Committees.
The Board has established four committees to assist it in the
delivery of Tourism WA’s objectives and one committee to assist
in its financial management and conformance activities.
The Strategic Marketing Committee provides high level
strategic advice on Tourism WA’s marketing activities in domestic
and international markets.
The EventsCorp committee undertakes high level strategic
consideration of the opportunities to promote Western Australia
through major events and the business tourism sector. This
committee operates with delegated authority from the Board
to ensure that maximum advantage is taken of opportunities, as
and when they present.
The Rally Australia Board oversees the conduct of Rally
Australia as a round of the World Rally Championship. The Rally
Australia Board ensures that the event is positioned strategically
and maximises opportunities to promote Western Australia and
increase new visitors to the State.
The Nature Based Tourism Advisory Committee advises
the Board on the synergies of our natural assets with tourism
product development opportunities and policy related matters.
The Audit and Finance Committee provides additional
assurance regarding the quality and reliability of financial
information. The committee reviews financial performance and
provides advice to the Board on areas of concern.
Business risk
Established procedures at Board and management level are
designed to maintain Tourism WA’s operational viability and to
safeguard assets and interests and ensure the integrity of its
reporting. These include accounting, financial reporting and
internal control procedures and limits, which are subject to
internal and external audit review.
Ethical standards
Tourism WA’s Board acknowledges the need for the highest
standard of corporate governance practices and ethical conduct
by all members, employees and contractors. The Board has
adopted its own code of conduct in line with its commitment
and the Code of Conduct for Tourism WA, which is based on the
broader Western Australian Public Sector’s Code of Ethics.
Strategic Plan 2005 – 2010 FINAL DRAFT
Touism Western Australia
21

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