Strategic Plan 2008 to 2013 - Tourism Western Australia

Tourism Western Australia 

Strategic Plan 2008 to 2013 

Building for the Future


2 Mill Street 

PERTH WA 6000 

GPO Box X2261 

PERTH WA 6847 

Tel: 08 9262 1700 

Fax: 08 9262 1702 

info@tourism.wa.gov.au 

tourism.wa.gov.au 

© Tourism Western Australia December 2007. ISBN No: 978-0-9804108-7-7. 

 

TOURISM WESTERN AUSTRALIA | Strategic Plan 2008 to 2013 | Building for the Future

FOREWORD 

We are pleased to present the Strategic Plan for Tourism 

Western Australia in accordance with the Western Australian 

Tourism Commission Act. 

This Strategic Plan – Building for the Future, presents direction 

for Tourism WA and the Western Australian tourism industry 

to the year 2013. It is a major step forward, based on the way 

the world is today and how we currently fit within it, I firmly 

believe it outlines the strategies that need to be pursued for 

success. 

Over the life of this plan, the world and Western Australia can 

expect to see accelerating change. There will be intensified 

pressures from climate change, rapid evolution in consumer 

attitudes and expectations and further changes to security and 

biosecurity. 

Whilst the purpose of this plan is to guide our forward action, 

it is useful to look back and understand what has changed in 

the past five years to get the State’s tourism industry to where 

it is today. 

Competition for labour has grown significantly. The 

unemployment rate in WA five years ago was 5.6% (in June 

2002) and is now 3.3% (as of June 2007). (Source: ABS 

Western Australian Statistical Indicators). 

In 2005 and 2006 Perth experienced the fastest demand 

growth in accommodation for 18 years. This has driven hotel 

occupancies to record highs. 

Construction costs have jumped 12% to 15% in the past two 

years making feasibilities for new developments difficult, hence 

the need to focus on conversions of existing developments. 

Western Australia must become known for its unique quality 

products and services. For this reason renewed emphasis is 

being placed on quality product and investment attraction. 

A new objective to differentiate our State’s product from 

competitors will see us focussed on developing commercially 

viable and sustainable Aboriginal tourism products and 

experiences. 

Increasing awareness of the impact of people and tourism on 

the environment has been growing rapidly and it is clear this 

will continue. The tourism industry in WA needs to respond 

proactively to this trend and, together with the State’s isolation 

from our core markets, presents us with unique challenges. 

To ensure we have a labour force into the future the industry 

needs to become competitive in terms of pay and conditions 

for employees. Collectively these three issues result in us 

continuing to market Western Australia in a competitive 

environment, however growth in market share is not sought 

over profitability of the industry. 

The Tourism Western Australia Board and the Executive 

Management Team endorse this Strategic Plan for Tourism 

Western Australia. 

Australian Bureau of Statistics data suggests that Perth is 

experiencing impressive hotel yield growth – approximately 

20% in 2006, 19.5% in the first quarter of 2007 and double 

digit growth forecast for the next two to three years. 

Kate Lamont - Chairman 


Richard Muirhead - CEO 



STRATEGIC OVERVIEW 

Purpose – Why We Exist 

We develop, promote and protect Western Australia’s 

iconic tourism experiences. This will lead to the increased 

competitiveness, viability and profitability of the WA tourism 

industry. 

Tourism WA ensures that the State’s tourism industry activities 

are planned and managed to meet community requirements 

now and into the future. 

Tourism WA Purpose 

To develop, promote and protect Western Australia’s iconic tourism experiences. 

Improve the quality of 

visitor experiences 

Secure the future of 

regional tourism 

Grow visitor expenditure 

faster than visitor nights 

(numbers) 

Accelerate the development 

of Aboriginal tourism 

Influence major infrastructure 

priorities and attract private 

investment 

Build recognition that tourism 

and events enhances the unique 

WA lifestyle and supports the 

natural environment 

Governance & Public Sector Improvement 

Better Services 

Regional 

Development 

Lifestyle & 

the Environment 

Jobs & Economic 

Development 

 


STRATEGIC OVERVIEW: 

Purpose – Why We Exist continued... 

As strategic planning is an iterative process with the purpose 

of mapping a clear path between a present condition and a 

vision for the future, it was deemed appropriate that Tourism 

WA revisit its Strategic Directions. 

Considerable effort has been directed in 2007 to reviewing 

accomplishments to date along with changes to our operating 

environment and gaining feedback from industry and key 

stakeholders. 

Through this feedback and learning loop, several strategic 

issues were identified. These being: 

• Visitor satisfaction 

• Quality standards 

• Better coordinated investment attraction 

• Consumer advocacy 

• Market segmentation 

• Profit and yield (focus on growing profit not volume) 

• Environmentally and socially responsible tourism 

• Value of Tourism messages to be broadened beyond the 

traditional impact on jobs and the economy 

• Climate change 

• Staffing 

• Opportunity to develop Indigenous tourism 

These strategic issues were then further explored and have 

resulted in a redefining of the agency’s purpose statement and 

a new set of challenging Strategic Objectives based on a need 

for change to ensure that we help build a strong future for the 

tourism industry. 

The resulting 6 strategic objectives will therefore guide all our 

activities over the life of this plan: 

• Improve the quality of visitor experiences 

• Secure the future of regional tourism 

• Grow visitor expenditure faster than visitor 

nights (numbers) 

• Accelerate the development of Aboriginal tourism 

• Influence major infrastructure priorities and attract 

private investment 

• Build recognition that tourism and events enhances the 

unique Western Australian lifestyle and supports the 

natural environment 

It is important to note that neither of the objectives nor any 

individual targets stand alone: they are all part of an integrated 

approach. 


STRATEGIC OBJECTIVE: Improve the quality of visitor 

experiences to match or exceed customer expectations 

Focus: 

Partnering with industry, Government and the 

broader community to meet consumer needs 

Outcome: Visitors will leave satisfied and recommend their 

friends, family and communities to also do so. 

Where are we now? 

Most of today’s consumers are well travelled from an early 

age and have a good understanding of quality products and 

services. Their search for the “best deal” is intensifying and 

tolerance for poor value for money is lower than ever. The 

internet is enabling people to quickly and easily compare 

prices and products and online booking is becoming ever 

more commonplace. 

The internet also allows them to share their good and bad 

holiday experiences with other travellers around the world 

through the many community review sites and blogs, so the 

impact of poor quality or service can be far reaching. 

WA tourism businesses are beginning to see the real link 

between quality of services and products and profitability 

- destinations and tourism operators are faced with an 

increasingly sophisticated market of more experienced 

travellers with higher expectations – people who know 

what they want, and how much they are willing to pay for it. 

A focus on quality is critical for the long term viability 

of the industry. 

Where do we want to be? 

Western Australia will (over the next five years) become known 

for unique quality products and services and be recognised 

as having best practice in place by other organisations and 

destinations. 

A more collaborative approach will be adopted within the 

tourism industry. Not only will businesses develop more 

product that satisfies their customers, they will also be active 

in recommending complementary product based on their 

knowledge of what consumers want. Technology driven 

solutions will be vigorously pursued. 

What must we do to get there? 

We require significant levels of industry engagement to 

successfully address our core activities and objectives. In 

the main substantial industry participation is required in our 

marketing, information provision and quality improvement 

efforts in order to secure the maximum potential impact upon 

the visitor. 

 


STRATEGIC OBJECTIVE: Improve the quality of visitor experiences 

to match or exceed customer expectations continued... 

Strategies to be employed include: 

Consumer Research – Our intention is to focus on improving 

the State’s current offerings and working together to develop 

new products and services. The challenge for the tourism 

industry and many operators is knowing how to address the 

gaps between visitor expectations and satisfaction, and the 

creation and promotion of unique and highly desirable visitor 

experiences. 

Product Quality – Specific effort (time and resources) will 

be directed towards motivating and educating businesses, 

local government authorities and other public service providers 

to focus on the quality of products and services. 

Without a focus on quality and value, repeat visitation and 

referrals are difficult to achieve. Innovation will become a key 

strategic activity of Tourism WA, where we will focus on being 

the ‘fast followers’ initially. 

Service quality is most often directly related to the calibre of 

employees, which highlights the need to address the skills 

shortage and lack of skills development opportunities for staff 

in the industry. Tourism WA will also support the delivery of 

quality product through a national accreditation system for 

tourism operators. 

Customer Access and Feedback – Positive word of mouth 

from visitors is the most important source of destination 

information. It is critical we leverage and improve our share 

of voice in this regard. Activities will be implemented to 

encourage the creation of and distribution of this content to 

key markets. 

Delivering Sustainable and Innovative Visitor Servicing - 

The provision of innovative visitor information services will be 

pursued. It is critical to maximise visitor experiences via the 

provision of relevant, timely and motivational information 

services. 

A variety of information platforms will be considered in order 

to engage in new and creative ways with visitors. In particular, 

the technological landscape will provide opportunities for 

innovation in visitor servicing that will not only improve visitor 

satisfaction, but provide means to influence visitor yield, 

dispersal and length of stay. 

In addition, visitor servicing will continue to be provided 

through the Western Australian Visitor Centre that has both 

an improved physical and online presence. 

Marketing Deliverable Experiences - As a principle, 

Tourism WA will align its marketing strategies to promote our 

unique WA positioning in line with actual product capacity and 

quality. 

Delivering World Class Major Events - EventsCorp, the 

events division of Tourism WA, will also seek to improve the 

quality of visitor experiences by identifying and attracting new 

and exciting major events that promote and enrich Perth and 


How will we measure success against 

this objective? 

In addition to strategically managing agency activities to ensure 

delivery on initiatives outlined in this plan, the following key 

performance indicators will be used to assess achievement. 

Key Performance Indicators 

(to be confirmed through the State Budget Process for 2008-09) 

KPI Measure 

Percentage of visitors whose 

expectations were met or 

exceeded upon visiting 


Percentage of visitors who 

have or will refer others 

to WA. 

Target 

Year 1 - At least 80% of 

visitors surveyed report 

that expectations were 

met or exceeded. 

With a minimum of 50% 

of visitors’ expectations 

having been exceeded. 

50% of visitors surveyed 

indicate that they intend 

to recommend a holiday 

in WA to others. 

* Note: Once a baseline is established in year 1, 5 year 

targets will be set. 


Initiatives to be undertaken: 

Initiative Description To be undertaken when? 

Y1 Y2 Y3 Y4 Y5 

By Whom? 

Strategy: Consumer Research 

1.1 Work with industry and 

consumers to improve 

understanding of what 

consumers want, now 

and into the future 

Gather research intelligence on current 

and future trends from both consumers 

and industry related to key target markets 

with a focus on identifying the most critical 

determinants of visitor satisfaction. 

P 

P 

Marketing 

Strategy: Product Quality 

1.2 Engage industry and gain 

support for strategic 

directions 

1.3 Communicate relevant 

research intelligence and 

insights to the tourism 

industry to build capacity 

and quality. 

1.4 Create innovative tools 

allowing industry real time 

access to relevant information. 

1.5 Develop and prioritise 

iconic areas for improvement/ 

development. 

1.6 Drive product quality and 

service improvements. 

1.7 Influence the creation of Perth 

as a vibrant city. 

Successful case studies will be sourced, 

analysed and communicated to encourage 

innovation and product enhancements by 

industry. 

Partner with key industry partners 

with quality business practices. 

Empower the industry by providing ready 

access to the latest market research and inmarket 

intelligence. 

Conduct a series of capacity building activities 

throughout regional Western Australia, 

in partnership with relevant stakeholders, 

including: 

• Better Business Blitzes 

• Regional Manager activities 

• Sector specific development 

To focus on priorities identified by the local 

tourism industry, and based on research with 

current and potential customers. 

Implement tools that allow industry 24/7 access 

to relevant information to improve business 

practices. 

Priority sectors will be determined, research 

undertaken and innovation encouraged by 

increasing the industry’s understanding of 

world’s best practice examples. 

Visitor Satisfaction research will be used to 

prioritise locations or tourism sectors. 

Comprehensive review of Destination 

Development Strategies with research driving 

updates. 

Regional Tourism WA staff will work with 

industry to improve their businesses and 

products offered. 

Participate/influence planning for Perth’s 

city foreshore, Northbridge Link, Burswood 

Peninsula and other projects with potential 

tourism benefits. 

P P P P P IDVS & 

Marketing 


Marketing 

P 

P 

P 

P P P 

P 

P P P P P 

IDVS & 

Marketing 

IDVS & 

Marketing 

IDVS 

P P P P P Board & 

IDVS 

 


Initiatives to be undertaken continued... 


1.8 Drive initiatives to address 

the skills shortage. 

The industry will be regularly informed about 

options for accessing staff, solutions to 

current shortages will be canvassed with the 

Commonwealth and initiatives to enhance 

the reputation of the tourism and hospitality 

sectors will be conducted. 

Y1 Y2 Y3 Y4 Y5 

P P P P P 

By Whom? 

Marketing 

Leverage off Commonwealth Government 

initiatives in this area. Regular communication 

with the Commonwealth and distribution of 

information to the industry will be ongoing. 

P P P P P 

IDVS 

1.9 Support a truly national tourism 

accreditation program and its 

roll out into the industry. 

Increase the promotion, delivery and benefits 

of tourism accreditation in WA in association 

with Tourism Council Western Australia and 

other TAAL endorsed programs. Work with 

the Commonwealth to increase geographical 

coverage of accreditation. 


Marketing 

Strategy: Customer Access & Feedback 

1.10 Enable consumers to easily 

identify and access quality 

product and experiences. 

1.11 Keep pace with consumer 

technology trends and create 

a comprehensive and effective 

WA digital presence for 

consumers and improve WA 

share of voice. 

Ensure marketing activities are aligned to and 

meet consumer information needs, and focus 

on the promotion of iconic experiences and 

quality product. Also see 1.16. 

Ensure WA is well represented online in 

key markets through the development and 

promotion of a comprehensive information 

base of quality product aligned to iconic 

holiday experiences and user friendly online 

functionality across a broad spectrum of 

tourism sectors and stakeholders, and the 

effective distribution of that content to increase 

WA share of voice. 

Ensure consumer data is shared with and from 

industry and used to improve decision making. 

Undertake proactive and targeted online 

communications direct with prospective visitors 

in partnership with industry. Allow consumers 

to push or pull this information based on 

their needs. 

P P P P P Marketing 

P P P P P 

Marketing 

Regularly reinvent the WA Tourism Network to 

enhance the WA tourism database. Leverage 

relationship with ATDW to maximise electronic 

distribution of WA product and motivational 

content. 

P P P P P 

IDVS 

1.12 Encourage and promote 

positive word of mouth and 

referrals post a consumer’s 

holiday to WA, and facilitate 

visible and effective feedback 

mechanisms between 

consumers. 

Ensure positive word of mouth and referrals 

are widely distributed to key markets, and 

encourage consumers to refer and recommend 

WA. (refer 1.4). Use positive consumer 

referrals as examples to others. 





Y1 Y2 Y3 Y4 Y5 

By Whom? 

Strategy: Deliver Sustainable & Innovative Visitor Servicing 

1.13 Deliver sustainable visitor 

servicing. 

Ensure the WA Visitor Centre is an effective 

and efficient operation, which optimises the 

service provided to visitors. 

P P P P P 

IDVS 

1.14 Using new technologies, 

implement innovative 

information services 

for consumers currently 

travelling WA that are timely, 

relevant and compelling. 

New information services to engage with 

visitors in new and creative ways, to improve 

visitor satisfaction, yield and dispersal and to 

aid sustainable, cost effective visitor servicing. 

Partner with industry to deliver these services. 

P P P P IDVS & 

Marketing 

Strategy: 

Strategy: 

Market 

Market 

Deliverable 

deliverable 

Experiences 

experiences 

1.15 Establish a clear and highly 

desirable positioning for 

WA and its key experiences 

and destinations vis a vis our 

competitors 

1.16 Promote iconic experiences 

and destinations aligned 

with consumer demand, 

consumer expectations and 

product capacity. 

Promote agreed brand positioning to target 

markets to raise the awareness and desirability 

of WA and its iconic experiences and 

destinations. 

Ensure brand positioning guides the 

development of significant new product 

initiatives. 

Promote appropriate iconic experiences and 

destinations to manage consumer expectations 

and maximise satisfaction. Conduct campaigns 

with key industry partners with quality business 

practices. 



1.17 Improve marketing and 

promotion of events in 

conjunction with the event 

holders. 

Strategy: Deliver World 

Strategy: Deliver World Class Major Events 

Class Major Events 

1.18 Deliver world class major 

events. 

Identify further and improved opportunities 

to market and promote events to ensure 

increased awareness and participation. 

Through research and event industry networks, 

identify upcoming trends and potential major 

events that promote and enrich Western 

Australia. 

1.19 Deliver a WA owned event(s). Identify and develop Western Australian 

based events that align with the State’s iconic 

tourism experiences. This includes developing 

new major iconic Western Australian events 

as well as supporting existing events that 

have the potential to appeal to national and 

international audiences. 

P P P P P EventsCorp 


P P P P EventsCorp 

10 


STRATEGIC OBJECTIVE: Secure the future of regional tourism 

Focus: 

Outcome: 

Ensuring “affordable” holiday options exist in 

great locations in WA for Western Australians. 

Attracting more high yield type products to WA. 

Both affordable and high yield regional tourism 

options are developed and deliver increased 

dispersal. 


WA faces ever increasing competition for both the traditional 

and emerging markets as all countries recognise the economic 

potential of tourism and continue to raise their standards. 

The challenge to encourage Western Australians to holiday 

at home cannot be underestimated, as even with all the 

world’s problems in recent years, they have continued to travel 

overseas in record numbers. 


This objective highlights the need for Tourism WA to actively 

intervene in two areas of market failure around product 

development in order to ensure that in 5 years: 

• WA has new and innovative low cost accommodation 

options for locals in great locations. 

• Affordable nature-based products are accessible to locals. 

• Quality accommodation is developed in hubs. 

• High yield luxury accommodation in exclusive locations is 

developed. 

• Global luxury brands are moving/developing in WA and 

bringing their customers with them. 

• More direct regional accessibility. 

• Great events that attract visitation and encourage dispersal 

throughout the State. 

• Western Australians demonstrating a strong desire and 

intention to holiday locally in regional areas. 

• High yield visitors actively disperse throughout the State. 



Developing Sustainable Destinations – We will liaise closely 

with tourism operators, developers, State and local government 

agencies and regional tourism organisations to enhance the 

State’s tourism assets. This involves continued implementation 

of the Destination Development Strategies, developed for 

the five regions within Western Australia, with an increasing 

emphasis on environmentally sensitive management of projects. 

Enhancing Regional Products and Experiences - 

Within Western Australia, Tourism WA 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, and to protect iconic tourism experiences/ 

activities under threat. (see Product Quality strategy also). 

Delivering Value for Money for Target Markets – 

We intend to work with the tourism industry to position the 

State as providing value for money for its visitors regardless of 

their price point; both for Western Australians travelling locally 

seeking affordability, and for high yield markets. 

Dispersal – Spreading the Demand - In order to achieve 

greater dispersal across the State, sufficient demand to regional 

areas from both ‘affordable’ and ‘high yield’ segments will be 

achieved, in conjunction with regional tourism organisations 

and industry. Aviation access will be improved so that Perth is 

no longer the only gateway. There will be a strong focus by 

Tourism WA on developing easily accessible tourism products 

supported by quality visitor information in regional hubs 

eg. Margaret River, Broome, Exmouth etc. 

This will result in greater regional visitation, increased revenue, 

and higher levels of investment and reinvestment. Partnerships 

with regional tourism organisations, tourism operators, 

local governments, visitor centres, regional development 

commissions, and other government agencies will be vital to 

achieving this objective. 

How will we measure success against this 

objective? 






KPI Measure 

Number of targeted sites 

released in regional WA. 

Local planning tourism 

strategies completed. 

Increase in visitor dispersal 

to regions where occupancy 

levels require it. 

Target 

5 per year. 

Year 1 - 5 targeted local 

planning tourism 

strategies completed. 

There has been an increase 

in visitation (or spend) 

in targeted lower 

occupancy regions/ 

destinations. (Intrastate 

and others) 

* Note: Once a baseline is established in year 1, 5 year targets will be set. 

TOURISM WESTERN AUSTRALIA | Strategic Plan 2008 to 2013 | Building for the Future 11



Strategy: 

Strategy: 

Develop 

Develop 

Sustainable Destinations 

sustainable destinations 

2.1 Identify existing products and 

product gaps, according to 

consumer target market needs 

– now and in the future. 

2.2 Increase the number and 

variety of tourist facilities at 

and close to major tourist 

attractions. 

2.3 Influence appropriate 

Commonwealth, State 

and local government 

organisations. 

2.4 Increase the development of 

sustainable tourism products 

and experiences. 

Update the Destination Development Strategies 

every five years, distribute broadly within 

government and industry. 

Use to prioritise and focus product 

development and marketing activities. 

Implement the Destination Development 

Strategies to prioritise efforts and to create 

sufficient facilities to match demand. 

Y1 Y2 Y3 Y4 Y5 

By Whom? 

P P IDVS & 

Marketing 

P P P P P 

Identify priority organisations and regularly 

communicate with them. P P P P P 

Increase update of Eco Accreditation. Research 

and communicate re Environmentally Sensitive 

Design principles and practices in tourism. 

Strategy: Deliver value for 

Strategy: Deliver value for money for target markets 

money for target markets 

2.5 Partner with operators 

to improve affordable 

tourism experiences. 

2.6 Partner with new and existing 

operators to identify and 

develop unique/high yield 

product. 

Tailor make Better Business Blitzes in 

suitable locations to drive affordable tourism 

improvements. Work with local communities 

to deliver ‘free’ experiences to visitors. 

Identify global examples of high yield 

attractions and products that suit WA. 

Release Landbank sites in iconic locations for 

high yield ‘outback luxury’ tourism products. 

P P P P P 

P P P P P 

P P P P P 

Strategy: Support and develop a dynamic events calendar across regional Western Australia 

IDVS 

IDVS 

IDVS 

IDVS 

IDVS 

2.7 Identify and attract major 

events to regional 


2.8 Further build and enhance 

the Regional Event Scheme . 

2.9 Develop and deliver an 

innovative and engaging 

regional event training 

program. 

Through research and event industry networks, 

identify potential major events that can be 

hosted in the regions and generate significant 

tourism and social benefits. 

Build the capacity of the Regional Event 

Scheme to increase visitor dispersal, regional 

promotion and community benefit. 

Deliver interactive event management 

workshops to assist regional event stakeholders 

in developing and delivering quality events. 




Strategy: Dispersal – spreading the demand 

2.10 Stimulate the demand 

from Western Australians 

for local tourism experiences 

Ensure sufficient local demand exists to create 

an environment where the development 

of affordable and desirable local holiday 

experiences thrives. 

Work closely with the five regional tourism 

organisations to create State-wide marketing 

strategies to strengthen their individual 

marketing activities and facilitate multi-regional 

promotions where appropriate. 


12 TOURISM WESTERN AUSTRALIA | Strategic Plan 2008 to 2013 | Building for the Future



2.11 Work in conjunction with 

the regional tourism 

organisations to market 

targeted regional areas 

with capacity to Western 

Australians, to drive intrastate 

demand and dispersal. 

Target market segments with a high propensity 

for dispersal i.e. A desire to travel beyond 

major gateways to regional destinations 

within the State and encourage dispersal via 

marketing activities. 

Ensure that the regions are consulted, aware 

of and understand Tourism WA’s marketing 

strategies and can leverage agreed marketing 

opportunities. 

Y1 Y2 Y3 Y4 Y5 

By Whom? 


2.12 Improve access to regional 

tourism hubs. 

2.13 Drive visitation to key regional 

destinations particularly 

during shoulder seasons by 

undertaking targeted 

partnered campaigns, 

targeting high yield segments. 

In conjunction with the Department for 

Planning and Infrastructure develop a long 

term access plan for major hubs. Clarify 

infrastructure requirements and responsibilities. 

Source private sector commitments where 

required. 

Work with influential distribution partners, 

including airlines, tour operators and Tourism 

Australia, on targeted collaborative advertising 

to attract high yield visitors in times of available 

capacity throughout key regional destinations 

with a focus on iconic experiences and quality. 


Marketing 



14 


STRATEGIC OBJECTIVE: Grow visitor expenditure faster 

than visitor nights (numbers) 

Focus: 

Leveraging a unique and compelling WA position 

to increase visitor expenditure each day and/or 

length of stay, as well as attract higher spending 

tourists. 

Outcome: Improved industry revenue at a rate faster than 

the national average. 


Industry sustainability is derived by maintaining an appropriate 

balance between tourism numbers and yield. To date, the 

Australian tourism industry has tended to be more numbers 

focused to the detriment of maximising yield. Effective 

marketing targeted at high yield markets should ensure the 

industry gains optimal returns on tourism investment. 

The quest for individuality and special holiday destinations and 

experiences has also resulted in a diversification in the nature 

of holidays desired by consumers. These include holidays 

where people wish to: simply relax and escape; partake in 

“safe adventure” activities; visit new destinations to learn 

about different cultures; and special interest holidays that 

enable people to pursue their hobbies or interest. 


It is critical that opportunities are increased for visitors to 

experience our iconic tourism experiences, and that the 

quality of our attractions and accommodation is improved. 

This will deliver improved dispersal throughout the regions and 

ensure that consumers perceive Western Australia as a better 

performer/provider (in iconic tourism experiences) compared 

to other destinations. 

As tourism operators better understand how to maximise 

yield from customers – yield and profitability of existing 

products will increase. 



Consumer Research – As markets mature and consumers 

become more discriminating, our reliance on research 

(as an industry) to make informed decisions will grow. 

New and existing events will be leveraged to promote 

extended stays and increased visitor expenditure. 

Targeted and Partnered Marketing - In order to realise an 

increased average spend per day from our markets it is not 

simply a matter of increasing prices. We will need to position 

WA and its iconic experiences and destinations as highly 

desirable and more attractive than our competitors. Strategies 

will be employed to ensure that consumers are inspired and 

well informed about our experiences/offerings and that WA 

product is easy to find/do and buy. 

Quality Visitor Information (please also refer to objective - 

Improve the quality of visitor experiences) - Visitor information 

will be targeted to encourage higher spend by visitors. More 

interactive and innovative information services across the 

regions will be delivered. 

Business Tourism - Business tourism will be expanded so 

that visitor numbers and expenditure associated with business 

events is maximised. Marketing and bid development activities 

for business event tourism will be strongly supported through 

additional funding to the Perth Convention Bureau designed to 

target large scale business events so that associated delegate 

expenditure grows significantly. Major event visitors to the 

State, who typically spend more than the regular leisure tourist, 

will be targeted through pre event marketing activities to 

increase visitation and pre and post touring. 

Market improvement – (please also refer to objective - 

Improve the quality of visitor experiences) facilitation of both 

the enhancement of existing and the development of new 

quality tourism products, attractions and accommodation. 


objective? 






KPI Measure 

Target 

Brand Positioning – We will continue to market WA as a 

unique and compelling proposition, including marketing our 

iconic tourism experiences of: Marine; Outback Adventure; 

Food and Wine; Forest and Wildflowers; People and Lifestyle, 

so they become known and highly desirable amongst key 

target markets both nationally and globally. 

More events based on our iconic experiences will feature 

prominently in the annual events calendars. Success in 

this regard will result in more employment and business 

opportunities for Western Australians. 

WA’s total spend grows 

faster that the national 

average and faster than 

our visitor nights. 

Total spend in WA must 

be growing faster (or 

reducing slower) that the 

total visitor spend in 


Average daily spend must 

also be increasing. 




Y1 Y2 Y3 Y4 Y5 

By Whom? 

Strategy: Consumer Research to Better Understand How to Maximise Yield 

3.1 Consumer research to 

understand the high yield 

consumer. 

Undertake comprehensive analysis of segments 

according to potential yield and product match 

– prioritise market segments accordingly. 

P P P 

Marketing 

3.2 Consumer research to 

understand within identified 

segments, the conditions 

required to maximise yield. 

Conduct consumer research to better 

understand critical consumer touch points for 

yield maximisation. 

P 

P 

Marketing 

Strategy: Brand Positioning – refer to initiatives under strategies related to Market Deliverable Experiences 

Strategy: Targeted and Partnered Marketing 

3.3 Target identified high yield 

market segments in 

conjunction with industry 

and other key partners to 

maximise marketing return 

on investment. 

3.4 Target key consumer touch 

points to influence yield. 

3.5 Expand air services and 

overall air capacity into 

and throughout Western 

Australia from identified 

market segments. 

3.6 Undertake targeted trade 

initiatives to increase 

awareness and desire to sell 

WA and its tourism product. 

Work with partners to maximise the pool 

of marketing funds and WA’s share of 

voice. Implement agreed Conversion Model 

to increase yield by focussing and aligning 

marketing activities according to the 

segment’s needs. 

Work with industry to develop and evolve yield 

maximisation strategies, including using best 

practice examples to evolve marketing and 

product development activities. 

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. 

Identify opportunities to showcase WA and 

its tourism product to influential travel trade 

across all targeted markets and to facilitate 

ease of use/representation of WA. Improve the 

share of voice of WA product with key trade 

partners compared to competitors. 


P P P P Marketing 



3.7 Improve major event 

marketing activities to 

increase event visitation 

and length of stay. 

Work with event holders to improve marketing 

and promotional activities which build visitor 

numbers and encourage visitors to stay longer. 

Innovative tourism product development, 

destinational marketing and communication 

strategies will be key initiatives. 





Y1 Y2 Y3 Y4 Y5 

By Whom? 

Strategy: Quality Visitor Information – refer to Customer Access and Feedback Strategy, 

and Quality Visitor Information Services Strategy 

Strategy: Business Tourism 

3.8 Manage the increased funding 

to the Perth Convention 

Bureau and monitor 

performance through the 

Marketing Services Agreement. 

3.9 Work with the Perth 

Convention Bureau to 

improve business event 

marketing to maximise 

delegate numbers and 

length of stay. 

Strategy: Business Tourism 

Under a new five year agreement, there will be 

a significant increase in resources to establish 

an international market presence and to seek 

out and bid for large scale major business 

events in excess of 900 delegates. 

Additional funding will be focused on providing 

improved bid development and sponsorship 

for large scale business events. There will 

also be additional trade marketing activities 

undertaken including alignment with Tourism 

WA’s marketing activities. 

Additional opportunities will be developed in 

the areas of pre and post touring for business 

bvent delegates. 

Increased destination marketing will result 

in delegate boosting to confirmed business 

events and an increase in awareness of Perth 

Western Australia as a major business events 

destination. 



3.10 Facilitate the development 

of better quality tourism 

product/attractions/ 

accommodation aligned with 

iconic tourism experiences 

Identify global examples of high yield 

attractions and products that suit WA. 

Release Landbank sites in iconic locations for 

high yield ‘outback luxury’ tourism products. 

Work with land owners (govt and non govt) 

and private investors to increase development 

of quality attractions. 

P P P P P 

IDVS 


STRATEGIC OBJECTIVE: Accelerate the development 

of Aboriginal tourism 

Focus: 

Outcome: 

Developing commercially viable and sustainable 

Aboriginal tourism products and experiences. 

Aboriginal tourism is recognised and marketed 

as one of WA’s six iconic tourism experiences. 


Access to authentic Aboriginal tourism is recognised as a 

unique point of difference for the future of Western Australian 

tourism and is currently in its early stage. Realising the 

potential of Aboriginal tourism will be an important strategic 

direction for Tourism WA. 

Key issues and constraints facing the Aboriginal tourism 

sector generally relate to low consumer awareness, capacity 

limitations, stakeholder engagement and the need for ongoing 

growth and development. Most Aboriginal businesses are 

micro-enterprises and many owners lack product development, 

marketing skills and access to adequate financing. 

When the term ‘authentic’ is used, Tourism WA is referring 

directly to those tourism businesses that provide an Aboriginal 

experience and are Aboriginal owned and/or operated. 


Over the next five years Tourism WA will work to position the 

State as a better performer/provider (in Aboriginal tourism 

experiences) compared to other destinations. Tourism WA 

will take a proactive leadership role in the development of 

this sector rather than being a facilitator only as it is seen as a 

unique point of difference for this State. 

Consumers will become well informed and desire our 

Aboriginal experiences as a result of this focus. 



Product Development - Initially we will focus on learning 

from others and working to integrate Aboriginal products 

and experiences. Emphasis on the establishment of one or 

two development clusters will occur so that success can be 

modelled from experience in other parts of the State. 

A major Aboriginal event will be developed that will become 

a major showcase of Western Australia’s unique and diverse 

Aboriginal culture and heritage. 


STRATEGIC OBJECTIVE: Accelerate the 

development of Aboriginal tourism continued... 

Additionally, all Tourism WA staff and relevant personnel 

across the tourism industry in WA will be actively involved 

in cross-cultural training and an increased integration of 

Aboriginal culture in existing places, signage, stories, 

products and experiences will be championed. 

Product Delivery and Employment Pathways – We will 

work with the tourism industry and seek partnerships with 

related industries over the next five years to ensure that 

the capacity and skills development of Aboriginal tourism 

personnel and suppliers is enhanced. Employment pathways 

and opportunities will be sought. 

Product Marketing – Western Australia will commence 

the marketing of our Aboriginal experiences to key market 

segments. Aboriginal products will be more prominent in 

wholesaler programs, in relevant markets and we will build a 

strong presence for WA Aboriginal tourism at the Australian 

Tourism Exchange. 

How will we measure success against 

this objective? 






KPI Measure 

Growth in number of 

export ready Aboriginal 

tourism products in WA. 

Target 

20% growth in export 

ready products per year 

(as per the Tourism Australia 

Product Manual). 

5 year target – WA product 

doubled (based on 2008/09 

figures). 

Number of visitors 

partaking in an 

Aboriginal experience. 

Achieve 350,000 visitors in 

5 years. 




Strategy: Product Development 

4.1 Undertake market research to 

identify key target segment 

in our prioritised markets and 

clarify product and experience 

expectations of these segments. 

4.2 Assess current offerings 

and competitor offerings 

against consumer needs 

(current and future) to 

establish direction for 

future product development 

and marketing activities. 

4.3 Develop partnerships with 

resource sector and traditional 

tourism stakeholders to develop 

Aboriginal tourism. 

4.4 Facilitate the development 

of high quality, unique and 

innovative Aboriginal tourism 

product. 

Incorporate research questions in Annual 

Visitor Satisfaction Research about 

availability and performance of Aboriginal 

tourism product. 

Conduct consumer research to determine 

current perceptions, as well as desirable 

experiences, and review existing iconic tourism 

experiences and synergies with Aboriginal 

product/experiences. 

Assist WAITOC to produce Aboriginal tourism 

in WA publications, analysing existing 

businesses. Undertake desktop research and 

communicate findings. Analyse best practice 

in interpretive centres and interpretation 

generally, and distribute findings. 

Source details on relevant partnership 

opportunities and communicate these 

opportunities to interested resource and 

tourism stakeholders. 

Use research findings to encourage the 

development of clusters of appropriate 

businesses to deliver a critical mass of 

Aboriginal projects in targeted locations. 

Develop community tourism plans with high 

potential development clusters. 

4.5 Develop micro-business. Proactively work with project proponents, one 

on one, to bring projects to fruition. Focus will 

initially be on targeted high potential areas or 

clusters. 

4.6 Build a unique Western 

Australian Aboriginal event. 

4.7 Incorporate Aboriginal elements 

in events funded by EventsCorp 

4.8 Improve access to finance for 

Aboriginal tourism projects 

Undertake research, stakeholder consultation 

and extensive project planning to develop a 

unique Aboriginal event. 

Deliver a world class Aboriginal event. 

Work with event holders to introduce 

appropriate, high quality Aboriginal activities 

into events. 

Increase the Regional Events Scheme pool to 

target additional Aboriginal events. 

Provide financial infrastructure support for 

targeted Aboriginal tourism projects. 

Introduce Aboriginal proponents to 

mainstream tourism product suppliers. 

Encourage partnerships between Aboriginal 

and non-Aboriginal operators. Improve capacity 

of targeted Aboriginal proponents to seek 

finance and/or equity. 

Y1 Y2 Y3 Y4 Y5 

P P P P P 

P P 

P P P P P 

P P P P P 

P P P P P 

P P P P P 

P P 

P 

By Whom? 

Marketing 

Marketing 

IDVS 

IDVS 

IDVS 

IDVS 

EventsCorp 

P P P P 

EventsCorp 


P P P P P 

IDVS 

20 




4.9 Develop partnerships with key 

Aboriginal organisations. 

Work with WAITOC, Indigenous Business 

Australia, Tourism Australia and Aboriginal 

Tourism Australia to improve Aboriginal 

tourism. 

Y1 Y2 Y3 Y4 Y5 

P P P P P 

By Whom? 

IDVS 

Strategy: Product Delivery and Employment Pathways 

4.10 Build capacity and skills 

development of Aboriginal 

tourism personnel and 

suppliers. 

4.11 Work with industry to 

actively involve (employ). 

Aboriginal people in service 

delivery. 

Strategy: Product Marketing 

4.12 Develop marketing messages 

around Aboriginal product, 

aligned with WA brand 

positioning. 

4.13 Market Aboriginal experiences 

to appropriate market 

segments, matched 

with product capacity and 

quality to maximise yield and 

visitor satisfaction. 

Mentor existing Aboriginal businesses. 

Continue Indigenous Better Business Blitzes. 

Extend the Indigenous Cadetship program. 

Continue the Indigenous Traineeship program. 

Ensure marketing messages are aligned with 

consumer needs and contribute to the strength 

of the agreed WA brand positioning. 

Aboriginal tourism to feature prominently in 

trade marketing. 

Work on first building awareness and desire, 

then visitation, according to market readiness 

and product availability. Apply the Conversion 

Model to ensure appropriate marketing 

activities are implemented according to the 

focus required in each target market. 

Create partnerships with key stakeholders to 

ensure alignment of messages and to maximise 

share of voice. 

Track consumer responsiveness to product 

over time and increase the relative strength 

of overall marketing messages as consumer 

desire, satisfaction and capacity increases. 

P P P P P 

P P P P P 

P P P P P 

P P P P P 

P 

P P P P 

IDVS 

IDVS 

IDVS 

IDVS 

Marketing 

Marketing 

P P P P Marketing 


STRATEGIC OBJECTIVE: Influence major infrastructure 

priorities and attract private investment 

Focus: 

On influencing public infrastructure providers; 

and on facilitation – removing the barriers to and 

attracting new commercial investment. 



Outcome: 

Western Australian built tourism product meets 

visitor needs. 


Destination Development Strategies have been developed for 

all five 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 regions within the State. 


Investors will actively seek opportunities in this State as a result 

of the obvious Government support of Tourism WA’s priorities 

and success. Western Australian infrastructure, required to 

facilitate tourism investment, will be identified and some will 

be in place by 2013. Our top 10 tourism public infrastructure 

priorities will be funded. 

Tourism WA will be viewed as a key player and its opinion will 

be respected and sought after in exploring and assessing new 

infrastructure which has tourism implications/opportunities. 

Opportunity Identification/Business Case Development 

– Concerted effort (time and resources) will be directed 

towards building a comprehensive portfolio of investment 

ready opportunities in the State and then promoting a whole 

of State approach to tourism infrastructure needs. 

Greater attention will be placed on attraction and tour 

investment to ensure that visitors’ experiences are enhanced 

with new and improved things to see and do whilst in our 

State, aligned with iconic tourism experiences. 

Investor Partnerships – We will work to support both 

public and private sector investment in Western Australian 

tourism products and infrastructure. Our ability to strengthen 

partnerships across government and with industry is critical to 

securing our capacity, in terms of established infrastructure, to 

cater for existing and future visitor needs. 

Market Investment Opportunities – An increased marketing 

effort will be directed towards attracting investor capital from 

interstate and overseas parties over the next five years. 


objective? 

In addition to strategically managing agency activities to 

ensure delivery on initiatives outlined in this plan, the following 

key performance indicators will be used to assess achievement. 



KPI Measure 

Target 

Growth and value of $450m worth of tourism 

tourism projects under projects under construction 

construction. by year 5. 




Y1 Y2 Y3 Y4 Y5 

By Whom? 

Strategy: Opportunity Identification/Business Case Development 

5.1 Develop a comprehensive 

portfolio of investment 

ready opportunities in 

Western Australia aligned 

with agreed WA positioning, 

iconic experiences and 

destinations, and future 

consumer needs. 

5.2 Promote a whole of 

state approach to tourism 

infrastructure needs. 

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’. Extend Tourism 

Landbank and promote this to domestic and 

overseas investors. 

Work with the identified 29 government 

agencies, as well as local and 

Commonwealth 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. 

P P P P P 

P P P P P 

IDVS & 

Marketing 

IDVS 

5.3 Provide input and direction 

into event related infrastructure. 

Work closely with the relevant agencies 

involved with new and existing major event 

infrastructure to ensure effective policy 

development, planning and operation. 


Strategy: Investor Partnerships 

5.4 Pursue big brands, attraction and 

accommodation developers, to 

increase investment. 

Revisit priorities for brands and developers. 

Develop and implement communication 

strategies for them. Seek out project 

offerings (through Landbank and other 

initiatives) and deliver them to targeted 

investors. 

P P P P P 

IDVS 

5.5 Identify key high profile 

champions for our industry (both 

individuals and organisations). 

Develop opportunities to influence key 

decision makers in WA as to the value 

of tourism to the economy and the 

community. 

P P P P P Board & 

EMT 

Strategy: Market Investment Opportunities 

5.6 Develop clear long term view of 

Western Australia for investors. 

• Create an image/brand 

position for Western Australia. 

• Raise profile of that image. 

Develop investment attraction strategies 

that promote WA to domestic and overseas 

investors as a profitable and safe investment 

environment. 

P P P P P 

IDVS 

And addressing all 3 strategies 

5.7 Expand air services and overall 

air capacity to and within 


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 is expected 

to become evident over 2 to 5 years. 



STRATEGIC OBJECTIVE: Build recognition that tourism and 

events enhance the unique Western Australian lifestyle and 

support the natural environment. 

Focus: 

Communicating a well developed message 

regarding the value of tourism both socially and 

environmentally for Western Australia. 



Outcome: Key stakeholder recognition that tourism and 

events is good for communities and can help 

preserve the environment. 


The Western Australian tourism industry has gained 

recognition as a ‘post boom’ sustainable industry over recent 

years. However, the value of tourism is largely perceived as 

economic, in that it generates jobs and provides small business 

opportunities. However, its role in enhancing the lifestyle of 

Western Australians is less understood. Historically this has 

been highlighted when major tourism development projects 

have met with community push-back. 


During the life of this plan, the Western Australian 

tourism industry will become recognised as a well planned/ 

managed industry which is sensitive to community views and 

environmental concerns. We will find an increased recognition 

of our strong partnerships and alignment with other key tourism 

related agencies and operators. 

Tourism WA will communicate the benefit of tourism and events 

in terms of lifestyle and the environment, as well as economic 

benefits. Within the life of this plan we intend to double the 

size of the regional events program as a direct result of strong 

community support. 

Increase Industry Adoption of Sustainable Practices – 

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. Significantly more tourism 

businesses will have eco accreditation. 

Industry Evaluation – we will partner with independent 

researchers to increase our evaluation and understanding 

of the wide ranging social benefits delivered by tourism and 

events. This information will be shared with the industry 

and form the basis of a corporate message to be used in 

communicating with our stakeholders. 

Industry Partnerships – Strong partnerships will be put in 

place with other agencies which have a sustainability focus. 


objective? 

In addition to strategically managing agency activities to 

ensure delivery on initiatives outlined in this plan, the following 

key performance indicators will be used to assess achievement. 



KPI Measure 

Target 

We will broaden our focus to the wider industry of 

environmentally sustainable business practices and will engage 

with relevant local and State government agencies. WA tourism 

operators will lead the country in working towards carbon 

neutrality and minimising use of non-renewable resources and 

our stakeholders will recognise that tourism around natural 

attractions enables their protection/preservation. 

As a result regional communities will view tourism and events 

as injecting life into their towns and helping them to be 

sustainable. 

An additional factor in communities understanding the 

real value of tourism and tourism industry projects is that 

communities naturally become more friendly and welcoming 

to tourists – retaining our positioning as a welcoming and 

friendly destination. 

Broader business community 

assessment of the value of 

tourism. 

No benchmark for first 

year - estimate: 

• 50% of the broader 

business community agree 

that tourism enhances the 

unique WA Lifestyle. 

• 50% of the broader 

business community agree 

that tourism supports the 

natural environment. 




Y1 Y2 Y3 Y4 Y5 

By Whom? 

Strategy: Increase industry adoption of sustainable practices 

6.1 Develop sector specific strategy for 

managing the tourism industry’s 

impact on climate change. 

Within the State Government Climate 

Change framework clearly annunciate 

what the tourism industry can do to 

mitigate its climate footprint. 

P P P P P 

IDVS 

6.2 Lead the industry in adopting 

more environmentally sustainable 

practices. 

Collate information on environmentally 

sustainable design and operation, 

workshop improved practices with 

industry, share information about 

improving practices, reward improved 

practices creatively. 

P P P P P 

IDVS 

6.3 Promote green travel behaviour. Understand consumer interest in green 

practices, emerging environmentally 

sensitive travel practices and best 

practice industry/product examples, and 

communicate these to WA’s visitors 

directly and through the industry. 

P P P P IDVS & 

Marketing 

6.4 Enhance and promote nature 

based tourism in WA. 

Strategy: Industry Evaluation 

6.5 Lead the industry in developing 

new methods of measuring the 

social and/or environmental value 

of tourism and events. 

6.6 Measure the social and 

environmental value of tourism, 

in addition to the economic value. 

6.7 Target specific groups 

(within industry and external) and 

communicate triple bottom line 

message behind tourism activities. 

In partnership with the Department 

of Environment and Conservation, 

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. 

Work with the RTOs to promote these 

partnerships to gain community and 

consumer recognition. 

Partner with independent researchers and 

event holders to implement new research 

initiatives for major events. Results will 

enable a better understanding of the 

wide ranging social benefits produced 

by events. 

Partner with independent researchers to 

measure triple bottom line contribution of 

tourism overall. 

Communicate results to industry and 

Government, work with the industry to 

demonstrate more widely the value that 

tourism delivers for Western Australia. 


Marketing 


P 

P 

P P P 

Marketing 

All Divisions 

6.8 Measure recognition of triple 

bottom-line with key stakeholders. 

Measure, analyse and adjust strategies 

according to results. P P P P P Marketing 

Industry Partnerships 

6.9 Create industry partnerships to 

achieve the above objectives. P P P P P 

6.10 Promote and publicise successful 

partnerships between Tourism 

WA and tourism operators and 

government agencies. Provide 

successful case studies as examples. 

P P P P 

All Divisions 

All Divisions 


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 2008 to 2013 Strategic Plan will require both additional 

funding (recurrent and non-recurrent) and reprioritisation of 

organisational strategies. 

The State Budget Process for 2008 - 2009 onwards will 

determine the financial resources to this agency. This 

information will be added to the on-line version of this 

Strategic Plan and will show a break down by strategic 

objective and division. 

The resourcing of the plan will be reviewed on an annual 

basis as part of our ongoing planning cycle. 

26 



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 

develop, promote and protect Western Australia’s iconic tourism 

experiences. 

Our values 

At Tourism WA our decisions and actions will continue to be 

guided by the following corporate 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. 

Our Structure 

The Destination Marketing Division will focus on accelerating 

the growth in the economic value of tourism throughout 


Its key functions are to: 

• Develop and implement marketing and communication 

strategies to build awareness, desire and visitation to 

Western Australia to increase yield and dispersal. 

• Work in partnership with industry and key stakeholders, 

including Tourism Australia and the regional tourism 

organisations to maximise marketing effectiveness. 

• Expand air services and overall air capacity into and 

throughout Western Australia from identified markets. 

• Provide meaningful and actionable research and 

consumer insights to guide strategies and actions of the 

Western Australian tourism industry. 

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. 


• 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 


• 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. 


• 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. 


CORPORATE ENABLEMENT 

Tourism WA’s capability to deliver on this Strategic Plan comes 

directly from its employees and internal business processes and 

our relationships with stakeholders. 

Our ability to establish a sustainable competitive advantage 

will come from continuously developing existing and creating 

new resources and capabilities in response to rapidly changing 

market conditions. 


KEEPING EVERYONE INVOLVED AND INFORMED 

To succeed 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 


• Our Board 

• Our committees 

• Our staff 

• Our volunteers 

Government 

• Minister for Disability Services; Tourism; Culture and the 

Arts; Consumer Protection 

• Government 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, industry forums and the work of regional, 

interstate and international staff. 

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 Disability 

Services; Tourism; Culture and the Arts; Consumer Protection. 

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 Management Act 2006 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 the 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. 

30 


KEEPING EVERYONE INVOLVED AND INFORMED continued... 

Three committees are recommended to assist it in the delivery 

of Tourism WA’s objectives and one committee to assist in its 

financial management and conformance activities. 

Marketing Committee: 

The role of the Marketing Committee is to provide high 

level/long term strategic advice on Tourism WA’s marketing 

(promotion, product, price and distribution). 

Specifically the Committee takes carriage of: 

• Market prioritisation and consideration of specific 

needs of these markets, including market entry and 

evolution strategies 

• Act as a sounding board for Tourism WA marketing staff 

• Other strategic long-term marketing projects 

eg.; digital strategies, consumer trends. 

The Marketing Committee is a vital input on the Quality 

Committee agenda and vice versa. This is essential to create 

a consistent approach and ensure that WA can deliver on the 

promise and meet consumer needs. 

Aboriginal Tourism Committee: 

The purpose of the Aboriginal Tourism Committee is to 

provide advice and input that will assist in the achievement 

of the strategic objective – accelerate the development of 

Aboriginal tourism. 


• Acting as advocates of Aboriginal tourism and of the 

Board endorsed Aboriginal tourism strategy: Listening, 

Learning Looking. 

• Actively engaging others across the three tiers of 

government and the private sector. 

• Providing access/open doors to financial resources. 

• Influencing role in support of business case for 

further funds. 

• Providing input and advice into Aboriginal events. 

• To broaden the knowledge base of Tourism WA about 

issues affecting the development of quality Aboriginal 

tourism experiences and related products 

and infrastructure. 

It will be critical that the Aboriginal Tourism Committee 

actively pursues increased commitment from the public and 

private sector in order to achieve the strategic objective. 

Quality Committee: 

The Quality Committee will provide industry input and advice 

to the Tourism WA Board about the strategies, policies and 

initiatives that will drive improved visitor experiences, improved 

service and enhanced public and private infrastructure and 

product to enhance visitor satisfaction. 


• Strategies to address skills shortages/development 

and retention issues. 

• Strategies to attract new investment and future 

experiences. 

• Actively engaging and influencing others in regards to 

tourism infrastructure needs. 

• Strategies to improve existing products and experiences. 

• Ensure strategies meet current and future consumer 

needs and reinforce WA’s brand position and key 

marketing messages. 

Audit and Finance Committee: 

The Audit and Finance Committee’s purpose is to provide 

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. 


• The systems and controls over financial reporting which 

management has established. 

• The integrity and transparency of financial statements. 

• Compliance with legal and regulatory requirements. 

• Policies related to risk assessment and risk management. 

• The independent auditors’ qualifications and 

performance. 

• Financial strategy and policies, capital structure and 

capital expenditure. 

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. An internal audit plan is 

implemented each year and internal audits are performed 

in accordance with this plan. 

A risk management framework, with assessment tools, was 

developed and endorsed by the Board. Risk Action Plans are 

written and actioned for the agency’s major risk areas. 

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. 



2 Mill Street 

PERTH WA 6000 

GPO Box X2261 

PERTH WA 6847 

Tel: 08 9262 1700 

Fax: 08 9262 1702 

info@tourism.wa.gov.au 

tourism.wa.gov.au

Strategic Plan 2008 to 2013 - Tourism Western Australia

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