Outback Destination Action Plan - South Australian Tourism ...

The Outback
DESTINATION ACTION PLAN 2012-2015
as updated July 2013
Agreed by: the South Australian Tourism Commission and Outback Tourism Working
Party/Flinders Ranges and Outback SA Tourism (FROSAT)with the involvement of RDA Far
North, Outback Communities Authority and Coober Pedy, Port Augusta and Roxby Downs
Councils
8 August 2012

The Outback
The Destination Action Plan Process
Background
The South Australian Tourism Commission is focused on delivering long-term growth for South
Australia’s tourism industry. While state and regional strategies exist, the SATC has developed
Destination Action Plans (DAPs) to focus and prioritise the projects to achieve the goals set out in
these strategies. DAPs are simple, focused, consumer-led action plans for each region that prioritise
resources from SATC units and those of regional stakeholders.
Whilst linked to the South Australian Strategic Plan 2020 $8 billion tourism potential target, DAPs are
focused primarily on projects that can be delivered in the next 3 years.
Destination Action Plans are driven by SATC, and developed in consultation with regional
stakeholders who have direct financial and/or regulatory influence over whether the projects in the
plan can be completed: Regional Tourism Organisations (representing the tourism industry), local
government and Regional Development Australia.
By agreeing to the DAP, each stakeholder agrees to prioritise its resources and activities to support
the completion of the projects contained in the DAPs. The stakeholder group will meet every six
months to track progress on the action list. The DAP is a living document - as actions are achieved,
new actions that focus on the next step of growth will be added.
Regional Summary
Situational Analysis Overview
The national trend for outback destinations is an overall decline in visitation. Over the last 10 years,
tourism in South Australia’s Outback has declined 4.5%, following the national trend. International
visitors over that period have dropped by half, but have been made up for with increases in the
intrastate and interstate markets.
Future Growth – The challenge for growth comes from consumer testing. When applied to the
Flinders Ranges as a subset of the Outback this indicates that the emotional intensity of current
experiences is not strong enough to compete against other Australian Outback destinations, with
many consumers. If the holiday experience can be bolstered and communicated well, then the
combined Flinders Ranges & Outback region has the potential to contribute to the 2020 SA Strategic
Plan goal by potentially growing 77% over that period into an industry worth $577 million to the
region. (Source: BDA Marketing Planning from TRA/NVS/IVS/Access Economics, 2011)
Key Insights
The outback category is in decline nationally. In consumer testing, 51% of interstate visitors
found outback experience appealing, but 75% found travelling to more than one place
appealing.
As such, the Outback can benefit from a focus on touring.
Events in the Outback are hindered by limited infrastructure and accommodation or events of
scale.
The Flinders/Outback region has more (93%) three-star or less rooms than the national
comparison set of remote regions (74%) but enjoys comparable occupancy rates –so occupancy
is not an impediment to building new rooms.
Strategic Focus
Lake Eyre has been a temporary prop for an otherwise downward trend. To be prepared for
changes in the future, Outback SA needs to offer something of unique, high appeal that makes
the trip worth it. In the short term, leveraging Flinders visitation and Touring Route travellers,
regardless of geographic market, may possibly be lowest hanging fruit.
2

Key Documents Referenced:
Flinders Ranges and Outback Integrated Regional Strategic Plan 2008
Regional Development Australia Far North Roadmap 2011
Dahlitz/Bettison Report 2012
3

Note Timeframes: Immediate (Under 2 years) Medium term (2-5 years) Long term (5+ years)
Actions
DAP
Rank
Commen
cement
Ite Access 1
m
1 Explore ways to build better air
access to the Outback. This
will mean: a) advocating for
additional seat capacity on
1 Medium SATC Manager Access: liaise
with key operators
RPT routes where a
recognised gap exists; and b)
exploring ways to build air
charter product opportunities
Responsible organisation Status Comment
a) Ongoing dialogue with airlines
b) SATC has spoken with a new
air tour operator. It is also
liaising with the producer of
the Pilots Touring Guide to
ensure the inclusion of more
Outback airstrips and/or
better copy.
a) Have had conversations with
REX and Sharp about their
routes.
2 Develop the case for improving
key roads and sections of
roads eg Coober Pedy to
Breakaways and key PARs
and completing sealing project
Lyndhurst to Marree.
3 RV Friendly towns, locations
and destinations – fill strategic
gaps as identified eg Yunta,
Pimba, Glendambo, Cadney
Park and Marla
DPTI, RDAFN, DC Coober Pedy,
OCA and relevant Progress
Associations: liaise on
infrastructure and management
issues as required
1 Medium RDAFN, OCA and councils as
appropriate to lobby DPTI with
support from SATC and DEWNR
1 Immediat
e
SATC Business Manager Projects
Access: liaise with CMCA, OCA
and Progress Associations
Co-management of Breakaways
now in place
Dump points installed at Yunta
and Marla
OCA and RDAFN to look into
reactivating the Outback Roads
working group with particular
focus on the Marree to Lyndhurst
road; 22kms of the Breakaways –
Coober Pedy road; and the
Queensland border-Innamincka
road
Possible future locations include:
Pimba, Glendambo, and Cadney
Park Homestead
Experiences 2
4 Develop 1 commercial
experience per year for the
next 3 years in the following
themes:
Water based
experiences
2 Immediat
e
SATC Experience
Development/Strategy team): test
concepts and case manage
priority projects that deliver in this
area.
Product Testing has been
completed for Great Southern Rail
Cooper Pedy experience
The focus for experience
development will be on GSR’s
outback journey.
Significant work had been done
on Olympic Dam Mine tours with
BHP, but these are on (indefinite)
hold
There is strong local interest in
revitalising Marree Man. A
business plan will need to e

Actions
Nature (especially Arid
Recovery/bird
watching)
Lake Eyre
Industrial
tourism/mining
experiences
Indigenous &
cultural/art
experiences
Walking trails
Station
tourism/homestead
experiences
5 Investigate experience
development in the Outback as
part of the SATC touring route
strategy in line with above
experience development.
DAP
Rank
Commen
cement
2 Immediat
e
Responsible organisation Status Comment
Outback Communities Authority,
Coober Pedy and Port Augusta
Councils: create a positive policy
environment for projects that
deliver in these areas once
projects get proposed.
Outback Tourism Working Party /
Flinders Ranges and Outback SA
Tourism (FROSAT) to support the
SATC in identifying experience
development projects.
SATC Experience Development
team: Develop as part of Touring
Route Strategy, due late 2012, in
liaison with Outback Tourism
Working Party and FROSAT.
Innamincka water cruises have
been re-started by Outback Loop.
Touring Route Strategy being
finalised by end 2013
Focus is on experience-based
Touring Routes.
developed.
The Explorers Way is the pivot for
development of Outback tourism
and tourism product. Developing
its brand and marketing related to
it will be an SATC priority
Accommodation 3
6 Upgrade 45rooms from 3 star
to 4
3 Immediat
e
SATC Business Development
team to pursue that deliver on this
target
Coober Pedy and Roxby Downs
Councils and Outback
Communities Authority: approve
appropriate projects that deliver
on this target once projects get
proposed (positive policy
environment)
SATC infrastructure Unit visit to
region identified a number of
potential room upgrade projects.
Of these, there is one that has
moved to the stage of applying for
SATC’s TDSP for assistance to
upgrade accommodation to 4
star+. This project will deliver 17
‘like new’ executive rooms by mid
2014 (38% of target). The project
also secured $250 000 in Federal
tourism (TIRF) funding
5

Actions
7 Build 60 new rooms of which
15 should be of 4-star quality
DAP
Rank
Commen
cement
Responsible organisation Status Comment
Long SATC Business Development
team to pursue that deliver on this
target
One small scale project with
potential for new rooms in next 1-
3 years is under consideration
Requires further development.
Marketing 4
8 Incorporate Outback
experiences into
familiarisations, social media.
9 Incorporate Outback
experiences into the "Best
Backyard" intrastate campaign
10 Develop an Outback brand to
align with the SATC’s regional
brand statements and
operationalise it by tactically
promoting
4 Immediat
e
4 Immediat
e
4 Immediat
e
Coober Pedy and Roxby Downs
Councils and Outback
Communities Authority: approve
appropriate projects that deliver
on this target once projects get
proposed (positive policy
environment)
SATC PR and famils teams:
ensure a range of Outback
experiences presented in famils;
SATC Digital: ensure a range of
Outback experiences represented
in SATC website and social
media.
Outback industry: support SATC
famils programs with discounts;
keep SATC PR and Digital aware
of latest news/establish
communications channels to PR
and Digital
SATC Regional Marketing to lead
Outback Tourism Working Party
to encourage local industry to
participate in Shorts.
SATC Marketing (strategy and
regional): Regional Marketing
Manager to lead and liaise with
OTWP/FROSAT
Famils: Ongoing. 18 pax to
Coober Pedy in 12/13 financial
year.
$347,949 recorded publicity
advertising value for same period
resulting from media famils.
Outdoor and print campaign for
Flinders Ranges & Outback
launched in October 2012. 2 x In
Daily video’s produced, 3 x
Advertiser DPS in 2012, EDM to
SATC database, South Aussie
with Cosi and SA Snapshots
Brand Development and
Immersion Workshop to be
completed shortly.
SATC Policy unit would like to
know if there are any
planning/policy impediments to
achieving this and is happy to
liaise separately with councils or
the OCA
Famils: Coober Pedy operators
very supportive of famils and
always ensure that SATC guests
are well looked after and media
achieve their story objectives.
We need to review the
communications channels
6

Actions
events/properties/operators/init
iatives that support the
proposition.
11 Promotion of Explorers Way
through 1) joint campaign with
Tourism NT and other key
partners; and 2) through Great
Australian Journeys (trade and
consumer)
DAP
Rank
Events 5
12 Build the capabilities of
Outback events managers via
targeted training(eg
sponsorship and marketing)
Commen
cement
4 Immediat
e
Responsible organisation Status Comment
SATC Marketing and Sales teams
to lead; domestic campaign
activity
SATC representatives on Great
Australian Journeys committee
(International Operations
Manager and Regional Marketing
“Manager) to work with SA
Touring Routes Inc
5 Medium SATC: Events SA lead –provide
in-region training session for
event organisers in 2013; OTWP
to advise which events to target;
OCA and RDAFN to promote to
organisers
Explorers Way Campaign, $1m
joint campaign phase 2 completed
May 2013. Total campaign
covered development of gateway
website, iphone app, photo shoot,
press, print, online, and activity
with National Geographic
Great Australian Journeys, activity
still progressing in relation to
gateway website and operator
engagement Lisa Pearson has
represented GAJ at trade shows
internationally and nationally.
ESA workshop planned to be held
in the region in mid 2014.
Workshops are planned with
RTM. The program focuses on
topics the local event organisers
need or want.
DC Coober Pedy is to employ an
events officer. SATC will provide
mentoring and advice.
13 Leveraging adventure-based
events and quirky events such
as golf and Breakaways Bolt
which capitalise on the
Outback’s natural assets
14 Support incentive-based
events (eg Young
Professionals)
Distribution and industry
capability
15 Additional 15 operators TXA
online bookable by end 2015.
5 Medium SATC: Events SA to conduct
consumer research to test appeal
5 Medium SATC: provide infrastructure,
operating and marketing support
as required
6
6 Immediat
e
SATC Industry Development
Executive to lead.
No testing to date.
Ongoing support provided as
required.
Operator meetings have been
conducted in outback region over
the past 12 months.
No new event ideas have been
bought to the table as yet.
ESA Operations Manager assists
with infrastructure loaning and
event design and build.
Operator sign-up has proven to
be a challenge. SATC has taken
the view that it will encourage
operators to have online bookable
7

Actions
16 Conduct 15 one on one
operator meetings by end
December 2013
DAP
Rank
Commen
cement
6 Immediat
e
Responsible organisation Status Comment
SATC Industry Development
Executive to lead.
In progress.
system – TXA or non TXA.
Activity planned for second half of
the year.
Actions Completed
Actions
DAP
Rank
Timeframe Responsible organisation & position Current Status Status
8