Southern Australia Tourism Plan 1

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Introduction: Brief description of the plan

The tourism plan is based on South Australia where tourism is an important driver of the visitors’ economy. The South Australia tourism plan 2020, has identified the focus should be on five main priority action areas. These areas are; driving demand, working better together, supporting what we have, and increasing value recognition for tourism and use of events to grow tourism. The plan recognises that there is need to have a supportive environment for tourism to ensure industry growth. Areas of influence identified are the costs of doing business and investing in the public infrastructure. This is a dedicated tourism plan since it looks at the whole of South Australia tourism in a comprehensive manner (South Australian Tourism Commission, 2014).

Ways in which the plan was developed

The South Australia tourism plan 2020 was launched in 2014. This is a plan that was developed based on wide consultations with all South Australia tourism regions and involvement of all stakeholders in the industry. The consultations also involved the business, government and a total of 400 individuals gave their input. This includes over 30 face to face consultations. After developing the plan, comments from the stakeholders were again sought. The three main stakeholders consulted are regions, governments and industry. The report has also been included the information and insights from the Federal agencies which include Austrade, SATC, tourism research Australia and Tourism Australia (South Australian Tourism Commission, 2014). The role of each stakeholder in coming up with the plan is well defined especially different levels of government.

The collaborative approach used by the plan has made it have more credibility (Gunn & Var, 2002). This is due to the enhancement of the data from various credible sources. The plan contains the insight of the industry based on the stakeholders’ insight. This has enabled the plan in gaining more information on the priority action areas. The plan is able to recognise the role played by different stakeholders in the industry (South Australian Tourism Commission, 2014). This is especially SATC, who has a major role in leadership.

Assessment of the planning approaches

The planning approach used by the Tourism Plan 2020 fits Australia wide. The planning approach is aimed at attaining the industry full potential targeting $8.0 b of visitor’s expenditure by the year 2020. This approach is capable of generating almost 10,000 jobs in South Australian economy. This is a plan which focuses on the whole tourism industry catering for the solo operators as well as major business. The broad scope of approach has made it possible to recognise the various types of business that form part of the visitors’ experience. The approach also looks at the triggers for sustainable and lasting growth in the industry while at the same time looking at job creating and increased visits in South Australia. Another approach involves looking at all the destination assets and determining the opportunity for growth. This involves identifying challenges and determining how to overcome them. This has taken a collaborative approach which engages both private and public sector with an aim of gaining a shared vision on the destination. This approaches adopted by the plan makes it possible to come up with a roadmap for destination success as evidenced. Through the collaborative approach, it is possible to have varying inputs which enrich the plan and makes it more valuable and reliable (South Australian Tourism Commission, 2014).

Environmental impact of the plan and how it is addressed in detail

The plan can have an environmental impact on the society. This is one of the most evident impacts of tourism in the society. The plan is all about the human being interaction with nature. This is due to fact that environment acts as a fundamental element in the tourist experience. The plan as it develops tourism will create waste and also involve infrastructure development. All these issues lead to the degradation of the environment. One of the major challenges in managing the environment is exceeding the carrying capacity (Hillery, Nancarrow, Griffin & Syme, 2001). This is especially through the development of the facilities related to tourism. The environment will suffer from the constriction of amusement parks, trails, hotels and parks. There is also the possibility that implementation of the plan will be lads to pollution, depletion of natural resources and reduced visibility.

While promoting tourism, it is important to note that transport to the destinations leads to pollution. This is due to modes used such as air, rail and road. Transport emissions from tourism, are a contributor to acid rain and global warming. There is also noise pollution from the cars, aeroplanes and recreational vehicles. The area where tourism is concentrated suffers from solid waste and littering. This is because when the number of tourists is high, waste disposal becomes a major problem. An example is cruise ships which produce tonnes of waste. Solid littering has the capability to degrade the physical appearance of the environment and can also cause the death to marine animals (Mihalič, 2000).

The attractive landscape which is being promoted through the plan includes lakes, mountains, special ecosystems and beaches (Gunn & Var, 2002). Tourism has the ability to degrade these sites and destroy the ecosystem. The ecological areas which are mostly affected by tourism include the fragile ecosystems such as the wetlands, coral reefs and mangroves. The tourism activities being promoted have the capability of causing physical damage to the environment. Trampling occurs in the trails where vegetation and soil are destroyed. This damage becomes more evident with an increase in tourism activities (Mihalič, 2000). Thus, the implementation of the plan can lead to impacts on biological diversity, depletion of ozone layer and climate change (Hillery et al., 2001).

To counter the environmental impacts, the plan through a collaborative approach has engaged the stakeholders involved. This includes the government and industry who are the key stakeholders. The government has a role in creating resilient and thriving local communities (Gunn & Var, 2002). This can only be attained if the environment is catered for. The collaborative actions are also aimed at ensuring that tourism in the region is sustainable with minimal negative impact on the environment. The extensive industry consultation has made the identified priorities to be based on sustainability. Despite the fact that there is no well-defined plan to tackle the environmental impacts of tourism, the commitment to the sustainable environment is there. All stakeholders are committed to sustainable to address the negative impact of tourism in the industry. The main aim is to have sustainable tourism business (South Australian Tourism Commission, 2014).

Future aspects and conclusion

There is evidence that the plan is to be regularly updated. This is because, in evaluation and reporting, Tourism Plan 2020 will have annual review and report. This will be placed on the SATC website. It is indicated that since the plan is to take six years of action, there will be a consultation that will be carried out at the midpoint. This is after three years where revised actions can be developed as required. It is clear that SATC has a major role in continuous evaluation and updates. This is especially through the SATC board meetings as well as their meetings with the Regional Tourism Organisations and related organisations in the industry. Based on the planning framework, there will be development and update of SATC corporate plan, Action destination plans, Industry Association and Regional Tourism Plans and the business plan for the individual operators. This is one way in which success or failure position of the plan can be monitored and accessed. Also, regular meetings by the SATC board and Regional Tourism Organisations and related organisations in the industry, it is possible to monitor and access the plan and determine its success or failure (South Australian Tourism Commission, 2014).


Gunn, C. A., & Var, T. (2002), Tourism planning: Basics, concepts, cases, Psychology Press.

Hillery, M., Nancarrow, B., Griffin, G., & Syme, G. (2001). Tourist perception of environmental impact. Annals of Tourism Research, 28(4), 853-867.

Mihalič, T. (2000). Environmental management of a tourist destination: A factor of tourism competitiveness. Tourism management, 21(1), 65-78.

South Australian Tourism Commission, (2014), South Australian Tourism Plan 2020, Southern Australia, Retrieved 24th April 2015 from, 2014.pdf