Clare Valley and Barossa Tourism Regions Integrated Strategic Tourism Plan Strategic Plan

Clare Valley and Barossa Tourism Regions Integrated

Strategic Tourism Plan

Strategic Plan

Prepared for the:

Clare and Gilbert Valleys Councils

The Barossa Council

Barossa & Light Regional Development Board Inc

Mid North Regional Development Board Inc

Regional Council of Goyder

Light Regional Council

South Australian Tourism Commission

April 2005

Consultant Contact: Angela Hazebroek Urban and Regional Planning Solutions Level 1, 211a The Parade Norwood SA 5067 Telephone: (08) 8333 3335 Email: [email protected]

Kristine Peters Project Management

Strategic Plan Contents

U r b a n & R e g i o n a l P l a n n i n g S o l u t i o n s 0127/Final Reports/ Strategic Plan April 05

CONTENTS

EXECUTIVE SUMMARY i - ix

HOW TO READ THIS DOCUMENT AND ACCOMPANYING

REPORTS

ACKNOWLEDGEMENTS

1 INTRODUCTION 1

1.1 Scope and Purpose of This Project 1

1.2 Project Partners 4

1.3 Study Team 5

1.4 Study Approach 5

2 CURRENT SITUATION AND RATIONALE FOR CHANGE 7

2.1 Who is Currently Visiting the Region? 7

2.2 The Economic Contribution of Tourism to the Regions 8

2.3 Tourism Product Analysis 14

2.4 Environmental Analysis 22

2.5 Social Analysis 26

3 ALIGNMENT 29

4 VISION, GOALS AND STRATEGIC ACTIONS 32

4.1 Target Market Identification 32

4.2 Positioning and Branding the Regions 36

4.3 Marketing Material That Reflects Positioning and Branding 42

4.4 Develop and/or Reinvigorate Our Core Products 44

4.5 Cross Regional Links and Partnerships 57

4.6 Building a Culture of Tourism Across the Regions 59

4.7 Environmental Management Framework 63

4.8 Planning Policy Improvements 67

5 IMPLEMENTATION STRATEGY 70

Strategic Plan Contents


ACCOMPANYING DOCUMENTS

1. Statement of Investigations

2. Consultation Report

APPENDICES

1. Literature Review

2. Audit of Regional Attractions and Family Friendly Attractions

3. Tourism Market Analysis

4. Environmental Management Framework

5. Tourism Market Segmentation Systems and Their Application to Barossa and Clare

Valley Regions

6. Food and Wine Product Development Proposals

7. Health and Wellbeing Product

8. Cultural Tourism and Heritage

9. Product for Families with Children

Strategic Plan Executive Summary

U r b a n & R e g i o n a l P l a n n i n g S o l u t i o n s 0127/Final Reports/ Strategic Plan April 05 i

EXECUTIVE SUMMARY

WHAT DISTINGUISHES THE BAROSSA AND CLARE VALLEY FROM OTHER

REGIONS?

The Barossa is Australia’s best known wine region. It is internationally recognised as

the home of premium shiraz.

The strong association of the Riesling grape variety with the Clare Valley is reflected in

the widespread recognition of the Riesling Trail. While the Clare Valley Wine Area is

less well known than the Barossa, it is gaining a strong reputation for the quality and

diversity of its wine.

Both regions have other special and distinguishing characteristics that add to their

appeal to visitors. These qualities have been attracting day visitors and domestic

interstate and intrastate and international overnight visitors for decades.

The core products identified in the Strategy demonstrate the strongest regional

differentiation and market appeal to make the region competitive, and are the most

difficult for competitors to copy. Core product is used to focus and drive regional

positioning and branding.

The core products provide experiences that use wine, food, cultural heritage and

landscape as the platforms for meaningful connections. They are:

tasting and interaction at family owned cellar doors;

tasting and interaction at iconic cellar doors with high brand recognition;

guided immersion into a winery;

welcoming country pubs;

eating locally grown food prepared using traditional methods;

heritage immersion;

the Barossa Vintage Festival;

the Riesling Trail.

The purpose of this Strategy is not to shift the emphasis away from the core attributes

of the Barossa and Clare Valley regions but to better position them so they appeal to

those we want to attract who not currently visiting the regions.


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This Regional Strategic Plan is aligned with the State Tourism Plan and will assist in

achieving its objectives at the Regional level.

RATIONALE FOR CHANGE

Research for the project has demonstrated that there is no room for complacency if the

regions wish to maintain, and preferably grow, the contribution of tourism to their

economies.

These tourism regions face significant competition for the leisure dollar, not just from

other emerging wine tourism regions, but also from increasing access to on-line wine

purchases, home entertainment, city-based wine and food events, art exhibitions and

concerts. As what is special about the Barossa and Clare Valley regions is imported

directly into the homes and cities of source markets, the need to visit them decreases.

There has been a significant decline in the number of day visitors to the Barossa Valley

over the past five years from a peak of 1.04 million in 1999 to 841,000 in 2003.

Traders in the towns reported the economic impacts of this reduction in visitors. Given

that each day visitor spends $84 on average(1), this represents a potential annual loss

of expenditure in the order of $1.5 m.

In the same period the statistics for Clare Valley show a slight increase in domestic day

visitors from 333,000 to 356,000. However, a decline in the level of total expenditure

was noted between 2000 and 2003(1). More people are visiting for the day but they are

spending less.

The number of overnight trips for domestic travellers has remained relatively static for

the past five years. The one bright spot in this statistical picture is the increase of

visitor nights and the extension of the average length of stay in both regions.

These trends provide clear evidence of the urgent need for a strong co-ordinated

approach across all sectors to prevent a further decline in the number of visitors in

order to maintain the viability of local businesses and tourism enterprises.

(1) Tourism Research Australia 2003


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UNDERSTANDING THE THREATS TO TOURISM

The matrix below provides a range of alternative scenarios that could affect the future

viability of tourism in the region. These scenarios are not intended to be exhaustive

but indicate the vulnerability of the regions to a loss of market share in response to

external and internal threats.

Matrix 1: Alternative Scenarios for Tourism in the Region

Scenario Explanation Vulnerability Implications

Competitor region is radically strengthened

Could be the Hunter Region introduces children’s product, new cheap airfares direct to Otago Region, major heritage tourism experience becomes a wine region.

Modest Loss of market share.

Loss of investment as it is channelled elsewhere.

Major extended drought

With drought comes downturn in agricultural productivity, water restrictions and perhaps bushfire.

Modest Loss of food and wine quality or quantity, higher operating costs, lower landscape amenity.

Drop in visitation to coastal competitors.

Major new mainstreamdevelopment

A mainstream resort is constructed in the Barossa Region as part of a major winery. The development changes the market mix towards a mainstream leisure and business market.

Low to Moderate

Increase in marketing of region.

Shift in market mix towards mainstream market.

Pressure to create supporting mainstream experiences.

Residential development

People seeking a sea change stimulate the sub-development of several rural landscapes into residential development (as is happening in NSW).

High Introduction of additional services (shopping centres, road works etc).

Loss of market share to competitor wine region.

Large scale winery and industrialdevelopment

To meet the increasing demands for wine production in the Barossa Valley.

High Increased heavy vehicle traffic.

Loss of visual character of rural landscape.

Loss of market share to other regions seen as more relaxing and scenic.

Clare may benefit at the expense of the Barossa.


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FOCUSSING ON WHO WE WANT TO VISIT OUR REGIONS

The strategies in this Plan are based on having clearly defined who we want to have

visit our regions given the likelihood that they will become repeat visitors to the region

and on the nature and level their expenditure on tourism related items.

These groups are our target markets since they are the most important people for the

regions to attract in order to maintain and grow tourism. This does not imply

abandoning those markets who already visit the regions. We must continue to provide

these visitors with what they have come to know and love.

Our primary challenge is to reach those who are not visiting the regions currently and

get them to think differently about the regions. Young people aged 18-30 and families

with children are currently under-represented among those visiting the regions.

We are focussing our target investment strategy on those new markets that will grow

into our existing target markets. This is especially important given that some of our

existing market segments are getting older and will reduce in size over time.

The Barossa in particular is seen as perhaps a little staid and conservative with little to

do for families. Wineries are seen as places where children get bored easily and

parents can’t relax.

While more young people visited the Clare Valley Wine Area in 2003, there still

appears to be a lack of awareness of existing opportunities for families with children.

Only 11% of all visitors to the Clare Valley were travelling with children.

In fact a web search using the words “family friendly tourism” yielded two results for the

Barossa and none for the Clare Valley. We know it is not the true picture, but how do

we get our message across to those who don’t know?

HOW WILL WE GET THEM TO COME? (what about a big grape?)

Often we think a single major tourism product will reverse the decline. “Build it and

they’ll come” has been the motto in the past in some regions. Sadly there are quite a

few “Big” items up for sale around Australia demonstrating the failure of this premise.

This Strategic Plan recommends building on the regions’ existing strengths, adding to

and reinvigorating their core products to increase their appeal to the target markets.


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The research identified that the target market needs are deeper than drinking wine,

eating food and looking at landscapes and buildings. The dominant motivations of the

target markets are for connection, reinvigoration and achievement.

The need to connect represents the strongest competitive advantage, largely because

so few competitor wine regions have managed to position themselves as a people

connector.

Each region offers different opportunities for connection based around its culture,

history, evolution and the qualities of their people and places. The Barossa and Clare

Valley regions already have the base product from which to add a little more value

making connection more likely. Positioning the Barossa and Clare Valley regions so

that they tap into peoples’ needs for connection and reconnection to themselves, their

families and to places and communities that evoke nostalgia for less complicated times

will be a key task for those responsible for implementing the marketing and positioning

strategies in the Plan.

Food and Wine Heritage Immersion

Lunch at Maggie Beer’s Farm Shop Mongolata Gold Mine

BUILDING A CULTURE OF TOURISM IN BUSINESS AND THE COMMUNITY

Tourism is Everybody’s Business

All businesses derive an economic benefit from visitors to the region. The quality and

consistency of service at every point of interaction and the warmth and welcome

provided by local residents are essential ingredients in a positive visitor experience.


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While the majority of businesses and residents surveyed in this project considered

tourism to be important to their businesses, this was not universal. The visitor

experience is often compromised by the poor quality of personal service, uncertain

opening hours and the lack of information about what is available in the town and in the

wider region to meet their needs.

Communities need to stop assuming they know what visitors want and ask them. Most

of them are looking to make authentic and real connections to the places they visit.

Local people are the primary means of achieving these connections.

PROTECTING VALUED ENVIRONMENTAL ASSETS AND LANDSCAPE

QUALITIES

The community and tourism operators noted, with concern, the impact of increasing

industrial style development and residential expansion in the Barossa due to the

growth of the winery industry. Traffic conflicts between heavy freight vehicles and

tourist traffic and the loss of the visual amenity of the Barossa landscape were

considered to be significant threats to the future of tourism.

The Strategic Plan has identified regional ecological assets and established an

environmental management framework to assist Councils and developers to minimise

the risks of development. The protection of valued ecological assets and landscape

values is the foundation of sustainable tourism.

Scenic Landscapes

Polish Hill River Valley from Paulett’s Winery


U r b a n & R e g i o n a l P l a n n i n g S o l u t i o n s 0127/Final Reports/ Strategic Plan April 05 vii

PLANNING POLICIES THAT FACILITATE SUSTAINABLE TOURISM

DEVELOPMENT

Currently Council Development Plans contain a number of unnecessary

inconsistencies relating to tourism development policies, non-complying lists and

definitions of types of development.

Policies are also needed to manage the forecast expansion of the wine industry in the

Barossa region in ways that do not detrimentally impact on those rural, environmental

and heritage values that are vital to both the success of export wine marketing and the

critically important tourism industry.

A key outcome of this project is a Statement of Investigations provided as a separate

document to enable Councils to pursue changes to their Development Plans to better

facilitate sustainable tourism outcomes.

CREATING OUR SUCCESS

The Barossa will be known as Australia’s premier wine tourism destination where

visitors connect through experiencing iconic wines, innovative regional food and culture

and traditions that continue in the present.

The Clare Valley will be known for the intimate connections and wellbeing opportunities

provided by small scale wineries, accessible landscape and cultural heritage and the

fascinating stories of its people and places.

The regions will work together and establish productive partnerships that help to create

a sense of welcome and belonging and enable memorable connections to their people

and places.

Members of Regional Leaders Forum working and networking at first meeting at Wheatsheaf Pub, Allendale North


U r b a n & R e g i o n a l P l a n n i n g S o l u t i o n s 0127/Final Reports/ Strategic Plan April 05 viii

A BLUEPRINT FOR SUCCESSFUL TOURISM

Target those we want to visit our regions, especially young people aged 18-30

years, families with children, and couples seeking indulgence and escape.

Reposition the regions so that the wine, food, landscape and heritage brands

convey their ability to satisfy the needs of visitors for connection and

reinvigoration.

Make sure our marketing material conveys our essential message with passion

and flair to the visitors we wish to attract.

Develop and/or reinvigorate our core products so that they appeal to our target

markets:

- make positively memorable food and wine experiences an integral part of

every visit;

- provide and promote opportunities to contribute to the health and wellbeing of

our visitors;

- celebrate and share our rich and diverse cultural heritage;

- welcome families with children and support their meaningful interaction with

each other and our regional attractions;

- address gaps in accommodation types to better cater to the needs of target

markets.

Work together beyond local and regional boundaries for the benefit of visitors and

local communities.

Build a tourism culture within our communities and businesses so that across the

regions we acknowledge that “tourism is everybody’s business”.

Adopt an environmental management framework that supports access and use of

natural landscapes that does not diminish their habitat and biodiversity.

Improve planning legislation, policies and practices to facilitate a range of desired

forms of tourism development.

Ensuring Councils’ Development Plans facilitate vision and encourages integrated

value add development.


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IMPLEMENTATION

To ensure the successful adoption of the Strategy by the project partner organisations

and other key stakeholders, it is recommended that:

an Implementation Management Group is established;

the Regional Leaders Forum is maintained and supported by the creation of task

groups to progress specific strategy areas;

collaborative approaches are pursued to seek and manage funding for specific

actions;

regional economic data on jobs and expenditure is obtained and used to measure

the performance of this Strategic Plan;

improvements are made to the way data on visitors is collected and analysed so

that it enables comparison against the proposed market segmentation system.

The strategies in this Plan will only be realised if all of those with an investment

in the success of the regions are committed to productive partnerships.

It is only by working together that the Clare Valley and Barossa Tourism Regions

will create a sense of welcome and belonging through enabling memorable

connections to our special people and places.

Strategic Plan How to Read This Document and Accompanying Reports


HOW TO READ THIS DOCUMENT AND ACCOMPANYING REPORTS

This Document is the Clare Valley and Barossa Tourism Regions Integrated Strategic

Tourism Plan. It builds upon previous documents provided to the Project Steering

Committee, especially The Progress Report (8 October 2004) and the Strategic

Directions Discussion Paper (18 November 2004).

Material from those documents not included in this Strategic Plan has been provided in

a separate Appendix. These Appendices should be read in conjunction with the

Strategic Plan.

In addition, the consultants have prepared two separate documents:

a Consultation Report that summarises the methodology and findings of the

processes used throughout the project to obtain constructive input and feedback

from stakeholders;

Statement of Investigations that provides the basis for future amendments to

Council Development Plans.

The diagram below shows the range of documents and the links between them. The

accompanying CD provides a copy of each document. The titles in bold in the diagram

identify the relevant file.

Clare Valley and Barossa Tourism Regions

Integrated Strategic Tourism Plan

Appendices Literature Review Regional Audit Tourism Market Analysis Environmental Management Framework Tourism Market Segmentation Systems Food & Wine Product Development Health and Wellbeing Cultural Tourism and Heritage

Product for Families with Children

Statement of Investigations

Consultation Report

Strategic Plan Acknowledgements


ACKNOWLEDGEMENTS

The Consultant Team wishes to acknowledge the invaluable assistance of the

following individuals and organisations:

Project Steering Committee

Peter Beare, Chief Executive Officer, Light Regional Council

Judith Jones, Chief Executive Officer, The Barossa Council

Mark Goldstone, Chief Executive Officer, Clare & Gilbert Valleys Council

Rob Veitch, Clare & Gilbert Valleys Council

John Brak, Regional Council of Goyder

Stuart Skevington, Barossa Light Development Board

Paul Weymouth, SATC

Staff of the SATC:

Michelle Hocking

Fiona Cartwright

Denise Van Wald

Peter Cahalan

David Crinion

Stephanie Denton

Richard Trembath

Mark Gill

Regional Marketing Managers

Meg Barker

Rachael Klitscher



Members of the Regional Leaders Forum

Dave & Di Palmer, Skillogallee

David Cowper-Thwaite

Graham Mill, Clare Valley Tourism Marketing

Ian Falkenberg, National Parks & Wildlife - Burra

John Heneker, Barossa Marketing

Kirsty Dudley, Mid North Regional Development Board

Linda Carter, Mid North Regional Development Board

Margaret Lehmann, Peter Lehmann Wines

Maureen Wright, Burra Heritage Cottages

Meg Barker, Clare Valley Tourism Marketing

Patricia Gordon-Stevens, The Wheatsheaf Pub

Paul Anderson, Dynamic Potential Consulting

Paul McClure, Sevenhill Cellars

Racheal Klitscher, Barossa Marketing

Robin Shaw, Winemakers Federation of Australia

Robyn Masterman, Clare Country Club

Ross Dawkins, Maison Cottages

Sal Hawker, Bungaree Station

Tony Thorogood, Thorogoods Apple Wines

Ross Vogt, Kapunda Museum

Other Council Staff for input to the review of Development Plans and assistance with

organising meetings and media releases

Focus Group Participants



Visitor Information Centre staff and Volunteers for assistance with surveys

Residents and business operators who completed face-to-face surveys

Visitors to the region and to South Australia who completed surveys and in particular,

the Grosvenor Hotel and Marineland Holiday Village for their assistance

Research Assistants Aaron Curtis and Monica Hazebroek for undertaking and

analysing surveys

Irene Jones for word processing and report production

Thank you all for your contribution to this important project.

Strategic Plan Introduction

U r b a n & R e g i o n a l P l a n n i n g S o l u t i o n s 0127/Final Reports/ Strategic Plan April 05 1

1 INTRODUCTION

1.1 SCOPE AND PURPOSE OF THIS PROJECT

The Clare Valley and Barossa Tourism Regions Integrated Strategic Tourism Plan has

been prepared to provide a strategic and innovative planning policy framework that will

help attract sustainable tourism investment to the Regions.

Sustainable tourism provides benefits to both visitors and host communities, while

protecting and enhancing natural and cultural attributes.

South Australia’s sustainable tourism strategy is guided by 12 clear principles, based

on the Triple Bottom Line. Sustainable tourism is characterised by:

differentiation: clearly distinguishing these regions from competing destinations

by building on inherent strengths to achieve this sense of difference;

authenticity: genuine experiences that are relevant to the history, industry,

culture and natural resources of the regions;

being reflective of community values so that visitors experience a sense of

belonging to a living and dynamic community;

niche opportunities involving the development of specialised products based on

the inherent attributes of an area;

positive experiences that provide a sense of learning and discovery and the

ability to participate in activities that challenge and stretch;

adding value to the existing qualities by “bundling” attractions to increase

opportunities for visitors and diversify the regions’ economic base;

being resource sensitive so that existing and future development activities

respect natural and cultural values and ecological processes;

providing mutual benefits to visitors and hosts so that local communities are

engaged in contributing to enjoyable experiences that generate additional tourism

business;

“telling the story” to provide a richer and more rewarding experience for the

visitor;

a mutually beneficial alliance between the economics of tourism and

conservation outcomes;



excellence in design that results in a relatively unique and authentic experience

which is respected and valued by the visitor, and for which they will pay a

premium.

Map 1 shows the boundary of the study area which includes the two Tourism Regions

of the Barossa and Clare Valley. Please note that the boundaries of the two Regions

do not follow LGA boundaries exactly so that depiction is approximate.



The Barossa TourismRegion

The Clare Valley Tourism Region



The Strategic Plan provides an integrated approach to:

establishing a clear vision, goals and strategic actions to achieve sustainable

tourism;

increasing the economic contribution of tourism to the regions;

market segmentation, differentiation, branding and positioning;

developing new tourism product and/or reinvigorating existing product;

promoting strong cross-regional links that enhance visitor experiences and

increase the benefits to local communities;

building a culture of tourism across regional businesses and communities to

capture an increasing share of the benefits of tourism;

identifying and supporting the regional leaders in tourism to build the capacity of

the tourism industry to embrace change;

preparing a consistent framework for Development Plan policies that facilitate

appropriate forms of tourism development; and

managing environmental risks and protecting valued landscapes when planning

and providing for future tourism activities.

1.2 PROJECT PARTNERS

The project was a co-operative initiative of the South Australian Tourism Commission,

The Barossa and Light and Mid North Development Boards and the four Local

Government Authorities of the Barossa, Clare and Gilbert Valleys, Goyder and Light.

Jointly funded by these partners, the project was managed by a Steering Committee

comprising the following members:

Mr Peter Beare, Chief Executive Officer, Light Regional Council;

Mr Mark Goldstone, Chief Executive Officer and/or Mr Rob Veitch, Clare and

Gilbert Valleys Council;

Mr John Brak, Planner, Regional Council of Goyder;

Ms Judith Jones, Chief Executive Officer, The Barossa Council;

Mr Stuart Skevington, Barossa Light Development Board;

Mr Paul Weymouth, South Australian Tourism Commission.



1.3 STUDY TEAM

The study commenced in July 2004 with the engagement of a consultant team

comprising:

Urban & Regional Planning Solutions:

- project management, statutory and strategic planning, tourism research and

consultation.

Missing Link Tourism Consultants:

- market identification, economic analysis, product development, positioning and

branding.

Ecological Associates and Resource Environmental Management:

- environmental assessment and management of natural assets.

Kristine Peters Project Management

- social analysis, industry development and community strengthening.

1.4 STUDY APPROACH

The study involved:

working closely with the Project Steering Committee to develop a shared vision for

tourism;

establishing and facilitating a Regional Leaders Forum involving key players in

tourism, business and the community in identifying the regions’ strengths,

weaknesses, challenges and opportunities and in testing strategic directions;

review of relevant research, strategies and policy initiatives (see Appendix 1 for

Literature Review);

undertaking a five day targetted audit of regional product and a family based day

trip (see Appendix 2);

an analysis of the economic contribution of tourism to the region;

market and core product analysis;

analysis of environmental assets and landscape values and development of an

environmental management framework;



consideration of existing capability and capacity of those involved in tourism

businesses, other businesses and the broader regional community to contribute to

the changes that will be required to maintain and grow tourism opportunities in the

future;

a review of State Government planning policy directions and Council Development

Plans;

the preparation of a Draft Statement of Investigations to provide the basis for

changes to Council Development Plans to facilitate sustainable tourism;

the Development and Testing of Draft Strategic Directions with the Regional

Leaders Forum and invited focus group participants in the four Council areas;

consideration of the regions’ branding and positioning in the context of State

initiatives; and

the development of an Implementation Strategy.

Consultation Process

To assist in understanding the needs of visitors to the regions and of those visiting

South Australia but who might not necessarily have visited the regions, surveys were

undertaken with 90 visitors. Surveys were also completed by 141 residents and

businesses in 8 major towns in the regions to provide information on the level of

understanding of the role of tourism to their business and/or to the local economy and

their awareness of the tourism assets of the regions that attract and sustain repeat

tourist visitation.

As previously mentioned, four focus groups were held in Burra, Clare, Kapunda and

Tanunda to discuss the Draft Strategic Directions. Media releases were used to invite

comments from the wider community on the Discussion Paper which was available on

Council websites and offices.

A separate Consultation Report has been prepared that documents the consultation

process and outcomes.

Strategic Plan Current Situation and Rationale for Change


2 CURRENT SITUATION AND RATIONALE FOR CHANGE

This section of the report synthesises the key findings of the literature review, surveys,

analysis of existing market research, the field based audit of the region’s attractions

and input by a range of staff from the South Australian Tourism Commission including

Regional Marketing Managers. Further details are provided in the Appendices to this

report.

Our analysis of the existing conditions in the tourism industry in the Clare Valley and

Barossa Regions provides the rationale for change and future management. This

rationale underpins our strategic actions.

2.1 WHO IS CURRENTLY VISITING THE REGION

Domestic Overnight Visitation

The average number of overnight domestic trips to the Barossa over the past 3 years

is 245,000 and for the Clare Valley this is 173,000. The average number of visitor

nights for the same period is 581,000 for Barossa and 391,000 for the Clare Valley.

While the number of overnight trips in both regions has remained largely static, recent

trends appear to indicate an increase in visitor nights in both regions. Both regions

have performed well in increasing the potential yield from tourism by extending the

average length of stay.

Domestic Day Trips

The Barossa generates on average over twice as many day visitors as the Clare

Valley. There has been a significant decline in the number of day visitors to the

Barossa over the past 5 years from a peak of 1,038,000 in 1999 to 841,000 in 2003.

There has been a slight reversal of this decline over the past three years. In the same

period, the Clare Valley has slightly increased its number of day visitors from 333,000

to 356,000. Over the same period there has been a decline in total day trips for both

South Australia and Australia.



International Visitation

Over the past three years, an average of 22,000 international visitors spent one or

more nights in the Barossa and approximately 4,000 international visitors stayed in the

Clare Valley. In addition, in 2003 the Barossa attracted approximately 119,000 day

trips from international visitors that did not stay overnight in the region.

Appendix 3 contains detailed information on the Characteristics of Visitors and

Visitation Trends to the Regions. The majority of the overnight stays by holiday visitors

and people visiting Friends and Relatives (VFR) are generated by intrastate visitors

comprising 66% of all overnight domestic holiday visitors in the Barossa and 70% of

domestic holiday visitors in the Clare Valley coming from metropolitan Adelaide and

regional South Australia.

2.2 THE ECONOMIC CONTRIBUTION OF TOURISM TO THE REGIONS

Direct Spending By Tourists

Recently released figures from Tourism Research Australia indicate that spending by

domestic overnight visitors to the Barossa was $101 million or $167 per visitor night

and the total spend by domestic day trippers was $70 million or $84 per visit.

Day trip visitors to the Clare Valley had a total expenditure in 2003 of $23 million or an

average expenditure per day trip in 2003 of $64.

Figures for domestic overnight expenditure were not published for the Clare Valley in

2003 due to issues of sample size and reliability.

Expenditure per night for domestic overnight visitors for the Barossa was $167.00,

which was the highest figure for any of the regions in South Australia, excepting the

Adelaide Tourism Region.

Domestic overnight expenditure includes airfares and long distance transport costs.

These recent figures confirm the Barossa as a high yield destination for the domestic

overnight market.

Source: Tourism Research Australia, 2003.



Employment

It is generally known that regionally based tourism businesses tend to be small but

highly integrated into the local economy. This means that almost every person

employed is a local resident, purchasing local goods and services. Most of the

businesses employ less than five people. The largest tourism employers are the

largest accommodation and restaurant operators, employing between 20 and 50

people.

In 2001, the wine industry in the Barossa and Light Council areas employed

approximately 3,000 people in wine manufacturing, grape growing and wine retail

(Wine Industry Impact Review, 2004).

Unfortunately, neither the Barossa or Clare Valley Regions keep a record of the

number of tourism businesses in the region, nor any detailed economic data such as

how many people they employ and in what capacity, and what approximate scale of

turnover is being generated. Such a study would be extremely useful to determine the

strength of the industry, and to assist in industry development. The Wine Industry

Review notes that there are 641 jobs in accommodation, cafes and restaurants in the

Barossa and Light Council areas, many of which could be considered to be tourism

related.

It is understood that the State Government is currently undertaking regional economic

profiling where tourism will be considered as an industry in its own right. This will

enable regions to establish targets for increased employment and expenditure in the

tourism sector and to monitor the impact of implementing these strategies in this Plan

on the achievement of these targets.

Tourism is a service industry, so it has a greater capacity to employ people than

manufacturing and mining. It is estimated that every additional $1M of tourism

expenditure creates between 6 and 8 additional jobs, compared to less than one job in

manufacturing and less than half a job in mining.

Source: Bureau of Tourism Research – BTR Occasional Paper No.33



Increasing the Economic Contribution of Tourism to the Regions

Increasing the economic contribution of tourism to the regions requires a two pronged

approach. Firstly, those already visiting the region need to be encouraged to stay

longer and spend more money on experiences within the regions. Secondly, it is

important to attract those who are currently not visiting our regions by positioning the

regions so that visiting the Clare Valley and/or Barossa regions is seen as the best way

to meet their strongest needs for connection and reinvigoration.

Who is Currently Not Visiting the Regions

Young people aged 15-24 comprised 10% of visitors to the Barossa and 15% of

visitors to the Clare Valley in 2003. People aged 25-44 comprised 37 and 38% of

visitors to the Barossa and Clare Valley respectively in 2003. Many of these are

travelling as a couple without children, reflecting the role of the regions as a destination

for relaxation and escape. Without decreasing the importance of this market, the

regions could seek to attract these couples to make a repeat visit with their children.

Recent statistics show that parents and children comprised between 12 and 15% of all

visitors. This is significantly less than might be expected given that families comprised

45.6% of all households in the Adelaide Statistical Division. (Source: ABS Census 2001 and

SATC Regional Profiles 2003.)

Understanding the Competition

Traditionally, tourism operators have perceived their competition as ‘the place next

door’. But increasingly it is competition much further away, and even competition in

other leisure sectors, which poses the greater threat. People are generally working

harder and have lost rather than gained leisure time. Consequently, for the Barossa

and Clare Valley Regions, key competitors now include:

home entertainment (particularly large flat screens combined with DVD’s and

home computers) as they remove the need to travel to feel stimulated;

wine clubs and wine superstores, as they make it possible to feel connected to the

wine sector without having to visit; and

city-based art exhibitions and major cultural, food and wine events, as they make

it possible to obtain a region’s flavour without needing to visit.



As what is special about the Barossa and Clare Valley Regions is imported directly into

the homes and cities of source markets, the need to visit them decreases. The regions

have to harness authentic ways for people to experience them, that meet market

needs and are not easily copied.

How Do We Attract Those We Want to Visit?

We have identified those who are not currently visiting the region that we want to visit

as our target markets. These are the 18-30 year olds and 31-40 year olds described

as Generation X and Y Discoverers in Section 4. In addition to the visitors seeking

wine based experiences and indulgent relaxation, these groups are the primary focus

of product development and reinvigoration and of marketing and positioning strategies.

Table 1 below provides an overview of the proposed tourism market segmentation

based on the Wine Visitor Characteristics analysed by the 2003 Cellar Door Survey

(Colmar and Brunton).

Str

ateg

ic P

lan

Cur

rent

Situ

atio

n an

d R

atio

nale

for

Cha

nge

Urb

an

& R

eg

ion

al

Pla

nn

ing

So

luti

on

s

0127

/Fin

al R

epor

ts/ S

trat

egic

Pla

n A

pril

0512

Tab

le 1

: P

rop

ose

d M

arke

t S

egm

enta

tio

n S

yste

m f

or

Bar

oss

a / C

lare

Reg

ion

s

Ch

arac

teri

stic

W

ine

focu

ssed

In

du

lger

s B

row

sers

G

ener

atio

n Y

Dis

cove

rers

G

ener

atio

n X

Dis

cove

rers

V

FR

Life

cyc

le

Mid

life

31

– 50

yrs

M

id li

fe 4

1 –

50 y

rs

Old

er a

ge 5

0+

20 –

30

year

s, e

arly

/

emer

ging

car

eer

and

gene

rally

not

mar

ried

31 –

40

year

s ca

reer

focu

ssed

,

build

ing

wea

lth a

nd /

or y

oung

mor

tgag

e, m

ostly

mar

ried

– 33

%

with

chi

ldre

n.

Acr

oss

all a

ge

grou

ps.

Mot

ivat

ion

Str

ong

inte

rest

in

tast

ing,

lear

ning

abo

ut

and

purc

hasi

ng w

ine.

Tra

vel i

n sm

all g

roup

s

with

inte

rest

in

cele

brat

ion

and

soci

alis

ing

Pre

dom

inan

tly c

oupl

es fo

cuss

ed

on r

est &

rel

axat

ion,

eat

ing

and

drin

king

and

spe

ndin

g qu

ality

tim

e

toge

ther

.

Ofte

n es

capi

ng fo

r a

shor

t bre

ak

from

a b

usy

lifes

tyle

.

May

be

inte

rest

ed in

hig

h st

anda

rd

of s

ervi

ce in

uni

que

acco

mm

odat

ion.

Ran

ge o

f exp

erie

nces

that

will

stim

ulat

e th

e se

nses

–

eatin

g, d

rinki

ng, a

rt,

leis

ure

shop

ping

, nat

ure

and

wild

life.

Als

o in

tere

sted

in h

isto

ry

and

herit

age

of th

e re

gion

.

Exp

erie

ncin

g sp

ecia

l

char

acte

r of

reg

ion

whi

le

soci

alis

ing

with

frie

nds

Sam

plin

g ic

onic

bra

nds

of

food

and

win

e

Exp

erie

ncin

g sp

ecia

l cha

ract

er o

f

regi

on w

hile

con

nect

ing

with

part

ner,

fam

ily o

r fr

iend

s in

sho

rt

but i

nten

se ti

me

May

not

hav

e vi

site

d th

e w

ine

regi

on b

efor

e bu

t hav

e he

ard

abou

t it.

Wor

d of

mou

th is

an

impo

rtan

t driv

er.

Driv

en b

y S

A

resi

dent

s w

ith a

n

inte

rest

in

ente

rtai

ning

visi

ting

frie

nds

and

rela

tives

Act

ivity

inte

rest

s W

ine

tast

ing

at c

ella

r

door

s, p

urch

asin

g

win

e, m

eetin

g w

ine

mak

ers

Win

e ta

stin

g at

cel

lar

door

s,

rest

aura

nts,

reg

iona

l cui

sine

Qua

lity

spec

ialis

ed

acco

mm

odat

ion

Hea

lth r

etre

ats

/ spa

s

Win

e ta

stin

g at

cel

lar

door

s

Art

gal

lerie

s, m

useu

ms,

craf

t sho

ps, f

arm

ers

mar

kets

, foo

d an

d w

ine

trai

ls,

Cyc

ling

and

bush

wal

king

Win

e ta

stin

g at

cel

lar

door

s

of ic

onic

bra

nds,

lear

ning

basi

cs o

f win

e an

d w

hat’s

behi

nd p

erso

nal t

aste

s

Mod

erat

ely

chal

leng

ing

natu

re b

ased

act

iviti

es

Typ

ical

ly tr

avel

in g

roup

s

Win

e ta

stin

g at

fam

ily o

wne

d ce

llar

door

Sho

rt w

alks

in n

atur

e

Chi

ldre

n’s

expe

rienc

es th

at a

re

loca

lly in

spire

d w

ith e

lem

ents

of

crea

tivity

and

opp

ortu

nity

for

pare

nts

to jo

in in

Win

e ta

stin

g at

cella

r do

ors,

cafe

s an

d

rest

aura

nts

Orig

in

75%

from

SA

21%

sta

ying

ove

rnig

ht

in r

egio

n

78%

from

SA

32%

sta

ying

ove

rnig

ht in

reg

ion

73%

from

SA

28%

sta

ying

ove

rnig

ht in

regi

on

50%

from

SA

26%

inte

rsta

te

34%

inte

rnat

iona

l

40%

from

SA

34%

inte

rsta

te

36%

inte

rnat

iona

l

73%

from

SA

11%

sta

ying

over

nigh

t in

regi

on

Tra

nspo

rt

Hire

veh

icle

S

elf-

driv

e, u

sual

ly in

thei

r ow

n ca

r O

wn

car

/ hire

bus

S

elf d

rive,

cha

rter

bus

, hire

car

/ cam

perv

an

Mai

nly

self

driv

e, 3

0% h

ire c

ar /

cam

perv

an, b

us /

coac

h.

Boo

k a

tour

or

hire

a v

ehic

le

Str

ateg

ic P

lan

Cur

rent

Situ

atio

n an

d R

atio

nale

for

Cha

nge

Urb

an

& R

eg

ion

al

Pla

nn

ing

So

luti

on

s

0127

/Fin

al R

epor

ts/ S

trat

egic

Pla

n A

pril

0513

Tab

le 1

: C

on

tin

ued

Ch

arac

teri

stic

W

ine

focu

ssed

In

du

lger

s B

row

sers

G

ener

atio

n Y

Dis

cove

rers

G

ener

atio

n X

Dis

cove

rers

Acc

omm

odat

ion

Gue

st h

ouse

/ be

d an

d

brea

kfas

t

Bed

and

bre

akfa

st, g

uest

hou

se

Car

avan

par

ks

Frie

nds

and

Rel

ativ

es,

Hot

els

and

cara

van

park

s

(on

site

van

s / c

abin

s), B

ed

and

Bre

akfa

sts

Sel

f con

tain

ed c

abin

s, c

abin

s in

cara

van

park

s an

d ho

tels

/ m

otel

s

Hot

el /

mot

el

Ave

rage

sta

y 3

nigh

ts

2 ni

ghts

4

nigh

ts

1 ni

ght

1 –

2 ni

ghts

2

nigh

ts

Ada

pted

from

Sou

th A

ustr

alia

n T

ouris

m C

omm

issi

on (

2004

d) w

ith a

dditi

onal

info

rmat

ion

prov

ided

by

SA

TC

Res

earc

h U

nit



Section 2.3 contains an analysis of core tourism product and a summary of the existing

match between available regional product and the needs of both target and current

market sectors.

2.3 TOURISM PRODUCT ANALYSIS

Tourism product is the experience offered to meet the needs of a target market. It

therefore needs to be described in terms of what the customer does, feels and benefits

from. Every region typically contains a huge variety of tourism product, but some plays

a much larger role in attracting and satisfying target markets than other product. The

most important product is that which provides the region with a sustainable competitive

advantage, usually symbolised by its ability to differentiate the region from competitors,

attract target markets and generate high yielding economic impact. This strategic plan

focuses on the most powerful of this product, and the product that has the most

potential. To do this, some of the product is set aside and the emphasis is on core

product.

Our assessment of the core products for The Barossa and Clare Valley is based on the

regional audit, a review of marketing material and input from key stakeholders. The list

in Table 2 was tested and refined with the Project Steering Committee and Regional

Marketing Committees.

Core product demonstrates the strongest regional differentiation and market appeal to

make the region competitive, and is the most difficult for competitors to copy. Core

product is used to focus and drive regional positioning and branding.

Supplemental product adds value to the core product through additional

differentiation and market appeal, but isn’t necessarily as distinctive, appealing and

readily adopted by the target market.

Table 2 lists the core product of the Barossa and Clare Valley Regions and its key

attributes. What becomes immediately apparent from this analysis of the core product

is the emphasis on social interaction between customers and local hosts, and between

customers – the food, wine, events, trails and heritage are all vehicles from which to

deliver this benefit. Intimate scale quality hosted accommodation available in both the

Barossa and the Clare Valley strengthens the opportunity for connection and social

interaction.



Table 2: Core Product and Key Attributes

Core product Differentiating attributes that meet needs of target market

1. Tasting and interaction at family owned cellar doors

Stories exchanged between wine maker and customers

Learning about the local characteristics of wine growing and production

An environment that reflects the owners, operators, heritage, traditions and local characteristics of the region

2. Tasting and interaction at iconic cellar doors with high brand recognition

Safe introduction to wine for newcomers

Stories told by wine maker’s staff

World renowned innovations in wine production and manufacturing

3. Guided immersion into a winery

Special access into the property to see production and manufacturing side, making customer feel special

Experience of traditional methods continuing today

Experience of innovation in wine making technology

4. Welcoming country pubs

Authentic and nostalgic setting reflecting local character

Heavily populated by locals who are relaxed and enjoying themselves

Some locals socially interact and share stories with visitors

5. Eating locally grown food prepared using traditional methods

Food has strong locally authentic and fresh characteristics

Grower interacts with customers and shares local context to the food, and the local context of their local life (such as why they live there, their vision and passion)

6. Heritage immersion Well conserved but sometimes adapted heritage that can be physically

experienced

Stories that are personal, nostalgic and symbolic of region

Connections to lost familiarity, memory and experience

Opportunity to learn more about oneself through stories and connections

7. Barossa Vintage Festival

Snapshot of local food, wine, culture and lifestyle

Reflection of multi-culturalism of the region

Meeting locals as stall holders and fellow customers

Being part of a long standing tradition

8. The Riesling Trail Alternative connector to local wineries, villages and heritage

Exercise and fresh air (to work off eating)

Safe, easy, adjustable effort and children friendly

Product Market Match

A product market match is a subjective evaluation of how well certain products appeal

to certain markets, based on what is known about the characteristics of the products

and the needs of the markets. Tables 3 to 5 present product-market matches for the

Barossa, the Clare Valley Wine Region and the Clare Valley Cultural Heritage Region

(mainly Kapunda and Burra).



What can be drawn from the Barossa product-market match is that:

the family owned cellar doors and eating locally grown and prepared food have

the widest match across the target markets;

the iconic wineries and welcoming country pubs have a strong match to two of the

growth target markets, probably a stronger match with other non-target leisure

markets and business markets;

heritage immersion matches all markets but doesn’t achieve a strong match with

any of the growth markets;

the strongest match is with the Browsers, though these are a consolidated market;

and

the weakest match is with the Visiting Friends and Relatives market.

What can be drawn from the Clare Valley wine region product-market match is that:

the strongest matches are family owned cellar doors, the Riesling Trail and eating

locally grown and prepared food;

heritage immersion matches strongly across several markets; and

welcoming country pubs are a strong match with two of the growth target markets.

What can be drawn from the Clare Valley heritage regions of Kapunda and Burra in

terms of product-market match is that:

there is a much narrower product range because of the removal of wine tasting

and any major event or recreational facility;

the wine focussed and indulger markets are largely absent because of the

different nature of the available product; and

the region is dependent on two core products and these attract Browsers (an

ageing market), Generation Y Discoverers (a young market) and VFR (a

potentially low yield market).

Str

ateg

ic P

lan

Cur

rent

Situ

atio

n an

d R

atio

nale

for

Cha

nge

Urb

an

& R

eg

ion

al

Pla

nn

ing

So

luti

on

s

0127

/Fin

al R

epor

ts/ S

trat

egic

Pla

n A

pril

0517

Tab

le 3

: P

rod

uct

Mar

ket

Mat

ch o

f B

aro

ssa

Co

re P

rod

uct

s to

Tar

get

Mar

kets

Tar

get

mar

kets

fo

r th

e B

aro

ssa

Gro

wth

tar

get

mar

kets

C

on

solid

ated

tar

get

mar

kets

C

ore

pro

du

cts

of

the

Bar

oss

a

Win

e fo

cuss

ed

Ind

ulg

ers

Gen

X D

isco

vere

rs

Gen

Y D

isco

vere

rs

Bro

wse

rs

VF

R

Fam

ily o

wne

d ce

llar

door

s

Icon

ic c

ella

r do

ors

Gui

ded

imm

ersi

on in

a w

iner

y

Wel

com

ing

coun

try

pubs

Eat

ing

loca

lly g

row

n fo

od

Bar

ossa

Vin

tage

Fes

tival

Her

itage

imm

ersi

on

Key

:

Str

ong

mat

ch

Mod

est m

atch

Lim

ited

mat

ch

N

o m

atch

Lik

ely

to a

ttrac

t bus

ines

s m

arks

/ O

ppor

tuni

ties

for

new

inve

stor

s L

ikel

y to

attr

act b

usin

ess

mar

ks /

Opp

ortu

nitie

s fo

r ne

w in

vest

ors

Str

ateg

ic P

lan

Cur

rent

Situ

atio

n an

d R

atio

nale

for

Cha

nge

Urb

an

& R

eg

ion

al

Pla

nn

ing

So

luti

on

s

0127

/Fin

al R

epor

ts/ S

trat

egic

Pla

n A

pril

0518

Tab

le 4

: P

rod

uct

Mar

ket

Mat

ch o

f C

lare

Val

ley

Win

e R

egio

n C

ore

Pro

du

cts

to T

arg

et M

arke

ts

Tar

get

mar

kets

fo

r C

lare

Val

ley

Gro

wth

tar

get

mar

kets

C

on

solid

ated

tar

get

mar

kets

C

ore

pro

du

cts

of

the

Cla

re V

alle

y w

ine

reg

ion

Win

e fo

cuss

ed

Gen

X D

isco

vere

rs

Gen

Y D

isco

vere

rs

Ind

ulg

ers

Bro

wse

rs

VF

R

Fam

ily o

wne

d ce

llar

door

s

Icon

ic c

ella

r do

ors

Gui

ded

imm

ersi

on in

a w

iner

y

Wel

com

ing

coun

try

pubs

Eat

ing

loca

lly g

row

n fo

od

Rie

slin

g T

rail

Her

itage

imm

ersi

on

Key

:

Str

ong

mat

ch

Mod

est m

atch

Lim

ited

mat

ch

N

o m

atch

Str

ateg

ic P

lan

Cur

rent

Situ

atio

n an

d R

atio

nale

for

Cha

nge

Urb

an

& R

eg

ion

al

Pla

nn

ing

So

luti

on

s

0127

/Fin

al R

epor

ts/ S

trat

egic

Pla

n A

pril

0519

Tab

le 5

: P

rod

uct

Mar

ket

Mat

ch o

f K

apu

nd

a / B

urr

a C

ore

Pro

du

cts

to T

arg

et M

arke

ts

Tar

get

mar

kets

fo

r B

urr

a / K

apu

nd

a

Gro

wth

tar

get

mar

kets

C

on

solid

ated

tar

get

mar

kets

C

ore

pro

du

cts

of

Kap

un

da

/ Bu

rra

par

t o

f th

e C

lare

Val

ley

Bro

wse

rs

Gen

X D

isco

vere

rs

Gen

Y D

isco

vere

rs

Ind

ulg

ers(1

) W

ine

focu

ssed

(2)

VF

R

Wel

com

ing

coun

try

pubs

Eat

ing

loca

lly g

row

n fo

od

Her

itage

imm

ersi

on

Key

:

Str

ong

mat

ch

Mod

est m

atch

Lim

ited

mat

ch

(1) &

(2)

The

se m

arke

ts a

re v

ery

smal

l for

the

Bur

ra /

Kap

unda

are

as o

f the

Cla

re V

alle

y T

ouris

m R

egio

n an

d th

e ab

senc

e of

pro

duct

that

app

eals

to th

em

such

as

4-5

star

res

orts

, gou

rmet

food

and

win

e m

eans

ther

e is

no

prod

uct /

mar

ket m

atch

.



Landscape Character

The regions’ core products are supported by the quality of the natural environment and

visual amenity of the landscape and built form.

The floor of the Barossa Valley is highly developed with vineyards, wineries and

associated facilities and the main townships of Tanunda and Nuriootpa. The volume of

heavy vehicle traffic on the main Barossa Valley Way detracts from any sense of

relaxation or escape. Off the main road, the drives to wineries in the eastern foothills

and the Menglers Hill Scenic Drive to Angaston provide an important contrast. Views

from the look-out over the Valley provide an attractive mosaic of vineyards and built

form.

View from Menglers Hill

The road to Seppeltsfield with its historic avenue of palm trees and the unique walk to

the Mausoleum is a very attractive feature of the area.

Seppeltsfield from the Seppelt Family Mausoleum



The Clare Valley provides a very different landscape experience with the hills on both

sides of the Main Road to Clare providing a real sense of enclosure. The proximity of

the towns between Auburn and Clare provides a sense of discovery with each town

having its own character. The vegetation and topography of the Skilly Hills acts as a

very important visual backdrop to the Main Road and more intense development

fronting the road. The Spring Gully Conservation Park allows direct experience of this

landscape.

Spring Gully Conservation Park

The Riesling Trail traverses a range of different landscapes offering rural experiences

travelling through vineyards and pastoral lands with scattered gums and more urban

qualities on the edges of townships.

The topography and mature gum trees provide for an attractive scenic drive between

Clare and Burra.

For total contrast, the drive east of Burra to the Mongolata Gold Mine exposes the

visitor to a huge expanse of mallee and bluebush country, stretching all the way to the

River Murray, a silvery gleam in the distance. With its red earth, it offers a foretaste of

the Outback.



The approach to Kapunda from the south provides a real sense of arrival and the

ability to look down over the town from a number of vantage points reinforces the

town’s sense of containment. The Pines Reserve provides an extremely tranquil

experience which raises lots of unanswered questions about its history and context.

Pines Reserve, near Kapunda

Historic Building Adjacent to The Pines

2.4 ENVIRONMENTAL ANALYSIS

The Environmental Analysis for this project involved the following tasks:

• the identification of ecological assets and their classification by sensitivity;

a review of selected tourism infrastructure types and development policies based

on initial work by the consultant team and the emerging strategic directions;

• the identification and classification of ecological assets at risk with respect to

ecological and water-use / wastewater impacts; and



• the development of recommendations related to appropriate levels of

infrastructure provision and development to ensure that ecological assets are

adequately protected and managed.

Tourism Infrastructure

Tourism infrastructure is the built structures and facilities such as roads, trails and

accommodation on land and water that assist in providing tourism experiences. Table

6 describes the types of infrastructure that may be appropriate in the regions and their

likely landscape settings. Any facilities would require extensive market feasibility and

testing. The numbers suggested in this table are not intended to be prescriptive or

indicative or demand. Specialised facilities such as a Destination Day Spa would need

to be subject to environmental assessment.



Table 6: Tourism Infrastructure and Landscape Setting

Infrastructure Likely Landscape Setting

Serviced Cabins

High quality self-contained cabins designed for several nights accommodation by small groups and families with showers and flush toilets.

Likely to be used as a base to visit other sites, and is not an attraction in its own right.

Likely to be developed in clusters of 5 to 8 cabins.

Likely to be located close to existing services, especially at the periphery of towns, possibly associated with existing caravan parks. Likely to have mains water supply and to be connected to sewer or STEDS facilities.

Likely to be located in park-like vegetation (i.e. mature trees with cleared understorey).

'Eco-hut'

Cabins designed as a staging site on walking or cycling trails, for one or two nights accommodation. Facilities limited to bunk beds, composting toilets, rainwater. Probably no mains power.

Likely to be developed in clusters of up to 5 huts.

Likely to be located distant from towns, in or near modified or unmodified native vegetation and close to natural attractions (NPWS / forestry reserves, walking / cycling trails).

Retreat/Eco-Lodge Accommodation

Retreat or lodge accommodation designed to manage environmental impacts. Quality furnishings. May utilise mains infrastructure or rely on alternative sustainable technologies such as solar power and aerobic waste treatment systems.

Small scale development in clusters of 3-10 units.

Medium scale development of 11-50 units.

Likely to be located distant from towns, in or near modified or unmodified native vegetation and close to natural attractions (NPWS / forestry reserves, walking / cycling trails).

Resort / Country Club

Major facility with cabin and motel accommodation of up to 100 units, conference facilities. Likely to include on-site recreation attractions such as golf, tennis, swimming pool.

Likely to be located in modified landscapes in or near existing facilities such as wineries. Will require mains water, sewer facilities and mains electricity.

Walking Trails

Constructed trails to facilitate both short walks to particular sites and sustained overnight walking trips.

Individual natural attractions (e.g. NPWS / forestry reserves), established trails (Mawson, Heysen, Riesling)

Cycling Trails (road and off-road)

Constructed trails or off-road areas for short cycle journeys or overnight cycle tours.

Individual natural attractions (e.g. NPWS / forestry reserves), established trails (Mawson, Heysen, Riesling)

Camping Facilities

Camping in designated areas in natural settings. Facilities likely to be limited to bins, picnic tables, possibly watering points and composting toilets.

NPWS reserves, forestry reserves, Council reserves.

Horse Riding Trails

Constructed designated trails for horse riding on public and private land by agreement with associated parking and unloading areas, watering points.

NPWS / forestry reserves, Council reserves, roadsides, private property



Table 6: Continued

Infrastructure Likely Landscape Setting

Recreational Vehicles Access Routes

Designated gravel roads and tracks suited to off-road vehicle use.

Dry-weather roads, unsealed roads, unmade road reserves, private property, Council reserves and NPWS / forestry reserves.

Roads and Bridges

Construction to facilitate development activities including tourism, industry expansion, agricultural pursuits.

Existing roads could be sealed, widened, straightened and bridges upgraded.

Ecological Assets

A detailed description of the regions’ ecological assets is provided in Appendix 4. This

section of the report briefly summarises the conservation importance and impact

sensitivity. Appropriate uses are identified for each asset class.

Asset Class Examples Appropriate Tourism Infrastructure

Conservation sites and areas

Conservation Parks

Native Forest Reserves

Sites on the Register of the National Estate

Land subject to Heritage Agreements

Constructed and sign posted trails for foot and cycle access

Unmodified remnant native vegetation not currently managed for conservation purposes

Ridgelines

Riparian areas along major water courses

Pastoral areas to east of Burra and Mount Bryan

Walking trails

Cycle tracks

Low impact visitor facilities such as picnic tables, rubbish bins, composting toilets, eco huts and lodges

Mixed use conservation sites

Council Reserves such as Burra Creek Gorge

Road and Rail Reserves

Forestry & SA Water Reserves

Recreation Parks (eg Para Wirra)

Private land

Camping facilities

Walking and cycling trails

Built development such as eco huts, retreats and lodges, clusters of cabins in areas of disturbed or less significant vegetation subject to clearance approval

Recreational horse trails constructed to appropriate standard



Asset Class Examples Appropriate Tourism Infrastructure

Highly modified native vegetation or scattered remnant vegetation on public and private land

Most Council Reserves, eg The Pines, Kapunda

Areas along the Riesling Trail and adjacent to vineyards and townships in the Barossa

Rail and Road Reserves with modified native vegetation and no understorey vegetation

Caravan and camping grounds

Facilities for a variety of recreation activities including off-road bicycles, 4WD access and horse riding

Built development – resorts, cabins, eco huts, subject to approval to clear vegetation

Gaps In Infrastructure Provision

The South Australian Tourism Commission has undertaken signage audits that have

identified problems with consistency and confusion. The actions identified in the audits

will need to be progressed through the provision of appropriate levels of funding.

Infrastructure will be required to support future product development as indicated in

this Strategic Plan. This will include roads, trails, visitor amenities and signage.

The Barossa Valley Way requires urgent maintenance due to existing conflicts

between heavy vehicles and local and tourist traffic. Future winery related

development will only exacerbate this situation. A separate heavy vehicle route is

needed to reduce the real safety risks of conflict between trucks and slow moving

tourist vehicles enjoying the countryside and looking for the entrances to wineries.

2.5 SOCIAL ANALYSIS

Business and Community Attitudes

Surveys of business operators and residents in eight towns provided a good insight

into attitudes toward, and the underlying capacity of the region to respond to the

expansion of tourism opportunities.

Face to face surveys were completed with 78 business owners/operators and 63

residents in Burra, Clare, Eudunda, Kapunda, Mount Pleasant, Angaston, Nuriootpa

and Tanunda. Detailed summaries of these surveys are provided in the Consultation

Report.



Importance of Tourism

Tourism was not universally recognised as being important to business by 88% of the

businesses surveyed, with only 12% of business respondents not considering tourism

to be important to their business.

Businesses that are less likely to see tourism as important included clothing and

hardware shops, butchers and petrol stations – a worrying finding considering that

petrol stations are one of the most important sources of local information for visitors,

and that local shops are often seen as good opportunities to get in touch with the

authentic experience of a region and to buy products that are best considered at

leisure, a luxury not always available to busy city people.

Tourism was recognised as being very important by 72% of all residents who

responded to the survey.

The greatest benefits of tourism for businesses were the financial and economic

benefits (42% of responses). Other benefits frequently-mentioned by businesses

were: keeping the town alive/vibrant/more people around (19%), increased awareness

and promotion (14%), and benefit to all businesses in the town (12%).

Residents also recognised economic benefits (69% of respondents), along with more

people/better services/enhanced community (27%). Employment was mentioned by

16% of residential respondents, compared to only 6% of businesses.

Understanding What Appeals to Visitors

Residents identified heritage and history to be the most appealing aspect of their region

and saw the retention of town character and a healthy environment as a good way of

encouraging visitors to return.

There was general agreement that providing good quality friendly service and creating

a positive first impression by attention to detail and presentation are the main

ingredients in an enjoyable visitor experience. The availability of good food and

affordable accommodation are also seen as important. Respondents also noted the

need to educate locals to appreciate tourists and provide a welcoming approach and

good information. Visitors also noted their appreciation of friendly and responsive

service, consistency and information specific to their interests.



Tourism related developments that are large scale, garish, and not in keeping with the

character and heritage of the area were considered to be inappropriate. Large scale

housing or industrial developments were seen as potentially detracting from tourism.

Residents and businesses considered that heritage areas should be protected, as

should highly visible areas such as town gateways and main streets.

Current Weaknesses and Gaps in Meeting the Needs of Visitors to the Region

The following gaps and weaknesses were identified by the Regional Leaders Forum

and through the business and community surveys and regional audit. It is perceived

that there is a/an:

lack of awareness by the community about their involvement in tourism and by

tourism operators to enable better promotion of what’s available in the region;

inconsistency in the quality of the personal service provided to visitors;

lack of certainty in opening hours, particularly of food venues, but also retail and

hospitality;

lack of a collective approach to sharing information and building cross-referrals

between businesses that service tourist needs;

inconsistent approaches by staff and volunteers in the Visitor Information Centres;

insufficient accommodation in the $75-$150 per night price range;

lack of family friendly activities, and/or awareness and promotion of existing

activities and venues that are family friendly;

potential conflict between passenger vehicles and heavy freight vehicles reducing

the amenity of tourist routes;

lack of packaged information bringing together accommodation and attractions,

particularly to appeal to potential growth markets and the self-drive market from

Adelaide;

lack of a cross-regional view, resulting in duplication and limited knowledge of

tourism product in neighbouring areas, which means that visitors tend to pass

through the regions rather than staying for longer periods.

Strategic Plan Alignment


3 ALIGNMENT

The Clare Valley and Barossa Tourism Regions Integrated Strategic Tourism Plan is

an initiative of South Australia’s Sustainable Tourism Package. This Regional Plan is

aligned with the State Tourism Plan and will assist in achieving its objectives at the

regional level.

State Tourism Plan

The South Australian Tourism Plan 2003-2008 identifies four key themes and eight

complementary themes as the basis for tourism experiences.

The Barossa and Clare Valley Regions offer opportunities for tourism experiences

related to the core themes of:

wine and food;

festivals and events;

and the complementary themes of:

arts and culture;

history and heritage;

rural / country living;

sports tourism;

healthy lifestyle;

special interest markets (eg antiques, bird watching, fossicking).

There are also some opportunities for nature based and/or ecotourism in association

with the conservation parks, and the existing Heysen and Mawson walking and cycling

trails and other trails developed to create loops and links. The mallee and saltbush

country east of Burra and through the ranges also offers an accessible outback

experience for the independent 4WD traveller. For those seeking to get “off the beaten

track” within a half a day of Adelaide, this area remains relatively undiscovered.

Both regions are well positioned to take advantage of the “substantial growth in the

tourist ‘drive market’”.



The Sustainable Tourism Package consists of 16 aligned initiatives and projects

designed to ensure the sustainable development of tourism consistent with South

Australia’s vision.

Wine Tourism Strategy 2004-2006

This Strategy was released to the industry through a series of Wine and Food Tourism

Road Shows held across the State’s wine regions during August 2004.

The Strategy seeks to “maintain South Australia’s position as Australia’s wine and food

state, to ensure that South Australia is the first choice for wine visitors and that wine

and food are an essential component of the South Australian experience”.

The other key goals are to “enrich the wine and food experience” and to “empower

wine and food businesses with tourism knowledge and skills and implement a

supportive policy and planning framework”.

The Barossa Region and Clare Valley Wine Area within the Clare Valley Region are

key contributors to the State’s success as a wine and food tourism destination. This

Regional Strategy focuses on making positively memorable wine and food experiences

a part of every visit to the Regions.

Draft Cultural Tourism Strategy 2003-2008

“Cultural tourism is a demonstrably significant component of South Australia’s tourism

market and tourism positioning. It is now understood to encompass much more than

the consumption of arts and heritage product”. (Unpublished Draft Cultural Tourism

Strategy 2003-2008, SATC).

This Draft Strategy seeks to define culture and heritage holistically as everything we do

and the stories we tell. It proposes that South Australia “shifts from an almost

exclusive emphasis on the Early Days (of White settlement) to a more mixed approach

reflecting the strong and long tradition of Aboriginal peoples, the large sweep of 20th

Century history and our contemporary lifestyle and experience”.

This shift is not only a more responsible way to communicate and educate, but

increases the appeal of South Australia to the target markets (particularly children).



The Draft State Strategy provides an overarching framework for regional strategies for

the Barossa and Clare Valley, particularly those related to fostering styles of

interpretation and visitor experiences which are fresh and local, rather than formal and

standardised.

This Regional Strategy seeks to support South Australians who are engaged in

greeting and guiding visitors to “become good story tellers and good cultural

ambassadors and hosts”.

Sustainable Tourism Development in Regional South Australia – Discussion

Paper (2002)

In 2002, the South Australian Tourism Commission in partnership with Planning SA,

prepared the “Sustainable Tourism Development in Regional South Australia

Discussion Paper”.

The Discussion Paper considered how new Development Plan policies for tourism

might be developed and implemented that will assist South Australia to capitalise on its

unique assets and tourism opportunities.

The Discussion Paper identifies a range of policy gaps including a number of

recommendations. Section 5 of the Discussion Paper provides input into:

regional / local strategy planning and Council PARs;

Ministerial PAR;

regulation amendments to support PARs;

planning bulletin; and a

developer guide.

This Discussion Paper has been reviewed and utilised by the consultancy team,

particularly in respect to planning policy recommendations.

Strategic Plan Vision, Goals and Strategic Actions


4. VISION, GOALS AND STRATEGIC ACTIONS

CREATING SUCCESS

The Barossa will be known as Australia’s premier wine tourism destination

where visitors connect through experiencing iconic wines, innovative regional

food and culture and traditions that continue in the present.

The Clare Valley will be known for the intimate connections and wellbeing

opportunities provided by small scale wineries, accessible landscape and

cultural heritage and the fascinating stories of its people and places.

The regions will work together and establish productive partnerships that help to

create a sense of welcome and belonging and enable memorable connections to

their people and places.

4.1 TARGET MARKET IDENTIFICATION

Existing Market Segmentation Systems

There is no single market segmentation system that fully describes the visitors to the

Clare Valley and Barossa Tourism Regions. The SATC uses the BDA Typology 111 to

monitor interstate and overseas visitors to South Australia. Holiday visitors are

described by their main motivation for travelling and the length of their stay. Appendix 5

contains a description of the region’s current markets, and specifically the holiday

typology market segments used by the SATC and their application to the Clare Valley

and Barossa Regions(1).

Other market segmentation approaches were explored to select one that could provide

greater understanding of the motivations and behaviours of the majority of visitors who

are South Australians. The Cellar Door Survey undertaken by the SATC in 2003

updated and tracked changes in the wine tourism market since the first survey in 2000.

Almost 900 surveys were conducted at Cellar Doors in six regions including Barossa

and the Clare Valley.

(1) It should be noted that interstate and overseas visitors comprised only 40% of the total overnight visitors

to the Clare Valley and 34% in the Barossa in 2003



Proposed Tourism Market Segmentation System

The wine tourism market segmentation utilised to analyse the Cellar Door Survey is

considered to best reflect the nature of visitors to the Barossa and Clare Valley wine

regions, and is thus proposed to be used as the main domestic holiday segmentation

system for this Plan.

Appendix 5 contains a description of the wine tourism market segmentation system

and how this is related to the Barossa and Clare Valley Regions. It is acknowledged

that some non-wine related visitors are not directly captured by these descriptors,

however, further analysis of the types of activities that groups such as “browsers” and

“discoverers” participate in, demonstrates that this segmentation approach could be

adapted to include those parts of the region where wine is not part of the product

offering.

Table 1 in Section 2.3 presents an adaptation of the wine tourism market

segmentation, which this Tourism Strategy proposes as the primary basis for

monitoring intrastate and interstate visitation. The existing BDA Holiday Typologies will

continue to be used by SATC for monitoring interstate visitation. Greater use should

be made of this system to target preferred visitors to the regions.

Referring to Table 1, it can be seen that the authors of this Plan have split the

Discoverer segment into Generation Y and Generation X(2) aged markets, to recognise

the vastly different characteristics and subsequent needs of Discoverers in the two age

segments. Those using this segmentation system should recognise that each segment

is not static. Each is aging and each is not necessarily ‘topped up’ by the same type of

people. As Generation Y ages they will not automatically become Generation X,

because they are fundamentally different people. The strong socialisation traits of

Generation Y are likely to see them evolve into the Wine Focussed segment. The

stronger focus on career and wealth creation of Generation X is likely to see them

evolve into the Indulger segment. This knowledge can be used to cultivate one market

into another and thus keep them as ongoing visitors to the region.

(2) Generation X is the term used to apply to the generation after the “baby boomers” born between 1961

and 1975 generally aged 30-45 and in the family raising, mortgage establishing phase of their lives.

Generation Y is used to describe the 20-30 year olds born 1975-1985 who are still studying or in their first jobs, post-tertiary study. They are predominantly single and focussed on connecting with others and their environment.



The Need for Target Markets

It is not possible to be all things to all people – target markets are essential to honing

precious resources into attracting and satisfying the visitors who have a natural interest

in the region and a high chance of staying overnight and generating maximum

economic impact. The industry uses target markets to refine product and its

marketing, and tourism planners use target markets to identify ways to maximise the

economic contribution of tourism. Target marketing does not discourage other markets

from visiting, but it does place them second priority in terms of allocating limited

development and promotional resources. If you focus on productive high yielding

segments, other markets may become secondary aspirational segments.

Proposed Proportional Representation of Target Market Segments

Table 6 presents the benchmark and desired future proportional representation of each

target market segment. It should be noted that a reduction in proportional

representation does not imply a reduction in visitation, providing visitation increases

overall. These relative proportions should be used to:

adjust the positioning, product (images and text) and target markets being

presented in promotional material;

adjust marketing effort (human and to some extent financial); and

establish a benchmark to enable comparison using visitor surveys that track data

that presents the relative proportion of each target market across actual

customers surveyed.

Implicit in the reductions of some segments is that they are becoming consolidated

markets, and implicit in the increasing proportions is that marketing needs to grow

them further to maximise the economic impact of tourism in the region.



Table 7: Existing and Desired Future Proportional Distribution of Tourism Target

Markets for the Barossa and Clare Valley Regions 2004 to 2008

Segment South

Australia

Barossa

2004

Barossa

2008

Clare Valley

2004

(a) Clare Valley

2008

(b) Clare

Valley 2008

Wine focussed 14% 14% 15% 13% 15% 5%

Indulgers 19% 18% 25% 30% 33% 10%

Browsers 22% 22% 21% 23% 20% 40%

VFR 22% 26% 15% 9% 5% 3%

Discoverers(3) 23% 21% 24% 25% 27% 42%

Gen Y Discoverers 11% - 6% - 11% 4%

Gen X Discoverers 13% - 18% - 16% 38%

Source: Cellar Door Survey, 2003 and Wine Tourism Strategy Research 2004

Additional cross tabs run by Research Unit SATC

Desired future proportions developed by consultants.

1 Figures split for 2008 forecasts into Gen X and Gen Y.

(a) – Clare Wine Region; (b) Burra/Kapunda

Goal 1: Target those we want to visit our regions, especially young people aged

18-30, families with children and couples seeking indulgence and escape

Strategic Actions Responsibility Timeframe

Identify target interstate and overseas markets

Identify target interstate markets for the Barossa and Clare Valley regions using the BDA Holiday Typologies.

SATC 2006

Monitor success of marketing campaigns

Develop a monitoring tool to track performance of SATC interstate campaigns in converting preference intent to actual visitation in the Clare Valley and Barossa Regions.

SATC

Regional MarketingCommittee

2006

Develop regional market segmentation system

Adapt the wine tourism market segmentation system into a regional segmentation system and introduce a monitoring system to check on the proportions being achieved.

Barossa Marketing

Clare Valley Marketing

2007

(3)

Presented to generate forecasts of new segments Generation Y and Generation X Discoverers




Undertake quarterly surveys in regions

SATC to assist the regions in developing a quarterly survey instrument that includes a measure of expenditure.

Regions to work with operators to collect data which SATC will analyse against regional segmentation system. This could be similar to the “Tourism Activity Index” that was collected by operators.

SATC Research Unit

Regional MarketingCommittees

Tourism Operators

2006`

Provide up-to-date information on who is visiting regions

Publicise the results of the segmentation monitoring on the SATC website and regional websites and include them in the Annual Regional Tourism Profiles.

SATC Research Unit


2006 and ongoing

4.2 POSITIONING AND BRANDING THE REGIONS

Current Positioning

Positioning is the image that a product has in the minds of the consumers, relative to

competing products. Imagine:

when the market thinks of a product they think of...

We need to be able to “get inside the consumer’s head” to understand what influences

their destination choice. They are thinking about the benefits for them and we need to

be able to position ourselves as the preferred place for delivering those benefits.

Research by the South Australian Tourism Commission in 2000 found stronger brand

recognition of the Barossa than the Clare Valley Region, and stronger brand

recognition among the intrastate market generally. The study specifically found that:

The Barossa Region is primarily associated with wine tasting and cellar doors,

supported by activities such as restaurants, bed and breakfast accommodation,

arts and crafts and antiques. It is more likely to be associated with romantic

escapes, regional food, historic towns and buildings and a link with the past than

some other regions.



The Clare Valley Region is associated with wine, supported by historic villages,

quality guesthouses and B&B accommodation and the Riesling Trail. It is also

strongly associated with peace and quiet, historic towns and buildings and with

being a place friends would like to visit.

Current Branding

Marketing plans being developed for the respective regions discuss the Barossa brand

and Clare Valley brand. Table 8 summarises this current branding. It must be

acknowledged that the Barossa has very strong recognition as one of Australia’s oldest

wine producing regions and an international position because of its high quality shiraz.

Further interpretation of Table 8 suggests that the emerging Marketing Plans for the

Barossa and Clare seek to brand the respective regions as ‘number one or close to it’.

This is not a strategic or creative position because many wine-based regions will be

seeking this. The sub-branding of food, heritage and culture is also not a strategic

position to take because other wine-based regions possess the same product

categories and it could be argued that many have strategic competitive advantages

beyond what the Barossa and Clare Valley regions can generate (such as the natural

dimension in places such as the Fleurieu Peninsula and Margaret River).

Table 8: Marketing Plan-driven branding for Barossa and Clare Valley Regions

Region Branding Sub-Branding

Barossa The premier wine tourism destination

Distinctive “lifestyle attributes” – including our quality regional food, German and English heritage, festivals and events that build on traditions of wine, food, heritage, music and art.

Clare Valley Experiencing the best of life

Wine, food, heritage and trails. Diversity of landscapes and experiences.

Recent research undertaken for the SATC by the Marketing Science Centre involved

an extensive review of all marketing material to identify what is distinctive about each

tourism region apart from quality food and wine.

For the Barossa, the theme was identified as “history that flows through to today” with

key characteristics that create the brand being local produce, regional foods, food

identities such as Maggie Beer, the historic towns and architecture and the experience

of the different cultural influences of German and English Settlement.



For the Clare Valley, the dominant theme was “Experience the Best of Life” based on

an experience that was personable and accessible with more smaller boutique

wineries, cycling and walking trails and regional food and restaurants.

The South Australian Tourism Commission has engaged the R&D initiative, based at

the University of South Australia to develop Brand SA. This will involve a 6 month

international consumer driven research process to create Brand South Australia. This

State Brand needs to position the regions within an overall destination brand for South

Australia. This suggests that structured activities to reposition the regions should be

undertaken in the second year of this Plan so that they are informed by and consistent

with the position created by the new Brand SA.

Repositioning the Two Regions

To gain a strategic competitive advantage, regional branding needs to derive a deeper

dimension of authenticity than the broad categories identified in Table 9, and it needs

to do so in a way that directly taps into the needs of the target market. This strategic

plan proposes to build onto the consumer’s image of each region the dominant

motivations of the target market, which are listed in Table 9. This means that the core

products are further refined and subtly marketed in ways that demonstrate how the

target market needs are met. This repositioning strategy is key to a sustainable

competitive advantage.

Table 9: Dominant Motivations and Needs of the Target Markets

Connection Reinvigoration Achievement

Spend time with partner or family

Relax and unwind Sense of achievement / time spent has been worthwhile

Social interaction and friendship to feel special

Improve wellbeing / health / exercise

Having a story to share with others on return home

Romance Experience generosity

Reconnection with family roots

Feel secure

Connecting with something that is real to learn and satisfy curiosity

Nostalgia for time spent in the country

Reconnection with self – spiritual dimension



Table 9 suggests that target market needs are deeper than drinking wine, eating food

and looking at landscapes and buildings – these activities are the stage from which

needs are hoping to be met – they are a means to an end. Table 8 sorts the

underlying needs into three groups – connection, reinvigoration and achievement. The

need to connect represents the strongest competitive advantage, partly because

reinvigoration is already present in many regions (such as food experiences and

retreats on Kangaroo Island and in the Hunter Valley), but largely because so few

competitor wine regions have managed to position themselves as a people connector.

The core product of both regions is already evolving towards this positioning, and

reinvigoration strategies are logically going to progress towards this direction.

Progressive Repositioning

Subject to the outcomes of the Brand SA research project, it is proposed that the

regions:

Maintain the dominant brand of wine, BUT;

Reposition the core products to suggest how they help visitors reinvigorate

themselves and re-connect with each other and with themselves.

Figure 1 differentiates the existing positioning and the repositioning of the two regions.

Repositioning of the Kapunda / Burra parts of the Clare Region would result in an

immersion in heritage, supported by sub-brands of getting closer to people and driven

by a market need for connection. Figure 1 suggests that the target market needs

would drive the brand – the core products would illustrate the brand.

“A destination’s key strength / differentiation is in its brand (ie Barossa is wine and

Anglo-German heritage – a Lutheran spire among the vineyards would be the most

readily identified of all imagery – no place else in Australia has this – it is distinctly

Barossa). We must give people what they know (ie, a recognised and positive

association with wine) and then give them what they don’t know about the destination

(ie, the complementary experiences of food, cycling, walking, heritage). These refresh

and add value to the tried and true brand (pers. comment David Crinion, SATC, 2005).



Figure 1: Existing positioning and proposed repositioning for Barossa and Clare

Valley Regions

EXISTING POSITIONING

REPOSITIONING

These repositioning statements are strategic concepts and not intended to be used

literally. Further development will be required to give them tangible expression.

The following conceptual approaches for moving from brand awareness to conversion

(ie buying the brand) are adapted from the SA Tourism Plan. They have been applied

to two of the regions’ core products.

Barossa Brand

Premier wine destination

Barossa sub-brands Festivals & events Nature based Heritage, arts and culture

RecreationTarget market needs

Connection Reinvigoration Achievement

Barossa Brand

Premier wine destination

Connecting through food and

wine

Barossa sub-brands Iconic wine Innovative food Celebrating success “Living” traditions Cultural landscapes Well known people and

places

Target market needs 1. Reinvigoration 2. Achievement 3. Connection

Clare Brand

One of Australia’s best known

wine production and farming

regions

Clare sub-brands Food Heritage Culture Riesling Trail

Clare Valley Brand

Intimate connections

Clare Valley sub-brands Getting closer to people

and places Accessible landscape

diversity from the vines to the bush

Stories about people told by local people about their culture and history

Target market needs 1. Connection 2. Reinvigoration 3. Achievement



Awareness Consideration Conversion

“Tell me who you are” “Tell me what you have to offer”

“Now give me a reason to come”

The Barossa is Australia’s premier wine destination with an Anglo-German culture and wine making tradition that spans more than four generations.

The Barossa has world renowned wine, especially Shiraz; regional foods and international food identities such as Maggie Beer, historic towns and architecture that reflect the different cultural influences of German and English heritage.

The Barossa Vintage Festival held at the end of harvest every second year (odd years).

The Clare Valley provides personable and accessible wine, food and heritage experiences in a diverse and appealing landscape.

Opportunities to improve your health and wellbeing while enjoying award winning Riesling and other wine styles from friendly boutique style wineries, relaxing in your bush retreat style accommodation and tasting regional produce.

The Riesling Trail – a 25 km walking and cycling trail running between the towns of Clare and Auburn and providing easy access to some of the region’s great wineries, restaurants and accommodation.

Goal 2: Reposition the regions so that the food, wine, landscape and heritage

brands convey their ability to satisfy the needs of visitors for connection and

reinvigoration.


Ensure alignment between regional brands and Brand SA

Provide input to the Brand SA project being conducted by SATC based on the findings of this regional strategy.

BTMC, CVTMC 2005

Further develop regional positioning statements

Reflect the outcomes of the Brand SA project in the positioning statements for Regional Marketing Plans and subsequent branding initiatives.

BTMC, CVTMC, SATC

2006

Introduce repositioning elements to industry and target markets

Introduce the repositioning elements of connection and reinvigoration to Regional Marketing Committees and industry networks and explore ways to include these in the messages used to communicate the essence of the regions.

MarketingManagers

2006



4.3 MARKETING MATERIAL THAT REFLECTS POSITIONING AND BRANDING

There is no point in repositioning if marketing collateral stays the same – it becomes an

academic exercise. Repositioning needs to be backed up with refining promotional

collateral to the core product that demonstrates the brand and meets the needs of the

target market. Promotion and supporting images need to demonstrate the meeting of

market needs and avoid the generic images of wine in a glass or bottle (unless it is

positioning Barossa’s iconic wineries that possess major brand recognition).

Repositioning could then progressively expand emphasis as core product is

reinvigorated in line with the recommended strategies in this Plan. Fundamental to this

being possible is reinvigorating product to increase connection and reinvigoration.



Goal 3: Make sure our marketing material conveys our essential message with

passion and flair to the visitors we wish to attract


Create images that reflect target markets’ motivations

Undertake a photographic exercise to shoot connection and reinvigoration experiences for new hero shots for promotions. Place target markets in suitable locations and activities to reflect the repositioning, core product and target markets.

BM, CVTM 2006

Refine regional websites and brochures

Create a new section called “Favourites of the Barossa and Clare Valley”. This would describe each of the core products and provide leading examples of each.

Incorporate a special section on trails that link experiences within and adjacent to region, recommending activities, attractions, accommodation and food and beverage.

BTMC, CVTMC 2006

Establish consistent standards in Visitor Information Centres

Redevelop the introductory displays in each locality to focus on what binds the entire region and what makes each locality different.

Re-train staff and volunteers on positioning, core product, target markets and product market match.

Create an exchange programme between the VIC’s so that staff and volunteers move between centres and become more familiar with each other’s product.

Introduce a uniform or at least component of a uniform for the Barossa and Clare Valley Regions.

Investigate ways to ensure information is available outside of the VIC opening hours, eg, partnership with Internet Café, service station or other centrally provided business, automated phone service with menu options, etc.


Visitor InformationCentreManagers

SATC

2005 and ongoing



4.4 DEVELOP AND/OR REINVIGORATE OUR CORE PRODUCTS

The following sections describe the regions’ core products in greater detail and provide

strategic actions for developing and/or reinvigorating these in ways that appeal to our

target markets.

4.4.1 Memorable Food and Wine Experiences

Food and wine experiences have been identified as core product for the region, with

strong attraction to several of the target markets. The competitor analysis identified

that the two regions stood to lose market share if they:

stopped innovating, and in particular, if they did not create more sophisticated

ways for visitors to connect with local authenticity in food and wine; and

if they limited the opportunities for personal connections and learning.

This strategy therefore seeks to refine this core product by further differentiating the

food and wine experiences. One of the ways to assist differentiation of the wine

experience is to focus product development and positioning across a progression of

experiences that assist people to evolve from introductory wine tourism consumers

towards the higher yielding and ‘brand’ loyal Wine Focussed target market:

1. Introduction to wine would provide a basic introduction through tasting and

interaction at iconic cellar doors with high brand recognition. This experience

would target the Generation Y Discoverers and Browsers.

2. Exploring wineries would provide a structured but straightforward means of

understanding more about how wine is produced and how this affects the final

product. This experience would target the Generation Y Discoverers and

Browsers that have undertaken the Introduction experience.

3. Interacting with the wine makers would provide an informal experience highlighted

by a guaranteed opportunity to meet and talk with a person involved in the wine

making process. This would provide the opportunity to share stories and learn

about the local characteristics of wine growing and production. This experience

would target the Generation X Discoverers and Wine focussed target markets.

This continuum would be used as a focus for regional marketing and industry

development.



Goal 4: Make positively memorable food and wine experiences an integral part of every visit


Identify wineries that provide required experiences for target markets

Select representative samples of the three progressive experiences on the wine tourist continuum to promote to the respective target markets. These operations would also act as regional champions and icons.

Wine Industry Associations


2005

Assist selected wineries to develop experience

Assist the chosen wineries prepared to provide the Exploring winery experience by delivering them short (2 day) courses in interpretation skills specific to wineries. The course should feature the development and presentation of an individual storytelling experience for each respective business.

Regional Development Boards / TAFE

2005

Produce guide to locally grown food that highlights the producers and outlets

Develop connections between the culinary supply chain (ie producer, retailer, and restaurateur) and the consumer via the production of a guide to the locally grown food that features in: retail outlets, restaurants that feature locally grown food; and cellar doors that offer food matching with wine tasting. The guide should also include who is behind the food.

Release new editions of the Guide at the Barossa Vintage Festival.


Regional Food Groups

FestivalCommittee

2006

2007

Promote and explain regional produce on restaurant menus

Encourage restaurateurs to explicitly identify regional produce and ingredients on their menus, especially in the context of naming dishes to lead with / feature the local ingredients they use.

Restaurateurs


2005

Tell the stories behind the food

When time is available, discuss with restaurant customers what makes food locally authentic (how it is grown, chosen, prepared, cooked and presented, and who is behind the food).

Restaurateurs Ongoing

Encourage integrated development

Foster single destination specialised experiences that enable people to taste and buy wine and regional product and enjoy this produce cooked in traditional and/or innovative ways.

Wine Industry, Regional Food Groups, Operators

Ongoing




Improve wine and food matching

Introduce training programmes and / or printed information for restaurant staff to continually refresh their knowledge of local wines and how best to assist customers match them with the food being offered. Encourage the wine industry to provide restaurant/ catering industry specific exposure and training opportunities at wine shows/wine industry events.

Restaurateurs

TAFE/Regional Training Providers

Wine Industry Associations

Regional Development Boards

Individualwineries

2006

Better matching wine and food products to the needs of target markets

Undertake a Product Audit of Wineries and how they match target market needs based on the wine segmentation characteristics.

Feature the matching products in the Regional brochure and use a map and coding system to differentiate wine and food varieties at each venue so people can better target venues

SATC



2006

2007

Introduce a competition to develop market ready food and wine products

Explore the potential to introduce a food and wine category in the Product Development Section of the SATC Regional Awards.

Investigate the potential to create a regional product development ‘competition’ . In this competition, industry stakeholders are encouraged to develop new market ready products and experiences with a wine and food theme (see Appendix 6).

SATC


2007

Breathe new life into country pubs

Reinvigorate a set of country pubs so that they reflect the needs of the Generation X and Y Discoverer target markets.

Focus on adding to existing high profile pubs such as those in Freeling, Allendale North and Auburn by creating links with others towns in Burra, Clare and the Barossa towns. Identify key business operators to be invited to participate in a Pub Promotional Campaign.

Regional Development Boards


2008




Foster the development of local food and wine based experiences by food establishments

These establishments might undertake to stock at least five local wines, have staff appropriately trained with knowledge about local wines and produce, and where possible, utilise local and regional produce in their menus.

Food SA

Wineries

Regional Food Group

TAFE

2007

4.4.2 Health and Wellbeing

Health and well being is a major growth sector offering significant opportunities for

regional tourism. Recreation trails offer opportunities for exercise and exploring the

region via activities such as walking, cycling, running and riding. A prime example is

The Riesling Trail in the Clare Valley, which helps people exercise and access wineries

and associated attractions. Expanding this concept into a network will inter-link more

experiences, differentiate the region and increase the length of stay.

Another health and well being product to increase length of stay is the Destination Spa.

These are a form of health retreat, offering both day treatments (one hour massage

and beauty rejuvenation) and residential programs (relaxation, diet, exercise and

personal growth)(4). Recent international research from the Canadian Tourism

Commission estimates current annual worldwide growth in spa demand of between 8 –

9%. Australian research shows that visits to spas grew by 17.5% between 2002 to

2003. This growth is being driven by: an ageing population refocussing on a healthier

lifestyle; an increase in stress related illness; a shift towards preventative health care;

and increasing disposable income.

The markets most attracted to Destination Spas are Indulger Baby Boomers,

Generation X and Generation Y markets. So a Destination Spa offers a powerful way

to grow the X and Y Discoverer markets. The increased spend and increased length of

stay results in significant positive economic impact to regions.

The locations where Destination Spas are growing most rapidly are nature-based

(such as The Daintree Ecolodge in Tropical North Queensland) and winery-based

(such as The Golden Door in The Hunter Valley). A key success factor for Destination

Spas is reflecting the local characteristics of the area in development, design,

treatments, ambience and customer service. In addition to finding a location with



significant local character, inspirational landscape and ambience, a key development

decision is whether to establish a single entity or an adjunct to an accommodation

entity. Single entities are usually developed when there is significant day treatment

demand from a regional town – this is unusual. The ideal approach for the adjunct

option is to develop as an extension to an already successful indulger accommodation

(such as The Daintree Ecolodge). The alternative is to develop both operations

simultaneously (such as The Golden Door in the Hunter Valley).

Goal 5: Provide and promote opportunities to contribute to the health and wellbeing of our visitors


Establish a destination spa for the indulger target market

See Appendix 7 for a proposed approach to developing this product.

SATC, Regional Development Boards

2006 – 2008

Develop the Barossa Wine Trail for walking and cycling in the Barossa

Seek funding to develop the Barossa Wine walking and cycling trail in the Barossa Region. Stage One to focus on Angaston to Tanunda providing links to the Nuriootpa Linear Park and wineries. Stage Two to incorporate the Seppeltsfield Road, Para Road loop to build on initiatives by existing wineries and businesses in those locations to promote these destinations.

Links should be investigated to the North Para River Footbridge and Walking Trails being funded by the SATC Tourism Development Fund.

Barossa & Light Councils, BLD Board, Wineries, Businesses, Office of Recreation and Sport, SATC

2005

Select locations that value add tourism appeal to leisure and recreation facilities provided for local communities

Investigate the provision of leisure and recreation facilities in the Barossa region in a location that would meet community and visitor needs. Examples could include sites adjacent to existing caravan parks or recreation reserves that attract high levels of use.

Barossa Council, BLDB, Private sector, Office of Recreation and Sport

2005

Further Develop the Riesling Trail

Extend the trail and provide additional links to wineries, restaurants and accommodation.

Office of Recreation & Sport, SATC, CVTMC, Clare & Gilbert Valleys Council

2005

(4) Not to be confused with the tub of bubbling hot water, also called a spa.




Identify opportunities to cater for the emerging market desire for spiritual reconnection

Upgrade the retreat facilities at St Aloysius, the home of the Jesuits at Sevenhill Cellars to cater for visitors seeking to combine a spiritual dimension with reconnection and reinvigoration.

Jesuit Order, SATC, Clare Valley Tourism Marketing Committee

2005 and ongoing

4.4.3 Cultural Tourism and Heritage

The Barossa Region has a strong cultural heritage drawn from the distinct patterns of

British and German (Prussian) settlement in the 1840’s. This heritage is reflected in

food and wine experiences and in the buildings, townscapes and landscapes of the

Barossa. Visitors are able to directly experience these cultural influences in heritage

accommodation, cellar doors at wineries and in restaurants as well as through

spending time in churches, cemeteries and museums. The Barossa Heritage Trail

crosses the Barossa and Clare Valley Regions including sites in Freeling and

Kapunda.

The Clare Valley Tourism Region includes the very important mining heritage towns of

Burra, Kapunda and Mintaro. These towns and the Gulf Road that linked Burra to Port

Wakefield are important features of South Australia’s Mining Heritage Trails – a

Primary Industries and Resources South Australian publication produced in partnership

with a range of State and regional organisations in 2003.

Heritage mining places attract significant visitation across Australia as people seek to

experience the past by seeing well conserved and presented buildings and dramatic

industrial landscapes, and by stimulating ways to learn about the social history that

they represent.

In 2000, the Australian Heritage Commission, commissioned a case study of three

towns with mining heritage to examine the “Economic Value of Tourism to Places of

Cultural Heritage Significance”. Burra was chosen as one of the three towns to be

examined along with Maldon in Victoria and Charters Towers in Queensland. A key

finding was the significant economic impact on the wider region with an estimated

41,000 visitors generating a gross regional product impact of $4.8 M and 333 jobs

based on an average expenditure of $109 per head. This was the highest expenditure



per head in any of the case study towns. (Source: CRC for Sustainable Tourism,

2000).

This study demonstrated the economic contribution of tourism to mining towns such as

Burra and Kapunda. It also highlighted opportunities to increase the value of this

market by increasing the proportion of visitors aged under 40 as these comprised less

than 35% of the total survey sample; providing more packages; and opportunities for

expenditure on other entertainment, shopping and guided tours.

The Clare Valley Wine Region has a distinctive heritage based on its settlement by

Catholic immigrants from Ireland and Prussia.

Visitors do not tend to separate culture and landscape. The stories of people and the

land need to be integrated through working closely with the managers and holders of

the knowledge about places. An example in the region is the fossil heritage that is

being uncovered and protected at Redbanks Conservation Park, a site that has

significance to Aboriginal peoples and in European pastoral history.

Professor Rod Wells from Flinders University is engaged with the SATC, DEH and the

Regional Council of Goyder in exploring opportunities for interpretation and managed

access.

Viewing cultural heritage as an attraction generates modest yield. Experiences of a

more engaging interactive form create greater yield, while experiences based on

adaptive reuse tend to create even greater yield (Hall and McArthur 2000). Examples

of adaptive reuse include accommodation (Tiver’s Row), food and beverage (Bungaree

Shearing Shed) and theatre productions and music performances (concerts in the

Redruth Gaol and churches in the Barossa).

The report identified several core heritage tourism products as having reached a

mature or declining stage in their lifecycle.

This Strategy seeks to reinvigorate these products through more stimulating

interpretation, and creating more adaptive reuse projects, so that this core product can

regain its competitive advantage, and attract forecast target markets and their

subsequent valuable economic impact.



In particular, the traditional museum has limited appeal to Generation X and Y markets

who associate the word “museum” with boring collections of undifferentiated items

inflicted on them during school excursions or by diligent parents seeking to instil a

sense of history. We need to move away from both the term and the concept and

rebadge encounters with history to be more entertaining, educative and relevant.

Festivals and events provide opportunities for visitors to connect with the culture and

history of the region while experiencing the best of contemporary food, wine and

music. The region will continue to find ways to incorporate the built heritage and

cultural landscapes into these festivals and events. Historic buildings can provide

unique and culturally appropriate venues for concerts, fairs and festivals. The natural

landscape can create an exceptional setting that generates a memorable atmosphere.

The regions need to give priority to those events and festivals that authentically reflect

their culture and heritage and add value to their appeal as a destination for visitors,

especially our target markets.

Goal 6: Celebrate and Share Our Rich and Diverse Cultural Heritage


Employ a Cultural Interpreter to help locals tell the stories

Fund the position of Cultural Interpreter to work with the National Trust, Councils, Museum committees and tourism and hospitality businesses to collect the stories, identify and train the story tellers and develop fresh and exciting visitor experiences that bring regional cultures to life.

SATC, Heritage SA, Councils

2006

Develop tourism experiences related to the Redbanks fossil discovery

Continue the development of value adding visitor experiences to the fossil discovery at Redbanks by providing interpretive facilities in an appropriate location in Burra, guided tours to the site and longer stay opportunities for interested visitors to participate in the archaeological research (similar to the Earth Watch or Conservation Volunteers Australia models where participants pay to be part of a packaged experience).

SATC, DEH, Goyder Council, Flinders University

2005 and ongoing

Reinvigorate the Burra Passport

Rewrite the interpretive content of the Burra Passport into a more humanistic orientation with contemporary themes, to cover stories featuring interesting people.

National Trust, SATC, Goyder Council

2005




Program multi-level stories so that people can choose between alternative themes.

Convert the publication into an audio guide. Add in sound effects and music as necessary. Utilise Acoustiguide technology (ranges from handheld wands to headphone players). (See Appendix 8.)

Continue to refocus the Barossa Vintage Festival on the region’s distinctive attributes

Continue the current focus on local content and broader experiences across the region.

Reintroduce quirky competitions that demonstrate cultural diversity, especially around food and wine.

Barossa Vintage FestivalCommittee,BTMC

Current

Reinvigorate Bungaree Sheep Shearing Function Venue

Establish a joint venture with a function / existing food and beverage provider capable of running as a separate business.

Position and market separately to other parts of Bungaree operation.

CVTM,Bungaree Station, Local food and wine industry

2005

Reinvigorate Kapunda Museum

Reduction in exhibits to make space for a programmed set of interpretive activities within museum and surrounding area.

Kapunda Historical Society, Kapunda Tourism Association, SATC, Light Regional Council

2006-2007

Develop the Pastoral Heritage Experience at Anlaby Station

Work with the owners and managers of the property to increase opportunities for visitors to make an interactive and experiential connection through tours and appropriate events such as garden fetes, musical afternoons.

Kapunda Tourist Association, Light Regional Council, CVTM

2005

Redevelop the Unicorn Brewery

Seek a public-private sector partnership to conserve and adaptively reuse the site as a specialised beer venue.

Venue should provide regular cost effective entertainment (eg. soloist guitar / singer and storyteller of local legends and events) co-funded with local government or National Trust

Regional Council of Goyder,National Trust, Private lessees

2005




Strengthen the focus on Sir Sidney Kidman

Develop and promote a self-guided audio tour of key sites in association with an interpreted collection of Kidman memorabilia.

Identify links with other key locations across Australia featured in the Kidman Story and find ways to tell these stories through web-based and audio visual media.

Light Regional Council, CVTM, SATC, BLD,Kapunda Tourist Association

2006

Focus on festivals and events that add value to the region’s positioning

Review existing festivals and events and give priority in promotion and support to those that add value to the regions essential elements of food and wine, culture and heritage, and meet target market needs for connection, reinvigoration and achievement.

Develop criteria as a basis for deciding which future festivals will be actively promoted and supported by SATC and the regions.


Councils

Festival and event organisers

SATC, Regional MarketingCommittees

Councils

2005

2006

4.4.4 Families With Children

The Progress Report identified that the region could be losing market share because

when certain target markets (Generation X Discoverers) returned with their children,

they found limited opportunities for children at the same places that the adults wanted

to go (such as wineries and attractions). The traditional approach has been to provide:

children friendly experiences (with limited appeal to adults);

adult friendly experiences (with limited appeal to children).

The more innovative operators place children’s experiences close by adult experiences

(such as games inside the cellar door or play equipment outside within view of

parents).

It is easier for the region to adapt some of its product to appeal to certain adult target

markets and their children, and thus keep the adult target markets, than it is to attract

new replacement markets. The film industry has realised this and developed film

product such as Shrek and The Incredibles, specifically to appeal to both markets at

the same time. The real innovation for the region’s tourism sector is to do the same –

create experiences for children, that fit comfortably within the adults experience, and



ideally adds to it. This close integration is about helping parents and children connect.

One of the key ways to do this is through creating interpretation-driven challenges or

games that are played out over a series of locations. Each location should fit together

to add value to each other while remaining flexible enough to work as one stop,

multiple stops and multiple orders of the stops.

Goal 7: Welcome families with children and support their meaningful interaction

with each other and our regional attractions


Establish a Family-Based Regional Interpretive Programme

Seek participation from a set of wineries that are willing to offer individual yet interconnected parts of a total programme, building on each other through a series of inter-connected challenges (see Appendix 9 for further detail).

Regional MarketingCommittees, Wineries, SATC

2006

Prepare a brochure of family activities

Produce a brochure of family activities that cross regional boundaries and appeal to parents and children in different age groups.


2005

4.4.5 Address Gaps in Accommodation Types to Meet The Needs of Target

Markets

The consultants’ audit of existing accommodation product and the analysis of the

choice of accommodation preferred by our target markets has highlighted several key

areas for reinvigorating or augmenting the style of accommodation available.

The regions appear to have an adequate supply of bed and breakfast style

accommodation, although the Clare Valley appears to be doing better at meeting the

needs of the Indulger Market for high quality self-contained houses or cottages than

the Barossa. There would appear to be an opportunity to provide more opportunities

for the Indulger market in the Barossa. While converting existing motels or hosted bed

and breakfast accommodation may offer an avenue to meet this gap, great care needs

to be taken because Indulgers are seeking a total package of landscape amenity,

views, high quality furnishings and fittings, generous gourmet provisions at a price that

still reflects value for money. A converted motel room at $270 a night is still a

converted motel room!



The region has some very good caravan parks that have been adapting themselves to

meet market demand for ensuite facilities and higher standard cabins. This product is

especially appealing to the budget conscious Discoverer and Browser travel segments

and there would appear to be opportunities to continue to improve these facilities in

Kapunda, Clare and Burra in particular. Additional self-contained cabins suitable for

families and small groups could be located adjacent to the Riesling Trail or other

similar trails that could be developed such as the proposed Shiraz Trail in the Barossa.

Consideration may need to be given to medium and larger scale resort style

accommodation suitable for events, conferences, corporate functions and packaged

tours for golf, horse racing or other sporting competitions. This could be provided in

association with an existing winery, cellar door or golf course facilities. Detailed

business feasibility and environmental impact assessment would be a prerequisite for

planning such a significant investment.

One of the emerging trends is the focus on health and wellbeing including spiritual

connection. The Clare Valley and Barossa Regions have the potential to meet these

needs either by building on an established Christian tradition for retreats and spiritual

guidance such as exists at St Aloysius’ Retreat House at Sevenhill or creating an

environment that reflects the connection between humans and nature and the spiritual

dimensions of this connection, associated with eco-lodges or retreats.

Historic houses and cottages provide an opportunity for visitors to directly experience

the heritage of the region. Families also enjoy staying in historic houses but those with

active young children could benefit from heritage properties that provide more robust

and less valuable heritage décor.



Goal 8: Address gaps in accommodation types to better cater to the needs of

target markets


Develop additional self contained cabin style accommodation

Dwellings need to provide two bedrooms (one for adults, one for young children). Best location is close to the Riesling Trail or similar recreation facility, in association with existing caravan parks or at least offering scenic views of the authentic landscapes of the region. Create a cluster so that children can interact with each other through shared facilities and services, perhaps even with a child minding service for night time.

Private sector investors, Councils, Regional Development Boards, SATC

2006

Develop eco lodges and retreats

A limited number of small to medium scale eco-lodges or retreat style developments comprising separate accommodation units would meet the needs of Indulgers and the Generation X and Y Discoverers. (See Statement of Investigations for more detail on the nature of such developments.)

Eco-lodges and retreats require an exceptional natural setting and are designed to minimise their impact on this setting.

Private sector, Councils, SATC

2006 – 2008

Develop additional serviced historic houses and adapted buildings suitable for families

Renovate to lighten off the heritage décor for something still complementary, but less valuable and more robust.

Private sector, Councils, Heritage SA (if relevant)

2005 and ongoing

Develop additional cabins in the Kapunda Caravan Park

Locate with superior views and separated from residential area. Enhance the design and standard from existing cabins to achieve greater sense of authenticity and quality (to obtain an additional star). Feature balconies with retractable shade cloth.

Light Regional Council

2005

Reinvigorate Clare Valley and Barossa Caravan Parks

Introduce games, bike hire, activities and film nights during holiday periods and if successful, on weekends.

Caravan Park owners and operators

2005




Investigate demand for and viability of additional country club resort style accommodation

Undertake business feasibility and site planning for additional country club resort style accommodation in the Clare Valley.

Private sector, Investor, BLDB, MNDB

2007-2008

Refine accommodation room supply and demand system

Add into the regional room stock supply additional categories for resort and self contained cottages.

Conduct an annual questionnaire across a relevant sample of the regions’ accommodation operators to forecast room stock.

SATC, Regional MarketingCommittees, Accommodation operators

2006

4.5 CROSS REGIONAL LINKS AND PARTNERSHIPS

“No man is an island, but some of us are long peninsulas”. (Ashleigh Brilliant,

Cartoonist). Successful regional tourism has no place for “island or peninsula” style

thinking. As part of the heartland of South Australia, the Clare Valley and Barossa

Regions need to work together with adjoining regions to develop packages that

combine complementary products and experiences for visitors. The kind of packages

envisaged are those that have itinerary based information to allow people to choose

products that deliver the experience they are seeking. As one component of a Grand

Tour or Big Tour experience for interstate visitors, the Clare Valley and Barossa can

capture additional visitor nights by working with tourism marketers and operators in the

Riverland, Flinders Ranges, Yorke Peninsula and Adelaide Hills. People are passing

through or nearby to the Clare Valley and Barossa. The regions’ task is to find ways to

encourage them to stop and spend for a while, sending them on to the next stage of

the journey with excellent information about what there is to see and do in the adjoining

regions.

Within the region there is a very significant opportunity to increase the level of

collaborative marketing, cross selling and packaging of products to appeal to specific

markets. Some operators have begun to work together to assemble packages but

there is a need for a stronger, more co-ordinated approach.

Visitor Information Centres across the Clare Valley and Barossa Regions would benefit

from a more formal networking approach involving joint training, cross regional

experiences and electronic booking and information links. Strategies related to Visitor

Information Centres are contained in Section 4.6. Connect SA will be launched shortly



as a booking system that provides an integrated electronic response. It is

recommended that VIC’s maximise their access and utilisation of this system.

The development of additional driving, cycling and walking loops and links to existing

Trails such as the Heysen and Mawson Trails will provide cross regional experiences

and if promoted to specialist target markets such as 4WD groups, cycle tourists and

nature enthusiasts can increase visitation. They will only, however, increase the value

of tourism to the region if they are associated directly with tourism product such as

accommodation, purchase of provisions and equipment or guided tours.

The success of this Plan will depend on cross regional implementation. Section 5 of

this report proposes a mechanism to continue the collaborative working relationships

that have supported the development of this Strategic Plan.

Goal 9: Work together beyond local and regional boundaries for the benefit of

visitors and local communities.


Develop cross regional promotion and packages to appeal to target markets

Convene a meeting of Regional Marketing Managers from Clare Valley, Barossa and adjoining regions to explore opportunities for cross regional promotion and packages to appeal to the target markets of Gen X and Gen Y Discoverers (See Section 4.4).

SATC, Regional MarketingManagers

Late 2005

Establish mid week packages in the Clare Valley and Barossa

Package the most distinctive assisted experiences with matching accommodation (eg Mongolata Gold Mine Tour and Burra Tiver’s Row), Barossa Food and Wine Master Classes and Hot Air Balloon Flight with lodges and homesteads; and self-contained cabins with bike hire for Riesling Trail) as a range of itineraries from which visitors can self-select components that meet their needs.

Use distribution channels such as Adelaide-based tour operators and coaches linking to Flinders Ranges to target Generation Y Discoverers

Regional MarketingCommittees and Tourism Operators

2005 – 2006




Add Value to Loops and Links to the Heysen and Mawson Trails

Continue to explore opportunities for self-drive loops and links to the Heysen and Mawson Trails that generate an economic yield by being promoted with appropriate accommodation/dining options.

Promote links to Conservation Parks and Forestry Reserves by working closely with DEH Park Managers and Forestry SA.

Clare Valley Tourism Marketing Committee(CVTMC), Barossa Tourism Marketing Committee, Light Regional Council, Regional Council of Goyder, BRPTA

DEH, Forestry SA

2005

Drop off and pick up service transport links

Investigate the potential for a commercial tour operator to provide a drop-off and pick up “fee for service” link to the Heysen and Mawson Trails from Burra and Kapunda.

Councils, Private tour operators, CVTMC

2005 – 2006

Explore the potential for Connect SA to strengthen regional bookings and information networks.

Visitor Information Centres to work with SATC to ensure the regions benefit from Connect SA for bookings and information provision.

SATC

Visitor Information Centres

2005 – 2006

4.6 BUILDING A CULTURE OF TOURISM ACROSS THE REGIONS

The process of building a culture to underpin tourism development in the Clare and

Barossa Valleys is multi-layered and should recognise that, in rural regions, ‘the

tourism industry’ and ‘the community’ are not separate. It is important that the

community at all levels receives consistent core messages: tourism is good for our

community, we’re all involved in tourism, work together and listen to the visitors!

This section identifies a range of strategies that could be implemented in the regions to

build a strong tourism culture. The key elements of these strategies are based on the

need to work together as regions so that:

There are common service and product standards;

The community as a whole is aware of tourism products and attractions across the

regions and uses this knowledge to keep people in the area longer, and get them

to spend more money while they’re here;



There is greater access to funding to support a steady focus on building tourism

capacity in the regions.

Goal 10: Build a tourism culture within our communities and businesses so that

across the regions we acknowledge that “tourism is everybody’s business”.

Awareness

One of the main barriers to tourism development is the mindset that tourism only

concerns the people who own or manage ‘tourism’ services.

A good visitor experience means that from the first contact with the community – which

might be a visit to the local deli to buy a drink, or to the service station to get petrol, or

to the Visitor Information Centre, or even just talking to a local on the street – the visitor

receives a positive, welcoming feeling, and gets the item or information they are

seeking. In order for this to happen, the entire community needs to be informed about

their region, know how to provide information to visitors, and give excellent customer

service at all times.

There are four key messages that need to get out to the community:

Tourism keeps our region vibrant, it is an important part of our economy - bringing

wealth and employment.

Everyone is involved in tourism – whether you are helping a visitor with directions,

volunteering at the Visitor Information Centre or operating a Petrol Station.

Competing against the next town will damage tourism, work together to bring

more visitors and get them to stay longer.

Listen to what visitors are asking for, tell tourism operators what you learn.

Building Community Awareness

In order for communities to change, there needs to be an increase in the benefits and a

reduction in the barriers to desired behaviours. Building awareness of the desired

behaviours is the first stage.




Adopt the key messages and include them at every opportunity

Use local newspapers to reinforce these messages in What’s On columns, editorials and ads.

Use the messages as the basis of good news stories on local TV and radio.

Work with schools to identify ways of reinforcing the messages with children and young people

Councils, RDBs, Tourism groups, individual businesses, Barossa Riverland Mid North Area Consultative Committee (BRMACC)

Schools

2005

The research conducted in the development of this Tourism Strategy found that

residents and businesses in some towns were less likely to see the benefits of tourism,

or did not see small retail and service businesses to be a part of the tourism product.


Target the towns that don’t value tourism

Get information about the outcomes that result from declining tourism and use it to “shock” people into action, use a co-ordinated media and community campaign to raise interest and identify strategies to address decline.

Regional Marketing Managers, Councils, RDBs, BRMACC

2005

Work with communities that need a boost

Apply for a Community Builders grant from the Office of Regional Affairs in the next round (2005) and use it to work with the communities that need a boost.

Councils March 2005

Building Industry Awareness

Some sectors (particularly general retailers and community service providers) typically

don’t see that they have an important role in tourism even though some businesses

gain a significant proportion of their income from visitors. Unfortunately, without their

support, the overall visitor experience is diminished. An active campaign is needed to

target those sectors that don’t see themselves in tourism.




Target business sectors that don’t see themselves in tourism

Capitalise on events, use these to involve the businesses that wouldn’t normally get involved.

Run competitions to identify good local visitor spots, make non-involved businesses a core part of the competition.

Present examples of how to improve the tourist experience to retail groups and business associations by finding out how other regions do this.

Councils, RDBs, Regional Marketing Managers

Regional Marketing Managers, business groups, Regional Leaders Forum

2005onwards

The key messages outlined above should seem obvious to good tourism operators, but

as with many businesses, quite often the theory is lost among the day-to-day

pressures. It is therefore important to reinforce these messages in a more specific way

with the tourism industry.


Develop Collaborative Packages

Develop collaboration within the regional tourism industry to deliver packages that people want:

Hold a product and service/ packaging expo;

Hold quarterly industry development workshops and packaging sessions;

Do familiarisation visits and discuss packaging opportunities on the bus.

Regional Marketing Committees, tourism operators, Regional Leaders Forum

2005onwards

Share information across the industry

Establish feedback loops so that information can be fed to Regional Leaders, businesses, tourism operators.

Regional Marketing Committees, Regional Leaders Forum, Project Officer

2005

Poorly-run businesses are unlikely to provide good customer service, or a stable

product that visitors can rely on. Developing the business capacity of the region will

provide better returns from tourism.




Support the growth and maintenance of successful businesses

Expand the capacity of existing business development and training programmes to assist tourism related businesses.

Promote existing mentoring and networking opportunities to new and emerging businesses.

Encourage operators to comply with accreditation processes and industry standards.

Training Providers, BRMACC, RDBs, Regional Marketing Committees

SATC, RDB, Regional Marketing Committee

2005 and ongoing

2005 and ongoing

4.7 ENVIRONMENTAL MANAGEMENT FRAMEWORK

The Environmental Analysis of Key Regional Assets undertaken by the consultant

team is described in Section 2.4 and in Appendix 4.

These regional assets include some of the landscape areas that are most valued by

visitors to the region and the local community. It is therefore important to manage

infrastructure provided to support visitor activities and tourism developments so that

these have minimal acceptable impacts on environmentally sensitive areas.

Key Biodiversity Areas

These areas comprise a high proportion of remnant vegetation, a high species

diversity, the potential for long term viability and have a high priority for conservation.

They provide habitat for protected species and there is good connectivity between

remnant patches. Within the Clare and Barossa Districts, the Biodiversity Plan for the

Northern Agricultural Districts and the Biodiversity Plan for the Mount Lofty Ranges

recognises several key biodiversity areas (see Appendix 4).

These are broad management areas that encompass a range of tenure types and a

range of native vegetation cover and condition (included in the categories shown in

Table 10). Development in these areas should be sensitive to maintaining the scenic

and landscape values of these areas and tourism activities should promote their

biodiversity values. Cycling and walking trails and scenic routes for vehicles with

interpretive signage would promote the natural values of these areas. General

management or protection strategies for these areas include:



conserve areas that provide habitat for threatened species or comprise plant

communities with a high conservation priority;

avoid the further fragmentation of remnants;

protect roadside vegetation that provides corridors linking smaller fragments;

retain paddock trees and trees along drainage lines and valley floors;

avoid clearance of riparian and wetland vegetation;

limit the spread of pest plants and animals; and

include appropriate species in revegetation programmes, particularly in grassland

areas.

Table 10 provides a summary of the ecological assets in the Clare and Barossa

Regions and the suggested management approach for alleviating or minimising

potential impacts.

Maps 1 to 4 following Table 10 show the spatial arrangement of environmentally

sensitive areas ranging from conservation parks through Recreation Parks and Forest

Reserves and highly modified landscapes such as many Council parks and gardens

and private land that has been cleared for agricultural or pastoral activities.

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MOCULTA

PENRICE

TANUNDA

LYNDOCH

BIRDWOOD

FREELING

TEMPLERS

GREENOCK

ROSEDALE

ANGASTON

GUMERACHA

KERSBROOK

STOCKWELL

NURIOOTPA

FORRESTON

TUNGKILLO

SPRINGTON

ROSEWORTHY

EDEN VALLEY

WILLIAMSTOWN

SHEA OAK LOG

MOUNT PLEASANT

TEA TREE GULLY

Eastern Hills

South Para

Mt Crawford Complex

Eastern Hills

Barossa Range

Kapunda/Tothill Range

Barossa District Council

Legend

Very highly sensitive areas

Highly sensitive areasModerately sensitive areas

Low sensitivity areas / UnclassifiedKey Biodiversity Area boundaries

OWENALMA

AVON

ERITHNAVAN

BURRA

CLARE

BLYTH

PINERY

RHYNIE

TARLEE

AUBURN

HANSON

ARMAGH

HALBURY

BARABBALINWOOD

KAPUNDA

KALLORA

HORSHAM

MANOORA

BOUCAUT

KYBUNGAMINTARO

HOYLETON

WATCHMAN

RIVERTON

MARRABEL

HAMILTON

WAINAPPE

LEIGHTON

WATERLOO

HILLTOWN

CONDOWIE

ATHERLEY

EMUVILLE

WHITWARTA

THE ROCKS

BALAKLAVA

STOCKPORT

WATERVALE

BENBOURNI

SEVENHILL

ROCHESTER

WHITE HUT

GILLENTOWN

BRINKWORTH

SPRINGFIELD

LONG PLAINS

SADDLEWORTH

SWAMPY FLAT

PENWORTHHAM

STANLEY FLAT

FARRELL FLAT

HAMLEY BRIDGE

BLACK SPRINGS

SALTER SPRINGS

STOCKYARD CREEK

MOUNT TEMPLETON

EVERARD CENTRAL

GUM CREEK SOUTH

Clare

Midnorth Grasslands

District Council of Clare and Gilbert Valleys

Legend




EBA

ALMA

NAVAN

JULIABOWER

BURRA

TRACY

CLARE

DUTTON

RHYNIE TARNMA

ANLABY

TARLEE

AUBURNMORGAN

HANSON

ARMAGH

EUDUNDA

BARABBALINWOOD

KAPUNDA

HORSHAM

HAMPDEN

MANOORA

ANDREWS

TEROWIE

DOUGLAS

ULOOLOO

MINTARO

CANOWIEHALLETT

APOINGA

RIVERTON

MARRABEL

HAMILTON

BUCHANAN

FRANKTON

BROWNLOW

ST KITTS

LEIGHTON

HILLTOWN

FRANKLYN

EMUVILLE

SPALDING

PEEP HILL

STOCKPORT

FLORIETON

WATERVALE

SEVENHILL

RED BANKS

MONGALATA

JAMESTOWN

PARR WELLEMU DOWNS

WHITE HUT

MOUNT MARYPOINT PASS

STONEFIELD

WOODS FLAT

BOOBOROWIE

GILLENTOWN

WORLDS END

SPRINGFIELD

SUTHERLANDS

NEALES FLATHANSBOROUGH

DUTTON EAST

KOONINDERIE

SADDLEWORTH

BLANCHETOWN

MOUNT BRYAN

OLD CANOWIE

SWAMPY FLAT

PENWORTHHAM

ROBERTSTOWN

TOTHILL BELT

BELALIE EAST

STANLEY FLAT

CANOWIE BELT

FARRELL FLAT

TOTHILL CREEK

SINCLAIR FLAT

BELALIE NORTH

BLACK SPRINGS

SALTER SPRINGS

WHYTE-YARCOWIE

STOCKYARD CREEK

HACKLINS CORNER

GUM CREEK SOUTH

AUSTRALIA PLAINS

PEPPERMINT GULLY

MOUNT BRYAN EAST

NORTH BOOBOROWIE

Midnorth Grasslands

Clare

Eastern Hills

Kapunda/Tothill Range

Goyder Regional Council

Lim

ito

fve

geta

tion

map

pin

g

Legend




Kap

unda

/Tot

hill

Ran

ge

Eas

tern

Hill

s

Cla

re

ALM

A

NAV

AN

TR

UR

O

DU

TT

ON

AN

LAB

Y

TAR

LEE

LIN

WO

OD

KA

PU

ND

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PE

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WA

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YS

HA

MIL

TO

N

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EE

LIN

G

TE

MP

LER

S

GR

EE

NO

CK

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KIT

TS

STO

CK

PO

RT

STO

CK

WE

LL

NU

RIO

OT

PA

HA

NS

BO

RO

UG

H

KO

ON

IND

ER

IE

HA

MLE

YB

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GE

Lig

ht

Reg

ion

alC

ou

nci

l

Lege

nd Very

high

lyse

nsiti

vear

eas

Hig

hly

sens

itive

area

sM

oder

atel

yse

nsiti

vear

eas

Low

sens

itivi

tyar

eas

/Unc

lass

ified

Key

Bio

dive

rsity

Are

abo

unda

ries



Goal 11: Adopt an environmental management framework that supports access

and use of natural landscapes that does not diminish their habitat and

biodiversity values.


Recognise and protect the value of ecological assets in planning policy

Recognise the ecological value and sensitivity of sites and areas identified in this Plan and ensure that these are adequately protected through planning policies.

Councils 2005

Increase managed access to key biodiversity areas where appropriate

Identify appropriate opportunities to increase managed access to key biodiversity areas consistent with the level of risk posed by the infrastructure associated with the activity.

DEH, Councils, Private land owners

2005 and ongoing

Require effective management practices for sustainable development

Encourage a high standard of environmental management practice by private landholders and proponents of tourism related developments to protect the integrity of ecological assets.

Promote the use of the Sustainable Tourism Guidelines for Developers.

Councils, Relevant State Government agencies including EPA, DWLBC, DEH and Planning SA, SATC

2005 and ongoing

Minimise impacts of infrastructure upgrades on tourism and ecological values

Give active consideration to the potential impact of upgrading road and bridge infrastructure for industry expansion and development on visitor amenity and safety.

Maintain the rural landscape quality of scenic drives, links and loops that contribute to positive visitor experience.

Councils

Councils

Ongoing

4.8 PLANNING POLICY IMPROVEMENTS

A review of participating Councils’ Development Plans highlights a number of

unnecessary inconsistencies across the region relating to definition of terms, policies

relating to tourist developments and non-complying lists.



Investigations have highlighted a need for planning policies that promote quality

sustainable retreat style type accommodation within attractive environments. These

investigations have also identified the need to amend some non-complying lists within

Councils’ Development Plans to ensure quality sustainable developments are not

unnecessarily discouraged.

As identified by the Wine Impact Study commissioned by The Barossa Light Regional

Development Board in association with The Wine Industry, the Barossa Wine Region is

now at a major cross-road and faces unprecedented pressure in terms of winery scale

and population growth with resulting impacts on its valued landscapes. The Wine

Industry has recognised that its strength lies in its brand appeal and mystique as a

destination. While growth is essential and desirable, operations of a scale that

contributes to the region developing an industrial character are not seen as

appropriate. This has the potential to destroy the rural, environmental and heritage

values that are vital to the continuing success of export wine marketing and the

critically important tourism industry.

Goal 12: Improve planning legislation, policies and practices to facilitate a

range of desired forms of tourism development.


Update Definitions in the Development Regulations

Update Development Regulations definitions to better reflect existing tourism terminology.

Planning SA 2005

Introduce Definitions into Council Development Plans

If the above action is not implemented, introduce a range of definitions into Councils Development Plans. These definitions should clarify the difference between small, medium and large scale tourism accommodation to assist in formulating policies at zone level.

All Councils or Planning SA

2005

Initiate Planning Policy change to manage large scale winery expansion

Implement a joint Barossa and Light Regional Councils’ PAR that seeks to limit large scale winery expansion in the Barossa and encourage such expansion to occur in suitable areas within the Light Regional Council.

The Barossa Council, Light Regional Council

2005



Prepare Strategic Actions Responsibility Timeframe

Planning Policies that promote quality sustainable tourism accommodation

Implement a joint Councils PAR to update Development Plan policy with a particular focus on introducing new Objectives and Principles of Development Control that promote quality sustainable tourism accommodation. Fine tune non-complying lists by deleting reference to small scale tourism uses in some non-sensitive areas.

All Councils or Planning SA

2005

Ensure planning policies facilitate value adding

Update Development Plan policy to introduce Objectives and Principles of Development Control that facilitate specialised developments that add value to existing enterprises such as restaurants, specialist retail, accommodation and conference and meeting facilities.

All Councils

Planning SA

2005

Build the capacity of Councils and Developers to facilitate sustainable tourism development outcomes

With the use of guidelines, case studies and workshops, build capacity of Council staff, State Government Agencies, Development Assessment Panels and developers to promote sustainable tourism developments.

Tourism SA and Regional Development Boards

2005 and ongoing

Strategic Plan Implementation Strategy


5. IMPLEMENTATION

Section 4 of this Strategic Plan provides details of the Strategic Actions required to

achieve the regions’ vision for sustainable tourism.

This implementation strategy provides details of the mechanisms required to ensure

successful adoption of the Strategic Plan by the project partner organisations and other

key stakeholders. It recommends approaches to governance, the involvement of

regional leaders and obtaining funding for regional tourism related initiatives. It also

proposes directions for monitoring and evaluating the implementation of the Strategic

Plan.

Governance

This project has been managed by a Steering Committee involving all Councils and the

Mid North and Barossa Regional Development Boards. While there has been close

liaison with the Regional Marketing Committees through the Marketing Managers, their

presence on the Steering Committee would have been an advantage.

It is therefore recommended that an Implementation Management Group be

established comprising:

Council CEO’s or their nominees from The Barossa, Clare and Gilbert Valleys

Councils, Regional Council of Goyder and Light Regional Council;

Senior staff of the Barossa Light Development and Mid North Development

Boards;

Regional Marketing Managers for Barossa and Clare Valley Tourism Marketing

Committees.

This group should be responsible for:

(1) Obtaining endorsement of the Strategic Plan by Councils, Boards and Marketing

Committees;

(2) Publicising the Plan through local media, industry newsletters and Council, Board

and regional tourism websites and brochures;

(3) Establishing working groups to drive specific strategic actions such as a Regional

Planners Group to progress the Plan Amendment Report process to facilitate a

regional approach to liaison with Planning SA and SATC;



(4) Putting together collaborative funding submissions to pursue cross-regional

initiatives and providing support to tourism proposals occurring in one Council

area that will deliver a broader benefit to the regions;

(5) Working with the SATC to monitor and evaluate the performance of the Strategic

Actions in achieving the Plan’s Vision and Goals.

Involvement of Regional Leaders

The Regional Leaders Forum established to assist in providing input, advice and

support for this project brought together over 20 leaders in the tourism industry,

regional organisations, food and wine industries and heritage associations.

There is a significant value in continuing this involvement and seeking to expand the

contribution of regional leaders to successful tourism outcomes.

It is recommended that the Regional Leaders Forum be retained and that the

Implementation Management Group convene a meeting in the second quarter of 2005

and at 6 monthly intervals thereafter to discuss progress on key identified strategic

directions. At the first meeting of the Forum following the release of the Strategic Plan,

it is recommended that four Task Groups be set up to pursue strategies that cross

regional boundaries, namely:

Activities for Families with Children;

Food and Wine;

Cultural heritage immersion experiences;

Driving, cycling and walking trail loops and links.

Other task groups may emerge over time and in accordance with the priority assigned

by the Implementation Management Group to the strategic actions in this Plan.

Funding and Budget Allocations

The Strategic Plan has identified organisations with responsibility for undertaking the

actions. It is expected that in most cases, funding will involve a partnership approach.



It is recommended that each Council review these strategies against their Strategic

Plan and identify priority actions that align with Council’s corporate and community

directions in order to allocate resources from their Annual Budget.

This Strategy was prepared based on the understanding that the regions would have

available a shared resource for product development, ie, a person to drive and co-

ordinate selected product development initiatives.

Since this project proposal did not receive the Commonwealth funding sought, it is

recommended that the SATC work with the Regional Marketing Managers across the

four regions previously identified, to use the available limited funds to employ a project

officer for 6 months to scope and develop an identified product. This will involve

effectively engaging the necessary partners including the State Government, Councils

and the private sector to build a business case for investment and to leverage funds

from the Commonwealth, State and Local Government.

During this project, a strong preference was expressed for a project that would be

cross-regional in its application. One suggestion that received support was a focus on

adding value to the Heysen and Mawson Trails by developing loops and links,

providing land based transport and developing itineraries for 3-7 days that include

accommodation and dining options in towns adjacent to the trails.

The SATC has funding and support available through a number of avenues to assist in

research, marketing, product development and with specific initiatives in areas such as

food and wine and cultural heritage tourism, eg, the SATC Tourism Development

Fund. Regional Marketing Managers provide the most effective conduit to the SATC

personnel who can provide guidance in accessing relevant funding programmes.

The Australian Government also has funding available through a range of sources.

One avenue that could be considered by the Implementation Management Group is an

Australian Tourism Development Programme (ATDP) grant through AusIndustry

(Department of Industry, Tourism and Resources). This funding could pay for a project

officer to work with the Marketing Managers and Councils to co-ordinate the

implementation of the Action Plan. ATDP projects:

Fill a gap in existing products and services and / or add significantly to a suite of

attractions and facilities;

Contribute to long term employment, economic growth and development;



Facilitate collaboration and partnerships between tourism organisations and / or

operators to more effectively capture market opportunities;

Have spill-over benefits to other tourism and non-tourism businesses;

Show effective business planning and market research-based tourism

development planning;

Support the development of ‘Platinum Plus’ products (ie exceptional experiences

with superior standards) that are consistent with the ‘Brand Australia’ theme.

The Clare and Barossa Regions would need to seek funding under Category 2:

Integrated Tourism Development Projects. Projects funded under this category should

aim to be large scale, multi-faceted activities that involve collaboration in the

development and / or implementation of effective strategies for tourism market

development. Grants of $100,000 (GST exclusive) to a maximum of $500,000 (GST

exclusive) will be provided for approved projects. (http://www.ausindustry.gov.au).

Monitoring and Evaluation

During this project, the consultant team highlighted the lack of regional data for a range

of tourism attributes that would enable a meaningful assessment of the impacts of

these strategies on regional economic growth and employment in the tourism sector.

It is recommended that Regional Development Boards liaise with the State

Government Department for Trade and Economic Development to obtain economic

data for tourism at a regional level including the number of jobs in tourism related

employment, direct expenditure in tourism and indirect expenditure derived through

input-output modelling.

Once this data has been provided it should be used as the baseline for the future

assessment of the impact of this Strategy on jobs growth and direct expenditure. An

annual benchmark survey should be undertaken of selected employers / tourism

operators to enable an evaluation of trends in the tourism sector. This survey should

be undertaken by the Regional Development Boards with support from the State

Department for Trade and Economic Development.



Currently Tourism Research Australia (TRA) publishes data on visitor spend for the

Clare Valley aggregated with the Kangaroo Island and Adelaide Hills Regions. To

accurately assess the economic value of tourism to the Clare Valley, it is

recommended that the SATC disaggregate the data and provide up-to-date information

on overnight holiday visitor expenditure for the Clare Valley Region.

It is also recommended in the Strategy that Regional Marketing Committees undertake

quarterly surveys of selected operators to identify trends in visitation segmented

against the adapted wine tourism segmentation system. It is recommended that the

SATC Research Unit work with the Regional Marketing Unit and Marketing Managers

to develop and pilot a suitable survey instrument and to analyse and interpret the data.

This could be a revamp of the Visitor Index Survey.

The Regional Marketing Committees will use the results of these surveys collated

yearly to inform the review of their Marketing Plan and assist in developing their Annual

Work Programme. SATC could incorporate these within the Regional Profiles so that

those involved in planning and providing tourism accommodation and experiences are

kept up-to-date with changes in the market composition so they can adapt their

offerings to meet emerging needs.

Partnerships Are the Path to Success

This project has brought together key players across the regions and has succeeded in

helping to overcome some of the perceived and real historical barriers. We have

identified synergies and complementarities that will encourage visitors to stay longer in

the broader region. The Plan has focussed on identifying destinational experiences

that will include new product to be developed outside of the townships. It has also

recognised that for those seeking connection, meaningful stops along the way help to

make the journey more memorable.

The strategies in this Plan will only be realised if all of those with an investment

in the success of the regions are committed to productive partnerships.

It is only by working together “that the Clare Valley and Barossa Tourism

Regions will create a sense of welcome and belonging through enabling

memorable connections to our special people and places”.

Clare Valley and Barossa Tourism Regions Integrated Strategic Tourism Plan Strategic Plan

Documents

Transcript of Clare Valley and Barossa Tourism Regions Integrated Strategic Tourism Plan Strategic Plan