Page Text: Annual Reports
Burra, Clare Valley
Our annual report provides an evaluation of our agency against the key performance indicators agreed between our Board and the Premier with responsibility for Tourism. They are published online and are publicly accessible.
What does the annual report contain?
Report on the state of tourism and the tourism industry in South Australia
Evaluation of agency programs and initiatives
Financial statements
Human resource information
You can read our latest annual report below in HTML format. Alternatively, you can download a PDF version at the very end of this page.
From the Chief Executive
South Australia’s visitor economy continues to be significantly impacted by the ongoing and world-wide effects of the COVID-19 pandemic. This virus has and will continue to throw our industry curve balls and challenge us to do things differently. Each day I am inspired and in awe of our hardworking tourism operators who rise to these challenges and continue to innovate, pivot and pirouette as we adjust to the new COVID-normal.
But it has not been easy. Having experienced the most severe contraction of tourism on record, we’ve seen our $8.1 billion visitor economy decrease to $4.4 billion in the year to March 2021. The latest results for the June 2021 year end have seen expenditure recover to $5.8 billion, ahead of our original impact forecast of $4.9 billion. In fact, our model is now anticipating a recovery of the visitor economy to $6.3 billion by June 2022, as we pursue our ambitious 2030 target of $12.8 billion. The initial recovery has been led by strong growth in interstate expenditure over the last quarter and the record high intrastate expenditure in response to the easing of COVID-related travel restrictions. While positive, we could expect to see fluctuations in the data in the coming months and year due to the ever changing nature of this pandemic.
Nonetheless, it is clear South Australians are keen to do their bit for our economy by holidaying at home. There is also a huge opportunity to tap into a growing domestic market and challenge South Australians to redirect some of the $3.3 billion that was spent overseas in 2019 to tourism experiences here in our state.
Our focus over the past financial year has been on helping our visitor economy recover as quickly as possible so we can get back on track to reaching our 2030 goals.
To this end, we’ve delivered key initiatives to support our industry including the Great State Voucher program, focussed our marketing efforts on the intra and interstate markets, administered the $20 million Tourism Industry Development Fund and delivered three managed events in COVID-safe formats.
While it’s promising to see occupancy data for hotels showing strong recovery in the regions, assisted by the Great State Voucher program, there is more to be done. Adelaide hotels are yet to return to occupancy levels comparable to the pre-COVID period and we are working with industry and local government to activate our CBD by encouraging people to spend more time and money in the city.
As we chart our way out of the pandemic, we clearly understand that that the only way we can move out of restrictions and border closures is to significantly increase our national vaccination rates.
I would like to thank our state’s tourism industry and the State Government for continuing to work with us on this journey. Together we look forward to driving the recovery of our visitor economy and for the opportunity to make a difference to South Australia.
Rodney Harrex
Our Strategic Focus
Our Purpose
Our role under the South Australian Tourism Commission Act 1993 is to assist in securing economic and social benefits for the people of South Australia through promoting the state as a tourism destination and further developing and improving the state’s tourism industry.
Our Vision
To grow the visitor economy in South Australia to $8.0 billion by December 2020 and boosting direct employment in tourism by 10,000 additional jobs.
The South Australian Visitor Economy Sector Plan 2030 sets a bold ambition to grow our visitor economy further to $12.8 billion, generating 16,000 additional jobs.
Our Values
Go Boldly - We thrive on taking risks and enjoy stepping outside our comfort zone.
Dig Deeper - We never settle for simply scratching the surface. We’re hungry for knowledge, fresh ideas and innovations.
Can Do - We believe there’s nothing we can’t do as a team.
Share The Love - We have a passion for excellence and exceeding expectations.
Our functions, objectives and deliverables
To help us achieve our vision, our work is guided by six strategic priorities, outlined in the South Australian Visitor Economy Sector Plan 2030:
Marketing
Our organisational structure as at 30 June 2021
Our organisational structure can be accessed on our corporate website, here .
Changes to the Agency
During 2020-21 the following change to the agency’s structure and objectives was implemented as a result of internal reviews or machinery of government changes.
Following the decision to cease staging the Superloop Adelaide 500, a restructure of the Events South Australia group occurred. The Events South Australia group restructure resulted in an increased focus on event acquisition and development.
Our Executive Team
Rodney Harrex is the Chief Executive Officer, responsible for leading our agency to grow tourism in South Australia and increase the recognition of the value of tourism and its contribution to employment in our state.
Hitaf Rasheed is the Executive Director of Events South Australia, responsible for growing events in South Australia and attracting new events to the state to round out our events calendar. She also leads the management and delivery of the Santos Tour Down Under, Tasting Australia, National Pharmacies Christmas Pageant and Bridgestone World Solar Challenge.
Brent Hill is the Executive Director of Marketing, responsible for developing and delivering marketing activity that promotes all that South Australia has to offer. The current focus is on stimulating visitation post COVID-19 and keeping South Australia top of mind as a compelling and accessible holiday destination.
Stephanie Rozokos is the Chief Financial Officer, responsible for driving the financial, business services and cultural direction of the agency, leading the finance, contracts, procurement, risk management, human resources and information communications technology functions.
Nick Jones is the Executive Director, Destination Development, responsible for increasing accessibility to South Australia, attracting new hotel and infrastructure development, and regional tourism development.
South Australian Tourism Commission Act 1993
South Australian Motor Sport Act 1984
Major Events Act 2013
Performance at a Glance
South Australia’s visitor economy continues to be significantly impacted by the ongoing and world-wide effects of the COVID-19 pandemic. International travel bans, lockdowns and border closures across Australia have all taken a toll on our state’s tourism industry. Having not only realised but exceeded our 2020 target of growing South Australia’s visitor economy to its record $8.1 billion one year early in December 2019, 2020-21 has provided a stark contrast.
We have experienced the most severe contraction of tourism on record and seen our $8.1 billion visitor economy decrease to a low of $4.4 billion in the year to March 2021. The latest results for the June 2021 year end have seen expenditure recover to $5.8 billion, up on the post COVID low of $4.4 billion and ahead of our original impact forecast of $4.9 billion (see table below). Our model is now anticipating a recovery of the visitor economy to $6.3 billion by June 2022. The initial recovery has been led by strong growth in interstate expenditure over the last quarter and the record high intrastate expenditure in response to the easing of COVID-related travel restrictions. As mentioned earlier, these are positive trends early in the recovery
process – however due to the uncertainly of borders and the ongoing impacts of COVID-19, our analysis suggests there are many variable months ahead – and a long way to go to get back to our pre-COVID record high.
To support our state’s tourism industry in the wake of the pandemic, during 2020-21, the SATC implemented three significant initiatives.
Great State Vouchers
Launching in October 2020, the Great State Voucher stimulus program provided consumers with a $100 voucher for participating CBD accommodation or $50 for regional and suburban accommodation. It proved very popular, with 50,000 vouchers snapped up in 90 minutes. A second accommodation round was made available in January 2021 and a third round, supporting experience and tour operators across the state went live in late April 2021. A fourth round, targeted to accommodation opened in May 2021 with the travel period running from 2 June to 31 August 2021. In total, these four rounds of the scheme have injected more than $60 million into our visitor economy, with 117,500 vouchers redeemed, giving the tourism industry a much-needed boost.
Tourism Industry Development Fund (TIDF)
The TIDF is a $20 million fund, designed to support and stimulate private sector investment in new and improved regional accommodation, and the development of quality tourism product and experiences. It aims to assist in the COVID recovery of regional tourism by encouraging regional operators to improve and diversify so they can attract more visitors and get a higher return on their offering. It opened for applications in September 2020, with the first successful projects announced in December 2020. As of 30 June 2021, a total of $8.3 million in grants had been allocated to 53 projects with a project value of over $31.6 million, creating almost 800 jobs.
COVID Awareness Training and COVID Marshal Training
In August 2020, the SATC supported SA Health to develop the COVID Marshal certification. The SATC had experience in this area, having worked with Health Safety Environment Australia to develop free COVID Awareness Training for the tourism industry in May 2020. The COVID Awareness Training ran for 12 months from May 2020 and ended in May 2021, in that time more than 9,800 participants completed the course. As of 21 August 2020, the COVID Marshal requirement came into effect for many South Australian businesses. The SA Health COVID Marshal training took participants through the fundamentals of infection and prevention control for COVID-19, as well as the roles and responsibilities of a COVID Marshal in South Australia.
The following includes a brief summary of the agency’s high level contributions to the Government’s objectives.
More jobs
Generate 16,000 additional jobs in the visitor economy by December 2030. Latest data shows employment reached 40,400 as of 2019-20. Since the South Australian Visitor Economy Sector Plan 2030 was released, 4,000 jobs have been created. The full impact of COVID-19 on employment will not be seen until we receive the 2020-21 State Tourism Satellite Accounts in June 2022.
Lower costs
The SATC provides services that benefit South Australian tourism operators through lowering costs associated with doing business. This includes:
Delivering the following Growth State Initiatives:
Tourism Infrastructure Development Fund – to support and stimulate private sector investment in new and improved regional accommodation, and the development of quality tourism product and experiences with a focus on the recovery of regional tourism post COVID-19.
Tourism Airline Support – Partnership with Adelaide Airport and Air New Zealand to operate flights between Adelaide and Auckland.
Marketing of South Australia – funding to increase marketing with the aim of boosting international and domestic visitors to the state.
The SATC delivered four rounds of the Great State Voucher stimulus program, supporting accommodation, experiences, and tour operators both in the Adelaide CBD and regional South Australia.
The SATC covers the listing fees for South Australian tourism operators who list their products through the Australian Tourism Data Warehouse, a digital database and multi-channel distribution network for tourism data, industry products and destination information.
The SATC’s marketing campaigns provide promotion opportunities for a range of operators across the state. This includes making footage captured available for operators and regions to use in their own marketing.
Industry events and products are promoted through the SATC website and social media platforms, which are at a nil cost to the operator.
Events South Australia provides sponsorship to leisure events throughout the year through its funding programs. This includes the Leisure Events Bid Fund and the Regional Events Fund.
The SATC continues to seek opportunities to secure new major leisure events for South Australia to build the state’s event calendar.
Eleven Regional Tourism Organisations (RTOs) continued to receive funding from the SATC to support their role as the key contact between the SATC and regional stakeholders and industry.
Better Services
Since 2016, the SATC has provided funding to the Tourism Industry Council of South Australia (TiCSA), the state’s peak body for tourism, to assist its industry capability building programs and to provide service excellence training to tourism operators on a range of topics such as social media basics and online distribution and customer relationships.
The SATC provided significant funding to assist in the running of the Visitor Economy Restart Conference.
The SATC provides support to industry through the provision of accurate, relevant, and concise research insights to assist industry in making informed business decisions, especially in relation to changed consumer behaviours post- COVID-19. It also works across key government agencies to provide timely advice and support to the sector.
Agency Specific Objectives and Performance
The SATC’s key 2020 targets, outlined in the South Australian Tourism Plan 2020, were to grow the state’s visitor economy to $8 billion, creating another 10,000 direct tourism jobs to 41,000. Due to the unprecedented growth in tourism in the years leading up to 2020, the $8 billion target was achieved and exceeded one year early.
As of December 2019, the state’s visitor economy was worth a record $8.1 billion. Direct tourism employment was at 40,500, just shy of the 10,000 target.
The key focus areas to achieve these targets were Driving demand, Working better together, Supporting what we have, Using events to drive visitation and Increasing recognition of the value of tourism.
Looking ahead, the 2030 ambition is to grow the visitor economy to $12.8 billion, generating 16,000 additional jobs. To reach this bold vision, The South Australian Visitor Economy Sector Plan 2030 sets out six priority areas for industry development. They are Marketing (previously Driving demand), Experience and supply development (previously Working better together), Collaboration (previously Working better together), Industry capability (previously Supporting what we have), Leisure events (previously Using events to grow visitation) and Promoting the value of tourism (previously Increasing recognition of the value of tourism).
COVID-19 has led to the biggest contraction of tourism on record and this is reflected in the latest data which provides the full 12 month impact of the pandemic. As of June 2021, our state’s visitor economy is worth $5.8 billion. While this is in stark contrast to the record $8.1 billion visitor economy we enjoyed in 2019, it is ahead of our original impact forecast of $4.9 billion. In terms of tourism employment, the latest figures we have are for 2019-20, which show there were 40,400 people employed in the sector. We will not see the full effect of COVID-19 on employment until we receive the 2020-21 State Tourism Satellite Accounts in June 2022.
Agency objectives
Performance
Driving Demand
Limit the decline in the value of our tourism sector to $4.9 billion per annum by June 2021 (on the way to our December 2030 target of $12.8 billion).
Target achieved:
The value of South Australia’s tourism sector fell 11 per cent to $5.8 billion in the year to June 2021
Driving Demand
Limit the decline in tourism direct employment to 26,700 by June 2021 and 52,000 by 2030. June 2020 target was 34,700.
Target achieved:
The latest data shows direct employment in the tourism sector held steady at 40,400 in the year to June 2020. NB: The full effect of the pandemic on tourism jobs will not be seen until we receive the 2020-21 State Tourism Satellite Accounts in June 2022.
Driving Demand
Limit the decline in international tourism expenditure in South Australia to $69 million by June 2021 with a milestone of $3.3 billion by December 2030.
Target not achieved:
The value of South Australia’s international tourism fell 96 per cent to $34 million in the year to June 2021
Driving Demand
Limit the decline in interstate overnight expenditure in South Australia to $869 million by June 2021 and intrastate overnight expenditure to $2.4 billion.
Target achieved:
The value of South Australia’s interstate tourism sector reached $1.7 billion and intrastate reached $2.6 billion in the year to June 2021
Working Better
Together
Work with the regions in developing the Regional Visitor Strategy to drive regional expenditure to $4.0 billion by 2025 and $5.1 billion by 2030.
Target Achieved:
The 2025 South Australian Regional
Visitor Strategy (RVS) launched in March 2021 and is the second version which brings together the priorities of all 11 regions.
The strategy outlines priorities and focus areas for the regional tourism to achieve its 2025 target of $4 billion expenditure and aligns with the South Australian Visitor Economy Sector Plan 2030 to support creating new jobs and growing visitor expenditure in
regions.
Supporting what we have
Drive industry training initiatives, such as COVID-Aware, to ensure industry emerges from the crisis ready to adapt to new conditions.
Target Achieved:
Over 9,800 participants from South Australian tourism and hospitality businesses undertook the COVID-19 Awareness Training Course facilitated by the SATC and Health Safety Environment Australia (HSEA).
In August 2020, the SATC supported SA Health to develop the COVID Marshal certification. The SATC had experience in this area having developed the COVID Awareness
Training with HSEA in May 2020.
Increasing the
Recognition of the
value of tourism
Provide accurate, relevant and concise research insights to assist industry to make informed business decisions, especially in relation to changed consumer behaviours post- COVID-19.
Target Achieved:
The SATC continues to work with Tourism Research Australia and Austrade to provide the latest results on the movement of intrastate visitors within the state and interstate visitors from outside of SA.
The SATC has continued to maintain the suite of over 50 factsheets published to our Corporate Website, adapting where required to better suit user needs in assessing COVID impacts.
Increasing the
Recognition of the
value of tourism
Promote the value of tourism to government and the wider industry through a suite of targeted industry and public communications.
Target achieved:
Increased engagement with industry and media. The SATC continued to showcase businesses and events that contribute to the state’s visitor economy.
Increased media activity – both in traditional and social platforms – have broadly increased the understanding of the sector. Provided clear communications around constantly evolving nature of events.
SATC Corporate Facebook followers grew 142 per cent, and engagement grew from 12,000 to 15,000. Twitter followers increased by 10.2 per cent, with an increase in engagement level by 1 per cent. Instagram now has
14,500 followers and has achieved 1 million post impressions.
The SATC Corporate website also grew in reach, with 589,292 page views - an increase of 94 per cent.
The Great State Voucher was a key campaign during this period, with 165,118 visitors to the page.
Using Events to
Grow Visitation
Increase the economic value of events to the full potential of $750 million by 2030 with a March 2021 waypoint of $198 million.
Target not achieved:
The value of South Australia’s leisure events sector fell 63 per cent to $152 million in the year to March 2021 (latest figures available at time of publication). COVID-19 had a significant impact on events and festivals with numerous cancellations and postponements.
Using Events to
Grow Visitation
Deliver a program of 'owned' events to drive visitation and raise the profile of the state as a world class event destination, using COVID-19 related restrictions to drive innovation and ensure the existing event related business in the state are supported in the appropriate
manner.
Target achieved:
In the 2020-21 financial year, Events South Australia presented three managed events: 2020 National Pharmacies Christmas Pageant, 2021 Santos Festival of Cycling (in lieu of an international 2021 Santos Tour Down Under) and 2021 Tasting Australia presented by RAA Travel.
Using Events to
Grow Visitation
Focus event sponsorships on core strength areas such as food and wine, arts and culture, live music, national and international sports and mass participation events, with a focus on off-peak periods (particularly winter) and utilising key infrastructure.
Target achieved:
In 2020-21, a total of 44 events, comprising 15 major events and 29 regional events within the Regional Events and Festival Program (REFP) were sponsored. 12 major events were staged but due to the ongoing impacts of COVID-19, three major events were postponed or rescheduled and five were cancelled.
Sponsored Event Highlights included:
Game 1 of the 2020 Ampol State of Origin.
A Day at the Drive and the Adelaide
International WTA 500.
2021 Australian Masters Rowing Championship.
Australian Swimming Championships
(Olympic Trials).
The SATC partnered with Illuminate Adelaide to develop three regional activations as part of Illuminate Adelaide’s program of events.
Using Events to
Grow Visitation
Events are managed and run in South Australia in the COVID-19 and post-COVID-19 world, seeking innovative solutions to new
challenges and ensuring the industry is supported in the appropriate manner.
Target Achieved:
To the extent possible in light of restrictions, Events have been adapted to meet contact tracing, distancing and density requirements as well as border restrictions and the requirement for seating at large concerts. During this time, events have adopted QR codes in order to contact trace, have moved from freeflowing parades and concerts to seated events with designated zones or pods and have adopted online food and drink ordering capabilities to reduce congestion.
Events South Australia has contributed to this through funding support, providing advice, communication paths to SA Health and through the execution of the
National Pharmacies Christmas Pageant, Santos Festival of Cycling and Tasting Australia presented by RAA Travel.
Corporate Performance Summary
The SATC continued to administer a range of processes and practices in delivering its responsibilities under the South Australian Tourism Act 1993 and in adherence to government financial, procurement, contracting, human resources, ICT, governance, risk management and auditing requirements.
The SATC maintains a high level of financial control over its destination development, events and marketing operations to ensure accountability for government resources. The SATC ended the 2020-21 financial year in line with budget and met all savings targets required.
In 2020-21, the SATC continued to provide a safe working environment including a range of workplace measures to minimise the risk of COVID-19. These measures included new technologies, increased flexible working practices, appropriate hygiene measures and support for individual health and wellbeing. The SATC provided staff with a range of initiatives aimed at promoting physical and mental wellbeing.
Staff took part in the SATC’s annual staff engagement survey in December 2020. This survey provided an objective mechanism for assessing the cultural environment. Results from the survey were consistent and reported high levels of staff engagement, well above available industry benchmarks. Individual performance reviews were used to identify both organisational and individual learning and development needs and opportunities.
The SATC’s values are promoted within the organisation. The ‘Culture and Values’ working group aims to drive and influence the agency’s culture through staff engagement and implementation of initiatives which endorse the SATC values. In 2020-21, the COVID-19 pandemic has continued to be a major focus from a staff health and wellbeing perspective.
Employment Opportunity Programs
SATC student placement program
The SATC works with local higher education providers to offer placements to students currently enrolled in courses related to tourism, marketing and events. In 2020-21, six student placements were supported.
Aboriginal employment strategy
In line with the deliverables of SATC’s first Reconciliation Action Plan, the SATC works across Government and with local higher education providers to promote employment opportunities to Aboriginal and Torres Strait Islander candidates.
Skilling SA
The SATC supports one apprentice and is working with the Office of the Commissioner for Public Sector Employment to engage another apprentice in our ICT team in the latter half of 2021.
Performance Employee Performance Management and Development Reviews
(Compliance measured via a custom-made online recording tool)
All employees are required to have individual performance management and development plans reviewed as a minimum on a biannual basis.
In 2020-21, 95 per cent of employees had a current performance review in place (the 5 per cent without plans include employees on periods of extended leave).
Employee Performance Management and Development Training
The SATC delivers in-house training to ensure employees have the knowledge required to complete biannual reviews.
All employees, with the exception of 11 new starters that have commenced since 1 June 2021, have attended training relating to SATC’s current performance management and development review process.
Training Needs Analysis (TNA)
A TNA is conducted using information captured within Employee Performance Management and Development Reviews. From this, individual and group learning and development activities are identified.
Work Health, Safety and Return to Work Programs
Work Health and Safety Briefings and Induction
All employees are required to attend a Work, Health and Safety briefing on joining the agency. Refreshers are delivered on a regular basis to ensure knowledge remains current.
Contractors engaged by the SATC to undertake work on its sites are provided with site specific inductions and where required, provided with safety specific Work, Health and Safety documentation and briefings.
Work Health and Safety Policies and Procedures
The SATC has a suite of policies and procedures which address Work, Health and Safety matters and outline safe working practices. Polices are reviewed on an annual basis to ensure they remain current.
Work, Health and Safety Management Plans are created for events and are reviewed yearly. All construction works conducted by the SATC are accompanied by the relevant Work, Health and Safety Management Plans as required by law, and regular inspections are conducted to ensure the requirements of the plans are carried out.
Work Health and Safety Training
The SATC has a specific Work, Health and Safety training needs analysis in place in order to identify required Work, Health and Safety training for individual roles. The SATC supports the appointment of two trained Bullying and Harassment Contact Officers.
Work Health and Safety Committee
The SATC’s Work, Health and Safety Committee meets four times annually. The Committee provides a forum for management and employees to discuss Work, Health and Safety matters and acts as the key Work, Health and Safety mechanism.
Employee Assistance Program (EAP)
The SATC provides a free and confidential EAP to employees. The SATC’s EAP provider also delivers wellbeing sessions to employees on a biannual basis.
Health, Safety and Wellbeing Initiatives
Human Resources and Work, Health and Safety teams work to deliver a calendar of initiatives aimed at promoting physical and mental wellbeing. The SATC’s Culture and Values Working Group provides a forum to drive and influence the agency’s culture through staff engagement and implementation of initiatives which focus on staff health and wellbeing.
Workplace injury claims