Our annual report provides an evaluation of our agency against the key performance indicators agreed between our Board and the Tourism Minister. 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.

Sevenhill Cellars, Clare Valley
Sevenhill Cellars, Clare Valley

 


 

 

2018-19 Annual Report

Bursting with culture, wildlife encounters, exceptional food and wine, events and entertainment, South Australia has a lot to offer visitors to our state. It’s great to see that the message is getting ‘out there’ with tourism continuing to enjoy record growth.

2018-19 has been a great year for tourism in South Australia, which has seen us make excellent progress towards achieving our 2020 targets. Our state’s visitor economy is at an all-time high of $7.6 billion, on track to reach $8 billion by 2020. Tourism employment is now at 38,900 as we work towards 41,000 tourism jobs by 2020.

To achieve these results for our industry, we’ve undertaken key activities around marketing, events and destination development which are detailed throughout this Annual Report. Some highlights include our Rewards Wonder campaign which showcased the many unique wonders of South Australia from a helicopter ride above the Flinders Ranges to visiting the other-worldly d’Arenberg Cube. This campaign was also carried through into winter demonstrating that South Australia is a great place to visit year-round.

On the events front, our managed events have achieved record-breaking results including the Santos Tour Down Under and Superloop Adelaide 500 which not only increased their economic impact but attracted more visitors as well.

In terms of Destination Development, the team have been dedicated to the planning and organisation of the World Routes aviation conference in September 2019. This event is expected to attract around 2,500 delegates and inject $20 million into our state’s economy.

We’ve been able to grow tourism in South Australia because we have a very clear plan to 2020. Since the South Australian Tourism Plan 2020 was published in 2014, tourism has grown from $5.1 billion to $7.6 billion. To build on this momentum, the SATC concentrated on developing the South Australian Visitor Economy Sector Plan 2030 in 2018-19, to take our industry to new heights into the future. The plan sets a bold ambition to grow our visitor economy to $12.8 billion by 2030 and grow tourism jobs to 52,000. This plan was developed with extensive industry consultation and I was delighted to see the plan launch in August 2019.

We remain committed to achieving our 2020 targets; and are excited to work with industry and government to deliver the sectors bold ambition for 2030.

Rodney Harrex
Chief Executive | South Australian Tourism Commission

Our Purpose
The South Australian Tourism Commission’s overall 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 $8.0b by December 2020 and boosting direct employment in tourism by 10,000 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

Our current areas of work, as summarised in the South Australian Tourism Plan 2020, are:

  • Driving demand;
  • Working better together;
  • Supporting what we have;
  • Increasing the recognition of the value of tourism; and
  • Using events to grow visitation.

You can view the SATC's organisational structure as of 30 June 2019 on page 7 of the 2018-19 Annual Report here.

During 2018-19 there were no changes to the agency’s structure and objectives as a result of internal reviews.

During 2018-19, one machinery of government change occurred with the transfer of the Convention Bid Fund and the Adelaide Convention Bureau grant funding to the Department of Trade, Tourism and Investment.

The Hon David Ridgway MLC is the Minister for Trade, Tourism and Investment. The Minister oversees Tourism and Trade and Investment and is a Member of the Legislative Council.

Our Executive team
The SATC executive leadership team is collectively responsible for the achievement of the objectives of the SATC, and for realising the required growth to the visitor economy.

Hitaf Rasheed is the Executive Director - Events South Australia, responsible for delivering a range of major events, growing existing events and attracting new events to the state, in order to drive the visitor economy and tell the story of South Australia.

Brent Hill is the Executive Director - Marketing, responsible for developing and delivering marketing activity that promotes South Australia and creates demand for the state among our high yield experience seeker market.

Ben Tuffnell is the Executive Director – Corporate Affairs, responsible for influencing policies to enhance growth in the industry and educate decision makers to understand the sector’s value in being a key economic driver and creator of jobs for South Australia.

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 and is responsible for driving the supply side of the South Australian tourism industry, including increasing aviation access and cruise visitation.

South Australian Tourism Commission Act 1993
South Australian Motor Sport Act 1984
Major Events Act 2013

The South Australian Tourism Commission is associated with the Department of Trade, Tourism and Investment, but maintains its operational autonomy owing to its position as a statutory authority.

South Australia’s tourism industry has enjoyed strong growth for a number of years now and 2018-19 has been no exception. During this time our state’s visitor economy has grown to a record $7.6 billion, employing 38,900 people across 18,000 businesses. These results show we are tracking well against our 2020 targets of growing our visitor economy to $8 billion and reaching 41,000 tourism jobs.

We are also experiencing record levels of visitation, welcoming 7.9 million international and domestic visitors as of June 2019, up eleven per cent since June 2018.

The following includes a brief summary of the agency’s high level contributions to the Government’s objectives.

More jobs
Generate 10,000 additional jobs in the visitor economy by December 2020. Latest data shows we are on track to deliver 41,000 jobs by 2020, with employment reaching 38,900 as of 2017-18.

Lower costs

The SATC provides services that benefit South Australian tourism operators through lowering costs associated with doing business. This includes:

  • The SATC covers the listing fees for SA 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 offers an Emerging Product Program (EPP), which is aimed at tourism operators who have a product which is distribution ready and have limited to no involvement in distributing their product through the travel trade.
  • The SATC’s marketing campaigns provide promotion opportunities for a range of operators across the State. This also 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.
  • The SATC manage three event related funding streams – the Major Events Bidding Fund, the Regional Events and Festivals Program and the Community Events Development Fund.
  • 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.
  • Between 2014 - 1 April 2019, the SATC administered the Convention Bid Fund (CBF), which is used to attract large scale national and international business events to Adelaide.

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 their 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 ServiceIQ Smarter Business Program is one example of a program that helps raise the standards, productivity and quality of South Australian tourism businesses throughout the state. In 2018-19 21 workshops were delivered to 458 tourism operators representing over 250 businesses. 17 hours of one to one coaching were also provided as part of the program.

As part of the development of the national Tourism 2020 plan, forecasting was conducted to identify the maximum potential value for the tourism industry in Australia by 2020. South Australia’s plans draw on this forecasting to set relative targets for the State. Consequently, our plan identifies a shared goal with the South Australian tourism industry to increase visitor expenditure in South Australia to a potential of $8.0 billion by 2020. The required waypoint to achieve this goal is $7.2 billion by June 2019.

The Key Focus Areas to achieve these targets were:

  • Driving Demand;
  • Working better together;
  • Supporting what we have;
  • Using Events to drive visitation; and
  • Recognising the importance of the value of tourism.

Specifically, in 2018-19, the SATC increased focus on the following areas to maximise achievement against these objectives:

  • Intrastate marketing;
  • Increased collaboration with international education;
  • Emerging markets;
  • Sustainable model for managed events; and
  • Tourism infrastructure development.

Latest available data shows that visitor expenditure in South Australia reached $7.6 billion in the year to June 2019. This represented an annual growth rate of 12 per cent and was the fifth consecutive year of growth in the overall visitor economy. The result is higher than the June 2019 ‘Full Potential’ waypoint of $7.2 billion and is solidly above the “Linear Trend” waypoint of $5.9 billion.

The growth that has led to these strong tourism outcomes has been unprecedented and despite this positive progress, achieving $8.0 billion by 2020 remains a challenging target. To be successful it is essential that robust growth continues in the latter part of 2019 and throughout 2020.

Agency objectives, indicators and performance


Driving Demand
Increase the value of our tourism sector from $5.1 billion to $7.2 billion per annum by June 2019 (on the way to our December 2020 target of $8.0 billion).
Target achieved: the value of South Australia’s tourism sector grew 12 per cent to $7.6 billion in the year to June 2019 – June waypoint is $7.2 billion.

Increase tourism direct employment from 31,000 to 36,900 by June 2018.
Target achieved: the latest data shows direct employment in the tourism sector was 38,900 in the year to June 2018.

Grow international tourism expenditure in South Australia to $1.2 billion by 2020, with a milestone of $1.1 billion by June 2019.
Target achieved: the value of South Australia’s international tourism fell 5 per cent to $1.1 billion in the year to June 2019 - June waypoint is $1.1 billion.

Grow interstate overnight expenditure in South Australia to $2.4 billion by June 2019 and intrastate overnight expenditure to $2.0 billion.
Target achieved: the value of South Australia’s interstate tourism sector reached $2.5 billion (waypoint $2.4 billion) and intrastate reached $2.3 billion (waypoint $2.1 billion) in the year to June 2019 (latest available data).

Working Better Together
Implement the Regional Visitor Strategy and actively partner with each region to deliver Tourism 2020 outcomes. Increase the value of regional tourism $3.0 billion by June 2019, on the way to $3.55 billion by December 2020 as outlined in the Regional Visitor Strategy.
Target Achieved: the value of South Australia’s regional tourism grew 19 per cent to $3.3 billion in the year to June 2019 – June waypoint is $3.2 billion.

Supporting What We Have
Establish an international reputation for our premium food and wine experiences.
Target achieved: That SATC, in partnership with the South Australian Wine Industry Association and PIRSA, developed the South Australian International Wine Tourism Strategy. This was used to secure funding to support $6.1 million of projects across South Australia. $1.9 million of this will be used by the SATC in 2018-19 and 2019-20 to promote Wine Tourism in China, UK and USA.

As of June 2019, South Australia is associated with “Good Food & Wine” by 58 per cent of the interstate audience, ranking equal first with Victoria.

Adelaide continues to be a member of the Great Wine Capitals global network.

Increasing the recognition of the value of tourism
Build on the current strong research program and make evidence-based information available to increase the understanding of the value and relevance of tourism to our stakeholders.
The SATC continued to publish the International Visitor Survey and National Visitor Survey results on its corporate website. Four infographics were produced to clearly communicate the survey results to a broad range of stakeholders.

Increase the understanding of the value and relevance of tourism to our stakeholders through a varied program of corporate communications.
Five Tourism Champion videos and case studies released in 2018-19 to recognise businesses and events that highlight the importance of tourism to our state. On average, each video was viewed 1,464 times.

Nine infographics distributed to our stakeholder database in 2018-19. The infographics page on the SATC corporate website received a total of 1,067 unique page views.

Seven corporate videos produced to keep key stakeholders informed of important updates in the tourism space. On average, each video was viewed 779 times.

Using Events to Drive Visitation
Increase the economic value of events to the Full Potential of $400 million by 2020 a milestone of $359 million by June 2019.
Target achieved: the value of South Australia’s leisure events sector fell 5 per cent to $393 million in the year to March 2019 (latest available data) – March waypoint is $354 million.

Attract two additional major events each year.
Target achieved: as at June 2019, 63 events have been secured through the Leisure Events Bid Fund. These events are forecast to inject more than $295 million into the South Australian economy. In 2018-19 there were 9 events secured through the Leisure Events Bid Fund including:

  • 2019 Australian Open Water Swimming Championships
  • Asian Le Man Series

Attract 78,000 conference delegates to the Adelaide Convention Centre, generating 312,000 bed nights.
Target achieved: The Convention Bid Fund (CBF) continued to attract large scale national and international business events to Adelaide. Responsibility for administering the CBF transferred to DTTI as of 1 April 2019.

As at 1 May 2019, the CBF has delivered 90 business events, 121,000 delegates and 635,000 room nights.

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 2018-19 financial year in line with budget and met all savings targets required.

In 2018-19 staff took part in SATC’s annual staff engagement survey and the ‘I Work For SA’ survey. These surveys provided an objective mechanism for assessing the cultural environment. Results from both surveys 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 met regularly with the aim to drive and influence the agency’s culture through staff engagement and implementation of initiatives which endorse our values. For example, in 2018-19, the SATC introduced an agency wide recognition program.

SATC Student Placement Program

SATC works with local higher education providers to offer placements to students currently enrolled in courses related to tourism, marketing and events. In 2018-19, 10 placements were supported.

Aboriginal Employment Strategy

SATC’s Aboriginal Employment Strategy, resulted in one Aboriginal employee being employed.

Employee Performance Management and Development Reviews (Compliance is 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 2018-19, 92 per cent of employees had a current performance review in place (the 8 per cent without plans include new employees, employees on periods of extended leave and employees recently returning from 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.

100 per cent of employees 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. Group learning and development activities which occurred during 2018-19 include project management, presentation skills, and managing mental health in the workplace.

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 being 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 has an active Work, Health and Safety Committee, which 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 consultative 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.

Details on workplace injury claims, work, health and safety regulations and return to work costs can be found on page 20 of the 2018-19 Annual Report here.

Data for previous years is available at: https://data.sa.gov.au/data/organization/sa-tourism-commission

Executive classification and number of executives

EXECOA - 1
EXECOB - 3
EXECOC - 1
EXECOE - 1

Data for previous years is available at: https://data.sa.gov.au/data/organization/sa-tourism-commission

The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.

The following is a brief summary of the overall financial performance and financial position of the agency. The information is unaudited. For more information refer to the audited 2018-19 financial statements, which are included with this report.

Statement of Comprehensive Income   
for the year ended 30 June 2019 
  2018-19
 $’000
  2017-18
 $’000
 Expenses    117 807    131 022
 Revenues  32 025  31 631
 Net cost of providing services    85 782  99 391
 Net Revenue from SA Government  85 055    102 172
 Net result  (727)  2 781
 Other comprehensive income  -  5 949
 Total Comprehensive Result  (727)  8 730

 

Statement of Financial Position             
as at 30 June 2019 
   2018-19
$’000 
   2017-18
$’000
 Current assets  19 118  16 948
 Non-current assets  15 810  17 676
 Total assets  34 928  34 624
 Current liabilities  8 437  7 817
 Non-current liabilities  2 726  2 314
 Total liabilities  11 163  10 131
 Equity (net assets)  23 765  24 493
Financial report audit opinion: Unmodified

The following graphs show the main expense and income items for 2017-18 and 2018-19.
18 19Annualreport Graphs

The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.

Consultancies with actual payments less than $10,000 each

Consultancies                                Purpose                Actual payment 
All consultancies below
$10,000 each - combined
        Various  $2,273

 

Consultancies with actual payments of $10,000 or greater each

Consultancies         Purpose                                      Actual payment
 Haymakr Pty Ltd         Tour Down Under strategy  $10,000
 Hames Sharley (SA) Pty Ltd         Great Southern Bike Trail
        economic impact assessment
 $59,000
   Total  $69,000

Data for previous years is available at: https://data.sa.gov.au/data/dataset/consultants-reporting-south-australian-tourism-commission

See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.

The following is a summary of external contractors that have been engaged by the agency and the nature of work undertaken, where the actual payments made for work undertaken during the financial year was $10,000 or greater.

Contractor and purpose

2OC Productions - Video production and editing
AAA Crewing Services Pty Ltd - Temporary staff (labour)
Access Hire South Australia - Event infrastructure services
Accordant Pty Ltd - ICT services
Accucorp Pty Ltd - Event infrastructure services
Action Market Research Pty Ltd - Market research services
Active Air Conditioning and Refrigeration Pty Ltd - Event infrastructure services
Adelaide Event Group Pty Ltd - Event infrastructure services
Adelaide Expo Hire Pty Ltd - Event infrastructure services
Adelaide Green Clean (Events) Pty Ltd - Cleaning and waste services
Adelaide Symphony Orchestra - Entertainment services
Adobe Australia Trading Pty Ltd - Digital marketing services
Adventium Digital Pty Ltd - Marketing services
Advertiser Newspapers Pty Ltd - Advertising services
AFI Branding Solutions Pty Ltd - Event infrastructure services
Agile Security - Security services
Alec Stevens - Risk management services
Alliance Airlines Pty Ltd - Transport services
Allianz Australia Insurance Ltd - Event catering services
Altus Traffic Pty Ltd - Traffic management services
Amadio Wines Pty Ltd - Event catering services
Anna Meares - Public relations services
Apollo Lighting Service Pty Ltd - Event production services
Artcraft Pty Ltd - Printing and signage services
Arte Grafica Printing Pty Ltd - Printing services
ATF Services Pty Ltd - Event infrastructure services
Atomix Design Pty Ltd - Creative/design services
Ausco Modular Pty Ltd - Event infrastructure services
Australia Post - Postal services
Australian Sports Medicine Federation SA Branch Inc - Event operations services
Australian Tourism Data Warehouse Pty Ltd - ICT services
Australian Trade Commission - Market research services
AYBS Pty Ltd - Temporary staff (hospitality)
Azalea Models - Temporary staff (models)
Bad Business Pty Ltd - Creative/design services
BD ANZ Pty Ltd - Photography services
BDA Marketing Planning Pty Ltd - Market research services
BEA Motors Pty Ltd - Event operations services
Belgiovane Williams Mackay Pty Ltd - Creative/design services
Benfx Event Production - Event production services
Bianco Hiring Service Pty Ltd - Event infrastructure services
Big Bay Gelding - Familiarisation hosting services
Big Fish Events Group - Event management services
Big Screen Video Pty Ltd - Event infrastructure services
Bikesport Australia Pty Ltd - Event management services
Bikesportz Imports Pty Ltd - Event operations services
Black Box Prostage SA - Event infrastructure services
Black Sheep Advertising Pty Ltd - Creative/design services
Boltz Pty Ltd - Event infrastructure services
Brian Gleeson Event Management Pty Ltd - Event management services
Budget Rent a Car Australia Pty Ltd - Transport services
CardSprint Pty Ltd - Printing services
Carlton United Breweries - Event catering services
Caroline Tran - Public relations services
CCTV Hire Pty Ltd - Event infrastructure services
Chic Artist Pty Ltd - Event operations services
Chubb Fire & Security Pty Ltd - Security services
Cirka Pty Ltd - Cleaning and waste services
City of Port Lincoln - Tourism services
Civil Tech Pty Ltd - Event infrastructure services
Clifton Productions Pty Ltd - Event infrastructure services
CNK Creative - Event management services
Coates Hire Operations Pty Ltd - Event infrastructure services
Coca-Cola Amatil (Aust) Pty Ltd - Event catering services
Colmar Brunton Pty Ltd - Market research services
Coopers Brewery Ltd - Event catering services
COR Berlin Kommunikation GmbH - Public relations services
Corporation of the City of Adelaide - Event infrastructure services
Crawford Containers Pty Ltd - Event infrastructure services
CSE Crosscom Pty Ltd - Event infrastructure services
Cul-De-Sac - Creative/design services
Dada Supreme Pty Ltd - Video production and editing
Damian Nieuwesteeg - Event management services
Daniela Di Monaco Immagine & Comunicazione - Public relations services
Data #3 Ltd - ICT services
Dell Australia Pty Ltd - ICT services
Deloitte Risk Advisory Pty Ltd - Risk management services
Denk Pro Cycling GmbH & Co KG - Public relations and event operations services
Digital Spring Ltd - Advertising services
Dirty Foods Pty Ltd - Event management services
Dirty Sweet Pty Ltd - Entertainment services
Diverse Travel Australia - Training services
Dontas Group - Event operations services
Duy Dash - Photography services
East End Cellars - Temporary staff (hospitality)
Ellismgt Pty Ltd - Event infrastructure services
Emma Humphreys Communications Ltd - Public relations services
Emma Reeves - Event catering services
Emma Sadie Thomson - Facilities maintenance services
Empired Ltd - ICT services
Encore Event Technologies Pty Ltd - Event production services
Enerven Energy Infrastructure Pty Ltd - Event infrastructure services
Enventive Incorporated - Event management services
Envyus Design - Creative/design services
EPS Australia Pty Ltd - Event infrastructure services
Event Managers Australia - Event management services
Event Timing Pty Ltd - Event infrastructure services
Eventelec Events Pty Ltd - Event infrastructure services
Fabfloor Pty Ltd - Event infrastructure services
Festival Hire - Event infrastructure services
Finesse Model Agency - Temporary staff (models)
Firstpoint Marketing and Communication - Public relations services
Flashpoint Events - Event production services
Fleurieu Cranes Pty Ltd - Event infrastructure services
Flooring Solutions (SA) Pty Ltd - Event infrastructure services
Formile Events Pty Ltd - Traffic management services
Frame Creative Pty Ltd - Creative/design services
Friendly Society Medical Association Ltd - Event operations services
Fringe Innovations Pty Ltd - Ticketing services
Frontline Print - Printing services
Full Throttle Management Pty Ltd - Event operations services
Fuller Brand and Communication - Creative/design services
G.O. Shelving - Facilities installation services
Gearhouse Broadcast Pty Ltd - Event communications services
Germein Sisters - Entertainment services
GGPR Pty Ltd - Event management services
Giancarlo Truffa - Marketing representation services
Girdler Amusements Pty Ltd - Event operations services
Gliderol International Pty Ltd - Event infrastructure services
Golf Car Solutions - Event operations services
Grant's Coachlines Pty Ltd - Transport services
Gray Management Group Pty Ltd - Public relations services
Harry the Hirer Pty Ltd - Event infrastructure services
Havas Australia Pty Ltd - Creative/design services
Havas Melbourne Pty Ltd - Promotional services
Hawkins Security Consultancy - Security services
Hender Consulting - Recruitment services
Henschke Cellars - Event catering services
Hilton Adelaide - Accommodation, catering and function services
Hoban Recruitment Pty Ltd - Temporary staff (labour)
HTS Group Pty Ltd - Event infrastructure services
I am Helium Pty Ltd - Training and ICT services
In Front Events Australia Pty Ltd - Event management services
Indulgence Food Design Pty Ltd - Event catering services
Initiative Auslandszeit - Promotional services
Integrated Event Delivery Management - Event management services
Interflora Australian Unit Ltd - Event operations services
IRS Refrigeration Pty Ltd - Event infrastructure services
Isentia Pty Ltd - Media monitoring services
It’s a Gas - Event operations services
Jennie Bell Ink Pty Ltd - Event management services
Jens Voigt - Public relations services
Johns Print Centre Pty Ltd - Printing services
Jointer Digital Co Ltd - Marketing services
Jordan Plumbing - Event infrastructure services
Josie Withers Photography - Photography services
Kangaroo Island Sealink Pty Ltd - Transport services
Karmabunny Pty Ltd - ICT services
Kimberly Conte - Event management services
KPMG - Audit services
Lara Inc Events - Event production services
Leader Computers - ICT services
L'Hotelier Group Pty Ltd - Event infrastructure services
Lieb Management & Beteiligungs GmbH - Marketing representation services
Lincoln College Inc - Accommodation, catering and function services
Link SA Pty Ltd - Transport services
Live Nation Australasia Pty Ltd - Entertainment services
Lost in a Forest Pty Ltd - Event catering services
Lumino Events Pty Ltd - Event management services
Lumo Energy (SA) Pty Ltd - Event infrastructure services
Magnolia Quince Pty Ltd - Event catering services
Mainairservice Pty Ltd - Event infrastructure services
Marshall Power Pty Ltd - Event infrastructure services
Matilda Bay Food & Wine - Event catering services
McCready Bale Media Ltd - Advertising services
McGregor Tan Research Pty Ltd - Market research services
McMahon Services Australia Pty Ltd - Event infrastructure services
Mediabrands Australia Pty Ltd - Advertising services
Medical Edge Australia Pty Ltd - Event operations services
Mercure Grosvenor Hotel Adelaide - Accommodation services
MI Associates Pty Ltd - Market research services
Michelle Logie Consulting - Public relations services
Motorola Solutions Australia Pty Ltd - Event communications services
Mr Rigger Pty Ltd - Event production services
Mtrack Consulting - Public relations services
Nation Creative Pty Ltd - Creative/design services
NEC Australia Pty Ltd - ICT services
Network Ten Pty Ltd - Event production and advertising services
New Focus Pty Ltd - Market research services
NewStyle Printing Co Pty Ltd - Printing services
Nexstage Staging and Rigging Technologies Pty Ltd - Event infrastructure services
Nielsen Sports Pty Ltd - Market research services
Nova Entertainment Pty Ltd - Advertising services
Novatech Creative Event Technology Pty Ltd - Event production services
Now and Then Photography - Photography services
NW Group Australasia Pty Ltd - Event production services
Onsite Rental Group Operations Pty Ltd - Event infrastructure services
OzTiming Pty Ltd - Event infrastructure services
Peter Drew Arts - Video production and editing
Peter Mason - Event operations services
Philippa Brophy - Event production services
Pierre Vives Tourism Consulting - Marketing representation services
Pikes Food and Beverage Pty Ltd - Event catering services
Pink Fence Pty Ltd - Event infrastructure services
Pivotal Business Technology Pty Ltd - ICT services
PJ Cini Plumbing - Event infrastructure services
PJ Corporate Electrical Pty Ltd - Facilities installation services
Power On Solutions Pty Ltd - Event communications services
PPI Promotion & Apparel Pty Ltd - Promotional merchandise and uniforms
Practice Strategic Communications - Public relations services
Premiair Services Pty Ltd - Event infrastructure services
Pride Models - Temporary staff (models)
Qantas Airways Ltd - Transport services
Railroad Contractors of Australia Pty Ltd - Event infrastructure services
Redbikini Pty Ltd - Video production and editing
Reylag Pty Ltd (Andy J Sound) - Event production services
Ricoh Australia Pty Ltd - Event operations services
SA Ambulance Service Incorporated - Event operations services
SA Staging - Event production services
Same River Studio - Video production and editing
Satalyst Pty Ltd - ICT services
Scody Pty Ltd - Promotional merchandise
Select Music Agency Pty Ltd - Entertainment services
Seven Network (Operations) Ltd - Event production and advertising services
Seven West Media Ltd - Broadcast services
Shimano Australia Cycling Pty Ltd - Event operations services
Showpony Advertising - Creative/design services
Showtime FMX Pty Ltd - Entertainment services
Signs Incorporated Pty Ltd - Event infrastructure services
Simon Romaniuk - Event sponsorship services
Sitecore Australia Pty Ltd - ICT services
Skee Kee International Pty Ltd - Event operations services
Socialbakers A.S. - Digital marketing services
South Australian Contemporary Music Co Ltd - Event production services
South Australian Water Corporation - Event infrastructure services
Specialised Solutions - Event infrastructure services
Splashdown (Aust) Corporate Bathroom Rentals Pty Ltd - Event infrastructure services
Sports Drug Testing International Pty Ltd - Event operations services
Spotless Facility Services Pty Ltd - Catering, cleaning, security and ground staff services
SRS Security - Security services
St John Ambulance Australia SA Inc - Event operations services
Stewie's Rigging and Hire Pty Ltd - Event infrastructure services
Subaru (Aust) Pty Ltd - Event operations services
Sunset Food & Wine - Event catering services
Superloop Broadband Pty Ltd - Event infrastructure services
Suzuki Australia Pty Ltd - Event operations services
TBWA Pty Ltd - Creative/design services
Telstra Corporation Ltd - Telecommunications services
TFH Hire Services Pty Ltd - Event infrastructure services
The Booking Centre Pty Ltd - Transport services
The Emporium Australasia Pty Ltd - Facilities installation services
The Life Like Company Pty Ltd - Event operations services
The Models Mgmt Pty Ltd - Temporary staff (models)
The Red Agency Pty Ltd - Public relations services
The StreetVelodrome Company Ltd - Event operations services
Tick Services - Event operations services
Ticketmaster Australasia Pty Ltd - Ticketing services
TJ’s Amusements - Event operations services
TLA Worldwide (Aust) Pty Ltd - Public relations services
Tourism Australia - Administrative, market research, function and training services
Traffic Group Australia Pty Ltd - Event operations services
Trojan Fire Protection Pty Ltd - Facilities installation services
Ultimo Catering and Events Pty Ltd - Event catering services
United Fire Protection Pty Ltd - Event infrastructure services
Urban Soul Consultancy Pte Ltd - Marketing representation services
V8 Supercars Australia Pty Ltd - Event management and advertising services
Viking Rentals - Event infrastructure services
Village Sounds Agency Pty Ltd - Entertainment services
Vintner's Bar & Grill - Event catering services
Vislex Media Solutions - Production services
Visualcom Pty Ltd - Event operations services
Wagstaff Worldwide Inc - Marketing representation services
Wavemaker Australia Pty Ltd - Advertising services
WDM Design and Advertising Pty Ltd - Creative/design services
Weathersafe Shades Pty Ltd - Event infrastructure services
Westin Hotel Pazhou - Function services
Wilson Parking Australia Pty Ltd - Parking services
Winc Australia Pty Limited - Storage and distribution services
Yaao Marketing Consulting - Marketing representation services
Ziptrak Pty Ltd - Event infrastructure services
Zonfrillo Consulting Pty Ltd - Event management services

Data for previous years is available at: https://data.sa.gov.au/data/dataset/contractors-reporting-south-australian-tourism-commission

The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.

The website also provides details of across government contracts.

None to report.

Category/nature of fraud

Nil

Strategies implemented to control and prevent fraud

The SATC is committed to maintaining a work environment free of fraud and corrupt behaviour. The SATC has in place appropriate fraud prevention, detection, investigation, reporting and data collection procedures and policies, in line with its fraud risk assessment and Fraud and Corruption Policy. The SATC offers protection to genuine whistleblowers to enable disclosure of illegal activities or corruption to be made. These arrangements meet the specific needs of the SATC, and all reasonable measures to minimise the incidence of fraud, as well as to investigate and recover the proceeds of fraud, have been taken. There were no reported fraud incidents during 2018–19.

Data for previous years is available at: https://data.sa.gov.au/data/dataset/fraud-reporting-south-australian-tourism-commission

Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistle-blowers’ Protection Act 1993 - 0

Data for the past five years is available at: https://data.sa.gov.au/data/dataset/whistle-blowers-reporting-south-australian-tourism-commission

Act or Regulation and Requirement

South Australian Tourism Commission Act 1993

(1) The Commission must, on or before 30 September in every year, forward to the Minister a report on the Commission's operations for the preceding financial year.
(2) The report must contain—
      (a) the audited statements of account of the Commission for the preceding financial year; and
      (b) a report on—
               (i) the state of tourism and the tourism industry in the State; and 
               (ii) the Commission's plans and the extent to which they have been implemented; and
               (iii) the extent to which the Commission met the targets set in the performance agreement for the preceding financial year; and
      (c) any other information required by or under the provisions of this Act or any other Act.
(3) The Minister must, within 12 sitting days after receiving a report under this section, have copies of the report laid before both Houses of Parliament.

(i) the state of tourism and the tourism industry in the state
South Australia’s tourism industry has enjoyed strong growth for a number of years now and 2018-19 has been no exception. During this time our state’s visitor economy has grown to a record $7.6 billion, employing 38,900 people across 18,000 businesses. These results show we are tracking well against our 2020 targets of growing our visitor economy to $8 billion and reaching 41,000 tourism jobs.

We are also experiencing record levels of visitation, welcoming 7.9 million international and domestic visitors as of June 2019, up eleven per cent since June 2018.

With 2020 fast approaching, the SATC undertook a significant piece of work during 2018-19 – the development of the new South Australian Visitor Economy Sector Plan 2030. Setting ambitious targets to grow our industry into the future, the plan aims to grow our visitor economy to $12.8 billion and employment to 52,000. The plan was developed extensively with industry which saw the SATC travel 5,000 kilometres across every region in our state to conduct 37 hours of workshops at 16 locations. Almost 700 people across industry and government directly participated in the development of the plan, making it a strong plan for industry, by industry. We were pleased to see our 2030 plan launched in the new 2019-20 financial year by the Premier and Minister for Trade, Tourism and Investment, David Ridgway.

The SATC is committed to delivering its 2020 targets and, to this end, has delivered a range of key activities during 2018-19 to achieve growth for our industry.

Marketing
Our international marketing continues to concentrate on key markets such as the UK and China. China is now our state’s top international market recording 66,500 visits and expenditure of $378 million as of June 2019. The use of images and video content for the China and Hong Kong markets in 2018-19 featuring Global Tourism Ambassador, Huang Xiaoming has seen some great results. Our trade partners reported an average increase in bookings of 37 per cent, while there was a 357 per cent increase in leads to China Southern Airlines with a reach of five billion consumers. International visitor spend for the year end June 2019 sits at $1.1 billion, in line with the waypoint of $1.1 billion to reach our 2020 target of $1.2 billion.

On the domestic marketing front and the Rewards Wonder campaign, launched in October 2018, has also delivered great results for the state. These include: domestic visits to our consumer website, www.southaustralia.com during the campaign period were up 73 per cent, year on year, while leads to South Australian tourism operators and travel industry partners increased by 186 per cent.

Events
Events are an important driver of visitation to our state and contribute to our visitor economy. As of March 2019, the economic impact of key leisure events reached $393 million, on our way to our 2020 target of $400 million.

Our managed events have performed very well during 2018-19 with record breaking results. The 2019 Santos Tour Down Under generated an economic impact of $70.7 million, up 11 per cent on the 2018 event. 2019 also saw 48,000 event specific visitors from overseas and interstate travel to South Australia just for the Tour Down Under, up from 46,000 the previous year.

The 2019 Superloop Adelaide 500 also generated a record economic impact of $45.9 million, up 9.5 per cent compared to 2018. The event attracted an estimated 15,200 interstate and overseas visitors, compared to 12,197 in 2018.

The 13th edition of Tasting Australia, held in April 2019 was the most popular in the event’s history. 64,000 people attended Town Square, the free festival hub in the Adelaide CBD, up 18 per cent compared to 2018. The event also attracted 11,377 international and interstate visitors, a 42 per cent increase on 2018.

The 2018 Credit Union Christmas Pageant saw a live audience of 429,000 people view the pageant at the event or on television and an additional 58,000 watched the same day television replay. The PR media value was $17.44 million. This event was the last one with the People’s Choice Credit Union, Beyond Bank Australia, Credit Union SA and Police Credit Union as collective naming-rights sponsor after 23 years. National Pharmacies is the new naming rights sponsor for the 2019 event.

The SATC had overseen the Convention Bid Fund, but as of 1 April 2019, responsibility for this fund transferred to the Department of Trade, Tourism and Investment in line with the recommendations made by the Joyce Review.

Destination Development
Direct air access continues to be a focus and as at 30 June 2019, there were ten international airlines operating 49 flights per week to Adelaide. This equates to around 12,500 international seats to Adelaide each week.

Development and organisation of the World Routes 2019 aviation conference was a significant focus during 2018-19. World Routes is the global meeting place for airlines, airports and aviation stakeholders. In September 2019 it will be held in Adelaide, South Australia – making it the first time the event will be held in Australasia. The event is expected to provide new aviation development opportunities for our state going forward and promote South Australia as a tourism destination to a large group of business visitors.

Our cruise ship season for 2018-19 saw a record 82 cruise ship visits to South Australian ports, a 21 per cent increase on last year. The 2018-19 season also attracted over 167,000 passengers and crew to our state.

These key activities all contribute to driving tourism in our state forward. The SATC is committed to growing the visitor economy, growing jobs and driving demand for South Australia. We will continue to work with the State Government and our industry partners and operators to grow tourism to $8 billion and deliver an additional 10,000 jobs by 2020.

(ii) the Commission's plans and the extent to which they have been implemented
This information is outlined throughout this Annual Report and in part iii below.

(iii) the extent to which the Commission met the targets set in the performance agreement for the preceding financial year
The 2018-19 SATC Board Performance Agreement Report can be viewed on the SATC Corporate website here.

Reporting required under the Carers’ Recognition Act 2005

None to report.

Public complaints

Number of public complaints reported

 

Complaint categories  Sub-categories  Example  Number of
Complaints
2018-19 
Professional behaviour Staff attitude Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency  0
Professional behaviour Staff competency Failure to action service request; poorly informed decisions; incorrect or incomplete service provided  0
Professional behaviour Staff knowledge Lack of service specific knowledge; incomplete or out-of-date knowledge  0
Communication Communication quality Inadequate, delayed or absent communication with customer  0
Communication Confidentiality Customer’s confidentiality or privacy not respected; information shared incorrectly  0
Service delivery Systems/technology System offline; inaccessible to customer; incorrect result/information provided; poor system design  0
Service delivery Access to services Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities  0
Service delivery Process Processing error; incorrect process used; delay in processing application; process not customer responsive  0
Policy Policy application Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given  0
Policy Policy content Policy content difficult to understand; policy unreasonable or disadvantages customer  0
Service quality Information Incorrect, incomplete, out dated or inadequate information; not fit for purpose  0
Service quality Access to information Information displayed was to understand, hard to find or difficult to use; not plain English  0
Service quality Timeliness Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met  0
Service quality Safety Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness  0
Service quality Service responsiveness Service design doesn’t meet customer needs; poor service fit with customer expectations  0
No case to answer No case to answer Third party; insufficient information to investigate  0
     Total  0

 

Data for previous years is available at: https://data.sa.gov.au/data/dataset/public-complaints-reporting-south-australian-tourism-commission

Service improvements for period

Service improvements that responded to customer complaints or feedback

N/A


Annual Reports

View and download our current and previous Annual Reports.

2018-19 Annual Report

SATC activity for the 2018-19 financial year

2017-18 Annual Report

SATC activity for the 2017-18 financial year

2016-17 Annual Report

SATC activity for the 2016-17 financial year

2015-16 Annual Report

SATC activity for the 2015-16 financial year