QTS Chapter 2 - Introduction - Tourism Queensland

2 Introduction
Mon Repos, Bundaberg

Purpose of the QTS
Tourism is vital for Queensland’s economic and social
prosperity. Tourism is the State’s third largest export sector 1
and contributes $8.4 billion to the economy. Tourism related
industries employ approximately 136,000 Queenslanders. 2
Defining tourism
Governments and decision makers have recognised tourism
as a key wealth generator and industry sector in its own right
– not just an amalgam of many conventional industries that
supply goods and services to tourists.
Queensland is located in one of the fastest growing tourist
regions of the world, forecast to achieve average annual
regional tourism growth of 6.5 per cent to 2020. 3 The State,
however, faces increasing competition for both domestic and
international visitation from emerging destinations such as
China, India, Africa and South-East Asia.
Two significant issues underpin the need for the QTS.
This Strategy adopts a demand-side definition of tourism
developed by the World Tourism Organisation and ratified by
the United Nations Statistical Commission, as follows:
‘Tourism comprises the activities of persons travelling to
and staying in places outside their usual environment for not
more than one consecutive year for leisure, business and
other purposes.’ 4
2 Introduction
Firstly, there has been a national decline in domestic tourism.
Although Queensland has fared much better than other states,
the State cannot afford to be complacent, as domestic tourism
represents over 75 per cent of our business.
Secondly, most tourism growth over the next decade will come
from increased numbers of international visitors, particularly
from emerging markets. Although international visitor numbers
to Queensland have increased in recent years, Queensland’s
share of the national market has remained relatively stagnant;
a trend that must be addressed if we are to capitalise fully on
opportunities presented by inbound visitation.
The Queensland tourism industry needs to adopt a strategic
approach to achieving long-term sustainability through
preserving existing markets, increasing visitor expenditure and
enhancing product and industry development.
The purpose of the QTS is to provide the vision, goals, targets
and actions necessary to meet the challenges and capitalise on
the opportunities available to the industry over the next 10 years.
‘I highly commend the more strategic approach to be
adopted towards tourism development throughout the
state, with the destination focus to continue via destination
management planning’. – GOLD COAST CITY COUNCIL
A partnership approach to
‘making the difference’
Tourism has a ‘ripple effect’ throughout the economy, affecting
the full supply chain from the accommodation, retail, hospitality
and transport sectors to the entertainment, finance and
primary industry sectors. The complex interrelationships that
characterise the industry require a sophisticated and
collaborative approach to planning and industry development.
In developing the QTS, a strong partnership has been forged
between the Queensland Government and the tourism
industry. The Strategy provides actions for both government
and industry, with performance and accountability measures
applicable to both partners.
The Queensland Tourism Strategy Steering Committee has
focused on identifying policy areas where a tangible and
measurable difference can be achieved. This is articulated in
the targets developed to measure performance against the
actions in the Strategy.
‘This assiduous commitment to involving industry in the
development of the 10 year vision for sustainable tourism
has helped produce a robust framework for the industry
and government to work together over the coming decade’.
– TOURISM AND TRANSPORT FORUM
1 Office of Economic and Statistical Research, 2004-05 Annual Economic Report of the Queensland Economy.
2 Office of Economic and Statistical Research, The Contribution of International and Domestic Visitor Expenditure to the Queensland Economy 2003-04.
3 World Tourism Organisation, Tourism 2020 Vision, www.world-tourism.org/facts/menu.html (website accessed 20 April 2006).
4 World Tourism Organisation, Recommendations on Tourism Statistics 1994, www.world-tourism.org/
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2 Introduction
A triple-bottom-line perspective
In taking a triple-bottom-line approach to tourism development,
the aim is to find an appropriate balance between environmental,
social and economic outcomes. This is reflected in the goals,
themes and actions detailed in this Strategy.
Economic goals
Increase visitor
expenditure
Increase business
profitability
Increase employment
opportunities
Spread benefits
across destinations
Environmental outcomes
Queensland’s natural environment is a significant tourism
asset. Increasingly, the tourism and conservation sectors are
recognising synergies of interest and are collaborating to achieve
sustainable tourism and environmental outcomes. This trend is
reflected in the growing relationship between public sector
protected area managers and the tourism industry. A recent
example is the role the tourism industry has played in supporting
the sustainable management of the Great Barrier Reef.
Tourism provides positive environmental benefits in two key ways:
by providing economic incentives to protect or rehabilitate
natural areas; and
by increasing community appreciation of the natural
environment.
Social goals
Preserve culture & heritage
Improve services & infrastructure
Improve quality of life
Involve community
Tourism
sustainability
Environmental goals
Protect natural assets
Manage usage & impacts
Inform & educate people
Build strong partnerships
Diagram 1: Triple-bottom-line sustainability
Ball Beach, Mackay
Theme five, Natural environment and culture, includes a range
of actions to enhance the relationship between the tourism
industry, protected area managers and the conservation sector
and build a sustainable competitive advantage for the
Queensland tourism industry.
Critically, as a means of driving environmentally and socially
sustainable levels of visitation, the QTS identifies goals and
targets related to visitor expenditure rather than to visitor
numbers. Key QTS actions include the development of
indicators of environmental sustainability for the tourism sector
and measures to identify the impacts of climate change.
Economic outcomes
The economic benefits of tourism are widely recognised. In
addition to its direct contribution to Queensland’s Gross State
Product (5.8 per cent) 5 tourism is a strong driver of the
multiplier effect throughout the supply chain. Tourism provides
an indirect economic stimulus across many industry sectors
and with the movement of visitors, benefits are dispersed to
communities throughout Queensland.
The QTS expenditure goals reflect a commitment to increase
the economic benefits of tourism for Queensland. The Strategy
focuses on increasing visitor expenditure. The ‘preferred visitor’
strategies contained in theme four, Developing and marketing
a Queensland style visitor experience, support this approach.
5 Office of Economic and Statistical Research, The Contribution of International and Domestic Visitor Expenditure to the Queensland Economy 2003-04.
10
Queensland Tourism Strategy – November 2006

Birdsville Hotel, Birdsville
Social outcomes
Tourism has both positive and negative effects on society.
A key objective of this Strategy is to foster greater community
involvement in setting desirable growth outcomes for tourism
and promoting awareness of the benefits of tourism.
Community engagement in planning the future of tourism is
critical to creating sustainable communities.
The role of tourism in the community is recognised in the
Strategy’s fourth goal. The social benefits of carefully-planned
tourism activities include:
a growth in demand for new infrastructure and services
benefiting visitors and locals;
a growth in job opportunities that can sustain marginal
communities;
an improvement in community cohesiveness through
partnerships built between local people, organisations and
businesses; and
opportunities for Indigenous communities to improve their
quality of life through appropriate Indigenous tourism
activity, based on unique and contemporary experiences.
Theme one, Coordination, partnerships and community
engagement, and theme two, Investment, infrastructure and
access, include actions aimed at creating an inclusive regional
planning mechanism for the tourism industry and raising
community awareness of the benefits of tourism.
2 Introduction
Making Queensland more accessible
The tourism industry has a legal, economic and social
responsibility to ensure travel is available to all members
of the community. More than 3.6 million people in Australia
have a disability, or almost 19 per cent of the population. 6
With Australia’s ageing population, this figure is likely to
increase in the next decade. The Queensland Government
Strategic Framework for Disability details the obligations
and responsibilities of all sectors to the disabled.
The QTS provides a framework to ensure that Queensland’s
tourism industry retains its position as a leading destination
in providing the highest level of accessibility to tourism
services, products and experiences.
Access to public premises, the provision of goods, services
and facilities, and accommodation are governed by a range
Sea World, Gold Coast
of federal, state and local government legislation including
the Commonwealth Disability Discrimination Act 1992, the
Disability Services Act 2006, the Building Code of Australia,
and local government town plans.
The Queensland Government has a key role in influencing
the tourism industry to meet the demand for accessible
tourism services, products and experiences. Tourism
Queensland has recently undertaken a number of initiatives
to address the needs of people with disabilities including:
undertaking consumer research on accessibility, the
ageing population and people with disabilities, and
establishing an Accessible Tourism Reference Group
to discuss the implications of the research and formulate
an action plan to address supply and demand issues.
This may lead to the development of a national website
providing information about the accessibility of tourist
destinations.
A key recommendation of the QTS is to provide information
to assist industry to cater for disabled visitors. Actions
include reviewing and updating the Accessible Queensland
Guide, completing an Accessibility Research Program to
inform product development better and providing clear
information to industry on their legal obligations regarding
accessible tourism. Disability Services Queensland will assist
in delivering on these actions.
6 Disability, Ageing and Carers, Summary of findings 1999.
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Policy and planning context
Wherever possible, the Queensland Tourism Strategy Steering
Committee has sought to develop strategies and actions that
are consistent with, or can add value to, existing industry plans.
The Strategy seeks to add value to and influence the following
key policies:
National context
The Tourism White Paper, A Medium to Long Term Strategy
for Tourism, details the Australian Government’s tourism policy
and contains coordinated initiatives to ‘help better prepare the
Australian tourism industry against future industry shocks by
making it more robust, flexible and attuned to sustainability’. 7
A Tourism Collaboration Intergovernmental Arrangement with
state and territory governments provides a mechanism for
implementation and coordination.
Commonwealth
Minister for Small Business and Tourism
Department of Industry
Tourism and Resources
Australian Government
Tourism White Paper
Tourism Collaboration
Intergovernmental
Arrangement
Tourism
Ministers’
Council
Australian
Standing
Committee
on Tourism
Tourism
Australia
State context
2 Introduction
The QTS will make a significant contribution to the following
Queensland Government priorities:
managing urban growth and building Queensland’s regions;
protecting the environment for a sustainable future; and
growing a diverse economy and creating jobs.
The QTS Steering Committee has sought alignment with the
broader objectives of the Queensland Government’s Smart
State Strategy by ensuring that the QTS provides a policy
direction for the tourism industry that is focused on the future,
innovative and reflective of changes in technology.
State
Minister for Tourism
Department of Tourism,
Fair Trading and Wine
Industry Development
Queensland Tourism
Strategy
Tourism
Queensland
The Queensland Government, through the Growing Tourism
Strategy, recognised that tourism required coordination at all
levels of government and across all government departments.
In building on and replacing the Growing Tourism Strategy, the
QTS extends the whole-of-government approach to provide
both central and regional government coordination and
effective industry engagement.
Regional and local
Regional Tourism Organisations
Local Tourism Organisations /
Local Government
Destination Management Plans
Destination Action Plans
The Strategy aims to ensure that the tourism industry is
consistently recognised in policy development across government
and particularly in key planning documents such as the:
Queensland Skills Plan;
Education and Training Reforms for the Future;
Regional Growth Management Frameworks such as the
SEQ Regional Plan, the eight existing regional plans outside
the SEQ region, and future regional plans;
Blueprint for the Bush;
Queensland Wine Industry Development Strategy;
Partnerships Queensland;
Roads Implementation Program;
Community Engagement Improvement Strategy;
Queensland Government Strategic Framework for Disability;
Integrated Regional Transport Plans; and
Shared Regional Economic Development Vision Statements
developed under the Leading Smart Regions initiative.
The QTS provides the framework to strengthen and capitalise
on the linkages between the tourism structures and policies
within Australia, as outlined in diagram 2.
Tourism Industry
Including tourism associations
e.g. TTF, ATEC, QTIC etc.
Diagram 2: Structure of tourism strategies and policies
Regional context
Destination management is a critical foundation for regional
tourism planning and to be successful, requires a strong
partnership between all stakeholders within the tourism network.
This Strategy builds on the Destination Management Plans
to reinforce the commitment to the destination management
framework by creating a collaborative regional tourism planning
mechanism. Theme one, Coordination, partnerships and
community engagement, provides a detailed overview of
the regional implementation process and network.
7 Department of Industry, Tourism and Resources, The Tourism White Paper.
12
Queensland Tourism Strategy – November 2006

Destination management – growing Queensland’s regions
‘Coming together is a beginning; keeping together is
progress; working together is success.’ – HENRY FORD
Destination management is a strategic approach that coordinates
stakeholders in the planning, development, marketing and
application of resources to grow tourism in a destination for
the benefit of the tourism industry and the wider community.
For destination management to work, there needs to be a
strong emphasis on both planning and implementation.
A Destination Management Plan (DMP) is a strategic plan
for tourism in a destination. It outlines the vision, goals and
strategies for the destination over the next three years.
Tangalooma Wild Dolphin Resort, Moreton Island
The destination management approach recognises that
Queensland’s destinations are all different. The DMP
illustrates how the destination can capitalise on these
differences and ensures there is alignment in tourism
development and marketing.
DMPs were first developed in 2003-04, and to ensure
currency and relevancy they are updated regularly with the
latest research, destination information and tourism trends.
The plans also undergo a complete strategy review every
three to five years to maintain relevance. These plans can
be accessed at www.tq.com.au.
2 Introduction
Analyse the global
operating environment
Monitor and evaluate
performance
Implement the strategies
Destination
Management
Planning
Identify strategies that
will contribute to the
achievement of the vision
Analyse the situation
in the destination
Define the vision for the
destination and identify
key strategic issues
Diagram 3: Destination management
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