Flinders Ranges and Outback Integrated Strategic Tourism Plan

Plan • Facilitate • Resolve 

Flinders Ranges and Outback SA Region 

Integrated Strategic Tourism Plan 

2008-2014 

Final Report 

Prepared by: 

Urban & Regional Planning Solutions 

In association with 

Econsearch; and 

Ecological Associates 

November 2008

Final Plan 

Disclaimer 

DISCLAIMER 

While all reasonable care has been taken in the production of this Strategy, URPS or the 

SATC accepts no liability or responsibility whatsoever for, or in respect of, any use or 

reliance upon this publication by any party. 

The data quoted is from the latest available estimates, however, it should be noted that 

due to issues of sampling variability of data for regions, such as Flinders Ranges and 

Outback SA, there are limitations in the reliability of some of the sources used. Further, in 

some cases, to present as complete a picture of tourism to Flinders Ranges and 

Outback SA as possible, data has been used that would not normally be published 

separately for this region, or data from a variety of different sources has been used to 

develop a model of tourism for Flinders Ranges and Outback SA. In the context of this 

total report, it is felt that using a range of sources has enabled estimates about tourism 

to the region to be tested against each other to enable the best possible understanding 

of the current state of tourism in the Flinders Ranges and Outback SA to be presented, 

despite the limitations of the available information. 

Therefore, prior to making any significant commercial investments, existing or 

prospective operators are advised to speak with representatives from Flinders Ranges 

and Outback SA Tourism (FROSAT) or the South Australian Tourism Commission, to enable 

a fully-informed decision. Contact details for both agencies are provided in 

Attachment 3. This publication is available in hard copy on request or in PDF format 

from the South Australian Tourism Commission’s corporate website – 

www.tourism.sa.gov.au. 

Consultant Contact: Angela Hazebroek, Director 

Urban and Regional Planning Solutions 

58 Rundle Street 

Kent Town SA 5067 

Telephone: (08) 8363 0444 • Facsimile: (08) 8363 0555 

Email: mail@urps.com.au 

Website: www.urps.com.au 


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Contents 

CONTENTS 

ACKNOWLEDGEMENTS 

LIST OF ACRONYMS 

EXECUTIVE SUMMARY 

1. Introduction and Purpose of this Draft Plan 1 

2. Alignment with State and Regional Strategic Directions 7 

3. Out Vision and Targets for Sustainable Tourism 12 

4. The Theme for this Plan is Journeys, Tracks and Trails 18 

5. Be True to Who You are – Branding and Positioning 20 

6. Communicate a More Appealing Flinders Ranges and 

Outback SA of Today 29 

7. Develop a More Appealing Flinders Ranges and Outback 

SA of Tomorrow 35 

8. Getting to the Region – Air, Road and Rail Transport 57 

9. Infrastructure and Services that Support Positive Visitor Experiences 63 

10. The Capacity of the Community, Tourism and Hospitality Industries 

to Manage Tourism Growth 68 

11. Managing Tourism Activities to Protect Ecological Assets 69 

12. Planning Policy that Facilitates Sustainable Tourism Development 77 

13. A Governance Model for Driving and Resourcing the 

Implementation of the Plan 82 

14. Action Plan Framework 87 




Acknowledgements 

ACKNOWLEDGEMENTS 

URPS, Ecological Associates and EconSearch wish to acknowledge the 

valuable contribution of key people and organizations who have contributed 

to and assisted with the project. These include: 

FUNDING PARTNERS 

The following organisations provided funds to enable this Tourism Plan to be 

developed 

Northern Region Development Board 

Outback Areas Community Development Trust 

Port Augusta City Council 

Port Pirie Regional Council 

District Council of Mount Remarkable 

Flinders Ranges Council 

District Council of Coober Pedy 

District Council of Orrorroo Carrieton 

District Council of Peterborough 

Southern Flinders Ranges Development Board 

Flinders Ranges Tourism Operators Association 

Business Port Augusta 

Department for Environment and Heritage 

South Australian Tourism Commission 

MEMBERS OF THE PROJECT STEERING COMMITTEE 

Brett Chambers, SATC (Chair) 

Susan Lee, FROSAT 

Dan van Holst Pellekaan, SFRTA 

Heather Sweeting, NRDB 

Jerry Johnson, NRDB 

Steve Staines, NRDB (until December 2007) 

Carrie Rainsford, NRDB (from January 2008) 

Pauline Hedger, Port Augusta Council 

Terry Barnes, DC Peterborough 

Geoff Price, DC Mt Remarkable 




Acknowledgements 

Marie Storey, DC Mt Remarkable 

Lee Connors, Flinders Ranges Council 

Tony Renshaw, DC Orroroo Carrieton 

Joe Stelman, DEH 

Danny Doyle, DEH 

Julie Smith, FRTOA 

• SATC Staff – Peter Cahalan, David Crinion, Richard Trembath, Chris 

Burchett, Michael Geddes, John Montesi 

• Members of the FROSAT Board 

• Mark Sutton, OACDT 

• Graeme Jameson, Business Port Augusta 

• DEH Staff who attended meetings in Port Augusta and Adelaide 

• Tourism operators and regional communities who attended meetings, 

provided hospitality and large amounts of the down to earth common 

sense and humour that characterizes the region. 

• Thanks to Monica Hazebroek, Aaron Curtis and Michael Arman for research 

and Jennifer Hughes and Beáta Maglai for word processing and 

administrative support. 


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List of Acronyms 

LIST OF ACRONYMS AND DEFINITIONS OF TERMS USED IN THIS PLAN 

Acronyms 

BDP – Better Development Plans (Planning SA initiative) 

CFS – Country Fire Service 

DEH – Department for Environment and Heritage 

Desert Knowledge CRC – Cooperative Research Centre 

DTEI – Department of Transport, Energy and Infrastructure 

DWLBC – Department of water, Land and Biodiversity Conservation 

EPA – Environment Protection Authority 

ESCOSA – Essential Services Commission SA 

FROSAT – Flinders Ranges and Outback SA Tourism 

FRTOA – Flinders Ranges Tourism Operators Association 

MOM – Mountains of Memory Project 

NRDB – Northern Region Development Board 

NYNRMB – Northern and Yorke Natural Resource Management Board 

OACDT – Outback Areas Community Development Trust 

PAR – Public Access Routes 

SAALNRMB – South Australian Arid Lands Natural Resource Management Board 

SATC – South Australian Tourism Commission 

SFRDB – Southern Flinders Ranges Development Board 

SFRTA – Southern Flinders Ranges Regional Tourism Authority 

SFTA – Southern Flinders Tourism Association 

SPIG – Strategic Plan Implementation Group (proposed in Section 13) 




List of Definitions 

LIST OF ACRONYMS AND DEFINITIONS OF TERMS USED IN THIS PLAN 

Definitions 

Tourism Product 

Something a visitor pays for as an integral part of their travel. It includes 

accommodation, food and beverages, guided tours, souvenirs, arts and craft. 

Attraction 

It is something which creates a reason for visiting an area. It could be natural 

such as the Wilpena Pound or built such as the Umoona Opal Mine and 

Museum. It can also be a product if people pay to see it. 

Experience 

Something which provides a physical, emotional, spiritual or intellectual 

connection with this place and its people. It may or may not be linked with a 

product and it is priceless. ie it doesn't cost the visitor more but it creates the 

highest levels of satisfaction. 

Services 

Those items provided by local people to tourists while they are in the area to 

support their visit. This includes visitor information services, chemist and medical 

services, internet access, groceries and fuel. 

Infrastructure 

This includes physical items such as toilets, signage, roads, boat ramps, picnic 

facilities, shelters, board walks, cycle paths, jetties etc which are usually 

provided by public authorities for the free use of residents and visitors. The 

quality and availability of infrastructure is a key contributor to visitor satisfaction. 




Executive Summary 

EXECUTIVE SUMMARY 

Premise for the Plan 

The primary purpose of this plan is twofold. Firstly, to increase the level of 

expenditure by those already visiting the region by providing additional and 

enhanced products and services they will be willing to pay more for. Secondly, 

to increase the number of visitors to the region by addressing current gaps in 

transport, products and service and targeting marketing initiatives to those 

markets most likely to find that the Flinders Ranges and Outback SA offers what 

they are looking for. 

Underpinning the achievement of our primary purpose is the need to protect 

and enhance the natural environment and landscapes that provide the source 

of the region’s appeal to visitors. It is also critical to ensure that rural 

communities are adequately resourced and supported to manage the 

impacts of tourism and provide satisfying experiences for visitors. 

The plan is built on the following six foundational premises: 

• Be true to who you are 

• Attract those who respect and value what you have to offer 

• Build on and strengthen existing quality products to generate immediate 

additional returns from current visitors 

• Focus on new developments – products and infrastructure – that reflect the 

essential character of the region and can be managed sustainably to 

deliver experiences your markets will pay for 

• Support the regional leaders in tourism to maintain their efforts to build the 

profile and position of the region 

• Align the rules to reinforce your vision for tourism. 

Tourism – A Vital Part of the Regional Economy 

In 2006 total tourism expenditure in the region exceeded $250 million and 

contributed to 1,380 jobs, $145 million of gross regional product and an 

additional resident population of over 3,300 people. Unlike industries like mining, 

those who work in tourism are likely to live in the region with their families. Jobs 

in tourism generate a significant level of flow-on economic activity in sectors 

such as health and education. 

Tourism – The Key to Viable Communities 

For some small communities and pastoral properties, involvement in tourism 

offers them the best opportunity for long term viability. Tourism can keep 

people in communities, where other forms of employment take them out of the 

community. Tourism therefore provides obvious benefits for the sustainability of 

these communities, notwithstanding the pressures it can place on these 

communities to manage and maintain the infrastructure that supports tourism. 





An Appealing Destination 

The Flinders Ranges and Outback South Australia have the potential to play an 

even stronger role in giving people a compelling reason to visit South Australia. 

This Plan seeks to find ways to promote the best of what we have to offer, build 

more appealing experiences and products and remove barriers to access and 

investment. The recognition of the Flinders Ranges as a Landscape of National 

Significance by Tourism Australia provides an opportunity to increase 

international awareness of the ancient beauty of this landscape. The Outback, 

not defined by State and Territory borders, is high on the list of many Australians’ 

future travel plans. It also has a great appeal to overseas visitors wanting to 

experience the vast spaces and brilliant colours of the desert environment. 

Our Vision and Targets for Sustainable Tourism 

We want more people to visit our region and we want them to experience the 

people, places and stories that make this a very special part of Australia. We 

want to be able to do that without damaging the natural environment and 

quality of life we currently enjoy. In fact, we see tourism as a long term 

investment in sustaining our land and its people. We want to provide high 

quality contemporary experiences that enable visitors to connect to this 

timeless land, its natural beauty, continuous culture and the “down to earth” 

people that call the Flinders Ranges and Outback South Australia their home. 

In summary our vision is to: 

Reward those who are drawn to experience our ancient, aweinspiring 

and diverse landscapes, and our rich living heritage with high 

quality products, services and infrastructure that supports their 

connections to our people and places and enables them to delight in 

an adventure they will always remember. 

Our central promise is that: We will reward our visitors with experiences that 

they will remember with delight. 

If everyone in the region lives this vision then we will succeed in attracting more 

people to visit and in generating higher levels of expenditure from those who 

are already coming. To be successful we must have a clear goal that everyone 

in the region is committed to working towards. 

Our vision is to achieve the following growth in tourism expenditure in the next 

six years: 

• 5 per cent per annum over the period 2008/09 to 2009/10; and 

• 10 per cent per annum over the period 2009/10 to 2013/14. 





This will result in an increase in tourism expenditure to $432million by 2013/14 

contributing an additional $81million to Gross Regional Product (GRP), creating 

an additional 724 full time equivalent jobs and bringing almost 1600 new 

residents to live in the region. 

The theme for this plan is Journeys, Tracks and Trails 

This theme recognises that the Flinders Ranges and Outback South Australia are 

key places that Australian and international visitors wish to include as part of a 

longer journey of exploration. 

It highlights the fact that for visitors there are no borders or boundaries to their 

journeys. The Flinders Ranges and Outback SA tourism region is a construct 

developed to assist in marketing and managing a specific geographic area. It 

is incumbent on those responsible for implementing this Plan to ensure that this 

construct does not become a barrier to developing seamless experiences for 

visitors. 

Beyond these roads and tracks are the trails people will take to get right off the 

highway whether this be on bike, foot, horse or camel. 

Adventure in an Ancient Land 

The Brand Proposition in Section 5.1 of the Plan has as its theme “Adventure in 

an Ancient Land” and its promise “Ancient awe inspiring landscapes and 

generous open hearted people”. The Plan describes the way the Brand 

Proposition was developed, its alignment with the South Australian Brand and 

how it should be used to inform the development of media and marketing 

campaigns and by operators in their businesses. 

Attracting Those Who Value What we have to Offer 

We have clearly identified those we want to attract to visit our region by our 

ability to provide experiences they are looking for, whether they want to: 

• Enjoy nature either as an active participant walking, cycling or riding or as 

an observer watching birds, enjoying sunsets or wondering at the stars and 

planets in the night skies 

• Meet friendly local people and share some of their stories informally at pubs 

or as guests in their accommodation or more formally as tour guides and 

tag-along leaders 

• Learn about the culture and history of the places they visit, again both 

passively and incidentally and in more structured interactive settings such 

as interpretive centres, museums and on guided tours 





• Be adventurous and engage in activities they would not do at home, 

perhaps testing themselves to achieve a personal goal or stretch their 

capabilities 

• Socialise with others, either those in their travel party of those they meet 

along the way who share their interests and stories of places to see and 

things to do 

• Eat and drink well and stay in places that are well set up to provide the 

type of accommodation experience they are seeking – whether this is a 

bush camp or a 4 star underground resort. 

In particular our region’s products are well matched to sub markets of the 

international and domestic “Experience Seeker” target markets, being “activity 

seekers” in the post family life cycle stage, high income long distance tourers 

and young “excitement seekers”. 

Developing a More Appealing Flinders Ranges and Outback SA 

The Priority Product Development Directions to meet the needs of these market 

segments are described in detail in Section 7.2. They include: 

• Improving the quality of food and beverage service 

• Providing more tourism experiences on pastoral properties 

• Developing additional high quality eco accommodation 

• Creating new interpretive experiences including tours that focus on 

geology, ecology and cultural heritage building on the Mountains of 

Memory project 

• Continuing to develop cycle tourism such as The Flinders by Bike Initiative 

and a major cycling event 

• Increasing access to Aboriginal culture and art 

• Investigating the feasibility of an accommodated 4-5 day walking tour on 

the Heysen Trail (Huts on Heysen). 

Getting to the region: Air, Road and Rail Transport 

Just as South Australia has as one of its key goals “ Getting More Planes to 

Land”, the Flinders Ranges and Outback SA needs to increase access to the 

region by improving infrastructure, attracting larger planes, developing new 

tour routes and increasing time spent in the region by those travelling through it 

on long distance rail and bus services. 





Section 8 of the Plan describes some of the key actions needed to develop the 

level of access that will result in increased numbers of visitors to the region and 

higher yield from that visitation. 

Infrastructure and Services that Support Positive Visitor 

Experiences 

Infrastructure includes physical items such as roads, toilets, signage, boat 

ramps, picnic facilities, shelters, boardwalks, cycle paths and jetties which are 

usually provided by public authorities for the free use of residents and visitors. 

These items facilitate the experience for visitors. 

It is also includes utilities such as power, telecommunications and water supply. 

Services are those items provided by local people to tourists while they are in 

the area to support their visit. This includes visitor information services, chemist 

and medical services, internet access, groceries and fuel. 

The Outback Areas Community Development Trust undertook an assessment of 

regional infrastructure as part of the State of the Outback Report released in 

2005. The assessment focussed on water, transport, energy and 

communications and found significant shortcomings in the areas of 

• basic tourism infrastructure including toilets and signs 

• water – quality and quantity to support industry development including 

tourism and mining 

• Roads and safety 

• communications – access to equivalent standard including broadband 

internet access 

• power – access to a continuous adequate and secure source of power 

• waste management. 

Section 9 of the Plan provides a discussion on these infrastructure issues as they 

relate to tourism as well as consideration of how to provide a more effective 

Visitor Information Service Network. 

The Capacity of the Community, Tourism and Hospitality Industries 

to Manage Tourism Growth 

There are two key challenges for the region in being able to meet the growth in 

tourism demand envisaged by the plan. 

The first challenge will be to attract, retain and develop a skilled workforce able 

to provide high quality customer focussed service and experiences. 





The second challenge will be to adequately resource and support the 

dwindling core of volunteers in small country towns and outback communities, 

who maintain the infrastructure and public amenities; organise the community 

events and fundraising initiatives; write the grant applications and attend to the 

myriad of requirements of Government bureaucracies, planning consultants 

and others who want their input and expertise. 

Neither of these challenges are unique to the Flinders Ranges and Outback SA 

region, however both are exacerbated by the impact of the boom in mining 

which creates competition for skilled workers which tourism businesses can’t 

afford to match and removes workers from local communities for extended 

periods of time. 

Managing the Impacts of Visitor Behaviour to Protect Ecological 

Assets 

Section 11 of the Plan provides a framework to assist property owners and 

managers to manage tourism activities and visitor behaviour to protect the 

region’s valued ecological assets. This framework is supported by Checklists for 

Prospective Tourism Developers in Attachment Three to the report. Additional 

information is contained within the South Australian Tourism Commission’s 

Design Guidelines for Sustainable Tourism. 

Aligning the Planning Roles to support the Vision 

Making sure that planning policies support and facilitate sustainable tourism 

developments is a key requirement for attracting investors willing to meet the 

needs of our target markets. 

Section 12 of the Plan describes the kinds of changes to planning policies that 

may be needed. 

Implementing the Plan 

Governments have an important role to play in facilitating and supporting 

tourism. Section 13 of the Plan provides details of the proposed model for 

implementing the Actions in this Plan. It recommends the establishment of a 

Tourism Development Team and a Strategic Plan Implementation Group. 

Priority Actions 

The Action Plan Framework in Section 14 provides a summary of all of the 

Actions in the Plan and indentifies the urgent and important actions which 

need to be addressed as a matter of priority by the Tourism Development Team 

and Strategic Plan Implementation Group. 





The seven urgent actions identified by the Project Partners are: 

• Adopting and implementing the theme of Journeys, Tracks and Trails. 

(Action One) 

• Improving the quality of food and beverage service. (Action Seven) 

• Articulating the Brand Proposition through the Development of a Media 

Kit and support for business operators. (Action Three) 

• Developing the FROSAT Tourism Plan, formerly known as the Marketing 

Plan. (Action Five) 

• Increasing the range of tourism experiences on pastoral properties. 

(Actions Eight, Nine and Ten) 

• Proving additional rail and holiday options and coach touring routes 

(Actions Thirty One and Thirty Two) and continue the focus on increasing 

the capacity of operators to deliver geotourism experiences. (Actions 

Twelve and Thirteen) 

• Working with operators with an interest in and capacity to provide high 

quality eco-accommodation. (Action Eleven) 

These actions need to be progressed in the next twelve months. 

The eight important actions identified by the Project Partners may have a 

longer lead time but work needs to either commence or continue in order to 

realize the targets established for tourism growth in the region. These actions 

are: 

• Developing new interpretive experiences. (Actions Fourteen and 

Sixteen) 

• Addressing priority infrastructure improvements. (Actions Thirty Three, 

Thirty Four and Thirty Five) 

• Upgrading airport infrastructure (Action Twenty Eight) 

• Increasing air services to Coober Pedy and Port Augusta. (Action 

Twenty Nine) 

• Continuing to implement the Southern and Central Flinders Cycle 

Tourism Initiatives (Actions Seventeen, Eighteen and Nineteen) 

• Developing more effective links with interstate tourism organizations to 

support cross border itineraries and packages. (Action Two) 

• Increasing access to Aboriginal art and culture. (Actions Twenty and 

Twenty One) 

• Investigating the feasibility of Huts on Heysen – an accommodated 4-5 

day walking experience. (Action Twenty Two) 

• Working with regional tourism operators to bundle products for sale by 

domestic and international retailers. (Action Six) 





Leading Together 

The region is home to many powerful personalities, each of them great leaders 

in their field. It is also a place where the concept of “mates lending a hand” is 

lived out unselfconsciously every day. These two attributes are part of the 

Flinders Ranges and Outback SA Brand and the key to our success as the 

Australian destination for “Adventure in an Ancient Land”. With the leaders in 

tourism working together we will undoubtedly achieve our vision and targets to 

grow a strong and vibrant tourism industry that delivers exceptional 

experiences to our visitors. 




Introduction and Purpose of this Plan 

1. INTRODUCTION AND PURPOSE OF THIS PLAN 

The Flinders Ranges and Outback South Australia Tourism Region makes a 

significant contribution to South Australia’s appeal as a tourism destination. Not 

only does the region contain some of Australia’s most well recognised 

landscapes such as the Wilpena Pound, red gum lined creeks and gorges, arid 

rivers and vast inland fresh and saltwater lakes, it has hosted internationally 

renowned events such as the Outback Cattle Drive. It is the region, outside of 

metropolitan Adelaide, that attracts the highest numbers of overnight visitors – 

542, 000 visitors in 2006/07 spending over 2 million nights. 

1.1 Tourism – A Vital Part of the Regional Economy 

In 2006 total tourism expenditure in the region exceeded $250 million and 

contributed to 1,380 jobs, $145 million of gross regional product and an 

additional resident population of over 3,300 people. Unlike industries like mining, 

those who work in tourism are likely to live in the region with their families. Jobs 

in tourism generate a significant level of flow-on economic activity in sectors 

such as health and education. 

1.2 Tourism – The Key to Viable Communities 

For some small communities and pastoral properties, involvement in tourism 

offers them the best opportunity for long term viability. Tourism can keep 

people in communities where other forms of employment take them out of the 

community. Tourism therefore provides obvious benefits for the sustainability of 

these communities, notwithstanding the pressures it can place on these 

communities to manage and maintain the infrastructure that supports tourism. 

1.3 An Appealing Destination 

The Flinders Ranges and Outback South Australia have the potential to play an 

even stronger role in giving people a compelling reason to visit South Australia. 

This Plan seeks to find ways to promote the best of what we have to offer, build 

more appealing experiences and products and remove barriers to access and 

investment. The recognition of the Flinders Ranges as a Landscape of National 

Significance by Tourism Australia provides an opportunity to increase 

international awareness of the ancient beauty of this landscape. The Outback, 

not defined by State and Territory borders, is high on the list of many Australians’ 

future travel plans. It also has a great appeal to overseas visitors wanting to 

experience the vast spaces and brilliant colours of the desert environment. 





1.4 Barriers to Capitalising on that Appeal 

Most of these barriers are not unique to the Flinders Ranges and Outback South 

Australia; they are being experienced by regions across Australia. 

Travel behaviour is influenced by many factors, but most significantly by 

economic health in the place visitors come from and by the general 

consumption patterns of those people. 

Significant factors that are currently having an impact on domestic holiday 

travel include: 

• Higher levels of personal and household debt (particularly given recent 

interest rate rises). 

• Changing household consumption patterns (increases in spending on 

communications, household goods, home entertainment systems, 

furnishing, renovations and health). 

• Increased overall costs of domestic travel (excluding airfares to capital 

cities) reducing affordability and competitiveness (particularly because of 

steep increases in fuel prices). 

• Australians travelling overseas more (particularly from Sydney and 

Melbourne). This is due in part to better exchange rates and increases in 

seat capacity and holiday deals to New Zealand and South East Asia. 

• Changes in the labour market making travel more difficult (increasing 

casualisation of the workforce, long working hours and people not taking 

their holiday leave). 

Basically people have less time and money to spend on travel and prefer to 

spend it on making their home environment convenient, comfortable and 

entertaining (this trend has been dubbed ‘cocooning’ by futurists). 

At the same time, with cheaper overseas airfares along with the rising value of 

the Australian dollar, there has been strong growth in the more exotic 

outbound travel. Outbound departures are forecast to grow at an average 

annual rate of 5.2% to 2016 to reach a total of 8.22 million. 

In addition, regions, other than the Queensland holiday destinations, have 

been hit by an increase in low cost air carriers focussed on capital cities and 

the Queensland holiday regions, much higher fuel prices and a lack of the 

standard of accommodation which is being sought by discerning travellers. 

Lack of time (the Australian working population has 88 million days of holiday 

leave accrued), affordability, other consumer priorities and the industry’s lack 

of competitiveness are major issues confronting all destinations. Changes to 





employment conditions that allow employees to cash in leave entitlements 

may also reduce the amount of holiday travel. 

The Tourism Forecasting Committee of Tourism Research Australia has forecast 

a long-term average annual growth in domestic visitor nights to 2016 of 1.0% 

per annum and in overseas visitors of 4.8% per annum to reach 8.9 million which 

is just slightly more than the number of Australians travelling overseas. These 

figures are considerably more optimistic for domestic travel than they were 2 

years ago. 

Should there be any new ‘shocks’ to the market (ie: terrorism, disease 

outbreaks, interruptions to oil supply, natural disasters, etc) then there may be 

an adjustment in the growth prediction between the international market and 

the domestic market. 

(Source: Tourism Forecasts, Tourism Research Australia 2007.) 

1.5 Regional Barriers to Capitalising on our Tourism Appeal 

There are also barriers at the regional level which limit the ability of the region 

to attract new visitors. 

The first set of barriers relates to image and perception. Many people think 

they know the Flinders Ranges because they went there with their families on 

camping holidays in the 60’s and 70’s. They do not associate the Flinders 

Ranges with high quality accommodation and good food and wine. They are 

not aware of the way the products and experiences available in the Flinders 

Ranges have evolved and matured without compromising the natural beauty 

they remember. 

The Outback was under the spotlight in 2002, during the Year of the Outback, 

and since then it appears to have had little focus, particularly in South Australia. 

Queensland has been extremely proactive developing and promoting 

Outback Drive Routes, itineraries, building infrastructure and developing new 

product. 

It seems timely to bring the spotlight back to the South Australian Outback 

promoting the links to the adjoining regions and highlighting the features that 

differentiate our piece of the Outback – the iconic tracks, famous pubs, high 

quality underground living, inland lakes and rivers. 

Access to our region also poses a barrier to increasing visitation and this Plan 

highlights a range of actions to increase air services, optimise rail connections 

and develop new tour routes for coach and self drive markets. 





1.6 Premise for the Plan 

The primary purpose of this plan is twofold. Firstly, to increase the level of 

expenditure by those already visiting the region by providing additional and 

enhanced products and services they will be willing to pay for. Secondly, to 

increase the number of visitors to the region by addressing current gaps in 

transport, products and service and targeting marketing initiatives to those 

markets most likely to find that the Flinders Ranges and Outback SA offers what 

they are looking for. 

Underpinning the achievement of our primary purpose is the need to protect 

and enhance the natural environment and landscapes that provide the source 

of the region’s appeal to visitors. It is also critical to ensure that rural 

communities are adequately resourced and supported to manage the 

impacts of tourism and provide satisfying experiences for visitors. 

The plan is built on the following six foundational premises: 

• Be true to who you are 

• Attract those who respect and value what you have to offer 

• Build on and strengthen existing quality products to generate immediate 

returns from current visitors 

• Focus on new developments – products and infrastructure – that reflect the 

essential character of the region and can be managed sustainably to 

deliver experiences your markets will pay for 

• Support the regional leaders in tourism to maintain their efforts to build the 

profile and position of the region 

• Align the rules to reinforce your vision for tourism. 

1.7 About the Planning Process 

The Flinders Ranges and Outback Integrated Regional Strategic Tourism Plan is 

a partnership between the following organisations: 

• Flinders Ranges and Outback SA Tourism 

• Northern Regional Development Board 

• Southern Flinders Ranges Development Board 

• District and Regional Councils of the Flinders Ranges and Outback region: 

- Flinders Ranges Council 





- District Council of Coober Pedy 

- District Council of Mount Remarkable 

- District Council of Orroroo Carrieton 

- District Council of Peterborough 

- Port Augusta City Council 

- Port Pirie Regional Council 

• Outback Areas Community Development Trust 

• Flinders Ranges Tourism Operators Association 

• Business Port Augusta 

• Department for Environment and Heritage; and 

• South Australian Tourism Commission. 

In October 2007, a consultant team led by Urban & Regional Planning Solutions, 

in association with EconSearch and Ecological Associates, was appointed to 

work with these partners, tourism and business operators and regional 

communities to prepare the Plan. The primary objective of this project is to 

provide the Flinders Ranges and Outback with an innovative and strategic 

policy and planning framework that will help attract and grow investment and 

build capacity in sustainable tourism within the Region. 

There has been extensive consultation with regional communities, tourism 

operators and State Government and regional organisations with an interest in 

tourism. 

1.8 What does the Plan Deliver? 

The Plan that has resulted from their input provides: 

• A clear vision, strategies and actions for achieving sustainable tourism in 

the Flinders Ranges and Outback region; 

• An understanding of the market segments with the greatest potential for 

growth; 

• Growth scenarios and a preferred growth target developed around 

these potential areas of tourism growth and the likely return from 

achieving this target; 

• A differentiated 'brand strategy', based upon an understanding of the 

region's target markets and inherent attributes; 





• The identification of the key development opportunities that will help 

build the brand; 

• The identification of the linkages with other sectors in order to better 

facilitate 'value-adding' tourism; 

• Tourism infrastructure priorities that support the opportunities and better 

use of existing infrastructure; 

• Recommendations for aligning the planning policies within Development 

Plans with the agreed sustainable tourism vision; 

• The identification of environmental management initiatives that will assist 

in the management of this growth; 

• A clearly articulated implementation strategy and Action Plan Framework 

that includes arrangements for the delivery of the strategy. A key element 

of the implementation strategy has focussed on mechanisms to maintain 

and strengthen stakeholder involvement, commitment and 

collaboration. 

1.9 How to Read this Plan 

This Plan is the synthesis of a significant amount of research and consultation 

undertaken by members of the consultant team. All of this background 

material is contained in the Appendices Report which accompanies this Plan. 

The Appendices Report contains the following documents: 

• Literature Review of a range of relevant strategies, plans and studies 

• Progress report containing market analysis, tourism product and 

experience audit, preliminary economic analysis and ecological 

assessment 

• Economic Modelling Report by EconSearch 

• Tourism Planning Policy Review highlighting issues associated with the 

planning systems generally and with Development Plans that could act as 

a barrier to sustainable economic development 

• Discussion Paper prepared to stimulate constructive responses from those 

attending consultation meetings 

• Environmental Management Framework - managing tourism activities to 

protect ecological assets. 

• Consultation Report 




Alignment with State and Regional Strategic Directions 

2. ALIGNMENT WITH STATE AND REGIONAL STRATEGIC 

DIRECTIONS 

Flinders Ranges and Outback SA Tourism Region provides an important 

opportunity for the State Government to realise its strategic directions. It has 

many of the experiences and attributes that the State Government has 

identified as central to achieving its vision for South Australia. 

2.1 South Australia’s Strategic Plan: Creating Opportunity 

Moving Forward Together establishes the following target: 

“Increase visitor expenditure in South Australia’s tourism industry from 

$3.7 billion in 2002 to $6.3 billion by 2014 by increasing visitor numbers 

and length of stay and, more importantly, by increasing visitor 

spending” 

This Plan has established targets to increase the yield from tourism i.e. 

expenditure on tourism products by better matching markets to existing 

product and by developing products to meet the needs of target markets. 

The South Australian Tourism Plan 2003 – 2008 is currently being reviewed. The 

Plan will be informed by the Strategic Intent and Goals of SATC Plan 2008-2009. 

The Strategic Intent is expressed as follows: 

• Grow total tourism expenditure in SA to $6.3 billion by 2014, which requires 

a milestone of $4.9 billion by 2009 

• Grow the number of target audience predisposed to SA to 25% by 2014, 

which requires a milestone of 14% by 2009 

• Get more domestic target audience to holiday in SA, 750,000 by 2014, 

which requires a milestone of 520,000 by 2009 

• Grow international tourism expenditure in SA to $750 million by 2014 which 

requires a milestone of $420 million in 2009. 

The Goals and Key Performance Indicators for the SATC are: 

• Goal 1 – Communicate a More Appealing SA of Today 

Right message, right audience through right medium 

Key Performance Indicators: In 2008/09 grow to 520,000 domestic visitors 

and $420m international expenditure 

• Goal 2 – Get More Planes to Land 

Grow domestic and international seat capacity 





Key Performance Indicators: In 2008/09 grow to 77,000 domestic seats and 

6,500 international seats 

• Goal 3 – Develop a More Appealing SA of Tomorrow 

Events, Experiences and Infrastructure 

Key Performance Indicators: In 2008/09 achieve $20million in strategic 

projects and Develop an Events KPI. 

The Strategies developed to achieve these goals are based around a fourfold 

approach to plan, develop, activate and communicate. 

Planning for success will require the translation of the $6.3 billion target into 

meaningful goals for all industry stakeholders. Creating a positive tourism 

development environment means influencing positive tourism policy and 

working to reduce planning barriers. 

Developing South Australia as a tourism destination means finding out what is 

appealing about SA to potential visitors, bundling this product and selling it as 

South Australia’s greatest. The strategies include to “identify and grow SA’s 

current stock of most outstanding tourism products and regroup and 

repackage into more appealing holiday experiences”. In addition to “Making 

the Most of What We Have Got” the SATC also needs to work with its industry 

partners to “develop a more appealing SA of tomorrow”. This will involve 

research to understand the gaps in SA’s tourism experiences and identifying 

holidays that will appeal to higher yielding and longer staying visitors. It will also 

require being proactive in identifying and targeting investors to consider 

development opportunities. Events are a key plank in the development 

approach with a range of strategies for “establishing events as reason to 

come”. 

The strategies to Activate the Goals relate to improving our access to and 

through South Australia, accessing the right distribution channels for our target 

markets and maximising SA Sales by the trade. 

Communicating with Impact will require a clear consistent message, wise 

investment in the best mix of media to reach the higher yielding longer staying 

customers, picking and promoting the most appealing holiday experiences 

and recognising the need for a strong online presence. 





2.2 Sustainable Tourism Package 

The Sustainable Tourism Package which was developed by the SATC and 

includes the Design Guidelines for Sustainable Tourism Development provides a 

framework for successful sustainable developments that are based on 

“authenticity, reflecting community values and achieving conservation 

outcomes”. 

The Guidelines provide information for developers, planners and the 

community, to enable them to understand the components that need to be 

addressed in the siting and design of sustainable tourism developments. 

This Plan utilises that framework within the context of the ecological assets of 

the Flinders Ranges and Outback SA. It provides guidelines based on these key 

components to assist regional developers and planners to ensure that tourism 

developments minimise their impacts on the natural environment and use 

natural resources such as water and energy in a sustainable manner. 

The Package includes 12 principles of Sustainable Tourism. A copy of these is 

provided in Attachment 1. 

This Plan is soundly based on these principles as it seeks to identify what is 

different about the Flinders Ranges and Outback SA thus basing development 

and marketing on the attributes of the region. The Plan provides a clear 

understanding of the needs of different markets and strategies for targeting 

them. It aims to add value to the attributes of the region to deliver richer 

tourism experiences and diversification of the local economy. The foundation 

of the Plan is a deep respect for the natural and cultural values which form the 

basis of sustainable tourism development. 

2.3 Other South Australian Tourism Strategies 

Other Tourism Strategies of particular relevance to the Flinders Ranges and 

Outback SA include the: 

• Responsible Nature-based Tourism Strategy, 

• Cycle Tourism Strategy. 





2.4 Regional Plans and Projects 

Flinders Ranges and Outback SA Tourism Marketing Plan 2007-2008 

The Marketing Plan establishes directions for the marketing and industry 

development initiatives required to attract the identified target markets to visit 

the region, and to increase the length of stay and level of expenditure of those 

who are already intending to visit the region. 

Mountains of Memory Project 

The "Mountains of Memory” (MOM) project is being undertaken through an 

Australian Tourism Development Programme (ATDP) grant. It is the first stage of 

a geotourism strategy developed by the Flinders Ranges Tourism Operators 

Association (FRTOA) in 2005-2006. FRTOA was inspired initially by evidence that 

recent international recognition of the Ediacaran fossil fields was beginning to 

bring high-yield and highly discerning visitors to the region. The initial focus was 

broadened from a fossil heritage strategy to a geotourism strategy 

encompassing the broader landscape and culture of the region. 

The MOM is developing coordinated branding, communications, interpretive 

and training frameworks for the Flinders Ranges. The project will identify ways 

of providing value-added experiences based on the region's rich natural and 

human story. The aim is to increase yield, foster dispersal of tourism impacts 

regionally and improve tourism flows between the region and adjacent 

regions. 

National Landscapes Programme 

The National Landscapes Programme was developed by Tourism Australia and 

Parks Australia in 2008. The Flinders Ranges was designated as one of the 

nation's key landscape regions. The commitment of the region's operators to 

developing the geotourism strategy led to it becoming one of the first National 

Landscapes to be given active attention and to secure funding of $250,000 

under the Australian Tourism Development Programme in late 2006 for the 

MOM project. The Flinders Ranges was recognised as one of three new 

National Landscapes in late 2007. 





Planning Initiatives 

Planning SA has recently initiated the Far North and Mid North Regional Land 

Use Frameworks to guide future land use and development in these regions. 

Within this context, tourism is an important community development 

opportunity that requires detailed economic, social and environmental 

planning and management. This Strategic Tourism Plan will provide a clear 

vision and directions for tourism growth within the Flinders Ranges and Outback 

South Australia over the next 20 years, and will demonstrate how each of the 

tourism partners can drive and implement change. Importantly, this Plan will 

help align tourism efforts with the spatial plans. 

Southern Flinders Ranges Cycle Tourism Development Master Plan 

The three Councils comprising the Southern Flinders Ranges region have been 

developing a cycle tourism master plan for the region. This master plan is a 

short, medium and long term plan that will drive investment in the region to 

create a range of tourism experiences. It has resulted in funding being secured 

to develop a number of mountain bike routes and links between key cycle 

destinations. 

State of the Outback Report (2005) 

This report provides a comprehensive snapshot in time of the social, economic 

and environmental condition of South Australia’s outback areas. The report 

highlights a range of infrastructure and community capacity issues that need to 

be addressed in order to manage tourism growth in a sustainable manner. 

Department of Environment and Heritage (DEH) Planning Initiatives 

DEH is currently developing the Flinders Ranges Trail Master Plan to set the 

strategic direction for trails within the Flinders Ranges National Park. The plan 

will provide the directions for trail related experiences and trail sustainability. It 

will also provide future directions for trails within the park. 





3. OUR VISION AND TARGETS FOR SUSTAINABLE TOURISM 

We want more people to visit our region and we want them to experience the 

people, places and stories that make this a very special part of Australia. We 

want to be able to do that without damaging the natural environment and 

quality of life we currently enjoy. In fact, we see tourism as a long term 

investment in sustaining our land and its people. We want to provide high 

quality contemporary experiences that enable visitors to connect to this 

timeless land, its natural beauty, continuous culture and the “down to earth” 

people that call the Flinders Ranges and Outback South Australia their home. 

In summary our vision is to: 

Reward those who are drawn to experience our ancient, aweinspiring 

and diverse landscapes, and our rich living heritage with high 

quality products, services and infrastructure that supports their 

connections to our people and places and enables them to delight in 

an adventure they will always remember. 

Our central promise is that: We will reward our visitors with experiences that 

they will remember with delight. 

If everyone in the region lives this vision then we will succeed in attracting more 

people to visit, and in generating higher levels of expenditure from those who 

are already coming. To be successful we must have a clear goal that everyone 

in the region is committed to working towards. 





3.1 Setting Targets for Tourism Growth 

The Strategies in this Plan have all been developed to contribute to an increase 

in tourism expenditure by attracting more visitors to the region and increasing 

the range and yield of available tourism products. This section of the Plan 

provides an overview of the impacts of the agreed targets for growth for the 

next 6 years. 

A key objective of the economic modelling undertaken for this project was the 

estimation of economic and population impacts of a future development 

scenario for tourism expenditure in the Flinders Ranges and Outback region. 

The final scenario was developed by the Project Steering Committee in 

consultation with the consultants, subsequent to their meeting on Wednesday 

23 April 2008. The scenario was defined as compound, real rates of growth 1 in 

tourism expenditure of: 

• 5 per cent per annum over the period 2008/09 to 2009/10; and 

• 10 per cent per annum over the period 2009/10 to 2013/14. 

The regional economic and population impacts of the scenario were 

estimated using the DECON model prepared for this study and the results are 

summarised in Table 1 (page 15). Interpretation of these results is provided in 

the accompanying text and is further illustrated in Figures 1.1 to 1.4. 

The growth scenario was based on the assumption that the level of tourism 

expenditure would increase over time but the pattern of expenditure (i.e. by 

sector) would be the same as that modelled for 2006/07, as detailed in other 

sections of the report. (See Companion Document Appendix C) 

Economy-wide improvements in labour and capital productivity over time and 

the tendency for average family size to fall over time have all been accounted 

for in the modelling procedure. 

A compound annual growth rate in regional tourism expenditure of 5 per cent 

over the period 2006/07 to 2009/10, increasing to 10 per cent over the period 

2009/10 to 2013/14 would result in economic and population impacts of the 

following magnitude (Table One). 

• Total tourism expenditure over the 7 year period would grow by $177m 

(in 2007 dollars), from $255m in 2006/07 to $432m in 2013/14, an annual 

average growth rate of 7.8 per cent. This level of growth in tourism 

expenditure is equivalent to a 70 per cent increase in the current 

regional total. To put this regional development scenario into 

11 That is, net of the impact of price changes. 





perspective, the tourism expenditure target for SA in the State Strategic 

Plan will require a compound, real rate of growth in tourism expenditure 

of 3 per cent per annum to 2013/14. 

• Gross Regional Product GRP generated in tourism-based activities and 

associated flow-ons in other sectors of the regional economy would 

increase from $145m to $226m, an annual average growth rate of 6.5 

per cent. Growth in GRP over the 7 year period of $81m is equivalent to 

a 1.6 per cent increase in the current size of the regional economy 

($4,943m). 

• Employment generated in tourism-based activities and associated flowons 

in other sectors of the regional economy would increase from 1,380 

full time equivalent (fte) to 2,104 fte, an annual average growth rate of 

6.2 per cent. Growth in employment over the 7 year period of 724 fte is 

equivalent to a 2.1 per cent increase in the current regional total 

(34,354 fte). 

• Population generated by tourism-based activities and associated flowons 

in other sectors of the regional economy would increase from 3,361 

persons to 4,940 persons, an annual average growth rate of 5.7 per 

cent. Growth in population over the 7 year period of 1,579 persons is 

equivalent to a 2.0 per cent increase in the current regional total 

(77,000 persons). 

Note that growth rates in GRP, employment and population attributable to 

increased tourism expenditure have been calculated using the level of 

regional economic activity in 2006/07 as a base. If the regional economy were 

to grow in response to other sources of demand, for example, increased 

demand for the output of the mining and energy sector, the relative 

contribution of tourism may not change. 

The regional tourism expenditure scenario and consequent economic (i.e. GRP 

and employment) and demographic (i.e. population) impacts are summarised 

in Figures 1 to 4. 





Table One 

Economic and population impact estimates for the tourism growth scenario, Flinders Ranges and Outback region, 

2006/07 to 2013/14 

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 

a 

Tourism expenditure 

total ($m) 255 268 281 295 325 357 393 432 

Av. annual 

growth 

rate 

change ($m) - 13 13 14 30 32 36 39 7.8% 

Gross regional product a 

total ($m) 145 151 156 162 176 192 208 226 

change ($m) - 5 6 6 14 15 17 18 6.5% 

Employment a 

total (fte) 1,380 1,427 1,476 1,527 1,654 1,792 1,942 2,104 

change (fte) - 47 49 51 127 138 150 162 6.2% 

Population a 

total (no.) 3,361 3,458 3,558 3,660 3,945 4,252 4,583 4,940 

change (no.) - 97 100 103 285 307 331 357 5.7% 

GRP, employment and population impacts represent economic and demographic activity generated by tourism expenditure in the 

region. 

Source: EconSearch analysis 





Figure 1 

Tourism expenditure growth scenario for the Flinders Ranges and 

Outback region, 2006/07 to 2013/14 

Total tourism expenditure, ($m, 2007 dollars) 

500 

450 

400 

350 

300 

250 

200 

150 

100 

50 

0 

2006/07 

2007/08 

2008/09 

2009/10 

2010/11 

2011/12 

2012/13 

2013/14 

Source: EconSearch analysis 2008 

Figure 2 

GRP impacts attributable to tourism growth scenario for the Flinders 

Ranges and Outback region, 2006/07 to 2013/14 

GRP attributable to tourism expenditure ($m, 2007 dollars) 

250 

200 

150 

100 

50 

0 

2006/07 

2007/08 

2008/09 

2009/10 

2010/11 

2011/12 

2012/13 

2013/14 

Source: EconSearch analysis 2008. 





Figure 3 

Employment impacts attributable to tourism growth scenario for the 

Flinders Ranges and Outback region, 2006/07 to 2013/14 

Employment attributable to tourism expenditure (fte jobs) 

2,500 

2,000 

1,500 

1,000 

500 

0 

2006/07 

2007/08 

2008/09 

2009/10 

2010/11 

2011/12 

2012/13 

2013/14 


Figure 4 

Population impacts attributable to tourism growth scenario for the 

Flinders Ranges and Outback region, 2006/07 to 2013/14 

Population attributable to tourism expenditure (no. persons) 

6,000 

5,000 

4,000 

3,000 

2,000 

1,000 

0 

2006/07 

2007/08 

2008/09 

2009/10 

2010/11 

2011/12 

2012/13 

2013/14 





The Theme for this Plan is Journeys, Tracks and Trails 

4.0 THE THEME FOR THIS PLAN IS JOURNEYS, TRACKS AND TRAILS 

This theme recognises that the Flinders Ranges and Outback South Australia are key 

places that Australian and international visitors wish to include as part of a longer 

journey of exploration. They are also destinations for South Australians taking a longer 

break or holiday. 

It highlights the fact that for visitors there are no borders or boundaries to their journeys. 

The Flinders Ranges and Outback SA tourism region is a construct developed to assist in 

marketing and managing a specific geographic area. It is incumbent on those in the 

region to ensure that this construct does not become a barrier to developing seamless 

experiences for visitors. 

Many of our visitors are on a journey to discover the heart of Australia. Outback South 

Australia is directly linked by roads and iconic tracks to Queensland, New South Wales, 

Western Australia and the Northern Territory. 

It is critical that visitors are able to receive consistent and accurate advice and 

information at any point on their journey and that their experience is not marked by 

territorial disputes. It is the experiences not administrative boundaries that are relevant 

to the traveller. 

These disputes can also characterise discussions between and within regions in South 

Australia. They make no sense. Our role in building tourism is to provide a range of 

choices for visitors and to make sure they are aware of the kinds of experience each 

choice offers. The more alternative routes, loops and links we provide the more likely it is 

that one of these will appeal to a prospective visitor. 

Map One shows the kinds of routes that self-drive and coach tours will take to travel to 

and through the region. 

The thick black lines reflect the primary routes – mainly on bitumen or the relatively 

accessible tracks such as Oodnadatta, Birdsville and Strezlecki. The dotted lines show 

alternative routes. For example travellers leaving Adelaide have a choice of Highway 

One to Port Augusta or routes we could call B1 and B2 through Clare branching off 

either to Gladstone, Wirrabarra, Melrose and Wilmington or to Jamestown, Orroroo and 

then joining the main route from Broken Hill via Peterborough to Hawker via Carrieton or 

Cradock or Port Augusta and areas further north via Wilmington. Each of these routes 

offers travellers a very different experience enabling townships along the way to 

showcase their attractions to encourage people to stop for a meal, to visit an attraction 

and spend a night. These alternative routes need to be actively promoted by FROSAT, 

regional tourism operators and Councils. 

Beyond these roads and tracks are the trails people will take to get right off the highway 

whether this be on bike, foot, horse or camel. The Heysen and Mawson Trails are the 

best known of these, but many other areas have walking trails that provide access to 

lookouts and points of interest including town and heritage walks. The extensive 





mountain bike network being developed in the Southern Flinders Ranges and beyond 

through the proposed Flinders Ranges by Bike experience will contribute to further 

identifying the region as a place to get off the road to see the best of the country and 

have a memorable adventure. 

The following specific actions will contribute to building a seamless and integrated 

travel experience. The Action Plan Framework in Section 14 of this report provides details 

about the implementation of these and all of the Actions contained within the Strategic 

Plan. 

Action One: Adopt the theme of Journeys, Tracks and Trails as a tool to provide 

information about the region in ways that enable visitors to better understand the 

choices available to them and increase their awareness of the benefits of allowing the 

time to take “the road less travelled”. 

Action Two: Develop effective links with Tourism Organisations in Queensland, NSW, WA 

and the Northern Territory to promote a consistent continuous experience for travellers 

to the Australian Outback and to encourage exploration of adjoining areas as an 

integral part of their journey. 





Map One: Journeys, Tracks and Trails 




Be True to Who You Are – Branding and Positioning 

5.0 BE TRUE TO WHO YOU ARE – BRANDING AND POSITIONING 

In order to differentiate the Flinders Ranges and Outback South Australia from other 

regions in Australia and overseas destinations that are competing for the same types of 

visitors we need to be very clear about how we position ourselves so that we are the first 

destination they think of in relation to that specific experience or outcome. 

We need a brand that tells the market who we are and what we propose to offer them 

when they decide to visit us. Our brand proposition is like the promise we make to our 

prospective visitors. While it must be grounded in the reality of who we are, it can also 

drive us to aspire to be the best we can possibly be. 

The Brand Strategy guides the marketing message and ensures that polices and 

investments are aligned to our brand. 

A brand proposition is built by answering the following questions: 

• What are the physical attributes of the region (tell me what I will be able to see and 

do)? 

• What are the rational benefits associated with visiting the region (tell me why I 

should come)? 

• What are the emotional responses a visit to the region will generate (tell me how I 

will feel while I am here and what I will remember when I go home)? 

These elements are built into a core proposition or promise to consumers that is based 

on the essential nature and character of the Flinders Ranges and Outback SA. 

The Brand Values are those qualities that the region wants to be known for. The Creative 

Filters highlight the kinds of images needed to portray the region’s promise to our visitors. 

Currently there are a number of brand propositions in place in the Flinders Ranges and 

Outback SA. FROSAT’s Regional Marketing Plan contains a brand proposition and the 

Mountains of Memory geotourism strategy developed a Brand Strategy with a particular 

focus on geological attributes. 

As part of this project we have drawn on these existing statements, research and 

consultation with regional communities and our experiences across a range of regional 

destinations to prepare a Brand Proposition that attempts to capture the essence of the 

region. Action Three provides a recommended approach to using this Brand strategy to 

inform the development of media and marketing material. 





5.1 Flinders Ranges and Outback SA Brand Proposition 

The essence of the region can be expressed as follows: 

• An ancient awe inspiring land that generates a strong connection with the times 

when life began 

• A living heritage that embraces the continuous culture of Aboriginal peoples and 

the stories of those who explored and settled the land, building the communication 

and transport links to support mining, pastoral and farming enterprises 

• People who are dreamers of big dreams yet down to earth, resilient and resourceful 

• People who demonstrate deep seated friendliness, humour and honesty 

• A breathtaking natural beauty with landscapes and skies of intense colour and 

clarity. Sunsets and star filled night skies are utterly memorable. 

• The people, the places and the wildlife tell the stories of struggle and survival, 

adaptation and evolution, failure and success. 

• Much of what is amazing about this place lies hidden beneath the surface – it 

rewards those patient enough to take the time to allow this to be revealed. 

• The natural environment inspires innovation and creativity. 

• These can be harsh and unforgiving places at the mercy of the climate and 

seasons; unpredictable at times, surprisingly bountiful at others. 

• This diverse ever-changing landscape and its generous people will enrich those who 

journey here, opening them up to their own potential for change and generosity. 

This is consistent with the Brand Strategy developed for the mountains of Memory 

Geotourism Project although some of the language in the Flinders Ranges and Outback 

Strategy is different given the need to embrace the whole region. 

The Flinders Ranges and Outback SA Brand Proposition shown overleaf reflects the style 

and content of the South Australian Brand Strategy and those developed for other 

regions. 





BRAND VALUES 

The code by which all decisions 

and activities are based on and 

measured by. How you act. 

Authenticity 

Generosity 

Resourceful 

Genuine 

Down to earth humour 

THE BRAND PROMISE 

The region’s promise to the 

consumer. The essential 

nature and character of 

the region 

Flinders Ranges and Outback SA 

Adventure in an Ancient Land 

Ancient awe inspiring 

landscapes and generous open 

hearted people 

Aware of being part of a vast universe and a timeless land 

A sense of connection and belonging 

CREATIVE FILTERS 

The message to send to the consumer through 

your written, spoken and visual communication 

to communicate your brand promise. 

Earthiness 

Colour 

Accessible Adventure 

Warmth and Openness 

Unusual 

EMOTIONAL RESPONSE 

The psychological rewards or 

emotional response a tourist 

receives by visiting the 

region. What the consumer 

feels. 

RATIONAL BENEFITS 

The practical benefits 

the tourist receives from 

the region’s features. 

What the region 

provides for the 

consumer 

Pride in your achievements 

Grateful for people’s generosity 

Surprised by the region’s beauty and bounty 

Authentic and genuine Australian outback adventures 

Closest outback experience to a capital city 

World renowned geological landscapes, opal fields, rugged mountain ranges and 

gum tree lined gorges 

Participate in living history of places and people you meet – share their stories 

ATTRIBUTES 

The tangible, 

verifiable, objective 

measurable 

characteristics of 

the region 

Ancient 

landscapes 

that inspire a 

sense of awe 

You won’t have to rough it to get close to nature, unless you want to 

Wide open 

spaces 

Brilliant colours 

Clear night skies 

Accessible 

wildlife in a 

range of 

habitats 

Friendly honest 

and down to 

earth people 

Iconic tracks 

and trails 





Images that Capture the Essence of the Region 









5.2 Mountains of Memory: Brand Proposition 

As part of the Mountains of Memory geotourism strategy being developed for the 

Flinders Ranges from Yacka to Lyndhurst, there was extensive consultation with regional 

communities to identify a brand for this part of the region. 

The Executive Summary of the Brand Strategy Report provides the following overview. 

The Brand Essence: Peace and Tranquillity. 

Position Statement 

"The Flinders Ranges, where ancient landscapes inspire its peoples and reveal 

the story of life on earth". 

Key Quotation 

"There is nothing to parallel the rugged beauty of the Flinders Ranges. Visitors … 

return with stories of its timeless grandeur, its inspiring views, and its peaceful 

gorges". Arid Arcadia Art of the Flinders Ranges Art Gallery of SA 2002. 

Brand Values 

Authenticity, respect, integrity, honesty, spirituality, diversity, passion, earthiness 

and genuineness. 

Brand Personality 

"Laidback and friendly, down-to-earth and genuine: a storyteller; laconic and 

real; soft and sensuous; emotive and nurturing, yet resilient and ageless". 

Visitor Benefits 

A strong, spiritual connection to the landscape, a revitalisation of their spirit, 

profound new experiences that are visually rewarding. Overall, they will have 

the opportunity to feel a sense of connectedness and inner peace from being 

in such a peaceful place. 

5.3 South Australia’s Brand Proposition 

South Australia has adopted a brand that aims to develop and promote the best that 

South Australia has to offer. By building the destination and marketing the State, it is 

intended to contribute to creating employment, increasing export income and raising 

the profile of the State. 

The core proposition of Brand SA is “that South Australia is a vibrant and 

welcoming place that celebrates the good things in life”. 





A copy of the South Australian Brand Pyramid is found in Attachment 2. Table 2 on 

page 28 shows the relationship between Brand SA and the Flinders Ranges and 

Outback SA brand proposition. 

Figure 5 below shows the way that the brand is central to State and regional business 

growth strategies. It drives the activities of allied sectors and seeks to align their 

activities and outcomes within the consistent set of values that underpin the brand. 

Figure 5: The Role of the Brand in Business Growth Strategies 

SA Brand 

Flinders Ranges and Outback SA Brand 

Planning 

Policy 

Investment 

Infrastructure 

Marketing 

Material 

Quality 

Assurance 

(eg. business 

accreditation) 





Table 2: How does The Flinders Ranges And Outback SA Brand align with Brand SA? 

SA Brand 

Enterprising tradition of creativity and 

innovation 

Unspoilt nature at close proximity 

Flinders Ranges and Outback SA 

Resourceful people 

World renowned, geological features and 

accessible wildlife in a range of habitats 

Brilliant colours 

Clear night skies 

Intimate encounters with nature and people 

Participation and celebration of heritage and 

culture 

Friendly honest down to earth people who 

generously share their lives with visitors 

Participate in the living history of the places 

and people you meet 

Iconic tracks and trails 

A surprising discovery that inspires and 

challenges 

Aware of being part of a vast universe and a 

timeless land 

Surprised by the region’s beauty and bounty 

Proud of what you have achieved 

A vibrant and welcoming place that 

celebrates the good things in life 

A sense of connection and belonging 

You won’t have to rough it to get close to 

nature, unless you want to 

Brand Values 

Genuine and Personal 

Living Heritage and Tradition 

Free Thinking 

Genuine and Generous 

Authenticity 

Resourceful 

Down to Earth Humour 

Creative Filters 

Authentic 

Inspiring Moments 

Good Times 

Colour 

Warmth and Openness 

Accessible Adventure 





5.4 Using the Brand Proposition 

The Brand proposition is not intended to be used in this current format as a public 

document. It will be used to inform and underpin regional marketing collateral and the 

promotional material developed by tourism operators. More importantly it should be 

used by existing and future tourism operators as a test for their product. 

Is it consistent with brand strategy and values of the Flinders Ranges and Outback 

SA? 

How will it help provide the rational benefits and emotive responses that deliver on 

our promise to our visitors? 

The brand proposition may also assist the region’s decision makers to assess whether a 

proposed development, activity or infrastructure element will contribute to or detract 

from the essential nature and character of the Flinders Ranges and Outback SA. 

All stakeholders in tourism need to “live” the brand for it to have integrity. 

Action Three: Use the Brand Proposition in this Plan, the Mountains of Memory Brand for 

the Flinders Ranges, and the recognition of Flinders Ranges as one of Australia’s 

National Landscapes to inform the development of a media kit. 

Action Four: Seek funding to support operators to apply branding to their own business. 




Communicate a More Appealing Flinders Ranges and Outback SA of Today 

6.0 COMMUNICATE A MORE APPEALING FLINDERS RANGES AND 

OUTBACK SA OF TODAY 

Attract those who respect and value what you have to offer – Marketing 

to our Target Markets 

6.1 South Australia’s Target Markets 

South Australia is targeting both the Domestic and Global “Experience Seeker”, 

markets described by BDA Marketing Planning Research as: 

• Open to experience and curious about the world 

• Considered and rational 

• Preferring experiences which offer an intrinsic and internal reward 

• Unprejudiced 

• Good natured 

• Proud Australians who have seen other destinations overseas and now want to 

explore their “own backyard”. 

The “Experience Seeker” is a broadly based group of travellers and includes: 

• Affluent older singles and couples 

• Younger people under 35 

• Affluent couples plus children 

The types of activities in South Australia that align most closely with the interests of the 

domestic Experience Seeker include: 

• Socialising with other people 

• Visiting national parks and forests 

• Visiting museums 

• Bush walking 

• Visiting wineries and vineyards 

• Experiencing wilderness 

• Experiencing local culture 





6.2 What the Flinders Ranges and Outback SA has to offer SA’s Target 

Market 

The Flinders Ranges and Outback SA provides a strong match for all of these activities 

except for visiting wineries and vineyards; however the growing number of cellar door 

operations in the Southern Flinders Ranges can be seen as an extension of the winery 

experiences provided by the Clare Valley and Barossa regions. 

Visitors to our region will be able to: 

• Enjoy nature whether that be as an active participant walking, cycling or riding or as 

an observer watching birds, enjoying sunsets or wondering at the stars and planets 

in the night skies 

• Meet friendly local people and share some of their stories informally at pubs or as 

guests in their accommodation or more formally as tour guides and tag-along 

leaders 

• Learn about the culture and history of the places they visit, again both passively and 

incidentally and in more structured interactive settings such as interpretive centres, 

museums and on guided tours 

• Be adventurous and engage in activities they would not do at home, perhaps 

testing themselves to achieve a personal goal or stretch their capabilities 

• Socialise with others, either those in their travel party of those they meet along the 

way who share their interests and stories of places to see and things to do 

• Eat and drink well and stay in places that are well set up to provide the type of 

accommodation experience they are seeking – whether this is a bush camp or a 4 

star underground resort. 

6.3 Who is visiting the region? 

The Progress Report included in the Companion Document as Appendix B provides an 

analysis of those who visit the Flinders Ranges and Outback SA. 

Visitors can be categorised by their ages, travel party, the things they like to do, the 

length of time they stay and where they are from. Statistics on those visiting the region 

reveal some particular differences between the Flinders Ranges and Outback SA. While 

this Plan actively supports links between the two parts of the region and promotes ways 

to encourage people drawn to one area to extend their experience by visiting other 

areas it will be important to recognise these differences when identifying our target 

markets. 

Domestic visitors to the Flinders Ranges are more likely to be travelling as families than 

those in the Outback, while the Outback has higher proportions of older couples on 





long journeys and young people seeking excitement (ie the traditional ‘backpacker’ 

market of young Australians visiting the icons of their country via Outback SA.) 

Outback visitors report more interest in visiting heritage buildings and sites, visiting 

industrial tourism attractions and going on guided tours while visitors to the Flinders 

Ranges are more interested in bushwalking and visiting national and state parks. 

While the region is overwhelmingly a self drive destination with over 88% of all visitors 

travelling by private or company vehicle, more visitors travel by coach to Outback SA 

than to the Flinders Ranges. Air travel only represents 3% of all forms of transport used by 

visitors. 

6.4 Who do we want to attract to visit out region? 

Within the broad definition of the Experience Seeker target market there are a number 

of smaller segments based on particular interests, behaviours and travel needs. These 

market segments include travellers this project has identified as Activity Seekers, Long 

Distance Tourers and Excitement Seekers. These submarkets are described below: 

They are represented in both international and domestic markets. 

Activity Seekers, especially those in the age range of 45-60 years who may have visited 

the Flinders Ranges with their families in the past and are now interested in exploring the 

region further as their children have left home. They are likely to be driving a 4 wheel 

drive vehicle, on a holiday of 1 to 2 weeks. They are interested in being active and 

learning while on holiday so will look for bushwalking, cycling, day tours that include 

something different and personal interpretation. They are looking for good quality 

accommodation in natural settings and they enjoy good food and wine. They are 

exactly those being targeted by South Australia as having a high potential to increase 

the yield from tourism. 

Long distance tourers many of whom are now so well set up with caravans, camper 

trailers and motor homes, that they undertake their "journey of a lifetime" in a number of 

stages. They may return several times to their favourite places. They are often early 

retirees spending 3-6 months on the road or younger travellers enjoying long service 

leave or a family experience to remember. 

While they are reasonably self-contained with respect to accommodation, they are 

likely to have occasional "reward" nights in Bed and Breakfast, quirky hotel or well set up 

cabin and caravan park accommodation. They are likely to splash out on a restaurant 

meal and experiences that are seen as good value for money and that they wouldn't 

necessarily be able to do themselves. These could include scenic flights and guided 

tours of industrial, cultural or natural heritage sites where specialised knowledge 

enhances the experience. They also enjoy occasional rest days from driving. This group 

includes people in both the affluent and lower income older lifestages identified by BDA 

Marketing Planning Research. 





Excitement Seekers are those young travellers, generally urban based and aged under 

35 who are looking for an "out there" experience that involves group travel, socialising, 

entertainment and the chance to grab a story to enliven the party back home. They 

travel on small group coach tours and in hired vehicles such as motor homes and small 

buses. The Outback is a real drawcard for them and while they may not spend a lot on 

accommodation they tend to stay in one place for 2 or 3 nights if they are travelling 

independently. They spend on entertainment and on experiences that are outside of 

their everyday lives. 

Places like Coober Pedy and Parachilna have already captured some of this market. It 

could be that an older demographic of 30-45 year old excitement seeker lives in the 

hearts of some "time poor" city dwellers who could be attracted to visit the Outback by 

better air connections linked to excellent land based transport. Port Augusta and 

Coober Pedy would appear to be the most appropriate entry points for this traveller, 

who might continue their journey by small plane or luxury 4 WD vehicle. This group 

would align with the Fly and Stay market which is currently very low for South Australia. 

Operators in the region have identified the emergence of these domestic markets, 

particularly the “baby-boomer” generation on “short-legs” of a planned longer journey 

and the mid-life post family activity seekers looking for soft adventure and good quality 

accommodation, food, wine and service. The younger market is seen as one with 

considerable potential if air access to Coober Pedy could be improved. Better links 

between flights and land transport could also support Port Augusta and Hawker as 

focal points for entertaining adventures in both the Flinders Ranges and Outback for this 

market. Obviously additional air access to the region would assist in the growth of 

international tourism and high yield visitors from the eastern states. 

Families 

This sector comprises about 10% of visitors to the Region. It is important to continue to 

provide accommodation and activities that appeal to those travelling in family groups. 

The region needs however to avoid the temptation to try and compete with other 

destinations that focus on providing “constructed” entertainment for families. Giving 

people travelling with children a great experience is an investment in the travellers of 

tomorrow. 

Special Interests 

Within and beyond these target markets are a plethora of specialist or niche markets in 

areas such as: 

• Bird watching 

• Fishing 

• Aboriginal Cultural Tourism 

• Art and photography 





• TV, film and media 

• Conferences and conventions 

• Railway “buffs” 

• Heritage and history 

• 4WD touring 

• Geology 

• Mining 

• Gay and lesbian travellers 

• Cyclists 

• Bushwalkers 

These are themes or sub-sets within our target markets that should not be overlooked 

when positioning our region in the minds of travellers. 

International Visitors 

The region wishes to increase its focus on attracting international visitors, who currently 

comprise 12% of all visitors to the region. A number of the transport and product 

development strategies are specifically designed to grow international visitation. 

Tourism Australia and the SATC have primary responsibility for attracting international 

visitors to Australia and South Australia, respectively. 

Target Market Summary 

The Actions in this Plan have been developed to promote the best of the region and 

build a more appealing destination for: 

• High income long distance tourers 

• Post family activity seekers 

• Independent international travellers 

• International travellers on organised tours 

• High income families, and 

• Excitement Seekers. 





The highest domestic market priorities for the region are high income long distance 

tourers, older activity seekers and excitement seekers. 

Action Five: Develop a Marketing and Communications Plan that engages tourism 

operators and regional stakeholders in collaborative marketing and media activities 

that utilise the avenues accessed by our target markets. 

Action Six: Work with regional tourism operators to bundle products and create links 

that add value to the experiences available for sale by domestic and international 

retailers. 




Develop a More Appealing Flinders Ranges and Outback SA of Tomorrow 

7.0 DEVELOP A MORE APPEALING FLINDERS RANGES AND OUTBACK SA 

OF TOMORROW 

7.1 Matching our Products to the Needs of the Markets 

The Product Market Match Matrix in Tables Three and Four highlights the products and 

experiences that best meet the needs of the existing and future markets. Table Three 

shows existing products, some of which need further development or reinvigoration. 

Table Four shows new products that need to be developed. Although a small number 

of these opportunities may already exist they are either not of a scale or frequency to 

satisfy future market demands. This analysis shows that the markets which have the best 

match with our existing products are: 

• High income long distance travellers 

• Post family lifestage activity seekers 


• International travellers on organised tours 

• High income families, and 

• Excitement Seekers. 

These are our target markets. The tables also include low income long distance 

travellers, who are the traditional older “grey nomads” usually travelling on a fixed 

budget and low income families, who have always been attracted to bush camping 

holidays in the Flinders Ranges. Families are also a target market for some tourism 

operators such as caravan parks and shearers’ quarters accommodation on pastoral 

properties. 

By focussing on developing new products that have the best match with the needs of 

our target markets we will obtain the best return on investment. These priority products 

will act as a catalyst for other products. 





Table Three: Existing Products 

Primary Markets 

Aboriginal 

Cultural 

Tourism 

Festivals 

& 

Events 

Food 

& 

Wine 

Experiences 

4WD 

Tours 

and 

Tag A 

Longs 

The 

Opal 

Experience 

Outback 

Pubs 

Scenic 

Flights 

Rail/Mining 

Pastoral 

Heritage 

Locally 

Made 

Art/Craft 

Souvenirs 

Water 

Based 

Cruises/ 

Experiences 

High Income Long distance 

travellers (baby boomers) 

Post family activity seekers 

(45-65) 

Independent International 

Travellers 

International Travellers on 

Organised Tours 

* ** ** ** ** ** ** ** * ** 

* ** ** ** * ** ** * ** ** 

*** * ** ** *** *** ** * ** ** 

*** ** *** *** *** ** * ** ** 

High income families * ** ** * ** * ** ** ** 

Excitement seekers 

(under 35) 

* ** *** *** ** * 

Secondary Markets 

Low Income older Long 

distance travellers 

* * * * ** * 

Young activity seekers 

(under 35) 

* * * *** * * 

Low income families * * 

*** Excellent Match ** Good Match *Limited Match No Match 





Table Four: New and Emerging Products 

Primary Markets 

(in order of priority) 

High Income Long 

distance travellers (baby 

boomers) 

Post family activity 

seekers 

(45-65) 

Independent 

International Travellers 

International Travellers on 

Organised Tours 

Cycle 

Tours & 

Events 

Pastoral 

Property 


Interpretive 

Guides to 

Tracks & 

Journeys 

Off Rail 

Holiday 

Options 

Huts 

On 

Heysen 

Brisbane 

to 

Adelaide 

Coach 

Tour 

Geological 

Tours 

& 

Interpretation 

Fly/Drive 

Tours in 

Region 

Night Time 

Activities 

Eco 

Accommodation 

in Natural Settings 

** *** *** ** ** ** ** * 

*** *** * *** ** ** *** 

** *** ** ** *** ** ** ** *** ** 

** (1) *** (1) *** ** (1) *** ** * ** ** (1) 

High income families * * ** ** 

Excitement Seekers 

(under 35) 

** *** 

Secondary Markets 

Low Income Older Long 

distance travellers 

** * * 

Young activity seekers 

(under 35) *** ** * ** * 

Low income families 

* * 

*** Excellent Match ** Good Match *Limited Match No Match 

(1) If tours organised to include these activities in the itinerary the match would be good to excellent. 





The new and emerging products have the best alignment with: 

• High income long distance travellers 

• Post family life stage activity seekers 


The most ‘urgent’ product development actions have been identified as: 

• Improving the quality of food and beverage service 

• Tourism experiences on pastoral properties 

• High quality eco accommodation 

• New interpretive experiences including tours that focus on geology, ecology and cultural 

heritage building on the Mountains of Memory project 

• Cycle tourism such as The Flinders by Bike Initiative and a major cycling event 

‘Important’ Product Development Actions have been identified as: 

• Increasing access to Aboriginal culture and art 

• An accommodated 4-5 day walking tour on the Heysen Trail (Huts on Heysen). 





7.2 Priority Product Development Directions 

Food and Wine Experiences 

In order to meet the expectations of our primary target markets, the region needs to 

increase the number of establishments serving well prepared and presented regional 

produce and improve the quality of some existing food outlets. 

A key focus should be on ensuring that good quality espresso coffee is available throughout 

the region. 

Action Seven: Work with existing food and beverage businesses to identify opportunities for 

training to improve their level of service. An initial focus could be on a Regional Barista 

Challenge supported by a major coffee retailer. Outback pubs have also been identified as 

needing support to provide a consistent standard of customer service. 

Pastoral Property Tourism 

Many pastoral properties already offer some forms of tourism; ranging from 4WD self drive 

tracks and tag alongs, accommodation in buildings on the property, bush camping, horseriding, 

bushwalking and other tours and activities. There can be impediments for pastoralists 

wishing to undertake tourism developments on their properties as the Pastoral Board needs 

to approve any change of land use. The Pastoral Board is generally supportive of tourism 

proposals that are ancillary to pastoral uses and of the conversion of pastoral land to 

“Pastoral Lease for Conservation Purposes” where it is recognised that it is likely that some 

form of tourism activity may occur on this land in the future. The primary objectives for the 

Pastoral Board are the increase in economic viability for pastoralists and/or an improvement 

in land condition. 

Under Section 22 of the Pastoral Land Management and Conservation Act 1989 the Board 

can approve the use of the land for purposes other than pastoral, although the objects of 

the Act are to provide a form of tenure that allows Crown Land to be used for Pastoral 

purposes. 





Because a pastoral lease does not extinguish Native Title any change of land use is 

potentially a ‘future act’ which could be subject to compensation. The Board is currently 

seeking advice from the Crown Solicitors Office about its ability to approve a change of 

land use subject to considering Native Title requirements. Any new land use would be 

subject to clearances under the Aboriginal Heritage Act. 

The Pastoral Act is an instrument developed over a hundred years ago to address land use 

practices at the time. It is no longer appropriate for dealing with the complexity of land uses 

in the rangelands and other pastoral areas including mining, tourism and conservation. 

The Act allows for an appeal process through the Pastoral Lands Appeal Tribunal. Yet this has 

not been established by Cabinet and no appeals have ever been made. 

Pastoralists seeking to diversify their operations to improve their overall economic viability 

and to enhance land management practices are totally dependent on the Board’s 

approval to proceed. The lack of clarity in the Act about the nature and scale of uses that 

would be considered to be “ancillary to pastoral purposes” makes it difficult to identify what 

kinds of tourism activities would be considered. It would be better for the Act to enable the 

Board to examine the potential impacts of the proposed activities of a certain scale/type 

and assess them against the objects of the Act. Should a situation arise in the future where 

all activities require Pastoral Board approval this would have huge resource implications for 

the Board, which would probably trigger changes to the Act. 

Gluepot Reserve in the Riverland, managed by Birds Australia and Warraweena in the 

Flinders Ranges are examples of the kinds of eco tourism and conservation initiatives that 

can be undertaken on pastoral leases. 

It is considered appropriate that additional tourism opportunities be supported on pastoral 

properties because these provide several of the outcomes our priority target markets are 

seeking. There is likely to be increased interest in experiencing Australia’s Station properties 

with the release of Baz Luhrmann’s film ‘Australia’. Some of these opportunities can be 

tailored to suit high yield international and domestic markets while others will be better suited 

to families and activity seekers wanting basic accommodation and amenities. 

Training and mentoring programs could assist pastoralists to diversify into tourism and help 

them to understand what specific markets are expecting in accommodation and service 

standards. 

The William Creek community has identified a potential tourism product that builds on the 

relationship between Anna Creek and Nilpinna Stations and the existing tourism 

accommodation and infrastructure in the town. They are keen to keep their proposal 

confidential until it has been tested, however initial discussions indicate that the product 

being considered would have considerable appeal to the overseas market, especially USA, 

Canada, New Zealand and Northern Europe and to wealthy Australians. 





Action Eight: Advocate for the review of the Pastoral Act to provide greater clarity with 

respect to undertaking tourism developments and activities on Pastoral land and improve 

procedures for obtaining approvals. 

Action Nine: Undertake training with tourism operators based on pastoral properties to better 

match the way they market their product with the expectations of different market sectors 

from those seeking 4-5 star luxury to others willing to trade luxury for a chance to share the 

rural lifestyle in shearers’ quarters or a shepherds hut. 

Action Ten: Support strategic opportunities for the development of pastoral tourism product 

such as that proposed by the William Creek community. Assist communities with feasibility 

studies and contribute to subsequent product development and marketing if the concept is 

viable. 

Eco Accommodation in Natural Settings 

The success of the Eco-Villas at Rawnsley Park and their appeal to high yielding domestic 

and international travellers demonstrates the desirability of facilitating more of this type of 

accommodation, some of which could be serviced rather than self catering, to better cater 

for international travellers. Companies that offer small group tours to this market would like 

to see clusters of 8-12 units to cater for their groups. The critical success factors are excellent 

design and a stunning location. 

The challenge is finding the right site for this kind of accommodation – one that balances 

privacy and sense of isolation with access to support services and proximity to appealing 

landscape features. The SATC has developed Design Guidelines for Sustainable Tourism 

Development. These have been tailored to the Flinders Ranges and Outback SA for this 

project, to assist prospective developers of eco accommodation and other forms of 





development to work through the kinds of site selection processes that would assist in 

achieving this balance. 

Action Eleven: Work with operators with interest in and capacity to provide high quality 

ecologically sustainable accommodation 

New and enhanced Interpretive Experiences 

These include tours that open up the region’s geology, ecology, Aboriginal culture and 

settlement history to visitors in ways that are authentic and engaging. They can also be 

delivered through interactive exhibits and displays in museums, Interpretive Centres and 

galleries. 

Geotourism 

The Mountains of Memory Project has identified a range of opportunities to enable visitors to 

better understand the region’s geology and the influence this has had on the landscape, 

plant and animal biodiversity, patterns of settlement, land uses and human endeavour. 

As a preliminary step tour operators, guides and accommodation providers have 

participated in some initial training in the region’s geological and ecological features. It is 

important that this be continued to enable the provision of additional tours with a specific 

geological focus. 

The establishment of a Geological Interpretive Centre at a key location in the Flinders 

Ranges would provide a focus for geotourism initiatives. Such a centre could provide 

information, resources and access to guided tours as well as some hands on interactive 

exhibits that allow people to learn by seeing and touching. While this is certainly a “big 

ticket” item in terms of the costs involved in planning, designing, constructing, managing 

and maintaining such a Centre there maybe opportunities to start on a smaller scale by 

refocussing the Wilpena Visitor Centre to concentrate on the geology, ecology and pastoral 

history of the Flinders Ranges and staffing it with personnel with training in these key areas to 

provide an introduction to the region’s role in Earth’s story. 





It will be important to link geotourism in the Flinders Ranges with fossil and other related 

discoveries from Andamooka, which will be showcased in Roxby Downs and the Umoona 

Opal Mine and Museum in Coober Pedy. The links between fossil research and discoveries in 

South Australia and Queensland, particularly the Marine Fossil Museum in Richmond and the 

Lightning Ridge Opal and Fossil Museum should be promoted to strengthen the geotourism 

product especially for long distance tourers and international travellers. 

Action Twelve: Investigate the Establishment of a Flinders Ranges Visitor Information Centre in 

association with an Interpretive Centre of the region’s ecology, geology, culture and history. 

The Centre should be staffed by independent professionally trained personnel, possibly 

supported by Friends of Parks volunteers at peak times such as school holidays. The Centre 

should be able to generate income through a quality café, regional art gallery and sales of 

regional product and locally made souvenirs. 

Action Thirteen: Continue to provide training opportunities for tour operators and 

accommodation providers to develop geotourism experiences in accordance with the 

model developed through The Mountains of Memory Project. Support the introduction of 

high yield and high value guided tours to geological sites that need to be protected. 

Rail, Mining and Pastoral Heritage – Tours, Museums and Interpretive Centres 

The region has a range of attractions that interpret the rail, mining and pastoral heritage 

including the pre-eminent introduction to the Outback at the Wadlata Interpretive Centre in 

Port Augusta and significant railway museums at Peterborough and Quorn with the Pichi 

Richi Railway providing a heritage rail experience. 

There are mine tours at Olympic Dam and the Leigh Creek Coalfield run by appointment 

and access to opal mining heritage in Coober Pedy and Andamooka. The Blinman Mine 

and other sites such as Nuccaleena and Sliding Rock have interpretation for self-guided 

exploration. The Blinman community has been working with the SATC to develop a state-of- 





the-art sound and light show in the Blinman Mine that enables visitors to really experience 

the stories of the mine, its history and characters. 

Action Fourteen: Continue to develop the interpretive facilities associated with rail, mining, 

pastoral and other aspects of our regional heritage. Support the funding proposal for 

development of the next stage of the Blinman Mine Interpretive Experience. 

Locally Made Art, Craft and Souvenirs 

There are a number of existing outlets for quality art and craft in the region, some of which 

specialise in locally made items. The Flinders Ranges has attracted and nurtured artists and 

photographers, whose work celebrates the region’s special landscapes and communities. 

The Mountains of Memory Interpretation Strategy highlighted the contribution that could be 

made to geotourism by developing souvenirs and mementos that reflect the region’s 

geology and the flora and fauna that has evolved to adapt to changes in geology, climate 

and land use over time. 

Action Fifteen: Implement the Initiatives of the Mountains of Memory Project with respect to 

authentic mementos that represent the region’s geological features. 





Interpretive Guides to Tracks and Journeys 

The range of new electronic media enables marketing organisations to consider different 

ways to get their message out. 

While CDs and DVDs already supplement maps and brochures, in the future travellers will 

want to be able to download information onto MP3 players, mobile phones, computers, 

navigation systems and other electronic devices. 

The Desert Knowledge CRC has been undertaking research with 4WD travellers to identify 

ways to better utilise existing technology to provide up to date travel information. 

It is important that before people begin their journey and decide that they will “do” the 

Birdsville or Oodnadatta Track in a day that they know how much there is to see and do. 

Our target markets want to experience the local history and culture and understand the 

region’s ecology. 

Operators on the Birdsville Track have expressed an interest in developing a guide to the 

track with signage supported by a CD and Map/or other electronic data, similar to the wellrecognised 

Oodnadatta Track map and signs put together by Adam Plate. 

It will also be important to work with the Queensland Government and Bulloo Shire to 

continue the Adventure Way into South Australia if Innamincka is not to become a culs de 

sac for Queensland travellers. We need itinerary based maps and information to convince 

them that “Your Adventure Continues in SA”. (See Section 8.3 on page 57) 

Action Sixteen: Investigate cost effective ways of utilising new technology to support 

increased access to places off the main routes and tracks and to build itineraries that match 

travellers’ interests to the available experiences. This could be piloted by working with 

existing operators on the Birdsville Track. 

Getting off the Tracks 

Coward Springs Hot Pool at Mungerannie Painted Desert 





Cycle Tours and Events 

The Southern Flinders Ranges Cycle Tourism Strategy including the Master Plan and the 

development of Trail Infrastructure represents a significant commitment to the development 

of products that respond to the needs of the emerging cycle tourism market. In addition, the 

development of the Flinders Ranges by Bike network of trails between Rawnsley Park and 

Blinman will broaden the choice of off-road cycle tourism experiences that connects with 

accommodation on pastoral properties. 

The State Cycle Tourism Strategy recognises the Southern and Central Flinders as key regions 

for the development of off-road cycling. There has been a strong partnership between the 

public and private sectors in developing cycle tourism to date. It will be important to 

continue this partnership approach to enable the development of tour products and 

support services that will generate expenditure by cycle tourists. 

Action Seventeen: Progressively implement the Southern Flinders Ranges Cycle Tourism 

Master Plan in conjunction with DEH and other partners. 

Action Eighteen: Progressively develop and promote the Flinders Ranges by Bike trail network 

in the Central Flinders Ranges in conjunction with DEH and other partners. 

Action Nineteen: Work with DEH and other partners to develop the links between the 

Southern and Central Flinders Ranges for cycle tourism. Undertake a feasibility study for a 

major regional cycling even that promotes cycle tourism in Southern and Central Flinders 

Ranges in partnership with State and National cycling organisations. 

Melrose Forest Walk Tracks and Trails 

Cycle Tourism Settings 





Increasing Access to Aboriginal Culture and Art 

These experiences are currently available through Arabunna Cultural Tours based in Marree, 

Iga Warta east of Copley and through Bookabee Tours Australia. In the Anangu 

Pitjantjatjara Yankunyjatjara (APY) Lands regional air tour operators visit the communities at 

Fregon and Ernabella. Some coach tours also visit the Iwantja Arts and Crafts Centre at 

Indulkana, 8km off the Stuart Highway, north of Marla. 

Tour operators providing packages to international travellers report a strong interest in 

authentic Aboriginal cultural tourism and opportunities to purchase Aboriginal art and craft 

from the artists. 

There could be additional opportunities to experience Aboriginal culture and purchase art 

and crafts made by Aboriginal people in Coober Pedy, Marree, Oodnadatta, Copley and 

Nepabunna. 

In the first instance though, this strategy recommends focussing on supporting existing 

Aboriginal tour operators through marketing, business development advice, infrastructure 

support and assistance in packaging their product with that of other tourism operators. 

Consistent and reliable services must be available for products to be included in the 

international packages, which are the principal market for Aboriginal cultural experiences. 

Action Twenty: Support existing Aboriginal tourism ventures to develop and enhance their 

products and service levels to enable them to be recognised as “ready” for international 

distribution in partnership with other tourism operators. Actively promote those operators 

who achieve the requirements for international trade. 

Action Twenty One: Identify opportunities to increase access to Aboriginal art and crafts and 

to provide additional guided tours and cultural experiences. 

Aboriginal Tourism at Iga Warta 

Aboriginal Interpretation at Mound 

Springs 





Huts on Heysen 

This product will be designed to appeal to older activity seekers and independent 

international travellers who are seeking a serviced overland walking track experience similar 

to that available in New Zealand and Tasmania. The idea would be to link existing tourist 

accommodation at Rawnsley Park, Wilpena and Angorichina Village or Parachilna with 5 to 

7 low impact huts providing beds, fireplace, cooking facilities, composting toilets and water 

supported by services including provision of bedding, prepared meals and wine, and 

luggage transfer. 

It is anticipated that this market will be self drive or on an organised small vehicle tour, 

travelling as singles, couples and in groups of up to six people. 

The Huts on Heysen product would need to be managed through bookings according to hut 

capacity. 

This product should ideally be located within the Flinders Ranges National Park which will 

require the establishment of an appropriate lease or partnership arrangement for the 

construction and ongoing management of the Huts as a high yield tourism venture. 

See Map 2 on page 52 for a proposed route for this walk that capitalises on existing 

accommodation and attractive walking environments with some facilities already available. 

It should be noted that this is very much a preliminary concept that should not be seen as 

pre-empting the feasibility study that will be undertaken by DEH in the 2008/09 budget 

period. This feasibility study may result in changes to the alignment of the Heysen Trail and a 

completely different approach than that indicated in Map Two and the proposed itinerary 

on the following pages. 

If a suitable mechanism is unable to be put in place to enable this development in the 

National Park then this product could be developed on adjacent pastoral properties, 

subject to overcoming the pastoral tourism issues identified earlier in this Plan. However, Huts 

Near Heysen does not have the same market appeal as Huts On Heysen. 

Action Twenty Two: Investigate the feasibility of serviced huts that would support a high yield 

bushwalking experience on or near the Heysen Trail. Explore a range of delivery 

mechanisms that would facilitate a public/private partnership that would satisfy 

conservation and community objectives. 





Proposed Route for the “Huts on Heysen” Walking Tour 

Start of walk. 

Moralana Scenic Drive – First Hut at the start of the walk 

Walkers dropped off by Tour Operators 

First Day Moralana Scenic Drive to Hills Homestead or Wilpena Pound Resort (11- 

14km depending on option selected) 

Walk following the Bunbinyunna Creek through a gorge, with a steep 

climb into Black Gap and a further steep climb, after leaving Arkaba 

Station, through Bridle Gap and across the relatively flat terrain of Wilpena 

Pound to the Hills Homestead. 

Second Day 

Either stay at Second Hut or continue to Wilpena Pound Resort. 

Second Hut at the Hills Homestead as an overnight stop for those wishing 

to climb St Mary Peak the next day (14.6km return or 21.5km loop) 

Alternatively on Day One continue to Wilpena Pound Resort – 

approximately 3km. 

Third Day 

For those staying at the Wilpena Pound resort the first night, the second 

day will involve following Wilpena Creek, along a sparse ridge and then 

along the valley of Wilcolo Creek for about 8 kilometres. Your day will end 

at the Third Hut near the Wilcolo Creek crossing where it is relatively flat. 

Wilcolo Creek crossing to Yanyanna Hut (approximately 11km) 

You will start by heading through a gap in the ABC range climbing steeply 

before meeting the Bunyeroo and Wilcolo Creek Hike Walking Trail. 

After crossing Bunyeroo Creek the trail traverses a scrub filled gully and 

climbs over a barren ridge to Yanyanna Hut. 

Fourth Day 

Stay tonight in the Fourth Hut adjacent to Bunyeroo Spring and Yanyanna 

Hut. 

Yanyanna Hut to Middlesight Water (approximately 8km) 

From Fourth Hut it is relatively easy to walk to Fifth Hut at Middlesight 

Water. 

Fifth Day 

For those who wish to add to their walk the Trezona Hike is a 7.8km loop 

commencing at the Elatina Hut ruins and passing through the Yoongoona 

waterhole and returning to the hut at Middlesight Water. 

Middlesight Water to Aroona (approximately 12km) 

This leg is steady going with some of the best scenery and opportunities to 

see wildlife in their natural habitat in the Flinders Ranges. 

The Sixth Hut at Aroona is adjacent to a DEH campsite with toilets and 

water and next to the partially restored Aroona Homestead, the place 

where Hans Heysen commenced his lifelong love of the area in 1927. 





Sixth Day 

Seventh Day 

Aroona to Five Mile Creek (approximately 11km) 

From the hut at Aroona you will walk 5 kilometres through typical Flinders 

Ranges gorges and valleys, to the source of the Aroona Creek passing 

the windmill at Pigeon Bore and climbing through about a hundred 

metres to the west of Mounts Dib and Dab before a gentle descent to Hut 

Number Seven at Five Mile Creek. 

Five Mile Creek to Parachilna Gorge (approximately 8km) 

You will complete your Huts on Heysen hike by following a relatively 

gentle descent through the valley between the Heysen and ABC Ranges. 

Your Guide will meet you at the Trail Head and transfer you to your 

accommodation and a celebratory dinner and a hot shower at the 

Prairie Hotel, Parachilna. 









7.3 Further Product Development Opportunities 

There are a range of existing products and experiences that can be further developed and 

enhanced to create a more appealing destination for visitors. 

Festivals and Events 

The region contributes to the State’s “Brilliant Blend of Events” with the Coober Pedy Opal 

Festival, Laura Folk Fair, Tastes of the Outback, Masters Games, and a broad range of locally 

organised and sponsored events including country music festivals, country shows, horse and 

camel races, rodeos, bronco branding, art exhibitions, gymkahanas, a mountain bike festival 

and multi-cultural celebrations. 

Some of these events are major drawcards for visitors seeking to connect with the outback 

or country lifestyle. Others are incidental discoveries enjoyed by people on their journey. 

While they may not have specifically sought them out, these events have added value to 

their trip. 

It is essential that Festivals and Events reflect the authentic character of the region and 

generate real returns for local communities. New events require a minimum of three years to 

become fully established so any funding or support should be continued for three years on a 

decreasing level of input over time. At the end of the three years no further subsidy should 

be given to events, unless they are delivering other tangible benefits to the community. 

Action Twenty Three: Support new events that reinforce the region’s key attributes and 

deliver real benefits to communities. 

The Opal Experience 

South Australian Opal Mining towns are internationally recognised, however there is a 

perception that they have not been actively promoted, in recent times, to the international 

market as destinations to include in their ‘must-do’ list. 

Coober Pedy has great character as a multicultural, spontaneous and eclectic town that 

offers something very different for visitors. It has enormous appeal to international visitors, 

high spending long distance tourers and young Australian excitement seekers. 

It has the range of accommodation, tours, entertainment and activities to cater for these 

markets. It has the capacity to accept higher numbers of travellers and to expand if the 

existing capacity is reached. It is a dynamic community with some of the region’s leading 

tourism operators and outstanding product. It would benefit from improved air access (see 

Action Twenty Nine) and increased holiday option packages related to the Ghan rail service 

(see Action Thirty One). 





Action Twenty Four: Promote the best that Coober Pedy has to offer to our international and 

domestic target markets and enhance and expand existing products to provide outstanding 

experiences for those seeking opal, adventure and high quality service in a totally distinctive 

physical and cultural environment. 

Underground 

Coober Pedy 

Night Time Activities 

Most travellers are interested in some kind of night time activity, whether this be having a 

drink or a meal in a pub, listening to music or playing pool. Structured night time activities 

such as drinks at sunset, star gazing and astronomical interpretation tours, nocturnal animal 

tours, concerts, interactive sound and light shows, campfire storytelling, ten pin bowling, golf 

and other sports under lights and open air cinemas all have the potential to encourage 

visitors to stay an extra night and spend a few dollars more. 

Many people’s strongest memories are of the power of peace and quiet in a stunning 

setting. Lookouts over great scenery where the colours change as the sun sets and the moon 

rises provide opportunities for memorable experiences. The Mountains of Memory project 

partners have proposed a range of additional night time activities including: 

• A lookout and evening star gazing product at Hawker 

• A 3D Cinema at Arkaroola 

• A Sound and Light Show at the Blinman mine and an outdoor cinema at Parachilna. 

Action Twenty Five: Support the development and promotion of new night time activities as 

a chance to experience the clarity of our star filled night skies and our stunning sunsets and 

to meet the people who live and work in these places. 





Waterbased Cruises and Experiences 

Cruise operators in Port Augusta have developed tour products that cater for different 

markets in a way that has helped to refocus attention on the water and the ecology of the 

marine and coastal environments of the Upper Spencer Gulf. 

The Waterways Strategy prepared for Port Augusta identifies the development potential of 

the waterfront for recreational and commercial boating. This will have a significant benefit 

for tourism in the future. In the short term existing operators should be supported to continue 

to develop their operations in response to market demand. 

The Cooper Creek Cruise has been withdrawn from operation this year leaving a significant 

gap in the tourism offering in Innamincka. Already some tour groups have cancelled their 

lunch or accommodation bookings as the cruise in the late afternoon was a primary driver 

for their visitation. 

Action Twenty Six: Ensure the provision of infrastructure and amenities to support existing 

water based tour operators in Port Augusta. 

Action Twenty Seven: Attract a new operator to Innamincka for Cruises on Cooper Creek. 





Water Cruises – Port Augusta 

Cooper Creek 

7.4 Existing Products to be Maintained and Enhanced 

Outback Pubs 

If there is one product that has universal appeal across all markets this is it. Everyone enjoys 

a counter meal, a cold beer and a yarn at the bar or around the fire. The food needs to be 

well cooked, value for money and most importantly the service needs to be warm, 

welcoming and attentive. Most pub goers are not looking for silver service but they do 

expect hearty country sized services and staff that take an extra interest in them. Some of 

the pubs in the region do this extremely well, others could definitely be improved. There are 

two possible approaches. You could identify and promote the pubs that are most likely to 

give visitors a positive experience or, alternatively, you could encourage those who are not 

doing so well to focus on improving their food and service standards. Ideally you would do 

both. (see Action Seven) 

4WD Tours and Tag Alongs 

This product seems to be readily available and provided on a range of properties in the 

Flinders Ranges. There appear to be fewer opportunities advertised in the Outback, other 

than all inclusive point to point tours travelling through to Alice Springs and Uluru. This may 





be because those travelling in the Outback are more likely to be experienced 4WD travellers 

keen to do their own thing. Their experiences can be enhanced by interpretive material 

including good signage. (see Action Sixteen) 

Scenic Flights 

There are a number of existing air charter and tour operators offering scenic flights in the 

Flinders Ranges and Outback. There may be opportunities to increase the range of flights 

and add helicopter services to the available product. Air tour operators require well 

maintained air strips suitable for all weather access (see Action Thirty in Section Eight). 




Getting to the Region 

8.0 GETTING TO THE REGION – Air, Road and Rail Transport 

Just as South Australia has as one its key goals “ Getting More Planes to Land”, the Flinders 

Ranges and Outback SA needs to increase access to the region by improving infrastructure, 

attracting larger planes, developing new tour routes and increasing time spent in the region 

by those travelling through it on long distance rail and bus services. 

8.1 Air Services 

The primary points of air access for tourism are identified in this strategy as Port Augusta and 

Coober Pedy. While the upgrade at Roxby Downs will increase the capacity for that airport, 

the lack of tourism accommodation and focus on tourism attractions means this will be of 

little benefit to holiday and leisure travellers in the next 5 years. Although business travellers 

will benefit, the main motivation for the upgrade is the expansion of mining at Olympic Dam. 

The creation of a direct air service between Coober Pedy and Alice Springs that can be 

included in packages for inbound tourists will greatly increase their access to Coober Pedy 

and their ability to participate in activities such as the Mail Run, scenic flights over Lake Eyre 

and the Painted Hills and new product that could be developed on pastoral properties in 

the area. 

Accommodation providers and tour operators would then be able to liaise directly with 

airline services to develop packages that work for agents and their clients. 

The upgrade of the Port Augusta airport provides opportunities for tour operators in the 

Flinders Ranges to package their product with flights and accommodation to support 

increased access to the region. The City of Port Augusta has been liaising with tourism 

operators in the Flinders Ranges to identify their requirements with respect to improved air 

services. 

Across the region there are opportunities to improve the infrastructure to support air charter 

services and self fly tourists as well as to support access for emergency rescue and medical 

services. Communities that specifically raised this issue were Innamincka and William Creek. 

Action Twenty Eight: Upgrade airport infrastructure. 

Action Twenty Nine: Increase the frequency of air services to assist in the development of 

fly/drive and fly/tour packages out of Port Augusta and Coober Pedy. 

Action Thirty: Improve airstrips in regional communities to support air charters and self-fly 

tourists and better address emergency rescue services for tourists and residents. 





8. 2 Rail Holiday Options 

Great Southern Rail currently offer a 4 day Coober Pedy “Little Gem Tour” as a holiday 

option off the Ghan service with a pick up on Thursday at the Manguri siding. Guests need 

to find their own way back to Adelaide when the tour ends on Sunday. The website 

suggests that they “ask (their) travel consultant about connecting flights/rail to Adelaide.” 

In other States tours are designed to meet the connecting rail service to the forward 

destination in 5 or 7 nights. For example Indian Pacific Travellers can leave the train at 

Broken Hill and rejoin it 5 nights later for return to Sydney or 7 days later for return to Adelaide. 

In Western Australia Great Southern Rail’s website states that it is “simple to hop off the train 

and enjoy 3 days exploring the remote outback to take in the sights and then re-board the 

next train to continue your journey”. 

There are holiday options that could be available off the Indian Pacific at Peterborough and 

Port Augusta and off the Ghan at Port Augusta as well as additional tours from Coober Pedy. 

Action Thirty One: Work with Great Southern Rail and tourism operators to facilitate the 

development of holiday options for the Flinders Ranges and Outback SA (as an integrated 

part of their packages). Upgrade railway station infrastructure to provide a sense of 

welcome for existing travellers. 

8.3 Coach Tours 

A wide range of coach companies provide tours to and through the Flinders Ranges and 

Outback SA. Some of these are catering for young international travellers on journeys from 

Adelaide to Alice Springs. Others serve high spend older international travellers seeking 

luxury and personal attention in their outback experiences. Tour operators catering for this 

group tailor the route to suit the travellers needs. 

There currently appears to be a gap in a route that links Brisbane to Adelaide through 

Innamincka. With the sealing of the Adventure Way from Brisbane to the Queensland border 





near Innamincka this could become an attractive alternative outback route. Buses from 

Adelaide could travel through the Flinders Ranges to Arkaroola and then by the Old 

Strezlecki track to Innamincka travelling onto Brisbane or doing a loop to Birdsville 

depending on interest. (see suggested itinerary and Map Three on the following pages) 

Alternatively, one tour company could provide the Adelaide-Innamincka – Adelaide leg 

while another provided the Brisbane-Innamincka-Brisbane leg of the tour. It is recognised 

that it takes 2 to 3 years to build international interest in a new tour product. However, there 

maybe other domestic markets that could be encouraged to kick start this route. 

The Adventure Way is on its Way 

The Bitumen is Coming from Brisbane 

Innamincka Township 

Action Thirty Two: Identify appropriate tour operators and accommodation product and 

explore the development of an itinerary for a Brisbane-Innamincka- Adelaide Coach tour 

with stopovers in the Flinders Ranges. 

8.4 Transport within the Region 

Since the Stateliner bus ceased regular services to the Flinders Ranges access for 

independent travellers has been very difficult. Banksia Adventure Tours has responded with 

a hop on/hop off tour but this has had little take up by the operators in the region who could 

link this service into their tour packages. 

The operators at Angorichina Village have sought approval from the Department of 

Transport, Energy and Infrastructure – Road Transport Division to operate a registered bus 

service. This service would enable connections with bus and air transport services in Port 

Augusta and provide links to Wilpena, Blinman, Rawnsley Park, Arkaroola and other 

destinations in the Flinders Ranges. A similar service would assist the development of cycle 

tourism in the Southern Flinders Ranges. 





Action Thirty Three: Help remove impediments to local initiatives to introduce passenger bus 

services able to provide low cost fares, including concession rates for students and 

pensioners, to increase visitation by independent travellers who prefer not to drive 

themselves to the Flinders Ranges. 





Suggested Itinerary for Coach Tour/Self Drive Itinerary 

Brisbane to Adelaide via Innamincka Or Brisbane to Alice Springs Via Innamincka and 

Coober Pedy 

Day One Coaches Depart Brisbane via Toowoomba to Roma 

474km 

Overnight in Roma 

Day Two Roma to Charleville 

218km 

Overnight in Charleville 

Experience the Cosmos Centre and Observatory and Bilby Night Talk and 

Tour 

Day Three Charleville to Thargomindah via Cunnamulla 

382km 

Overnight in Thargomindah 

Day Four Thargomindah to Innamincka 

Visit the historic Dig tree and Cooper Creek 

368km 

Overnight in Innamincka Hotel and Cooper Creek Home Stay 

Day Five Innaminka 

Fish and Cruise Cooper Creek 

Follow in the Footsteps of Burke and Wills 

Overnight in Innamincka 

Campfire and Camp Oven Cook Out 

Day Six Innamincka to Arkaroola via The Old Strezlecki Track 

423km 

Overnight in Arkaroola Wilderness Resort 

Day Seven Arkaroola Ridge Top Tour in morning 

Lunch and guided tour or horse riding at Iga Warta 

Drive to Parachilna 

200km 

Overnight at Parachilna 

Day Eight Flinders Ranges Explorations 

Optional scenic flight, geological tour, horse riding, lunch at Blinman 

Overnight at Rawnsley Park 

Day Nine Route One Flinders Ranges to Adelaide via Hawker, Melrose, Clare Valley 

449km 

Overnight in Adelaide 

Fly out of Adelaide 

Route Two Flinders Ranges to Port Augusta to Coober Pedy 

280km 

Overnight in Coober Pedy 

Sunset at the Breakaways 

Day Ten 

(Route Two) 

Day Eleven 

(Route Two) 

Explore Coober Pedy or; 

Mail run Tour/Scenic Flight over Painted Hills 

Overnight in Coober Pedy 

Star Gazing Tour 

Coober Pedy to Alice Springs 

Overnight in Alice Springs 

Fly out from Alice Springs or; 

Take a tour to Uluru, Kings Canyon and Kata Tjuta 




Infrastructure and Services that Support Positive Visitor Experiences 

The overnight stops have been selected because they can offer a choice of budget – 

backpacker style accommodation and 3 to 4 Star motel or hotel rooms enabling the tour 

operator to mix the groups and adjust the tour prices accordingly. 

The Nine Day Brisbane to Adelaide Route could be operated as two legs, Brisbane to 

Innamincka 4 days, Adelaide to Innamincka 4 days, with a swap over in Innamincka on the 

5 th day. This could allow two tour companies to work together to provide this package with 

each using their local knowledge. 

(Brisbane to Adelaide via Inna Mincka) 





9.0 INFRASTRUCTURE AND SERVICES THAT SUPPORT POSITIVE VISTOR 

EXPERIENCES 

Infrastructure includes physical items such as roads, toilets, signage, boat ramps, picnic 

facilities, shelters, boardwalks, cycle paths and jetties which are usually provided by public 

authorities for the free use of residents and visitors. These items facilitate the experience for 

visitors. 

It also includes utilities such as power, telecommunications and water supply. Services are 

those items provided by local people to tourists while they are in the area to support their 

visit. This includes visitor information services, chemist and medical services, internet access, 

groceries and fuel. 

The Outback Areas Community Development Trust undertook an assessment of regional 

infrastructure as part of the State of the Outback Report released in 2005. The assessment 

focussed on water, transport, energy and communications and found significant short 

comings in the areas of 

• basic tourism infrastructure including toilets and signs 

• water – quality and quantity to support industry development including tourism and 

mining 

• communications – access to equivalent standard including broadband internet access 

• power – access to a continuous adequate and secure source of power 

• waste management. 

Many communities considered that they had raised these issues with the NRDB, Council’s, 

OACDT and utility providers, sometimes without receiving a response they considered to be 

satisfactory. 

Specific issues identified during the consultation for this project are described below. 

Access to potable water is a big issue for Blinman which urgently needs a sanitising system. 

Water supply could also be an issue for Innamincka if tourist numbers increase significantly. 

The cost of power impacts on all businesses but was specifically raised in Blinman, William 

Creek and Innamincka. Innamincka looks set to benefit from geothermal power. Both 

Blinman and William Creek would be interested in alternative energy sources. 

Access to communications technology is an issue with even the basic public phone proving 

difficult to maintain in places like William Creek and Mungerannie, where this service is 

essential for travellers. 

UHF coverage has been increased but there are still gaps in some parts of the Outback. 

Satellite mobile phone coverage is available across the region. CDMA Services are being 





replaced by Next Generation mobile services. It is unknown what impact this will have on 

coverage which was previously limited to a small number of towns on main transport routes. 

Access to high speed ADSL broadband is not available in the Unincorporated Areas. The 

only broadband internet coverage is through radio satellite. 

Waste Management 

The Blinman and Innamincka Communities and the Iga Warta operators expressed the 

desire to increase their ability to recycle and use treated greywater. Several people 

mentioned the importance of ensuring that all public toilets were low water use or self 

composting where practical. Innamincka is also seeking a facility to enable hard waste to 

be recycled. 

Tourist Amenities 

Specific mention was made of the need for toilets and shelter at the Lake Hart viewing area, 

picnic facilities in an upgraded Blinman Town Park and shelters with water and signage at 

regular intervals along the Oodnadatta track to assist people who have broken down to 

identify their location to rescue vehicles. 





Safety in the Bush 

Several outback communities expressed the need for practical assistance to improve their 

ability to provide an initial emergency rescue response. This includes training, provision of 

equipment and post incident counselling and support. 

While there is a plethora of information available some people considered that tourists still 

don’t understand how to travel safely in remote areas. The DEH Desert Parks Pass booklet is 

a good guide to visitor safety in the outback and could be promoted more before people 

commence their journey. 

Desert Knowledge CRC is currently undertaking a project called On Track 4WD Tourism 

which includes the use of a geographic information system called Visualising Relatively 

Unpredictable Movement (VRUM) to map out flows of 4WD travellers across the desert. ‘Safe 

Travel’ protocols for visitors and settlements have been identified as one potential outcome 

of the project. (Source: www.desertknowledgecrc.com.au/research/4wdtourism.html) 

The Department of Transport, Energy and Infrastructure (DTEI) is working on a safe driving 

brochure for the Flinders Ranges and Outback. 

Information Provision 

The Wadlata Outback Interpretive Centre in Port Augusta provides an excellent introduction 

to the Flinders Ranges, Outback South Australia and beyond. It is the region’s preeminent 

Visitor Information Centre and should be the focus of a network of accredited Visitor 

Information Centres and Outlets. It is important that visitors receive professional, friendly and 

unbiased information about the complete range of accommodation options, tours and 

activities available across the region. Staff and volunteers in each accredited centre must 

know enough about the whole region to be able to refer them to specific experiences that 

match their interests. Volunteers in local Visitor Information Outlets can then promote those 

local activities and experiences that add special meaning to the journey. They can 

recommend their favourite lookout for sunset views, the best pub for catching up with the 

locals, picnic spots off the beaten tracks and where to catch the local bowls, football, 

netball or cricket game. 





Signage 

There are always concerns expressed about the quality, number, location and functionality 

of signs from a tourism perspective. One of the great successes in alerting people to a 

town’s key attributes is considered to be the large brown signs in the Southern Flinders 

Ranges which are located at the entry to all towns. 

Other specific areas need signage and interpretation to improve safety and access. 

Blinman Pools is an example of a walking track that is heavily promoted but poorly 

signposted and maintained. 

Entrances to towns can also do a lot to attract or repel visitors. Places like Port Augusta, 

Blinman and Mungerannie are actively working to improve entrances to create a sense of 

welcome. 

Roads 

Most communities spoke of the need to maintain dirt roads in reasonable condition for 

safety reasons. Particular mention was made of the tyre damage caused in the gorges of 

the Flinders Ranges and on the Strezlecki Track. The Public Access Route to Lake Eyre and 

some of the routes that provide access to points of interest off the Oodnadatta Track and 

the Stuart Highway (eg Art Centre at Indulkana) were noted as being in particularly poor 

condition. 

Public Access Routes pose a difficult dilemma as they are the responsibility of the Pastoral 

Board which has no resources available to maintain them. Consideration will need to be 

given to the desirability of promoting these if access conditions have deteriorated through 

lack of maintenance. Alternatively resources would need to be found to fund the regular 

maintenance of Public Access Routes. 

DTEI has overall responsibility for the maintenance of roads in the Flinders Ranges and 

Outback SA, out of Council areas and so will need to work closely with the SATC and 

regional communities to identify and prioritise roadworks that support tourism. 





Action Thirty Four: Investigate the potential to establish a shared approach to maintaining 

Public Access Routes (PARs) between the State Transport Department (DTEI), the Pastoral 

Board and pastoral property lessees. 

Action Thirty Five: Identify priority infrastructure improvements required to support tourism 

growth and lobby for the resources to progress these improvements. 

Action Thirty Six: Identify and support opportunities to introduce alternative technologies for 

energy and water supply. 

Action Thirty Seven: Review the existing provision of Visitor Information Services across the 

region to establish a well resourced network of centres and outlets. Support staff and 

volunteers with appropriate training and skill development. 




The Capacity of the Community, Tourism and Hospitality Industries 

10.0 THE CAPACITY OF THE COMMUNITY, TOURISM AND HOSPITALITY 

INDUSTRIES TO MANAGE TOURISM GROWTH 

There are two key challenges for the region in being able to meet the growth in tourism 

demand envisaged by the plan. 

The first challenge will be to attract, retain and develop a skilled workforce able to provide 

high quality customer focussed service and experiences. 

The second challenge will be to adequately resource and support the dwindling core of 

volunteers in small country towns and outback communities who maintain the infrastructure 

and public amenities, organise the community events and fundraising initiatives, write the 

grant applications and attend to the myriad of requirements of Government bureaucracies, 

planning consultants and others who want their input and expertise. 

Neither of these challenges are unique to the Flinders Ranges and Outback SA region, 

however both are exacerbated by the impact of the boom in mining which creates 

competition for skilled workers which tourism businesses can’t afford to match and removes 

workers from local communities for extended periods of time. 

The Flinders Ranges Tourism Operators Association (FRTOA) has conducted long standing 

and successful operator forums increasingly in partnership with the Southern Flinders Tourism 

Association (SFTA). FRTOA’s role in bringing operators together and building industry 

capacity needs to be recognised and supported. This model could be expanded to the rest 

of the region as an outcome of Action Thirty Nine. (see below) 

Action Thirty Eight: Work with other tourism regions in Australia to establish a casual staff pool 

that is able to be rotated seasonally according to peak demand. Target early retirees and 

international backpackers with a one year visa as well as suitably skilled international 

immigrants. Also consider spouses and families of those employed in the mining sector. 

Action Thirty Nine: Acknowledge and work with the leaders in communities and in the 

tourism sector to build on their sense of pride and achievement. Explore the development 

of a Leaders Link-up that enables them to meet together at least once a year to share their 

stories and generate new ideas that can be tested and developed. 




Managing Tourism Activities to Protect Ecological Assets 

11.0 MANAGING TOURISM ACTIVITIES TO PROTECT ECOLOGICAL ASSESTS 

The Environmental Analysis for this project involved an audit of ecological assets from a 

tourism perspective. Map 4 shows the biogeographic regions that comprise the Flinders 

Ranges and Outback SA. These are described in the report prepared by Ecological 

Associates which is provided in Appendix F of the Companion Document to this Plan. 

11.1 Key Conservation Assets 

The Key Conservation Assets that are potentially at risk from poorly managed visitor 

behaviour are: 

• Mound Springs 

• Arid Rivers and Associated Waterholes 

• Large freshwater lakes 

• Salt Lakes 

• Flinders Ranges 

• Rangelands 

• Coastal Region 

Table Five provides a summary of the Ecological Assets in the region and the kinds of tourism 

activities that would be considered to be appropriate in each ecosystem. Potential impacts 

of poorly managed visitor behaviour are noted and management responses identified to 

minimize the risk of these impacts. 

11.2 Management Opportunities 

The ecological assets described above are highly sensitive to disturbance but many 

opportunities exist for controlling the impacts described in Table 5. Tourist developments such 

as shacks or retreats should be designed and managed in such a way as to limit disturbance 

to native fauna and flora. Provision should be made for appropriate disposal of rubbish, 

stormwater and effluent. Several mound springs, such as the Bubbler and Coward Springs 

are popular tourist destinations and have had on-site works done to reduce impacts, such as 

fencing and the construction of formalised car parks and boardwalks. Similar constructions in 

suitable areas could also be undertaken, provided that minimal damage is done to the 

natural vegetation and plant and animal habitat. 

Areas containing populations of threatened species or plant communities with a high 

conservation priority should be protected and the spread of pest plants and animals should 

be limited. 

Impacts from walking, cycling, horse-riding, camel-trekking, cattle-mustering, boating, 

camping and off-road driving could be managed by directing tourists to properly 





constructed and/or signposted trails, tracks and areas and these activities should be 

prohibited at sites of high conservation value. This is particularly important for reducing 

impacts on animal habitats and breeding areas. Pets should be restricted to designated 

areas or prohibited from entering important conservation areas. Tourists could also be 

supplied with literature regarding sound conservation practices and a code of practice for 

off-road driving could be issued to potential users. Fires should be restricted during fire ban 

seasons. 

Fishing could be carried out on a catch-and-release basis in order to maintain fish stocks 

and be restricted to demarcated areas for monitoring purposes. 





Map Four: Biogeographic Regions 





11.3 Environment Management Framework 

Table 5. Summary of ecological assets in the Flinders Ranges and Outback and the 

management of potential impact of poorly managed tourism activities. 

Ecological 

asset 

Examples 

Appropriate 

Tourism Activities 

Potential Impacts of 

Poorly Managed 

Tourism Activities 

Management 

Response 

Mound Springs 

Marree-Peake 

Lake Frome Regional 

Reserve 

Dalhousie Springs (within 

Witjira National Park) 

Wabma Kadarbu Mound 

Springs Conservation Park 

Walking 

Off-road driving 

Swimming only in 

Dalhousie Springs 

and in pool at 

Coward Springs 

Camping 

Driving on 4WD 

tracks 

Trampling of native 

vegetation and damage by 

off-road vehicles 

Localised increases in foot 

traffic 

Erosion 

Littering (nonbiodegradable) 

Dogs/cats disturbing local 

fauna 

Water contamination (e.g. 

sunscreen) 

Designated walking 

trails and 4WD 

vehicle tracks 

Code of practice for 

driving on tracks 

Provision of literature 

regarding 

conservation 

principles at Mound 

Springs 

Restrictions on 

camping during fire 

ban seasons 

Lighting of fires 

Collection of firewood 

around campsites 

Sediment disturbance 

Controlled access to 

areas with threatened 

species or plant 

communities of high 

conservation priority 

Firewood collection 

guidelines 

Rubbish collection 

and measures 

Arid Rivers and 

Associated 

Waterholes 

Warburton River 

Macumba River 

Neales River 

Cooper Creek (partly 

within Innamincka 

Regional Reserve) 

Walking 

Fishing – in 

accordance with 

applicable 

restrictions 

Boating 


tracks 


vegetation and damage 

from off-road vehicles 

Erosion 


traffic 



fauna 

Depleting local fish stocks 







regarding 

conservation 

principles 

Appropriate rubbish 

removal 





Planning Policy That Facilitates Sustainable Tourism Development 

Coongie Lakes 

(Large 

freshwater lakes) 

Lake Marradibbadibba 

(mainly dry) 

Kudriemitchie waterhole 

(significant amphibian 

habitat) 

Coongie Lakes National 

Park 

Innamincka Regional 

Reserve 

Walking 


tracks 

Cycling 

Swimming 

Camping 

Boating 

Fishing is not 

allowed in Coongie 

Lakes National Park 

and restricted in 

Inland waterways 

Trampling native 



Erosion 


and cycling traffic 

Spread of weeds and 

disease 


Dogs/cats disturbing 

breeding water birds and 

other fauna 


Water contamination (e.g. 

sunscreen) 


around camping sites 








regarding 

conservation 

principles 



ban seasons 

Appropriate firewood 

collection 

Protection of areas 

comprising 

threatened species or 

plant communities of 

high conservation 

priority 

Apply a buffer zone to 

significant tourism 

developments 

Vegetation clearance 

only in modified 

vegetation and with 

significant offset 

obligations 

Appropriate rubbish, 

stormwater and 

effluent disposal 

Salt Lakes 

Lake Eyre National Park 

Lake Torrens National 

Park 

Lake Gairdner National 

Park 

Lake Frome Regional 

Reserve 

Walking 


tracks 


vegetation 


traffic 


Dogs/cats disturbing water 

birds and other fauna 


trails 


regarding 

conservation 

principles 

Flinders Ranges Flinders Ranges National Walking 

Trampling of native Designated walking, 

Park 

Cycling 

vegetation and damage cycling and horseriding 



Vulkathunha-Gammon 

Horse-riding 


Ranges National Park 

Erosion 



Aroona Sanctuary 


tracks 

4WD driving 


Ediacara Conservation 

Camping 


Spread of weeds and 





Reserve 

Dutchmans Stern 

Conservation Park 

Mt Brown Conservation 

Park 

Mt Remarkable 


Telowie Gorge 


Quorn Nature Flora 

Reserve 

Eco-huts or retreat 

accommodation in 

adjacent areas or 

areas of disturbed 

vegetation within 

these sites 

Serviced cabins 

Motels/resorts 

Geological / 

Ecological tourism 

disease 







Rock turning, disturbance 

to sensitive habitat 

regarding 

conservation 

principles 



ban seasons 


collection 



developments 

Vegetation clearance 

only in modified 

vegetation and with 

significant offset 

obligations 

Appropriate rubbish, 

stormwater and 

effluent disposal 

Confine self-guided 

ecological and 

geological tours to 

sites of low 

conservation 

sensitivity 

Rangelands 

Witjira National Park 

Simpson Desert National 

Park 

Innamincka Regional 

Reseve 

Strzelecki Regional 

Reserve 

Tallaringa Conservation 

Park 


tracks 

Camping 

Camel-trekking 

(Simpson Desert) 

Outback cattle 

muster 




Erosion 

Localised increase in foot 

traffic 



fauna 




Animals browsing 

vegetation 

Designated 4WD 





regarding 

conservation 

principles 



ban seasons 


collection 


removal 





Coastal Region 

Wetlands of national 

significance (Spencer Gulf 

to Port Broughton) 

Mangrove forest at 

Chinaman Creek 

Winnowie Conservation 

Park 


tracks 

Fishing 

Boating 

Camping 













Designated 4WD 





regarding 

conservation 

principles 

Protection of areas 

comprising 

threatened species or 

habitat of high 

conservation priority 



ban seasons 



developments 


collection 


collection 





11.4 Use of this Environmental Management Framework 

The Environmental Management Framework prepared for the study is intended to provide 

some preliminary guidance for Councils, planning authorities and proponents about future 

tourism development and activities within specific conservation environments. The 

ecological audit may be used to assist in broadly identifying appropriate sites for tourism 

developments and activities or to determine what types of development and activities may 

be appropriate in particular environments. The Framework should be supplemented by 

detailed advice from qualified Department for Environment and Heritage, NRM Board and 

Department of Water Land and Biodiversity Conservation staff for specific sites. 

Tourism developments and infrastructure to support tourism activities are required to achieve 

the targets of this Plan. It must be provided In an environmentally responsible manner. 

Where a risk is identified, there will be a range of responses from accepting and managing 

low level risk to deciding that the level of risk is not acceptable and development should not 

proceed. 

The Management Framework prepared for this Plan is intended to relate to developments 

and activities proposed for privately owned land and land managed under pastoral lease. 

It is also recommended that Councils and public authorities apply these guidelines to 

activities or facility development being considered on land under their care and control. 

The Framework does not seek to replace existing management plans for conservation assets 

managed by the Department for Environment and Heritage including National Parks, 

Conservation Parks and Game Reserves. Existing management frameworks are in place for 

these Parks. These provide guidance for the provision of tourism related infrastructure and 

facilities within these reserves. 

Action Forty: Recognise the importance to tourism of protecting and interpreting ecological 

assets through planning policy and management frameworks informed by specialist advice. 





12.0 PLANNING POLICY THAT FACILITATES SUSTAINABLE TOURISM 

DEVELOPMENT 

12.1 The Role of Planning Policy 

Planning policy has an important role to play when setting new directions for the tourism 

industry. This is due to the likelihood that most tourism operators will, at some point in time, 

have to ‘run the gauntlet’ of the planning system and submit their plans to either the local 

Council or the State Government’s Development Assessment Commission. At this point, 

there is a chance that even the most innovative and exciting tourism proposal can be 

halted in its tracks because it has not been envisaged in the ‘Desired Character Statement’ 

within the Development Plan or is listed as ‘non-complying’ within the zone. Therefore, it is 

necessary for planning policy to reflect the latest trends in the tourism industry while also 

acknowledging the aspirations of the community for their local area or region. 

When developing planning policy, it is critically important that accurate definitions be 

developed. The SATC Discussion Paper ‘Sustainable Tourism Development in Regional South 

Australia’ (2002), supports the introduction of a ‘tourist accommodation’ definition. The term 

is already referred to in many Council Development Plans and is associated with a diverse 

range of accommodation such as nature retreat, hiker’s huts, farm stays or bed and 

breakfast. Tourist accommodation could be defined as a: “Building or group of buildings 

providing temporary accommodation for visitors or travellers and may include an ancillary 

restaurant, office, sales facility, staff accommodation, conference facility and/or a 

manager’s/caretaker’s residence, but does not include a dwelling, hotel or caravan park”. 

This acknowledges that tourism development often needs to be about more than just 

accommodation and integrate a range of allied activities. 

It is equally important for planning policy to provide guidance on the location and design of 

tourism development. This is especially true for areas of environmental, heritage or cultural 

significance – such as the Flinders Ranges and Outback areas. Simply put, regions with these 

attributes attract tourists and, therefore, attract tourism development. However, an 

inappropriately located or designed tourism development can have a serious, negative 

impact on the attraction and quickly result in a decline in the numbers of tourists. 

Alternatively, a well-designed and sited facility can add value to an attraction, reduce 

negative impacts and lead to an increase in the number of tourists. It is the role of planning 

policy to ensure that this outcome is achieved, supported by competent site analysis and an 

intelligent design response to issues and opportunities. 

12.2 The Structure and Role of the Planning System 

The State’s Planning System has three major components – the Development Act and 

associated Regulations; the Planning Strategy; and local Development Plans. The 

Development Act provides for the establishment of the Planning Strategy and local 

Development Plans. It also provides local Councils and the State’s Development Assessment 





Commission with the power to assess development applications against the provisions 

contained within local Development Plans. 

In most areas, development applications will be assessed by the local Council’s planning 

officer or its Development Assessment Panel (which includes Elected Members and 

independent experts). However, in the case of much of the Flinders Ranges and almost all 

of the Outback areas, the State’s Development Assessment Commission is the authority 

which assesses development applications. This is because the majority of these regions are 

not within the boundaries of a local Council. It is also important to note that the 

maintenance and review of planning policy within these regions is the sole responsibility of 

the State Government with the administrative assistance of Planning SA. 

12.3 The Planning Strategy 

The Planning Strategy is an expression of policy which sets out the State Government’s vision 

for development in South Australia and the regions within it. The Planning Strategy covers 

the full range of social, economic and environmental issues. When preparing and reviewing 

their Development Plan, local councils are required to maintain consistency with the visions 

contained within the Planning Strategy. 

The Planning Strategy is comprised of three volumes – the Metropolitan Adelaide volume, 

the Outer Metropolitan Adelaide volume and the Regional South Australia volume. 

Currently, the Flinders Ranges and Outback areas are covered by the Planning Strategy for 

Regional South Australia. This document is under review and is being replaced by a series of 

‘Regional Land Use Frameworks’ which will apply to smaller geographic areas. Planning SA 

has advised that the Far North and Mid North Regional Land Use Frameworks (within which 

the Flinders and Outback areas will sit) are currently being prepared and should be released 

in draft form later in 2008. Until this time, the existing Planning Strategy for Regional South 

Australia will continue to provide guidance for the preparation of new planning policy. 

The Planning Strategy lends strong support for the further development of the tourism 

industry. It summary, it advocates: 

• Undertaking area specific tourism planning in order to develop appropriate policies. 

• Linking tourist development to environmental attractions. 

• Developing policies to guide the type, scale and design of tourist accommodation. 

• Ensuring tourist accommodation is linked to appropriate infrastructure. 

• Identifying existing tourist attractions and developing policies to ensure 

development respects these attractions. 

• Ensuring that this Strategy informs the Development of a new Planning Framework. 





12.4 Local Development Plans 

The Development Plan is a statutory or legally binding planning document which sets out the 

guidelines against which development applications are assessed in each Council area. 

The Development Plan has two purposes. Firstly, it sets out objectives to guide the type and 

location of future development across the Council area. Secondly, it provides the detail for 

the assessment of individual development applications. The Development Plan does this by 

establishing a network of zones and policy areas over the Council area which describe the 

desired future character for that particular area. The Development Plan then sets out more 

detailed criteria against which development applications will be assessed in each zone 

and/or policy area. 

Importantly, the Development Plan only comes into effect once an application has been 

lodged. Because of this, it can not control existing development or influence the way 

existing land uses are managed. The Development Plan also does not directly control the 

investment in roads and other infrastructure or the provision of community services such as 

garbage collection and schools. These infrastructure issues need to be co-ordinated 

through the Council’s Strategic Management Plan in association with the State Government 

and the private sector. 

There are 11 local Development Plans which control development within the Flinders Ranges 

and Outback Areas region. While the State Government is actively working with local 

Councils to update their Development Plans, there are a number of Plans within the region 

which are clearly outdated. Specifically, there is lack of policy consistency in relation to 

tourism development, there is a lack of clear linkages between the Council-wide and zone 

provisions and there is a lack of guidance in relation to the desired siting, type, form, scale, 

size and design of tourism related development. The Tourism Development Policy Module 

prepared as part of the State Government’s Better Development Program provides 

Objectives and Principles of Development Control to guide tourism developments with 

respect to environmental sustainability and innovative design. 

Further detail of the review of Development Plans for the region is provided in Appendix D of 

the Companion Document to this Strategic Plan. 

12.5 Planning Policy Recommendations 

Tourism development which is sustainable and designed to complement the natural 

landscape within the Flinders Ranges and Outback Areas is strongly promoted by the 

Planning Strategy for Regional South Australia. It is now important to ensure that local 

Development Plans reinforce this strategic direction while also providing detailed guidelines 

for the actual assessment of tourism development. 

The following recommendations have been prepared in order to ensure that local 

Development Plans adhere to the broad direction set by the Planning Strategy: 





1. Ensure that all Development Plans contain consistent definitions for a range of tourist 

accommodation and associated facilities. This can be achieved through the continued 

roll-out of the Better Development Plan (BDP)program while also concurrently reviewing 

the tourism related terminology used within zones and policy areas. 

2. Prepare individual Master Plans for the townships and settlements within the region which 

play a significant role in the tourism industry. These Master Plans should highlight tourism 

assets while also identifying constraints, synergies and opportunities and establishing a 

common vision for the growth of the township. 

3. Ensure that Desired Character Statements identify existing tourist attractions and 

sites/areas of environmental and cultural significance and clearly articulate the nature of 

tourism development envisaged within the particular zone of policy area.. 

4. Given the likelihood that tourism opportunities associated with pastoral properties will 

continue to expand, reconsider the current focus of BDP which seeks the location of 

major tourism developments in townships or settlements. 

5. Support the further refinement of the BDP Tourism Development policy module to provide 

greater flexibility in relation to the type, form and scale of tourism development. 

6. Use the checklist for Developers provided in Attachment 3 of this Plan which provides 

information relating to the development of tourist accommodation and facilities within 

rural and environmentally sensitive areas. For further information refer to the SATC’s 

‘Design Guidelines for Sustainable Tourism Development’ (January 2007). 

7. Given the remoteness of much of the region, introduce policies to ensure that 

development is readily accessible by road and/or air and, is as self contained as is 

practical with regard to energy, water and infrastructure. 

8. Support SATC initiatives to facilitate tourism development in the coastal areas of the 

Upper Spencer Gulf and introduce policies which allow development while protecting 

environmental values. 

Action Forty One: Amend Development Plans to ensure that these provide clear definitions 

and additional guidance on the nature and form of tourism development consistent with the 

Desired Character of the locality. 

Action Forty Two: Adopt and customise the Guidelines for Developers prepared as part of 

this Strategy to assist land owners to understand the impacts of their proposal and the 

process for addressing these and obtaining the necessary approvals. 

Action Forty Three: Identify key towns that require the preparation of Master Plans and 

provide ongoing support for the implementation of these Master Plans to enhance their 

performance as tourism destinations in a way that is sympathetic to their existing character 

and appeal. 




A Governance Model for Driving and Resourcing the Implementation of the Plan 

13.0 A GOVERNANCE MODEL FOR DRIVING AND RESOURCING THE 

IMPLEMENTATION OF THE PLAN 

Figure 6 shows the range of roles associated with the implementation of an integrated 

regional tourism strategy. 

It is clear that responsibility for a successful tourism industry does not rest with any single 

organisation. A number of State Government departments, regional organisations, Councils 

and private sector organisations need to be involved. It is, however, critical that they work 

together towards the same overall vision or else there will be gaps, inconsistencies and 

overlaps in their endeavours. 

13.1 Why Governments Have a Role in Tourism 

There needs to be a compelling reason for proposing that Governments intervene in a 

private industry sector. All spheres of Government are required to justify the level of their 

investment in initiatives that will provide a direct benefit to commercial enterprise. 

In respect to tourism, there are several reasons why Governments – National, State and 

Local, choose to invest in measures that support increased visitation and expenditure from 

tourism. 

Firstly, tourism provides direct and indirect economic benefits through the level of 

expenditure and the number of jobs created in the country, state, region or local area. 

Secondly, individual tourism operations, many of whom are small businesses and often 

owner operated, will rarely have the resources to provide information about and support to 

the promotion of other businesses in the region, even when this can be clearly demonstrated 

to be of mutual benefit. 

Similarly, multiple players in a small business environment are not well placed to commission 

and manage the kind of collaborative market research required to assist them to effectively 

target new and emerging markets or to reposition their product to increase the yield from 

existing markets. 

For this reason, Government intervention in tourism, research planning, marketing, promotion 

and visitor information is essential. 

Councils will provide the most effective support to their local tourism operators and the best 

outcomes for other businesses by contributing to region-wide marketing, information, 

planning, research and product development initiatives. 

Much of the area that comprises the Flinders Ranges and Outback SA is not covered by 

Local Government. The Outback Areas Community Development Trust (OACDT) will need to 

work with the SATC, DTEI and NRDB and other Government bodies to support local tourism. 





Figure 6: Roles and Responsibilities for Implementation of Integrated Strategic Tourism Plan 

MARKETING 

INFRASTRUCTURE PROVISION 

TO SUPPORT ECONOMIC 

CONTRIBUTION OF TOURISM 

State Government 

Councils 

NRDB/SFRDB OACDT 

Infrastructure Agencies 

FROSAT 

SATC 

Operators 

PRODUCT DEVELOPMENT 

NRDB/SFRTA 

SATC 

FROSAT 

Private Sector 

ECOLOGICAL AND SOCIAL 

SUSTAINABILITY 

Councils 

DEH 

NRM Boards 

OACDT 

Communities 

A STRONG TOURISM 

CULTURE OF SERVICE 

AND SUPPORT 

Tourism Operators 

FROSAT/SFTA 

Councils 

SATC 

NRDB/SFRTA 

Communities 

RESPONSIVE PLANNING 

POLICIES 

Councils 

Planning SA 





It is appropriate that initial support be provided to the private sector in the research and 

development of proposals for establishing new tourism product and/or reinvigorating existing 

product. Early advice can contribute to an outcome that is aligned with what is known 

about demand and market preference and consistent with sustainable management of 

natural resources and community values. 

Proposals with the potential to achieve these outcomes can be facilitated with advice 

about funding sources, partnerships, planning policy provisions and environmental 

management guidelines. Those that appear to have limited potential to meet the required 

outcomes can be encouraged to modify their proposal or be discouraged from 

proceeding. 

13.2 Implementing This Plan 

The Project Steering Committee has considered a number of governance models for the 

implementation of this Plan including examples of the processes used by other regions who 

have prepared Regional Tourism Plans. The preference is for a model that builds on the 

existing roles regional organisations play in the development and marketing of tourism 

product and forges stronger links between them to ensure a coordinated approach. 

Overall responsibility for coordinating the implementation of the Strategic Tourism Plan 

should rest with FROSAT as the Board is the only regional body that has a primary focus on 

tourism. Its role is being broadened beyond marketing to include destination development 

and so FROSAT will need to work closely with the Northern Regional Development Board 

(NRDB) and Southern Flinders Regional Tourism Authority (SFRTA) in the area of product 

development. 

FROSAT has limited staff resources who are already working at full capacity. If additional 

roles are to be added to this body, existing resources will need to be refocussed or 

additional resources obtained. 

The preferred Governance Model for implementation is illustrated in Figure 7 below. 

Figure 7: FROSAT Strategic Plan Implementation Group 

SFRTA 

SATC 

Councils 

FROSAT 

Coordination of Plan 

Implementation 

FRTOA 

NRDB 



Operators 

OACDT 





The FROSAT Strategic Plan Implementation Group (SPIG) should be comprised of a mix of 

Government and industry representatives. 

Membership of FROSAT SPIG 

Group to be composed of: 

• FROSAT Coordinator 

• 1 Outback tourism operator (nominated by FROSAT) 

• 1 Flinders Ranges tourism operator (nominated by FRTOA and SFTA) 

• 2 NRDB representatives 

- 1 Far North 

- 1 North 

• 1 SFRTA representative 

• 2 Council representatives (nominated by all Councils) 

• 1 OACDT representative (could be from OACDT Board or nominated by 

Progress Associations if not OACTD staff) 

• 1 SATC representative 

DEH could be approached to provide a representative, particularly from the Outback 

region, given that many tourism experiences are likely to be influenced by DEH initiatives on 

park. 

Supporting SPIG 

The Group should be supported by a Plan Coordinator or Project Officer with a key 

responsibility for driving the implementation of the Plan. This position could also form part of 

the Manager’s responsibilities if these were restructured. The resources required to 

coordinate the implementation of the Plan should ideally be funded by contributions from all 

organisations represented on the Implementation Group. It will however, be important to 

find a way to keep everyone at the table, irrespective of their relative contributions. 

Given that the timing of the endorsement of this Plan by the project partners it is likely to 

occur late in 2008, an interim arrangement using existing resources will be needed until new 

resource agreements are negotiated in mid 2009. 

This will require establishing regular communication and stronger links between FROSAT staff 

and the Product Development Officers employed by NRDB and SFRTA. It is recommended 

that a Tourism Development Team be set up that looks at having regular meetings and 





sharing resources in order to kick start the implementation of the Plan in advance of 

additional resources being committed by other members of the Implementation Group. 

Monitoring and Review 

It is recommended that FROSAT SPIG meets twice a year in March and September to review 

the progress made against the actions in the Plan. It is proposed that a structured review 

format be used to obtain and collate information prior to the meetings. 

Action Forty Four: Establish Tourism Development Team comprising the Marketing Manager 

of FROSAT and Product Development Officers employed by the NRDB and SFRDB to 

commence implementing the priority actions in the Plan. 

Action Forty Five: Establish the FROSAT Strategic Plan Implementation Group by inviting 

nominations from the member organizations and conducting a preliminary briefing on the 

Plan prior to February 2009. 




Action Plan Framework 

14. ACTION PLAN FRAMEWORK 

This Action Plan Framework links the actions in the Plan to Key Strategy areas. It indicates 

how these strategies relate to the Strategic goals for South Australia indicated as: 

C: Communicate a More Appealing SA of Today 

A: Activate and Improve Air Access 

D: Develop a More Appealing SA of Tomorrow 

P: Planning - influence positive planning policy 

The Framework identifies the agency or agencies with primary responsibility. The key drivers 

for the action are show in bold text. Partners in the achievement of the actions are also 

indicated. A suggested timeframe has been provided. As indicated in Section 13 this Action 

Plan needs to be regularly monitored by the FROSAT Strategic Plan Implementation Group 

and an annual review undertaken. 

The seven urgent actions identified by the Project Partners are: 

• Adopting and implementing the theme of Journeys, Tracks and Trails. (Action One) 

• Improving the quality of food and beverage service. (Action Seven) 

• Articulating the Brand Proposition through the Development of a Media Kit and 

support for business operators. (Action Three) 

• Developing the FROSAT Tourism Plan, formerly known as the Marketing Plan. (Action 

Five) 

• Increasing the range of tourism experiences on pastoral properties. (Actions Eight, 

Nine and Ten) 

• Proving additional rail and holiday options and coach touring routes (Actions Thirty 

One and Thirty Two) and continuing the focus on increasing the capacity of 

operators to deliver geotourism experiences. (Actions Twelve and Thirteen) 

• Working with operators with an interest in and capacity to provide high quality eco 

accommodation. (Action Eleven) 

These actions need to be progressed in the next twelve months. 

The eight important actions identified by the Project Partners may have a longer lead time 

but work needs to either commence or continue in order to realize the targets established 

for tourism growth in the region. These actions are: 

• .Developing new interpretive experiences. (Actions Fourteen and Sixteen) 

• Addressing priority infrastructure improvements. (Actions Thirty Four, Thirty Five and 

Thirty Six) 





• Upgrading airport infrastructure. (Action Twenty Eight) 

• Increasing air services to Coober Pedy and Port Augusta. (Action Twenty Nine) 

• Continuing to implement the Southern and Central Flinders Cycle Tourism Initiatives 

(Actions Seventeen, Eighteen and Nineteen) 

• Developing more effective links with interstate tourism organisations to support cross 

border itineraries and packages. (Action Two) 

• Increasing access to Aboriginal art and culture. (Actions Twenty and Twenty One) 

• Investigating the feasibility of Huts on Heysen – an accommodated 4-5 day walking 

experience. (Action Twenty Two) 

• Working with regional tourism operators to bundle products for sale by domestic and 

international retailers. (Action Six) 





ACTION PLAN FRAMEWORK 

OVERALL GOAL FOR PLAN 

Increase the tourism expenditure in the region to achieve economic growth, employment outcomes and community benefits. 

ACTION 

Implement the marketing, product development, infrastructure and planning actions in this plan to underpin a 5% growth in tourism 

expenditure per annum for the next 2 years to 2009/2010 and 10% growth per annum for the following 4 years to 3013/2014 to achieve an 

average annual growth of 7.8% over the next six years. 

RESPONSIBILITY 

FROSAT, all project partners, tourism operators and regional communities 

State 

Directions 

Reference 

C 

C 

Strategy 

Develop a seamless 

approach to 

marketing the Flinders 

Ranges and Outback 

SA as an integral part 

of the visitor’s total 

journey 

Brand and Position the 

Region to Attract those 

Value what we have 

to offer who Respect 

and Value what we 

have to offer 

Key Actions 

Adopt the theme of Journeys, Tracks and Trails as a tool to 

provide information about the region in ways that enable 

visitors to better understand the choices available to them 

and increase their awareness of the benefits of allowing the 

time to take “the road less travelled”. 

Develop effective links with Tourism Organisations in 

Queensland, NSW, WA and the Northern Territory to promote 

a consistent continuous experience for travellers to the 

Australian Outback and to encourage exploration of 

adjoining areas as an integral part of their journey. 

Use the Brand Proposition in this Plan and the Mountains of 

Memory Brand for the Flinders Ranges to inform the 

development of a media kit. 

Seek funding to support operators to apply branding to their 

own businesses. 

Primary 

Responsibility 

FROSAT 

FROSAT 

FROSAT 

SFRDB 

NRDB 

Partners Timeframe Priority 

TNT 

TQ 

DTEI 

OACDT 


Australia 

SATC 

State Tourism 

Organisations 

Regional RTO’s 

FRTOA 


Operators 

SFRTA 

FRTOA 


Operators 

FROSAT 

SFRTA 

Next 12 months and 

ongoing 


ongoing 

Next 12 months 

Ongoing 

Urgent 

Important 

Urgent 





State 

Directions 

Reference 

C 

D 

Strategy 

Brand and Position the 

Region to Attract those 

who Respect and 

Value what we have 

to offer 

Develop a more 

appealing Flinders 


SA of tomorrow 

Key Actions 

Develop the FROSAT Tourism Plan, formerly known as the 

Marketing Plan that engages tourism operators and regional 

stakeholders in collaborative marketing initiatives and media 

activities that utilise the avenues accessed by our target 

markets 

Work with regional tourism operators to bundle products and 

create links that add value to the experiences available for 

sale by domestic and international retailers. 

Work with existing food and beverage businesses to identify 

opportunities for training to improve their level of service. An 

initial focus could be on a Regional Barista Challenge 

supported by a major coffee retailer. Outback Pubs have 

also been identified as needing support to provide a 

consistent standard of customer service. 

Advocate for the review of the Pastoral Act to provide 

greater clarity with respect to undertaking tourism 

developments and activities on Pastoral land and improve 

procedures for obtaining approvals. 

Undertake training with tourism operators based on pastoral 

properties to better match the way they market their 

product with the expectations of different market sectors 

from those seeking 4-5 star luxury to others willing to trade 

luxury for a chance to share the rural lifestyle In shearers 

quarters or a shepherd’s hut. 

Support strategic opportunities for the development of 

pastoral tourism product such as that proposed by the 

William Creek community. Assist communities to prepare 

feasibility studies and contribute to product development 

and marketing if the concept is viable. 

Primary 


FROSAT 

FROSAT 

NRDB 

SFRDB 

SATC 

SFRDB 

NRDB 

SATC 


SATC 


Operators 

FRTOA 

SFRTA 


Operators 

SATC 

TRADE 

TAFE & other 

Training 

Partners 

Taste of 


SATC 

Accreditation 

OACDT 

Pastoral Board 

(DWLBC) 

Pastoralists 

SFRTA 

SFRTA 

OACDT 


Pastoral 

Operators 

FRTOA 

OACDT 

Progress 

Associations 

Pastoral 

Property 

Owners 

By end 2008 

Ongoing 

Next 12 months & 

ongoing 




Urgent 

Important 

Urgent 

Urgent 

Urgent 

Urgent 





State 

Directions 

Reference 

Strategy 

Key Actions 

Work with operators with interest in and capacity to provide 

high quality ecologically sustainable accommodation 

Primary 


SATC 


NRDB 

SFRDB 

Industry 

In response to 

investor interest 

Urgent 

D 





Investigate the establishment of a Flinders Ranges Visitor 

Information Centre, in association with an Interpretive Centre 

of the region’s geology, ecology, culture and history staffed 

by independent professionally trained personnel, possibly 

supported by “Friends of Parks” volunteers at peak times and 

able to generate income through a quality café, regional art 

gallery and sales of regional product and locally made 

souvenirs. 

Continue to provide training opportunities for tour operators 

and accommodation providers to develop geotourism 

experiences in accordance with the model developed 

through the Mountains of Memory Project. Support the 

Introduction of high yield and high value guided tours to 

geological sites that need to be protected. 

Continue to develop the interpretive facilities associated 

with rail, mining, pastoral and other aspects of our regional 

heritage. 

Support the funding proposal for development of the next 

stage of the Blinman Mine Interpretive Experience. 

Under Review (to 

be confirmed) 

SATC 

FRTOA 

Councils 

OACDT 

SFRDB 

NRDB 

Blinman Progress 

Association 

Councils 


Operators 

Partners in The 

Mountains of 

Memory 

Project 

Steam Town 

Pichi Richi 

Railways 

DTIE 

DEH – Heritage 

Branch 

SATC 

2009/10 for scoping 

study 

Ongoing 

Ongoing 

Important 

Urgent 

Urgent 

A 

D 

Provide Information in 

a range of ways to 

increase awareness of 

and participation in 

our geological and 

cultural heritage 





Implement the initiatives of the Mountains of Memory project 

with respect to authentic souvenirs that represent the 

region’s geological and ecological features. 

Investigate cost effective ways of utilising new technology to 

support increased access to places off the main routes and 

tracks and to build itineraries that match travellers’ interests 

to the available experiences. This could be piloted by 

working with existing operators on the Birdsville Track. 

Progressively implement the Southern Flinders Ranges Cycle 

Tourism Master Plan. 

FRTOA 

SATC 

SFRDB 

SFRTA 

NRDB 

SATC 

SFRTA 

Desert 

Knowledge 

CRC 

NRDB 

OACDT 

SAALNRM 

DEH 

SATC 

Councils 

Ongoing 

2008/09 and 

ongoing 

Ongoing 

Important 

Important 





State 

Directions 

Reference 

Strategy 

Key Actions 

Progressively develop and promote the Flinders Ranges Bike 

trail network in the Central Flinders Ranges 

Develop links between the Southern and Central Flinders 

Ranges for Cycle tourism. Undertake a feasibility study for a 

major regional tourism cycling event in partnership with State 

and National cycling organisations. 

Primary 


Flinders by Bike 

SFRTA 

Flinders by Bike 


DEH 

SATC 

DEH 

SFRDB 

NRDB 

SATC 

FRTOA 

Ongoing 

Ongoing 

Important 

Important 

D 





Support existing Aboriginal tourism ventures to develop and 

enhance their products and service levels to enable them to 

be recognised as “ready” for international distribution in 

partnership with other tourism operators. Actively promote 

those operators who achieve the requirements for 

international trade. 

Identify opportunities to increase access to Aboriginal art 

and crafts and to provide additional guided tours and 

cultural experiences. 

SATC 

NRDB 

NRDB 

OACDT 

Indigenous 

operators 

DEH 

Cooperative 

Management 

Boards 

Aboriginal 

Communities 

FROSAT 

Country Arts SA 


ongoing 


ongoing 

Important 

Important 

C 

Communicate the 

most appealing 

Flinders Ranges and 

Outback SA of today 

Investigate the feasibility of serviced huts that would support 

a high yield bushwalking experience on or near the Heysen 

Trail. Explore a range of delivery mechanisms that would 

facilitate a public/private partnership that would satisfy 

conservation and community objectives. 

Support new events that reinforce the region’s key attributes 

and deliver real benefits to communities. 

Promote the best that Coober Pedy has to offer our 

international and domestic target markers. Enhance and 

expand existing products to provide outstanding 

experiences for those seeking opal, adventure and high 

quality service in a totally distinctive physical and cultural 

environment. 

DEH 

FROSAT 

Councils 

SATC 

FROSAT 

Industry 

investors 

SATC 

Heysen 

Working Group 

Events 

organizers 

SATC 

OACDT 

Coober Pedy 

Council 


Operators 

2009/10 Important 

Ongoing 


ongoing 





State 

Directions 

Reference 

Strategy 

Key Actions 

Primary 



D 

A 





Increase access to 

and within the region 

to improve the yield 

from tourism 

Support the development and promotion of new night time 

activities as a chance to experience the clarity of our star 

filled night skies and our stunning sunsets and to meet the 

people who and live and work in these places. 

Ensure the provision of infrastructure and amenities to 

support existing water based tour operators in Port Augusta. 

Attract a new operator to Innamincka for Cruises on Cooper 

Creek. 

Upgrade airport infrastructure. 

Increase the frequency of air services to assist in the 

development of fly/drive and fly/tour packages out of Port 

Augusta and Coober Pedy. 

Improve airstrips in regional communities to support air 

charters and self-fly tourists and better address emergency 

rescue services for tourists and residents. 

Work with Great Southern Rail and tourism operators to 

facilitate the development of holiday options for the Flinders 

Ranges and Outback SA (as an integrated part of their 

packages). Upgrade railway station infrastructure to provide 

a sense of welcome for existing travellers. 

Identify appropriate tour operators and accommodation 

product and explore the development of an itinerary for a 

Brisbane-Innamincka- Adelaide Coach tour with stopovers in 

the Flinders Ranges. 


Operators 

FRTOA 

NRDB 

NRDB 

DTEI 

Councils – 

Coober 

Pedy/Port 

Augusta 

SATC 

DTEI 

OACDT 

SATC 

FROSAT 

NRDB 

FROSAT 

City of Port 

Augusta 

Innamincka 

Progress Assoc 

OACDT 

DEH 

Councils 

OACDT 

NRDB 

SFRDB 

Air services 


Operators 

NRDB 

DTED 

NRDB 

RFDS 

Port Augusta & 

Peterborough 

Councils 

Tour Operators 

Coach 

companies 


Operators 

NRDB 

In response to 

operator interest 


ongoing 

Before April 2009 

2010 and beyond 

2010 and beyond Important 

2010 and beyond 


ongoing 


Urgent 

Urgent 





State 

Directions 

Reference 

Strategy 

Key Actions 

Primary 



A 

Increase access to 

and within the region 

to improve the yield 

from tourism 

Help remove impediments to local initiatives to introduce 

passenger bus services able to provide low cost fares, 

including concession rates for students and pensioners, to 

increase visitation by independent travellers who prefer not 

to drive themselves to the Flinders Ranges. 

Angorichina 

Village 

NRDB 

FRTOA 

DTIE 

SFRTA 


Investigate the potential to establish a shared approach to 

maintaining Public Access Routes (PARs) between the State 

Transport Department (DTEI), the Pastoral Board, pastoral 

property lessees and DEH. 

DTEI 

DWLBC 

(Pastoral Board) 

DEH 

NRDB 

FROSAT 

OACDT 

2009/10 and 

ongoing 

D 

Provide and maintain 

infrastructure and 

services that support 

tourism growth 

Identify priority infrastructure improvements required to 

support tourism growth and lobby for the resources to 

progress these improvements. 

Identify and support opportunities to introduce alternative 

technologies for energy and water supply. 

NRDB/SFRDB 

OACDT 

Councils 

NRDB/SFRDB 

OACDT 

Councils 

Progress 

Associations 

DEH 

Progress 

Associations 

Operators 


ongoing 

Ongoing 

Review the existing provision of Visitor Information Services 

across the region to establish a well resourced network of 

centres and outlets. Support staff and volunteers with 

appropriate training and skill development. 

Under Review 

(to be 

confirmed) 

Councils 

DEH 

VIC Staff and 

Volunteers 

A 

Increase the capacity 

of tourism businesses 

and communities to 

provide excellent 

service in a changing 

environment 

Work with other tourism regions in Australia to establish a 

casual staff pool that is able to be rotated seasonally 

according to peak demand. Target early retirees and 

international backpackers with a one year visa as well as 

suitably skilled international immigrants. 

Acknowledge and work with the leaders in communities and 

in the tourism sector to build on their sense of pride and 

achievement. Explore the development of a Leaders Link-up 

that enables them to meet together at least once a year to 

share their stories and generate new ideas that can be 

tested and developed. 

NRDB 

FRTOA 

Outback Tourism 

Operators 

FROSAT 

National 

Backpacker 

Operators 

Aboriginal 

Management 

Boards 

FRTOA 



Operators 

Councils 

SFTA 

Ongoing 

First Linkup 

In 

2009 





State 

Directions 

Reference 

Strategy 

Key Actions 

Primary 



Recognise the importance to tourism of protecting and 

interpreting ecological assets through planning policy and 

management frameworks informed by specialist advice. 

Councils 

Property Owners 

DEH 

NRM Boards 

DWLBC 


Ongoing 

P 

Encourage sustainable 

tourism development 

through policy 

change and practical 

support 

Amend Development Plans to ensure that these provide 

clear definitions and additional guidance on the nature and 

form of tourism development consistent with the Desired 

Character of the locality. 

Adopt and customise the Guidelines for Developers 

prepared as part of this Strategy to assist land owners to 

understand the impacts of their proposal and the process for 

addressing these and obtaining the necessary approvals. 

Councils 


Councils 


OACDT 

SATC 

SATC 

OACDT 

Within next 3 years as 

part of Council 

Section 30 Review or 

Planning SA program 


ongoing 

Identify key towns that require the preparation of Master 

Plans and provide ongoing support for the implementation of 

these Master Plans to enhance their performance as tourism 

destinations in a way that is sympathetic to their existing 

character and appeal. 

OACDT 

Councils 


2009/0 and ongoing 

P 

Build and Maintain 

partnerships to deliver 

successful tourism 

outcomes 

Establish a Tourism Development Team Comprising the 

Marketing Manager of FROSAT and the Product 

Development Officers employed by NRDB and SFRDB to 

commence implementing the priority actions in the plan. 

Establish the FROSAT Strategic Plan Implementation Group 

by inviting nominations from the member organisations and 

conducting a preliminary briefing on the Plan prior to 

February 2009 

FROSAT 

FROSAT 

NRDB 

SFRDB 

All project 

partners 

Next 6 months 

Next 6 months 

Urgent 

Urgent 




Attachment 1 

ATTACHMENT 1 

Principles of Sustainable Tourism 




Attachment 1 

Principles of Sustainable Tourism, Sustainable Tourism Package, Prepared by the 

Tourism Policy and Planning Group (SATC) for the SATC 

The following 12 principles, based on the triple bottom line are intended to 

guide South Australia’s Tourism Strategy. These are: 

1. Being different from other competing destinations (achieved by 

basing development and marketing on the attributes and 

strengths of the destination; 

2. Achieving authenticity by being genuinely relevant to the history, 

industry, culture, lifestyle and natural resources of the district; 

3. Reflecting community values by representing the past, present 

and future aspirations of the local community in a living and 

dynamic way (achieved by listening to and responding to the 

community); 

4. Understanding and targeting the market (broad market trends 

and the needs of specific market segments) by developing 

specialised products based on the inherent attributes of an area; 

5. Enhancing the experience for travellers by providing them with 

something they cannot experience at home (achieved by 

‘bundling’ attributes to enhance the appeal of a place and the 

likelihood of visitation); 

6. Adding value to existing area attributes to realise a richer tourism 

experience and diversify the local economy (achieved by 

including accommodation, sales outlets, conference facilities 

and dining in association with established industries); 

7. Respecting natural and cultural venues which forms the basis of 

sustainable tourism development and importantly respects 

ecological processes; 

8. Achieving conservation outcomes through developing mutually 

beneficial partnerships between tourism and conservation; 

9. Having good ‘content’ (‘telling the story’) by interpreting 

(presenting and explaining) natural, social, historic and 

ecological features; 

10. Achieving excellence and innovation in design by respecting the 

resource, reflecting community values, being able to ‘tell the 

story’ and achieving good conservation outcomes; 

11. Providing mutual benefits to visitors and hosts by promoting 

economic and community development for the benefits of both 

the host community and visitor; 

12. Building local capacity by integrating tourism businesses with the 

local communities they operate within. 




Attachment 2 

ATTACHMENT 2 

South Australia’s Brand Pyramid 




Attachment 2 

Enterprising tradition 

of creativity and 

innovation 

Home of exceptional 

wine and produce 

Beautiful City and 

Festival Spirit 

Unspoilt nature at 

close proximity 




Attachment 3 

ATTACHMENT 3 

Checklists for Property Owners Planning a Tourism Development 




Attachment 3 

Checklists for Property Owners Planning a Tourism Development 

Are you thinking of buying property to use for tourism purposes? 

Do you own land that you would like to develop for tourism accommodation? 

If you answered yes to one of these questions then Part A of this checklist is intended to assist 

you in addressing those matters required as part of your planning application. 

Part B of the checklist is designed to help you get the right advice to give you the best 

chance of establishing a successful business. 

Contact details for the organisations mentioned are provided in Part C. 

PART A: ENVIRONMENT, INFRASTRUCTURE AND AMENITY 

About the Site 

QUESTIONS 

What are the main conservation values of the site 

and adjoining land? 

What impacts could your development have and 

how will you manage these? 

Will this development require a change of land 

use? 

Is this a permitted activity for this zone? 

Will you need to clear native vegetation? 

How will you manage bushfire risk? 

What impacts will your development have on 

water resources? 

Infrastructure Availability 

Does the site have adequate power supply to 

meet the needs of the development? 

Is the volume and pressure of mains water 

adequate? 

What rainwater storage capacity will you need 

for the size of your development? 

How will you manage wastewater on the site? 

How will you manage stormwater run-off leaving 

the site? 

KEY CONTACT 

Department for 

Environment and Heritage 

(DEH) 

NRM Boards 

Councils/ Pastoral Board 


Native Vegetation Council 

CFS 

Natural Resource 

Management Boards 

ETSA Utilities 

SA Water 

NRM Boards 

Councils 


Councils/Panning SA 

Councils/Panning SA 

NRM Boards 




Attachment 3 

Site Planning and Design 

QUESTIONS 

What is the nature of adjoining land, eg 

conservation values, land uses? 

How will you achieve access to the site? 

What are the assets of the site that you want to 

capitalise on, eg views, vegetation, access to 

wildlife sightings? 

What is the best location on your site for the 

development to achieve: 

• positive experiences for visitors; 

• minimal disruption for neighbours; 

• minimal impacts on biodiversity habitat? 

How will you construct the development so that it 

complies with principles of sustainable design in: 

• Energy efficiency; 

• Water; 

• Materials; 

• Wastewater treatment and re-use? 

How will you manage and operate the 

development so that it complies with these 

sustainability principles? 

KEY CONTACT 

DEH / Councils 



NRM Boards 

Councils or DTEI 

SATC Planning and Policy 

Unit 

Consultants in Planning, 

Design, Environmental 

Engineering 

NRM Boards 

Councils/Planning SA 

DEH 

Regional Development 

Boards 

ESCOSA 

NRM Board 

Business SA 

EPA 

EPA 

NRM Boards 

Regional Development 

Boards 

To give your business a competitive edge, it is worth investing in: 

• Context and Site Analysis Plans; 

• Sensitive Site and Building Design; 

• Eco-accreditation through a programme such as Green Stars or NTEAP 

(speak to staff at NRDB or SFRDB and SATC) 




Attachment 3 

PART B: PLANNING FOR A SUCCESSFUL BUSINESS 

Ideally you should undertake this process before you purchase a property. Certainly you 

would need to consider these questions before you seek finance for your development. 

Tourism Demand 

QUESTIONS 

Is this kind of tourism needed in the Flinders 

Ranges and Outback SA? 

KEY CONTACT 

FROSAT, SATC, NRDB, 

SFRDB 

What markets are likely to be attracted to this 

product and how do I connect with them? 

Business Planning 

How do I make sure my business is viable? 

What are the legal requirements I have to satisfy? 

Who else has done this kind of development that I 

could talk with? 

What sort of data is available to assist in 

developing my business plan? 

What data could I collect in my business to 

enable me to compare my performance to other 

tourism businesses in the region? 

What kinds of staff will be required and where will 

I find them? 

Will training and support be required? 

FROSAT, SATC, NRDB, 

SFRDB 

NRDB, SFRDB 

NRDB, SFRDB, Council, 


SATC, NRDB, SFRDB 

NRDB, SFRDB, DTED 

NRDB, SFRDB 

NRDB, SFRDB 

PART C: CONTACT DETAILS FOR ORGANISATIONS WHO CAN PROVIDE INFORMATION, 

ADVICE AND SUPPORT 

NRDB 

Northern Region Development Board 

Port Augusta Office: 8641 1444 

Coober Pedy Office: 8672 5579 

Roxby Downs Office: 8671 0010 

Quorn Office: 8648 6978 

Email: reception@nrdb.com.au 

SFRDB 

Southern Flinders Ranges Development Board 

Phone: 8632 5633 

Email: board@sfrdb.com.au 




Attachment 3 

FROSAT 

Flinders Ranges and Outback SA Tourism Inc. 

Phone: 8641 3455 

Email: www.flindersoutback.com 

SATC 

South Australian Tourism Commission, Planning and 

Policy Unit 

Phone: 8463 4500 

Email: satourism@saugov.gov.au 

SAAL NRM Board 

South Australian Arid Lands Natural Resource 

Management Board 

Phone: 8648 5977 

Email: aridlands@saalnrm.sa.gov.au 

NY NRMB 

Northern and Yorke Natural Resource Management 

Board 

Phone: 8636 2361 

Email: board@nynrm.sa.gov.au 

DEH 

Department for Environment and Heritage 

Adelaide Information Line: 8204 1910 

Port Augusta: 8648 5300 

Mount Remarkable: 8634 7068 

Wilpena: 8648 0048 

Innamincka: 8675 9909 

Email: dehinformation@saugov.sa.gov.au 

Vegetation 

Clearance 


Phone: 8124 7400 

Email: nvc@saugov.gov.au 

District Council of 

Coober Pedy 

Municipal Council of 

Roxby Downs 

Flinders Ranges 

Council 


Orroroo Carrieton 

Phone: 8672 5298 

Email: dccp@cpcouncil.sa.gov.au 

Phone: 8671 0010 

Email: roxby@roxbycouncil.com.au 

Phone: 8648 6031 

Email: council@flindersrangescouncil.sa.gov.au 

Phone: 8658 1260 

Email: council@orroroo.sa.gov.au 




Attachment 3 


Mount Remarkable 


Peterborough 

Port Pirie Regional 

Council 

Northern Areas 

Council 

OACDT 

Phone: 8666 2014 

Email: postmaster@mtr.sa.gov.au 

Phone: 8651 3566 

Email: council@peterborough.sa.gov.au 

Phone: 8633 9777 

Email: council@pirie.sa.gov.au 

Phone: 8664 1139 

Email: ceo@nacouncil.sa.gov.au 

Outback Areas Community Development Trust 

Phone: 8648 5970 

Email: oacdt.outbacksa@saugov.sa.gov.au 

CFS 

CFS Planning and Development 

Phone: 8463 4200 

Email: www.cfs.org.au 

Electricity 

ETSA Utilities 

Phone: 13 12 61 

Email: customerrelations@etsautilities.com.au 

Mains Water 

SA Water 

Phone: 1300 650 951 

Email: cc@sawater.com.au 

DTEI 

Department for Transport, Energy and Infrastructure 

Phone: 8343 2222 

Email: dtei.enquiries@saugov.sa.gov.au 

EPA 

Environment Protection Authority 

Phone: 8204 2000 

Email: epainfo@epa.sa.gov.au 

ESCOSA 

Essential Services Commission SA (Regulatory body for 

energy) 

Phone: 8463 4444 

Email: escosa@escosa.sa.gov.au 

DWLBC 

Pastoral Land Management 

Phone: 8303 39751 

www.dwlbc.sa.gov.au 

Pastoral Program 




Attachment 3 

Checklist for Planning and Design of Tourism Developments in Natural 

Environments 

The Design Guidelines for Sustainable Tourism Development prepared by the South 

Australian Tourism Commission are accessible on www.tourism.sa.gov.au/tourism. These 

Guidelines provide details on all of the natural resource elements and systems to be 

addressed in the location and design of tourism developments. These are applicable to any 

site. Locations in natural environments require even greater attention to detail. 

Land is made up of a number of elements and systems that interact to form natural 

landscapes. The checklist below provides examples of a range of issues that need to be 

addressed, the primary sources of information about that issue and possible responses at the 

planning, construction and operational stage. 

HYDROLOGY – Surface and groundwater flows and rainfall / stormwater flows 

Examples of Issues for 

Development 

Increased surface water runoff 

and risk of erosion 

Interruptions to and decrease 

in natural flow regimes 

Pollution of water sources 

SOILS 

Loss of topsoil and essential 

nutrients 

Spread of soil borne disease, 

eg, phytophora 

Key Information 

Source 

DWLBC 

NRM Boards 

DWLBC 

NRM Boards 

DWLBC, EPA 

NRM Boards 

NRM Boards 

NRM Boards 

Desirable Response 

Install rainwater tanks or other 

storage devices 

Avoid / minimise changes in 

flow regimes or remediate flows 

downstream of any structures 

Avoid or minimise use of 

chemicals / buffer water 

sources from human and 

animal impacts 

Limit clearance of vegetation 

and/or site excavations. 

Revegetate with local 

indigenous species. 

Implement effective machinery 

hygiene practices. 

Minimise disturbance by foot 

and vehicle traffic. 




Attachment 3 

VEGETATION 


Development 

Vegetation clearance or 

removal 


Source 

Native 

Vegetation 

Council 

Desirable Response 

Native vegetation in South 

Australia is protected by law. 

Seek advice if proposed 

development is in or near 

native vegetation. 

Potential impacts on habitat of 

rare and endangered species 

Weed invasion or spread of 

existing weeds 

FAUNA 

Potential impacts on native 

fauna, eg, through 

interference with their habitat, 

movement corridors 

Seasonal impacts at times of 

nesting and breeding 

Human behaviour can modify 

species behaviour and leave 

them vulnerable 

BUSHFIRE PROTECTION 

Potential conflict between 

requirements for clearance of 

vegetation around buildings 

and minimising impacts on 

vegetation and providing 

quality visitor experience 

DEH, 

Environment 

Australia for 

nationally 

endangered 

species 

NRM Boards 

DEH 

NRM Boards 

DEH 

NRM Boards 

DEH 

CFS, 

Development 

Assessment Unit 

If limited clearance is required, 

offset by vegetation 

conservation initiatives to 

ensure net biodiversity gain. 

Identify and protect any areas 

of vegetation significance and 

significant or endangered 

species. 

Identify and protect important 

fauna habitat and threatened 

species. 

Exclude or restrict access to 

these areas at sensitive times 

for identified species. 

Do not force interaction with 

animals or feed them to 

encourage dependency. 

Investigate and install both 

passive and active fire 

protection measures. 

Ensure regular monitoring and 

maintenance. 




Attachment 3 

TOPOGRAPHY 


Development 

Extensive cut and fill on sloping 

sites increases risk to 

vegetation and fauna habitat 

and can lead to loss of topsoil 

and unsightly erosion 


Source 

NRM Boards 

Architects and 

Design 

Professionals 

with expertise 

on sloping sites. 

SATC Planning 

& Policy Unit 

Possible Response 

Design buildings that work with 

the slope of the land to 

minimise cut and fill. 

KEY CONTACTS 

Vegetation, Fauna 

DEH (Department for Environment and Heritage) 

Phone: 8222 9311 

Vegetation 

Clearance 

Water 


Phone: 8124 4700 

DWLBC (Department of Water, Land and Biodiversity 

Conservation) 

Port Augusta Regional Office: 8648 5174 

Soils, Weed 

Management 

South Australian Arid Lands Natural Resource 

Management Board 

Phone: 8648 5977 

Email: aridlands@saalnrm.sa.gov.au 

Northern and Yorke Natural Resource Management 

Board 

Phone: 8636 2361 

Email: board@nynrm.sa.gov.au 

Bushfire Prevention 

CFS Development Assessment 

www.cfs.org.au 

Phone: 8463 4200 




Attachment 3 

Topography SATC Planning and Policy Unit – 

www.tourism.sa.gov.au / tourism 

Phone: 8463 4500 

Architects and Design 

Professionals 

Royal Australian Institute of Architects 

Phone: 8228 9100

Flinders Ranges and Outback Integrated Strategic Tourism Plan

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