Flinders Ranges and Outback Integrated Strategic Tourism Plan
Flinders Ranges and Outback Integrated Strategic Tourism Plan
Flinders Ranges and Outback Integrated Strategic Tourism Plan
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Final <strong>Plan</strong><br />
A Governance Model for Driving <strong>and</strong> Resourcing the Implementation of the <strong>Plan</strong><br />
It is appropriate that initial support be provided to the private sector in the research <strong>and</strong><br />
development of proposals for establishing new tourism product <strong>and</strong>/or reinvigorating existing<br />
product. Early advice can contribute to an outcome that is aligned with what is known<br />
about dem<strong>and</strong> <strong>and</strong> market preference <strong>and</strong> consistent with sustainable management of<br />
natural resources <strong>and</strong> community values.<br />
Proposals with the potential to achieve these outcomes can be facilitated with advice<br />
about funding sources, partnerships, planning policy provisions <strong>and</strong> environmental<br />
management guidelines. Those that appear to have limited potential to meet the required<br />
outcomes can be encouraged to modify their proposal or be discouraged from<br />
proceeding.<br />
13.2 Implementing This <strong>Plan</strong><br />
The Project Steering Committee has considered a number of governance models for the<br />
implementation of this <strong>Plan</strong> including examples of the processes used by other regions who<br />
have prepared Regional <strong>Tourism</strong> <strong>Plan</strong>s. The preference is for a model that builds on the<br />
existing roles regional organisations play in the development <strong>and</strong> marketing of tourism<br />
product <strong>and</strong> forges stronger links between them to ensure a coordinated approach.<br />
Overall responsibility for coordinating the implementation of the <strong>Strategic</strong> <strong>Tourism</strong> <strong>Plan</strong><br />
should rest with FROSAT as the Board is the only regional body that has a primary focus on<br />
tourism. Its role is being broadened beyond marketing to include destination development<br />
<strong>and</strong> so FROSAT will need to work closely with the Northern Regional Development Board<br />
(NRDB) <strong>and</strong> Southern <strong>Flinders</strong> Regional <strong>Tourism</strong> Authority (SFRTA) in the area of product<br />
development.<br />
FROSAT has limited staff resources who are already working at full capacity. If additional<br />
roles are to be added to this body, existing resources will need to be refocussed or<br />
additional resources obtained.<br />
The preferred Governance Model for implementation is illustrated in Figure 7 below.<br />
Figure 7: FROSAT <strong>Strategic</strong> <strong>Plan</strong> Implementation Group<br />
SFRTA<br />
SATC<br />
Councils<br />
FROSAT<br />
Coordination of <strong>Plan</strong><br />
Implementation<br />
FRTOA<br />
NRDB<br />
<strong>Outback</strong><br />
<strong>Tourism</strong><br />
Operators<br />
OACDT<br />
Urban & Regional <strong>Plan</strong>ning Solutions<br />
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