annual report 2009-10 - Tourism NT

Tourism NT 

Consolidated 

annUal RepoRt 2009-10 

Inspiring, promoting 

and delivering truly 

memorable experiences 

Providing the facts for tourism 

industry, performance, the 

environment and finance

© northern territory Government 


GPO Box 1155 

DARWIN NT 0801 

www.tourismnt.com (corporate) 

www.travelnt.com (consumer) 

Published November 2010 by Tourism NT, 

a statutory authority of the Northern Territory Government. 

ISSN 1835-1379 (Print) 

ISSN 1835-1387 (Online) 

disclaimer 

We have taken due care and skill in ensuring information 

contained in this annual report was true and correct at the 

time of publication, however changes in circumstances after 

the time of publication may impact on its accuracy. We do 

not warrant that it is correct, complete or suitable for the 

purposes for which it is intended to be used. We disclaim 

all liability associated with the use of this information. 

Aboriginal and Torres Strait Island readers and viewers should 

be aware that this material may contain images or names of 

deceased persons.

30 September 2010 

The Hon Malarndirri McCarthy MLA 

Minister for Tourism 

GPO Box 3146 

DARWIN NT 0801 

Dear Minister 

In accordance with provisions of Section 27 of the Tourism NT Act, I am pleased to present you with the annual 

report of Tourism NT for the 2009-10 financial year. 

I advise that to the best of my knowledge and belief the system of internal controls in place within Tourism NT 

provides reasonable assurance that: 

a) proper records of all transactions affecting the Agency are kept and that employees under my control 

observe the provisions of the Financial Management Act, the Financial Management regulations and 

Treasurer’s Directions; 

b) procedures within the Agency are such that they afford proper internal control and a current description of 

such procedures is recorded in Tourism NT’s Accounting and Property Manual, which has been prepared in 

accordance with the requirements of the Financial Management Act; 

c) no indication of fraud, malpractice, major breach of legislation or delegation, major error in or omission from 

the accounts and records exists; 

d) under Section 15 of the Financial Management Act the Agency is required to have adequate internal audit 

capacity. At 30 June 2010 the Agency did not have this function in place, and; 

e) the financial statements included in this annual report have been prepared from proper accounts and are in 

accordance with Treasurer’s Directions. 

I advise that to the best of my knowledge and belief, Tourism NT has implemented processes to achieve 

compliance with: 

a) the archives and records management provisions as prescribed in Part 9 of the Information Act. 

b) its obligations under the Carers Recognition Act and Carers Charter. 

Yours sincerely 

MAREE TETLOW 

CHIEF EXECUTIVE 

travelnt.com 

ABN 17 435 764 236 

Level 1 Development House 

76 The Esplanade 

GPO Box 1155 

Darwin NT 0801 

Australia 

Telephone +61 8 8999 3900 

Facsimile+61 8 8999 3900 

www.tourismnt.com.au 

Global Representation 

Asia, Europe, Japan 

New Zealand 

United Kingdom and 

United States of America 

i

ii 

Tourism NT Annual Report 

Purpose of this Report 

This annual report identifies successes and outcomes 

achieved during 2009-10 against our corporate objectives. 

Essentially this report outlines how effective we were 

at achieving our goals for the year, as articulated in our 

Corporate Plan written twelve months ago. 

It provides our Minister with a report she can Table to 

the Legislative Assembly providing a summary of activities 

based on our approved budget for the year. It includes 

the report for our Government Business Division, 

Territory Discoveries. 

In this report ‘we’, ‘our’ and ‘us’ is used when referring 

to the Chief Executive’s complete area of responsibility, 

including both Tourism NT and Territory Discoveries, our 

Government Business Division. 

tourism nt 

Audience 

This report aims to inform interested stakeholders, 

the tourism industry, Government agencies and the 

Northern Territory community on our strategic objectives, 

performance and future business directions. 

Further information on Tourism NT and an 

electronic version of this report is available from 

www.tourismnt.com.au. 

Tourist information about the Northern Territory can be 

obtained from our consumer website at www.travelnt.com. 

Gregory National Park, Savannah Way Tourism Drive

Tourism ContentsNT 

16 

Visitor 

numbers 

23 

Seasonality 

27 

Regional 

dispersal 

From the Chief Executive 

Page 2 

Regional Snapshot 

Page 4 

Our Organisation 

Page 6 

Performance - Sector 

Page 14 

Our Performance 

Page 16 

Output Reporting 

Page 32 

Governance Matters 

Page 34 

25 

Nature and 

culture positioning 

29 

Enhancing 

capabilities 

Tourism Advisory Board 

Page 36 

Environmental Sustainability 

Page 43 

Our People 

Page 47 

20 

Visitor yield 

Financial Overview Agency 

Page 60 

Financial Overview TD 

Page 65 

Financial Report Agency 

Page 69 

Financial Report TD 

Page 109 

Appendices 

Page 139 

AnnuAl report 2009-10 

1

Tourism From the NT Chief Executive 

Mixed results for 

tourism industry 

While there is no doubt it has been 

another challenging twelve months 

for tourism, the financial, economic 

and environmental impacts we have 

experienced have not dampened the 

determination, drive and passion of 

individual members of the industry. 

2 tourism nt 

Once again our tourism industry was hit with several 

unforeseen events this financial year, which impacted on 

overall performance. These included ongoing economic 

uncertainty in key source markets in Europe, and the 

Eyjafjallajökull volcanic eruption in iceland in April which 

severely disrupted international air travel. We also had 

the more predictable impact of increased competition 

from South Africa as it hosted the FiFA World Cup. 

The strong strategic platform which underpins 

our activities, outlined in the Five Year Strategic 

Plan, provides a guide to long-term growth through 

challenging times. With our flexible marketing approach 

under the Share Our Story campaign banner, we can 

adjust activities and messages quickly to take advantage 

of new opportunities as they arise. 

Total visitor numbers (from all source markets and for 

all purposes of visit) were down 6% for the year; 

however, these visitors stayed longer in the Territory and 

total visitor nights increased by 5%. Total expenditure 

per visitor per night was marginally softer, leading to 

a 4% decline in total expenditure for the year. 

For visitors where we have the greatest sphere of 

influence, interstate and international holiday visitors, 

the financial year results were very positive. For this 

market, visitors numbers increased by 4% and visitor 

nights increased by 22%. Expenditure by domestic 

holiday visitors (including the intra-territory market) was 

particularly strong and increased by 24% for the year. 

The number of interstate holiday visitors increased by 

12% to the second best result on record, after the pre- 

GEC high achieved in 2007. 

A key activity this year, in the lead-up to our new 

accreditation policy which took effect from 1 July 

2010, was assisting operators become accredited. i am 

delighted to report that 330 tourism businesses are now 

accredited, representing the majority of active tourism 

operations in the Territory. We now only sell and promote 

accredited tourism operators, providing customers with 

confidence in the business standards of these operators.


The future growth of our tourism industry is directly 

linked to airline services into the Northern Territory. 

Working cooperatively with airlines and airports to 

develop sustainable and commercially viable flights is 

a key part of the Aviation Futures 2015 strategy, released 

by Tourism Minister Hon Malarndirri McCarthy on 8 

April 2010. Total weekly scheduled seat capacity into 

the Territory was 3.8% higher in June 2010 than twelve 

months ago. 

During the year we supported the progression of several 

new major accommodation developments and launched 

the Signature Lodges initiative. This project will help 

realise the development of new, iconic wilderness lodges 

in key protected areas over the next decade. 

We continue to work with existing, emerging and market 

ready experiences within a number of Territory Growth 

Town communities. There are more than 110 indigenous 

tourism businesses now operating in the NT, offering a 

diverse range of products and services. 

The year ahead is expected to remain volatile given the 

strengthening Australian dollar and prolonged effect 

the global financial crisis is having on the economies of 

some of our key source markets, particularly Europe. 

Subsequently, maintaining visitors from this region will 

be particularly challenging. However, other markets 

including Australia and the developing markets in Asia 

will continue to provide opportunities over the next 

twelve months. 

Our focus for 2010-11 will be to take digital marketing 

to a new level to reach our niche target groups, 

support local tourism operators, expand the types of 

accommodation styles available and work with partners, 

especially airlines. We are in constant discussions with 

airlines to provide more choices and more frequency 

of flight services to encourage travellers to come to the 

Territory for their next holiday experience. 

MAREE TETLOW 

27 September 2010 

Smitt Rock, Katherine Gorge, Nitmiluk National Park 

Farewell message 

As most of you will already be aware, i have 

tendered my resignation to the Minister for Tourism, 

Malarndirri McCarthy, effective from Friday 26 

November 2010. 

The time has come for my family and i to move 

closer to our loved ones and place more emphasis on 

our family ties in Tasmania. i think it is also the right 

time to hand over to a new Chief Executive as i have 

held the role for eight and a half wonderful years. 

i am very proud of what we have achieved during my 

tenure, in particular a much greater strategic focus 

which resulted in the development of the Five Year 

Tourism Strategic Plan, updated in 2008, and which 

received a high level of industry support. 

Other areas of achievement include: 

Developing the Destination – a major effort on 

product development (especially pitched to 

smaller tourism business operators) achieving 61 

new tourism products, 56 refreshed or renewed 

products and a total of 330 accredited businesses. 

We now work with over 100 indigenous tourism 

experiences compared to a handful that were 

available in 2002. 

innovative Marketing – launch of “Share Our 

Story” in March 2005, followed by the use of the 

Big “NT” in our campaigns, plus use of groundbreaking 

digital media and memorable integrated 

marketing campaigns. 

Developing Aviation Capacity – as a result of 

the Jetstar hub and our ongoing work with 

other airline partners, Darwin experienced a 8% 

increase in domestic capacity and maintained 

its high international capacity over the past 12 

months (to 30 June 2010). 


3

Tourism Regional NT Snapshot 

04 Uluru and surrounds 

Highlights 2009-10 

294 000 holiday visitors to Petermann region (average 

2007-08 to 2009-10) 

$2.368 million for combined Uluru and Alice Springs marketing 

activity, as part of the Red Centre program. This was the 

second of the integrated Channel 7 and Yahoo!7 campaigns 

and was presented by Australian Football League footballer 

Mr Russell Robinson 

$400 000 for a cooperative campaign in May 2010, with airline 

and accommodation partners, to promote the new Sydney to 

Yulara route 

1 business tourism event secured for Yulara 

Future Priorities 2010-11 

Deliver a Global Red Centre (Get CeNTred) marketing campaign 

leveraging from the National Landscapes program and 

stimulating demand for holidays in Central Australia 

Maximise benefits from Virigin Blue’s introduction of a new 

Sydney - Yulara service on 2 August 2010 

04 Alice Springs and surrounds 


293 000 holiday visitors to Alice Springs/ MacDonnell regions 

(average 2007-08 to 2009-10) 

$753 000 provided to Tourism Central Australia for visitor 

information services in Alice Springs and marketing/ industry 

enhancement activities for Alice Springs, Uluru and the Barkly 

$2.368 million for a joint Alice Springs/ Uluru global 

marketing campaign 

$27 500 in sponsorship for the Alice Springs Festival 

$5 500 in sponsorship for the Beanie Festival 

$5 000 in sponsorship for the Henley on Todd 

$5 500 in sponsorship for the Annaconda Enduro bike race 

7 Alice Springs based tourism operators received grants under 

the Environmental Enhancement Program 

21 business tourism events secured for Alice Springs 

$350 000 grant to the Alice Springs Convention Centre to 

assist market to interstate and international delegates 

Delivered an Indigenous Tourism Hub in Alice Springs, with 

$150 000 in funding from the Commonwealth Government 

2009 Brolga Northern Territory Tourism Awards gala 

ceremony held at the National Transport Hall of Fame 

in November 2009 

$9 657 to deliver an Indigenous tour guide training program 

in Alice Springs with funding from the Commonwealth 

Government 

4 tourism nt 


Support an Indigenous tourism hub and Indigenous tourism 

development officers placed within the Central Land Council 

Improve domestic air services to Alice Springs and develop 

better international links to Central Australia 

Maximise business tourism opportunities from the Alice 

Springs Convention Centre 

Provide marketing sponsorship for festivals and events which 

attract tourists to Alice Springs 

Operate the Territory Discoveries call centre providing tourism 

bookings and information on behalf of operators across the 

Northern Territory 

03 Tennant Creek and surrounds 


60 000 holiday visitors to Tablelands region (average 2007-08 

to 2009-10) 

$90 000 provided to Battery Hill Mining Centre/ Tennant 

Creek Foundation for visitor information services 

$100 000 (encompassing salary and operational funding) 

to employ an Industry Development Officer located in 

Tennant Creek 

$60 000 for Northern Territory wide drive brochure 

$5 500 sponsorship of the Brunette Downs Race Meeting 

Conclusion of a Destination Visitor Survey looking at visitors’ 

satisfaction with facets of their Tennant Creek trip 

Battery Hill Mining Centre/ Visitor Centre and Nyinkka Nyunyu 

participated in the Northern Territory stand at the Sydney 

Caravan and Camping Show 2010 

Incorporated in whole of Territory campaign activity via TV 

commercials and online activity 


Market experiences in the region through drive market activity 

Provision of visitor information services in Tennant Creek 

02 Katherine region 


150 000 holiday visitors to Katherine/ Daly regions (average 


$285 000 provided to Katherine Town Council for visitor 

information services 

$100 000 (encompassing salary and operational funding) to 

employ an Industry Development Officer located in Katherine 

$100 000 as part of the whole of Territory print campaign


The global Kakadu campaign also showcased Katherine 

region with a focus on promotion of the themed Natures 

Way Tourism Drive 

$5 500 in sponsorship for the Katherine Music Muster 

$230 000 campaign leveraging the Biggest Loser 

television show 

$60 000 for an Northern Territory wide drive guide 

$5 500 in sponsorship Barunga Sports and Cultural Festival 

$80 000 for a Northern Territory fishing campaign including 

online media and an interactive fishing game 

Conclusion of a Destination Visitor Survey looking at visitors’ 

satisfaction with facets of their Katherine trip 


Market experiences in the region through drive market activity 

Support a locally based tourism industry development officer 

and provision of visitor information services in Katherine 

Develop a Katherine Region Action Plan to assist achieve a 

coordinated and consistent approach to destination marketing 

and development 

Incorporate Katherine experiences into the 2010-11 global 

Kakadu marketing campaign, to leverage from the Natures 

Way tourism drive 

01 Kakadu and Arnhem Land surrounds 


134 000 holiday visitors to Kakadu/ Arnhem regions (average 


$2.368 million for a global Kakadu marketing campaign, which 

also showcased Katherine 

$40 000 for a familiarisation tour for a group of journalists 

who followed the footsteps of the explorer Ludwig Leichhardt’s 

expedition to Port Essington. The result was over $350 000 

in press coverage 

$200 000 grant via the Major Tourism Infrastructure Support 

Program in support of the recommissioning of the Wildman 

Wilderness Lodge 

One Nhulunbuy based tourism operator received a grant under 

the Environmental Enhancement Program 

Delivered an Indigenous Tourism Hub in Nhulunbuy, with 



Deliver a Global Kakadu marketing campaign stimulating 

demand for holidays in the Top End and promoting access 

through Darwin 

Support an Indigenous tourism hub in Nhulunbuy 

Progress the development of new accommodation and 

touring experiences 

02 

01 

04 

03 

01 Darwin and surrounds 


405 000 holiday visitors to Darwin region (average 2007-08 

to 2009-10) 

$795 000 provided to Tourism Top End for visitor information 

services in Darwin and marketing/ industry enhancement 

activities for Darwin, Katherine, Kakadu and Arnhem Land 

$1.3 million for a Destination Darwin campaign launched in 

August 2009 

$100 000 promotion with an airline partner at the Southern 

Cross Station in Melbourne, leveraging the Victorian Spring 

Racing Carnival 

$11 000 in sponsorship for the Darwin Festival 

$5 500 in sponsorship for the Indigenous Music Awards 

hosted in Darwin 

Cooperative campaign with an airline partner from October 

2009 through to March 2010, increasing awareness in South 

East Asia of Darwin as an entry port into Australia 

23 business tourism events secured for Darwin 

$73 000 towards a Destination Visitor Survey in Darwin to 

gain insights into cruise ship passengers and crew 

Delivered an Indigenous Tourism Hub in Darwin, with 



Maximise benefits of the Jetstar international aviation hub 

in Darwin and attract a full service international airline to 

the Territory 

Deliver a Destination Darwin marketing campaign stimulating 

demand for holidays in Darwin in the non-peak season 

Host the tourism trade event “Corroborree” in April 2011, 

in Darwin, with Tourism Australia 

Support an Indigenous tourism hub and Indigenous tourism 

development officers placed within the Northern Land Council 

Maximise business tourism opportunities from the Darwin 

Convention Centre 

Provide marketing sponsorship for festivals and events 

that attract tourists to Darwin, including a Harvey World 

Travel conference 

Darwin Art Gallery 


5

6 

Tourism Our Organisation NT 

We are a 

statutory 

authority of the 

NT Government 

and commenced 

operations in 

1980. 

tourism nt 

Who We Are 

Tourism NT is a statutory authority established under 

the Tourism NT Act. We are responsible for: 

encouraging and fostering the development of tourism 

in the Northern Territory 

assisting in the achievement of efficient tourism service 

delivery in the Northern Territory 

encouraging tourism investment in the Northern 

Territory. 

Tourism NT (known by our former name of the Northern 

Territory Tourist Commission) commenced operations on 

1 January 1980. 

Our Government Business Division, Territory Discoveries, 

is responsible for increasing the exposure of, and potential 

economic returns to, the Territory’s tourism industry, 

particularly small to medium-sized operators. 

What We Do 

We market and influence the development of the Northern 

Territory as a competitive tourism destination for the 

continuing benefit of Territorians. 

We work: 

with the tourism industry to market the Territory 

interstate and overseas as a tourist destination and 

facilitate appropriate tourism development 

with the travel industry to influence and coordinate 

partnerships with wholesalers, retail agents and 

airlines to facilitate the distribution of the Territory’s 

tourism product 

to provide policy and service delivery advice to the 

Minister for Tourism.

Increase 

regional 

dispersal 

Operational Structure 

We have four main business areas which market, develop, service and advise the tourism industry in the Northern 

Territory, supported by corporate areas. Our operational structure and outputs contribute to the successful 

achievements of our corporate objectives as articulated in our Corporate Plan. 

OUTPUT GROUP OPERATiONAL AREAS CORPORATE OBJECTiVES 

Marketing 

Enhance 

capabilities 

Destination Development 

Territory Discoveries 

(GBD) 

To inspire, promote 

and deliver truly 

memorable experiences 

ViSiON 

The Northern 

Territory: the leading 

nature and cultural 

tourism destination 

MiSSiON 

Strengthen competitive 

position 

Grow visitor 

numbers 

Corporate Objectives 

Flatten 

seasonality 

Increase 

visitor 

yield 

Marketing and Communications 

Strategic Services and Business Tourism 

Corporate Services 


Central Australian Regional Office 





Grow visitor numbers 

Increase visitor yield 

Flatten seasonality 


position 

Increase regional dispersal 



position 

Increase regional dispersal 

Enhance capabilities 

Grow visitor numbers 

Increase visitor yield 


Helicopter flight Darwin 

AnnuAl report 2009-10 7

8 

Tourism Our Organisation 

NT 

Marketing and Communications 

Marketing and Communications’ key role is to promote 

the Northern Territory as a tourism destination through 

integrated global marketing and communications activities 

including advertising, public and media relations, digital, 

consumer/ trade shows and cooperative relationships with 

trade and industry partners. 

Marketing and Communications implements all our 

marketing programs and is responsible for developing the 

Northern Territory’s tourism brand. 


Destination Development focuses on the development and 

attraction of investment in major tourism infrastructure, 

facilitating improved business performance, quality and 

standards of the Northern Territory tourism industry and 

fostering the development of the type of tourism product 

necessary to meet consumer demand and expectations, 

such as Indigenous tourism product. 


This area’s core objective is to lead and support our 

people, systems and structure, as well as provide quality 

research findings and guide policy to assist in strategic 

planning, development and evaluation activities. 

The Aviation Director maintains communication 

with domestic and international airlines as well as 

pursuing other airlines to service and remain in the 

Northern Territory. 

The NT Convention Bureau is responsible for promoting 

the Northern Territory, both nationally and internationally, 

as a conference and incentive destination and for 

generating increased business tourism traffic to the NT. 

tourism nt 


Our Government Business Division, Territory Discoveries, 

is the commercial wholesaling distribution arm of Tourism 

NT and is responsible for increasing the exposure of, and 

potential economic returns to, the Territory’s tourism 

industry, particularly small to medium-sized operators. 

Territory Discoveries packages and sells the largest range 

of NT tourism products and service providers to travel 

agents and direct to consumers in Australia and New 

Zealand, as well as select international source markets. 

Financial Services 

Our Financial Services area looks after the following 

areas: financial services, legal services, asset 

management, procurement, property, fleet, governance 

and risk management. 

Human Resources, information and Technology 

The team’s primary role is to provide quality, timely 

corporate services in specialist areas to all divisions, 

in turn enabling them to focus on their operational and 

strategic responsibilities. The team provides complete 

services across the areas of human resources, information 

management and information, communications 

and technology.

Organisational Chart 

30 June 2010 

The following organisational chart indicates our physical and administrative structure, with four 

operational divisions and their associated business units, assisted by corporate support areas. 


10 


Planning Framework 

We use a collaborative and consultative planning framework, with rigorous review 

processes to guide our actions. This ensures we take an evidence based approach 

to what we do. 

Five Year NT Tourism Strategic Plan 

Our overall long-term strategic approach is outlined in the 

Five Year Strategic Plan. Strategic drivers within the Plan 

are articulated as themes, designed around developing 

and promoting nature-based and cultural tourism 

experiences in throughout the Northern Territory. 

We work with local industry operators to achieve 

this joint vision for a thriving, profitable and distinctly 

“NT” industry. Annual audits of the Plan are conducted 

to ensure it remains a useful reference tool for business 

planning and policy formulation. 

Copies of the Plan are available from our website 

www.tourismnt.com.au – in the tourism strategies section. 

Territory 2030 Strategic Plan 

In December 2009 the NT Government released the 

Territory 2030 Strategic Plan; its road map for the future. 

Territory 2030 will set priorities and guide Government’s 

efforts over the next two decades. 

tourism nt 

Government Policy 

NT Tourism 5 Year 

Strategic Plan 

Research and 

Analysis 

Territory 2030 

Strategy 

NT Tourism 

Advisory Board 

Cabinet 

Decisions 

Strategic Plan 

Annual Audit 

Environmental 

Scan 

Individual 

Sector, Market 

or Regional 

Development 

Plans 

Tourism NT Annual 

Corporate Strategic 

Objectives 

Executive 

Team allocates 

responsibility 

for achieving 

Corporate Strategic 

Objectives 

Annual Division 

Plans 

Unit Implementation 

Plans 

Staff Performance 

Evaluation Program 


Corporate Plan 

Approved by 

Minister for 

Tourism 

Performance 

Measurement and 

Key Performance 

Indicators 

Prepared by members of the Executive 

Team for approval by Chief Executive 

Division Heads and business unit managers 

determine what units need to do in order 

to achieve Corporate Strategic Objective(s) 

(level at which Implementation Plans are 

completed is at the discretion 

of Division Heads) 

Unit managers and staff set tasks they will 

need to achieve during the financial year to 

achieve Corporate Strategic Objective(s) 

Key tourism related targets in T2030 are: 

Budget 

Paper 3 


Annual 

Report 

Increase the number of aviation passengers in 

the Territory. 

Expand the tourism industry in the Northern Territory. 

Increase Indigenous/ non-Indigenous business 

partnerships. 

In partnership with other NT Government Agencies, we 

will be exploring how best to achieve the targets in the 

following areas: 

Developing a single focal point for promoting the 

opportunities for business, education, tourism, 

investment and jobs, and integrate the various 

campaigns to lift the Territory’s national and 

international profile. 

Developing Darwin as an international hub for exports, 

education and health services, tourism, and operations 

and maintenance. 

Developing Katherine as a regional hub for the Top End 

with a focus on tourism, transport, agriculture, mining 

and government services.


Tourism NT Corporate Plan 2009-10 

Our annual Corporate Plan serves as our business plan 

for each financial year. During 2009-10, due to the 

Global Economic Crisis and its impacts on consumers’ 

discretionary spending patterns, we realistically focused 

on maintaining visitor numbers and market share, whilst 

preparing for growth the following year. 

Our six corporate objectives were: 

1. Maintain the Northern Territory’s share of the tourism 

market during the global downturn. 

2. Maintain the Northern Territory tourism industry’s 

contribution to the local economy. 

3. Flatten the seasonality of visitation to the Northern 

Territory. 

4. Aggressively position the Northern Territory as a 

destination offering compelling nature-based and 

cultural tourism experiences. 

5. Increase regional dispersal of visitors to the Northern 

Territory. 

6. Enhance Tourism NT’s and industry capabilities to 

increase efficiency and deliver Corporate Objectives. 

Source: Tourism Market Prioritisation Model, Tourism NT, June 2010. 

Strategic Marketing Approach 

Market Prioritisation Model 

We use a rigorous strategic planning tool to help compare 

markets according to a range of factors and variables, 

for now and into the medium term. The model aims to 

highlight the relative importance and potential of each 

market and guide strategies and resources required for 

individual markets. 

A range of measures are incorporated into the model 

including current size of each market, economic 

factors, propensity to travel, aviation factors, industry 

development and consumer readiness. 

We undertook a major review of the model during the year, 

with the aim of making it more forward looking and able to 

accommodate scenario planning. 


11

12 

Tourism Our Organisation 


Market Segmentation 

We use a psychographic market segmentation approach 

to guide our marketing activity and assist maximise 

return on investment. Domestically, we target a segment 

called “Spirited Travellers” and internationally we target 

“Experience Seekers”. Collectively these segments are 

referred to as “Experiential Travellers”. 

As a group, they seek interactive travel experiences that 

offer opportunities for personal growth and experiences 

that take them out of their ordinary routines. They also 

crave physical and psychological challenges. These visitors 

are more likely to visit the Northern Territory and are 

more resilient during economically challenging times. 

Marketing Platform 

We market the Northern Territory as a travel destination 

under the “Share our Story” marketing platform, which 

showcases our six priority destinations and the range 

of experiences on offer in each region. Messages 

are delivered across print, online, television and 

broadcast mediums. 

tourism nt


Mt Borradaile; Arnhemland 

Performance 


13

14 

Tourism Performance NT 

Tourism industry 

in Context 

Economic growth through tourism can be achieved 

by attracting visitors who stay longer or spend more, 

encouraging repeat visitation, fostering regional dispersal 

and/ or addressing seasonality. 

We use broad indicators to assess the performance of 

the tourism industry in achieving balance between all 

these factors. This approach was outlined in the Five Year 

Tourism Strategic Plan. 

Value of tourism 

Tourism is a vital driver of the Northern Territory economy 

and has a broad impact on many other industry sectors. 

The industry is worth over $1.5 billion annually to the local 

economy in Gross Value Added. 

The NT economy is much more reliant on the tourism 

industry than the national average (10.3% compared to 

6.1% nationally). Tourism employs 18 000 Territorians 

(16.3% of the Territory workforce), so is a major 

contributor to local employment. 

Tourism Gross 

State Product 

Tourism Gross 

Value Added 


Employment 

tourism nt 


Estimate 

% 

contribution 

to NT 

economy 

% 

contribution 

at a national 

level 

$1.738 

billion 11.1% 6.3% 

$1.526 

billion 10.3% 6.1% 

18,000 

jobs 16.3% 8.3% 

Source: Sustainable Tourism CRC, NT Tourism Satellite Account 2007-08 

Feeding barramundi 

Tourism Demand 

Northern Territory: All visitors, visitor nights 

Visitor numbers to the Territory dropped slightly for 

the year, due to a lag effect stemming from the Global 

Economic Crisis. However, visitors who did come to the 

Territory tended to stay longer than in previous years. As 

the economic situation improves around the world it is 

anticipated our visitor numbers will similarly improve. 

Northern Territory: Holiday visitors, visitor nights 

Overall holiday visitor numbers to the Territory declined 

marginally (down 2%) during the 2009-10 financial 

year, driven by a fall in international and intra-territory 

holiday-makers. However, interstate holiday visitors to the 

Northern Territory increased strongly, up by 12%. Both 

visitor nights and expenditure for holiday visitors to the 

Territory were positive for the year, with nights up 18% 

and expenditure up 7%. 

Australia: Holiday visitors, visitor nights 

Source: Tourism Research Australia, National Visitor Survey and 

International Visitor Survey 

Holiday visitor numbers and nights to and within Australia 

remained largely stable in 2009-10. The decline in holiday 

visitors to the Territory may be attributed to fewer 

international visitors to Australia subsequently dispersing 

to the NT.

Performance 

Visitor Satisfaction 

Key drivers of satisfaction appear to revolve around the 

Territory’s strengths – its friendly local people and its 

unique natural and cultural product offerings. 

Darwin 

Katherine 

Region 

Barkly 

Region 

Alice 

Springs 

Very 

satisfied 41% 41% 22% 50% 

Fairly 

satisfied 27% 45% 54% 31% 

Sources: Destination Visitor Surveys: Darwin and Alice Springs 

Airports, 2008. Visitor Profile and Satisfaction Reports, Katherine Region 

and Barkly Region, 2009 

Of all regions in the Northern Territory, visitors were most 

satisfied with the Alice Springs region, followed by the 

Katherine region and Darwin. The Barkly region received 

the lowest satisfaction rating of all the regions surveyed. 

industry Expectations 

We measure Northern Territory operators’ sentiment 

quarterly, with a measurement above zero indicating 

the number of operators with a positive outlook outweighs 

the number with a negative outlook. Since June 2009 

operators’ outlooks for both their own business and 

their region have been in positive territory, although 

in the last two quarters confidence has subsided slightly. 

This may be attributed to renewed fears about the 

strength of overseas nations’ economies, the high value 

of the Australian dollar relative to other currencies and 

changed consumer behaviour in the wake of the Global 

Economic Crisis. 

More statistical 

information on 

our tourism 

industry is at: 

www.tourismnt. 

com.au/research 

Reporting our 

Performance 

The following section describes our performance 

against planned outcomes as articulated in our annual 

Corporate Plan. Our Corporate Plan communicates how 

we intend to translate the long-term direction for the 

NT tourism industry, as set out in the Five Year Strategic 

Plan, into immediate strategies for implementation in 

a particular year. 

This reporting incorporates outcomes identified in 

Budget Paper 3. A summary of reporting against the 

output structure of the Budget Papers is included at 

page 32 for interested stakeholders. 


16 


Corporate 

Objective 1 

Maintain the Northern Territory’s 

share of the tourism market during 

the global downturn 

As a focus purely on volume is not sustainable in the 

long-term, we have carefully balanced our focus on this 

objective with our desire to maintain visitor yield, flatten 

seasonality and increase the dispersal of visitors around 

the Territory. 

While our domestic and international marketing efforts 

have a substantial impact on the number of visitors 

to the Territory, other parties and factors significantly 

influence the achievement of this goal, namely airlines, 

large wholesalers, major tourism operators and events 

impacting on travel patterns and traveller behaviour. 

OUTCOMES 

How did we do? 

Intent of “Spirited Travellers” 1 to travel to the NT 

Source: Roy Morgan Research’s Holiday Tracking Survey 

Unique visitors to websites and leads to suppliers 2 

11% leads to suppliers. 

Source: Tourism NT’s Internet usage reports 

1. “Spirited Travellers” are our domestic target segment. 

2. Care should be taken in making comparisons between 

years as call-to-action messages in campaigns are adjusted 

in response to consumer behaviour. In 2009-10 these 

included our DVB, YouTube and FaceBook sites, as well as 

our consumer website. 

tourism nt 

How do we do it? 

• Promote a suite of Signature Experiences that 

personify the Territory, such as bird-watching, 

aboriginal art trails, photographic journeys or treks, 

to form the anchor of global destination marketing 

campaigns. 

• Develop and deliver marketing programs under 

the Share Our Story banner to stimulate demand 

amongst targeted consumers, directly and through 

partnerships with travel trade. 

• Enhance the online and digital capability of Tourism 

NT and the tourism industry to enhance the 

distribution and promotion of tourism products and 

experiences. 

• Package, promote and sell tailored holiday 

experiences to targeted consumers. 

• Strengthen strategic partnerships with airlines to 

influence access into the NT in terms of capacity, 

scheduling and competitive pricing. 

Successfully influence at least one airline carrier to 

positively change capacity, pricing and/ or scheduling in 

line with business case presentations 

Achieved. Changes include Qantas’ new direct services to 

Canberra, Tiger Airways resumption of flights to Darwin, 

expansion of Air North’s network and a code-share 

announcement from Etihad. 

Source: Tourism NT internal audit 

Territory Discoveries’ annual gross travelled revenue 

(excluding GST) 

Source: Territory Discoveries’ ITNU reporting system 

Territory tourism experiences featured in Territory 

Discoveries’ wholesale packages 

Source: Territory Discoveries’ ITNU reporting system

ACTiONS 

Global Marketing 

We have eight representative offices which service 15 

countries across the globe (excluding Australia). We run 

numerous in-market campaigns each year and leverage 

from Tourism Australia’s $150 million budget. 

An example of the type of campaign we undertake is 

the KISS / STA Travel radio and digital youth campaign 

conducted in the United Kingdom from December 2009 

to March 2010. The activity included sponsorship of 

the breakfast show in January 2010, promotions trails, 

competitions to win trips to the Northern Territory, digital 

activity including social media, newsletters and online 

display advertising. 

Gosse Bluff Red Centre Way 

$2.368 million campaign – Get CeNTred 

Launched in March, this was the second of our 

integrated global campaigns utilising traditional, 

television broadcast and online mediums with 

Channel 7 and Yahoo7. 

The campaign saw unprecedented ‘buy-in’ from 

our industry partners who invested in excess of $1 

million to leverage the activity. Activity included 

print ads in Australian newspapers, large format 

outdoor ads in Melbourne and Sydney, a special 

Red Centre episode of youth travel program B430 

and updated Red Centre travel information and 

partner deals on our websites. 

Results: 

• 510% increase in leads to product compared to 

the previous year’s campaign. Over 20 000 of 

these leads went to Qantas. 

• Page views increased by 30% against 2009 

volumes and Electronic Direct Mail subscriptions 

increased by 35%. 

• Activity on Discovery delivered a click through 

rate to our consumer site of 0.63%, over five 

times higher than the industry standard. 

• Television advertising on National Geographic in 

the UK and Europe reached 11.29 million people. 

• Increases in preference to visit the Northern 

Territory were tracked against our key domestic 

target audience. 

• Parks Australia’s numbers suggest 321 422 

visitors to the Uluru – Kata Tjuta National Park 

in the 2009 calendar year, 2.3% higher than 

visitors in 2008. 

STA travel, the UK’s largest youth travel organisation 

developed “special NT deals”, NT branding of 43 stores 

across the country, print advertising, a digital roll out 

across its social networks and forums and a database 

promotion via mobile and electronic direct mail to over 

20 000 subscribers. 

Aviation Development 

We have a dedicated Aviation Director, based in Darwin, 

who is responsible for strengthening and building 

relationships with airlines. Key achievements this 

year include: 

Qantas announced three direct flights per week from 

Canberra to Darwin from February 2010. 

Airnorth has established flights from the Gold Coast to 

Darwin via Mount Isa and flights from Port Hedland and 

Karratha to Darwin. 

In return for Jetstar establishing an international 

aviation hub in Darwin, we are providing $3 million 

over five years for route development and international 

marketing support. The first two installments of 

$600 000 have been paid, with the third installment 

due in July 2010. Jetstar has been assigned fixed 

targets in return. 

Tiger Airways announced resumption of daily 

Melbourne-Darwin flights from June 2010 with airfares 

starting from $98 one way. 

Middle East carrier Etihad announced a code-share 

with Qantas on flights from Sydney to Alice Springs and 

Yulara in March 2010, providing better access for Etihad 

customers from UK and Europe. 

Total weekly scheduled seat capacity into the Territory 

was 35 650 in June 2010 (3.8% higher than in June 

2009). While Darwin international weekly seat capacity 

remained unchanged, Darwin domestic increased by 7.7% 

and Ayers Rock (Uluru) was up 6.3%. 


18 

Tourism Performance 


Destination Promotion 

We invested $8.9 million on marketing campaigns and 

promotions featuring one or more of the Northern 

Territory’s six priority destinations, including Darwin’s 

Tropical Summer, Kakadu and Arnhem Land, Katherine 

and the Barkly region and Alice Springs/ Uluru jointly. 

In addition, $270 000 was invested in active participation 

in trade and consumer shows including NT Muster and 

$80 000 in a Northern Territory fishing campaign 

including online media and an interactive fishing game. 

We offer cooperative advertising assistance to Northern 

Territory based operators with $170 000 spent this year; 

leveraging $400 000 of operator funds in advertising 

Northern Territory products. 

Digital Marketing 

Key activities this year included enhancements to our 

corporate websites, updated content for our consumer 

site and investment in raising the visibility of our 

consumer site across key portals. This has been matched 

by increased investment in online advertising and search 

engine optimisation. 

We have moved into the social media space by launching 

a dedicated Northern Territory Facebook site showcasing 

user generated content, campaign deals and information. 

We have also developed and loaded various Northern 

Territory online videos through digital channels including 

on YouTube.com and Yahoo7.com.au. 

A key strategic issue for us continues to be the rapid 

change in the tourism distribution network, resulting 

from advances in technology and the increased availability 

of the internet to consumers worldwide. This is causing 

convergence of traditional tourism distribution players 

and an increased relevance of online travel agents and 

real time booking. 

tourism nt 

Yahoo7 Partnership 

Launched in August 2009, in partnership with 

Channel 7 and Yahoo7, this campaign integrated 

print and broadcast mediums with online and social 

networking platforms. 

Television commercials played on Channel 7 

which ‘teased’ national audiences about Darwin’s 

cosmopolitan outdoor lifestyle, local characters 

and attractions. 

Local industry partners were invited to purchase 

varying amounts of space within the Yahoo7.com 

website, resulting in more than 50 experiences 

being showcased through the eight week campaign, 

helping to convey the life and energy that makes 

Darwin such a great place to visit. 

A key feature was a strong call to action linking 

consumers back to travelnt.com, our consumer 

website, which features a range of ‘HOT DEALS’ 

sourced from local Northern Territory operators. 

Results were very strong with Jetstar selling almost 

5 000 fares, over twice the amount they had 

targeted. Other partners also reported significant 

increases in sales as a result of the campaign.

Gunlom Falls, Kakadu National Park 

2010-11 priorities 

• Increase air capacity to Central Australia, 

especially Alice Springs 

• Attract a full service international airline 

to Darwin 

• improve air links to the Northern Territory 

from core international markets 

• Maximise the tourism and economic benefits 

of the Jetstar hub 

• Co-host the international trade show 

Corroboree with Tourism Australia, in Darwin 

in June 2011 

• Enhance digital marketing and partner 

participation 

• Refresh our consumer internet site to enable 

further utilisation in future campaigns 

• Expand use of other digital channels including 

social media and mobile 

AiME Trade Event 

Our Northern Territory Convention Bureau, 

together with thirteen industry partners, 

exhibited at the annual Asia-Pacific 

Incentives and Meetings Expo (AIME) in 

Melbourne in March 2010. AIME is the 

premier event in the southern hemisphere 

for the meetings, incentive, convention and 

exhibition industries. It is our largest inmarket 

trade event for the year, with over 

400 client appointments being held with 

operators during the two day show. This is 

the must attend show for operators working 

within the business tourism market. 


20 


Corporate 

Objective 2 

Maintain the Northern Territory 

tourism industry’s contribution to the 

local economy 

Increasing the contribution each visitor makes to the 

NT economy is ideally the best way to maximise the 

benefits of tourism. Targeting high-yield visitors offers us 

the optimal return on investment. 

Influencing visitor yield can be challenging: we achieve 

this by keeping pace with consumer trends and fostering 

opportunities for matching NT products with specific 

market groups. 

Our market 

segmentation studies 

assist us identify the 

best prospects for 

increasing yield. 

tourism nt 

Darwin Festival 

OUTCOMES 


Business tourism bids and conversion rate 

90 business tourism bids undertaken in 2009-10 

Source: Tourism NT’s IDSS reporting system 

Proportion of “Spirited Travellers” 3 visiting the NT 


Territory Discoveries’ average value holiday booking 

(excluding air components) 


Territory Discoveries’ operating revenue 4 

Source: NT Government’s GAS reporting system 


4. Operating revenue is total revenue minus any 

operating subsidy.


• Deliver marketing programs which increase the 

Northern Territory’s profile as a business tourism 

destination in order to stimulate demand for 

business events. 

• Develop and deliver marketing initiatives aimed at 

high yielding market segments (‘Spirited Travellers’ 

and ‘Experience Seekers’) through consumer direct 

and trade partnered activities. 

• Via Territory Discoveries, value-add and up-sell 

packaged holiday products. 

• Educate consumers on products and experiences 

available within the NT to inspire increased length 

of stay and/ or increased activities. 

ACTiONS 

Branded Content 

The Share our Story platform underpins Australian 

and international activity and runs throughout the 

year, supplemented by bursts of intense activity from 

destination specific campaigns. 

An example of activity this year was ‘Station Domination’, 

a take over of Southern Cross Station in Melbourne, 

inundating commuters with images of the Northern 

Territory and a competitive airfare provided by partner 

Virgin Blue. This was supported by print advertising in mX, 

radio and digital advertisements and electronic direct mail 

distributions by both Tourism NT and Virgin Blue. 


The Global Economic Crisis has impacted sales across 

the past two years (2008-09 and 2009-10), with a big 

impact on domestic travel agents – the main customers 

of Territory Discoveries. However, consumer direct sales 

grew strongly throughout the year. Reduced revenues 

have necessitated a change in marketing focus for the 

business, with less advertising and more online activity. 

Business Tourism 

We ended the year with 52 successful bids; 30 for Darwin, 

21 for Alice Springs and 1 event for Uluru. Our strategy 

of identifying events and bid leaders suitable for the NT 

continues to produce results in supporting convention 

centres in Alice Springs and Darwin. 

This year we have worked to promote business tourism 

opportunities to existing and potential investors from 

China. This included assisting Government colleagues 

facilitate the Chinese program of the AGES conference 

held in Alice Springs, with some 40 Chinese delegates 

paying their way to attend the event and receive a taste 

of what the Territory has to offer in terms of corporate 

meeting, touring and incentive experiences. We also 

undertook travel to China to directly promote the benefits 

of the Territory as a business tourism destination to 

potential buyers. 


• Forge campaign programs with aviation 

partners and ensure strong tactical and price 

driven offers 

• Further develop tourism from the Asia Pacific 

region, particularly China, including a focus on 

leisure, corporate business and incentive travel 

• Territory Discoveries to progress online 

alignment (i.e. e-enabling and effective 

distribution), to support micro-small operators 

Mary River 


22 


You’ve been red carded! 

During June, Sydney and Melbourne were besieged by 

renegade soccer umpires trawling the streets and red 

carding city workers, offering them the chance to escape 

the daily grind and Get CeNTred in the Northern 

Territory’s Red Centre. 

We sent out an army of referees to seek out the cities’ 

most stressed residents, present them with a Red Card 

and send them off for the chance to win a holiday to the 

Red Centre worth up to $5 000 (return airfares to Uluru 

with Virgin Blue and three nights accommodation at the 

Ayers Rock Resort Desert Gardens Hotel). 

The umpires red carded more than 15 000 commuters 

directing them to our FaceBook page, where an interactive 

application let them Red Card their friends for further 

chances to win. 

The activity leveraged World Cup fever and generated 

consumer engagement, interaction and media exposure 

for the Northern Territory. 

tourism nt 

Didgeridoo iPhone app 

This year, we launched an iapp, iOutbackNT. 

Downloading our iapp enables users to access 

images, videos, interactive maps and the latest 

information about the Northern Territory to help 

them plan their holiday and make the most of 

their stay. 

The iOutbackNT is part of our push to use mobile 

technology; making it easier for people to find and 

access destination information about the Northern 

Territory’s attractions, so they can make better 

holiday choices. 

The iPhone is fast becoming the mobile device of 

choice with increasing numbers of people accessing 

information online while they are on the move. 

Our iapp includes a special feature whereby users 

can play their very own ‘didg’ by blowing into the 

phone’s voice piece. Users can tap along with touch 

drums on screen, and alter the tempo and pitch by 

just tilting the phone. 

Once the app is downloaded it can be used even 

when people are not connected to the web, so in 

remote locations they can still locate information 

about local guides or tour packages. 

The iOutbackNT iapp is free to download from the 

Apple iTunes store.

Performance 

Corporate 

Objective 3 

Flatten the seasonality of visitation 

to the Northern Territory 

Seasonality affects the Northern Territory more than 

other jurisdictions in Australia, resulting in a number of 

challenges for our industry such as the attraction and 

investment in tourism infrastructure and product, and 

attraction and retention of staff. 

We play a significant role in developing and positioning the 

NT as a year round destination. Other influences include 

industry partners, the NT Government (in terms of supply 

of all-weather public infrastructure and timing of events) 

and competitors’ positioning. 

This year, in the context of the global economic downturn 

and its impact on consumer confidence and discretionary 

spending, while the overall long-term strategy behind 

this corporate objective remained, we were more open to 

activities during the peak season than in previous years. 

OUTCOMES 


Bookings created for travel during November to March 

via Territory Discoveries 


Business events won for the NT to be hosted during 

September to April 

Source: Tourism NT’s IDSS reporting system 


• Raise awareness amongst target consumers and trade 

partners about the ability and appeal of travelling to 

the Territory beyond the peak season. 

• Develop and sell tailored holiday packages via 

Territory Discoveries that encourage travel to the 

Territory during November to March. 

• Influence government and the private sector to 

provide infrastructure and product offerings relevant 

to seasonal variations, including all season access for 

key tourism sites. 

• Target business tourism events which are scheduled 

during the non-peak season. 

• Encourage consumer events to be held in the NT 

beyond the peak season. 

• Encourage airline partners to extend additional 

capacity beyond the peak season. 

Successfully influence 12 private sector investors to 

consider tourism infrastructure development in the NT 

Achieved. Details of investors are commercial-inconfidence. 


Inbound aviation capacity into the NT during November 

to March 

Source: ADI Sabre database 

Devils Marbles Conservation Reserve (Karlu Karlu) 


24 


ACTiONS 

Infrastructure Development 

In 2009-10 66 new commercial accommodation rooms 

were released onto the Territory market, following a large 

increase of 440 rooms in the previous year. The Nitmiluk 

Caravan Park opened eight new cabins and the Argus 

Apartments in Darwin opened 58 new two and three 

bedroom serviced apartments. 

A number of properties undertook major upgrades during 

the last 12 months. These included the Holiday Inn Darwin 

and Luma Luma Holiday Apartments in Darwin, both of 

whom upgraded all guest rooms and public areas. Emerald 

Springs Roadhouse upgraded all public areas and Crown 

Plaza Alice Springs installed a major new solar energy 

system. 

During the year we supported the progression of several 

new major accommodation developments including 

Wildman Wilderness Lodge and Quest Palmerston, both 

due to open in 2010-11. 

At the time of writing 316 new rooms are under 

construction and scheduled to open in 2010-11. Of these, 

222 rooms will be in the Darwin region, 30 in Top End 

rural areas and 66 rooms in Alice Springs. 

Asia Gateway campaign 

We partnered with Jetstar and Tourism Australia to 

push the message to access Australia via a closer and 

more direct route with just over four hours flying time 

from Singapore to Darwin. Promotional activity ran from 

October 2009 through to March 2010 and consisted of 

online activity and print advertisements run in key local 

newspapers and magazines including the Bali Times, 

which aligned to tactical airfare promotions undertaken by 

Jetstar (in Singapore, Thailand and Indonesia). 

The activity was enhanced through our ongoing trade 

and public relations activities in the region. We leveraged 

an extra $300 000 in cooperative marketing funds from 

Tourism Australia to bolster this activity. 

tourism nt 

Sponsorship of Festivals and Events 

We provide marketing sponsorship (ie. financial funds) for 

events and forums, which comply with our sponsorship 

policy. Applications from event organisers are called for 

twice each year. Details of events sponsored this year are 

provided at Appendix 2. 

In addition to financial sponsorship, we may assist through 

in-kind support, including showcasing events in marketing 

campaigns, organisation/ project management, advice, 

assisting tourism operators attend events, providing guest 

speakers or other means. 


• Attract new, destination-appropriate tourism 

infrastructure to the Northern Territory 

• Position the Northern Territory as a year round 

tourism destination 

• Conduct marketing campaigns encouraging travel 

to the Territory during the non-peak season 

Bitter Springs, Elsey National Park

Performance 

Corporate 

Objective 4 

Aggressively position the Northern 

Territory as a destination offering 

compelling nature-based and cultural 

tourism experiences 

While we play the lead role in positioning the NT as a 

holiday and business tourism destination in the global 

marketplace, large tourism operators and other players 

in the distribution network, the media and non-tourism 

messages also influence consumers’ perceptions. 

OUTCOMES 


New tourism products commencing operation 

14 new tourism products commenced operations 

including BigNT Tourism Services, Argus Apartments, 

Zanadu Rural Retreat, Mollie J B&B, Territory Guided 

Fishing, Travelwheels, Virginia Heliconia Farm Retreat, 

Beyond Breathing Space, Fisherking Safaris, Hook-Up 

Adventure. 


More than 50 operators to improve or refurbish existing 

tourism products 

Achieved. 95 businesses reported improvements or 

refurbishing to existing tourism product such as the 

“new” Savannah Way Motel, which underwent a name 

change, developed new website and brand, introduced 

safari tent style accommodation and upgraded 

restaurant and re-branded its Carpentaria Grill. 


Unpaid editorial coverage generated in preferred media 

Achieved more than $3.4 million dollars (advertising 

equivalent value) worth of editorial exposure. This was 

achieved in more than 80% of preferred media. 




• Aid the development of new authentic and 

sustainable Indigenous tourism enterprises and 

encourage increased employment of Indigenous 

Territorians in the mainstream tourism industry. 

• Identify and encourage the development of new 

tourism experiences in national parks and other 

iconic locations consistent with sustainability 

principles and destination integrity, including more 

uniquely NT accommodation styles. 

• Maximise history and heritage assets, and 

festival events, by clustering and cross promoting 

complementary experiences. 

• Increase the awareness of the NT’s compelling points 

of difference amongst target consumers, including 

the Territory’s ‘green’ credentials. 

• Encourage trade partners to increase the breadth 

and range of Territory tourism product featured in 

their programs. 

Preference amongst “Spirited Travellers” 5 to travel to 

the NT 


Market ready Indigenous cultural experiences operating 


Indigenous owned tourism operators featured in Territory 

Discoveries’ wholesale program 


Proportion of NT operators in Territory Discoveries’ 

wholesale programs being small to medium enterprises 

73.2% of NT operators were SMEs in 2009-10. 



26 



ACTiONS 

Indigenous Tourism Development 

There are more than 110 Indigenous businesses operating 

in the NT offering a diverse range of products and 

services. Fostering Indigenous tourism development 

remains challenging given land ownership and access 

issues and the limited business capacity of many 

Indigenous communities. 

In recognition of the importance of Indigenous tourism 

to the Territory, our Chief Executive chairs the Indigenous 

Tourism Development Working Group, established 

under the auspices of the National Long Term Tourism 

Strategy. We are also represented on the National 

Indigenous Tourism Government Forum, facilitated 

by Tourism Australia. 

Through funding from the Commonwealth Government 

we delivered business mentoring and marketing support 

to Indigenous tourism operators, delivered Indigenous 

tourism hubs in Alice Springs, Darwin and Nhulunbuy and 

delivered a successful tourism training program in Alice 

Springs for local Indigenous people interested in tourism. 

Over $1.1 million was spent on financial assistance to 

Indigenous tourism projects and operators in 2009-10. 

A breakdown of expenditure is located at Appendix 2 and 

Appendix 3. 

Nature Based Tourism Development 

We have been working proactively with Commonwealth 

and Territory park agencies and stakeholders, including 

TTF Australia to progress accommodation developments 

on the parks estate. We had numerous consultations with 

possible investors to understand their requirements when 

looking at developing land classified as non-freehold title. 

Work has been complicated by the lease agreements 

offered in the past; however we will continue work 

next year. 


All Territory Discoveries packages highlight the nature, 

culture or outback assets which speak directly to the 

unique experiences on offer in the Territory. 

Territory Discoveries concentrated on promoting small 

to medium enterprises who specialise in signature 

experiences such as Indigenous tours (eg RT Tours, NT 

Indigenous Tours, Batji Tours), immersive alternative 

accommodation (eg Eco Training Australia, Bamurru 

Plains), and niche operators such as photographic safaris 

(eg Wayoutback Desert Safaris) and birdwatching (eg 

Connections, Gecko Canoeing). 

tourism nt 

Darwin indigenous 

Tourism Hub 

From painting 

clapsticks, to talking 

the talk and walking 

the walk (walking 

tours that is…) 

Darwin’s Indigenous 

Tourism Hub continues to hit the market. 

With increased exposure to visitors after moving 

into the historic Lyons Cottage, Aboriginal Bush 

Traders is fast becoming a must see for visitors 

and locals alike. A wide array of locally produced 

arts and crafts and Indigenous tourism products 

makes Aboriginal Bush Traders a focal point for 

people wanting to access Indigenous culture 

and experiences. 

The Indigenous Tourism Hub continues to grow 

as a highly visible promotion point for member 

operators and as a key resource for conference 

organisers and other industry sectors. It 

continues to successfully respond to market 

needs and market gaps due to our commitment 

to the development of good networks and strong 

sustainable relationships with operators. This 

success is expected to continue in the coming year, 

with more operators finalising their accreditation 

arrangements and the implementation of 

web-based booking services. 


• Develop new products from emerging 

Indigenous entrepreneurs and support 

existing Indigenous products 

• Increase the number of Indigenous people 

employed in the tourism industry 

• Attract investment to the Territory via the 

Signature Lodges initiative 

• Highlight the Territory’s unique nature and 

cultural assets in marketing to consumers

Performance 

Corporate 

Objective 5 

increase regional dispersal of visitors 

to the Northern Territory 

Our purpose is to provide the benefits of tourism to 

all Territorians and dispersing benefits throughout the 

Territory is essential to achieving this aim. 

In achieving increased regional dispersal we seek to 

influence industry partners, other NT Government 

agencies (with regard to the supply of public infrastructure 

particularly in regional areas) and Indigenous communities 

(with regard to permission to access their land). 

OUTCOMES 


More than 30 cases of small scale funding assistance 

provided to SMEs in regional areas 

Achieved. 


NT specific brochure pages in international travel 

brochures 

Achieved with 1 401 NT specific product pages; a total 

of 2 946 product listings. 

Source: DAMA brochure audit 

Services outlined in Funding Agreements with regional 

tourist organisations and visitor information centres 

provided with agreed timeframes 

90% achieved within agreed timeframes. 


Darwin Convention Centre 


• Encourage and influence the development of new 

tourism infrastructure in regional and remote 

areas, in particular 4WD routes, walking trails and 

accommodation in remote areas. 

• Promote road based touring experiences as an 

integral part of Tourism NT’s campaign activity both 

domestically and internationally. 

• Structure, fund and manage relationships with 

regional tourism organisations and visitor information 

centres to provide regional marketing initiatives and/ 

or visitor information services. 

ACTiONS 

Territory Growth Towns 

In 2009 the Northern Territory Government released the 

A Working Future policy, of which the “Territory Growth 

Town” is a key initiative. A Working Future will see 21 

Indigenous communities transformed over time into 

Territory Growth Towns that are properly planned and 

designed, have services, buildings and facilities like any 

other country town and benefit from targeted investment 

in infrastructure. 

We have been working with existing, emerging and market 

ready experiences within a number of these communities. 

We will be represented on some of the community 

economic development teams and be involved with the 

future forums. 

Regional Tourist Organisations 

Over $2 million in funding was provided to Regional 

Tourist Organisations and Visitor Information Centres this 

year. A breakdown is provided at Appendix 4. 

We have established funding agreements in consultation 

with the Regional Tourism Organisations and visitor 

information providers, to form a relationship that is both 

accountable and based on resource needs to deliver 

required services. This encompasses regional marketing, 

visitor and industry enhancement activities and 

information services. 


28 



Marketing Our Regions 

We invested $8.9 million on campaigns and promotions 

featuring one or more of the Northern Territory’s 

six priority destinations. This included $6.48 million 

expenditure from the Marketing and Communications 

division and $2.489 million from in-market operations. 

Examples of smaller-scale regional campaigns include: 

$80 000 was invested this year in a Northern Territory 

fishing campaign including online media and an 

interactive fishing game. 

In May 2010, a $400 000 cooperative campaign with an 

airline and accommodation partner was undertaken to 

promote the new Sydney – Ayers Rock Airport route. 


• Improve air access to Central Australia, especially 

Alice Springs 

• Support regional tourism development through the 

NT Government’s Territory Growth Town initiative 

• Encourage tourism infrastructure development in 

regional areas, particularly through the Signature 

Lodges initiative 

• Deliver a $1.8 million global Kakadu marketing 

campaign stimulating demand for holidays in the 

Top End and promoting access through Darwin 

• Deliver a $1.7 million global Red Centre (Get 

CeNTred) marketing campaign leveraging from 

the National Landscapes program and stimulating 

demand for holidays in Central Australia 

• Deliver destination marketing initiatives for 

Tennant Creek and Katherine as part of whole of 

Territory campaigns 

tourism nt 

Global Kakadu campaign 

This $2.801 million campaign was launched in 

January 2010 and included broadcast and digital 

partnerships with media providers across the 

global. Industry partners kicked an additional $1.5 

million into the campaign. 

Additional print advertising was conducted in 

Australia, our consumer websites and social 

networks were updated with Kakadu travel 

information and partner deals, search engine 

marketing was implemented and print advertising 

undertaken in Bali. 

Key partners in the campaign included Virgin Blue 

in Australia, STA in the UK, Jetstar in South East 

Asia, Dertour in Germany and Australie a la Carte 

in France. 

The campaign also promoted entry via Darwin and 

extensions through to Katherine. 

Results included television ads on the National 

Geographic channel reaching an audience of 11.3 

million globally. 

The Seven Media Group partnership at week two 

recorded 32 500 page views of the purpose build 

Northern Territory website on Yahoo7, 17 000 

videos viewed and 3 900 clicks to industry partner 

deals and Northern Territory content. 

Global search activity via Google, delivered in 

excess of 80 000 visitors to our consumer sites.

Performance 

Corporate 

Objective 6 

Enhance our and industry’s capabilities 

to increase efficiency and deliver 

Corporate Objectives 

Our industry has low barriers to entry, involves a high 

proportion of small businesses and is predominately 

service based. These factors contribute to inconsistent 

product and service delivery throughout the industry. 

Raising industry professionalism, service standards and 

resilience remain ongoing priorities. 

OUTCOMES 


Stakeholder satisfaction regarding our performance 

in promoting and developing tourism in the 

Northern Territory 

Source: Tourism NT’s Stakeholder Satisfaction Survey 

Additional businesses influenced to join a Tourism 

Accreditation Australia program 


1:2 leverage gained from private sector partners through 

cooperative activities. 

Achieved. 



• Undertake and encourage innovative research 

to provide direction to all stakeholders for the 

development and marketing of destination NT. 

• Encourage industry to adopt best practice 

environmental, cultural and commercial approaches 

to provide quality product and services that match 

consumers’ needs and reflects the NT Brand. 

• Enhance tourism industry standards through the 

implementation of the NT Tourism Standards 

Program, a critical element of which is focusing 

Tourism NT’s marketing and promotional efforts 

towards accredited tourism operators. 

• Identify innovate ways to bridge skills shortages and 

up-skill and retain staff resources within the tourism 

industry. 

• Continue to improve awareness of and compliance 

with good corporate governance principles including 

risk management, procurement policy and financial 

standards. 

• Deliver organisation capacity programs within 

allocated resources to ensure the achievement of the 

Corporate Objectives. 

Agreement by staff on organisational cultural factors 

critical to achieving strategic outcomes 6 

Source: Tourism NT’s Staff Opinion Survey 

Operators provided with advice and assistance to enhance 

their product delivery 

Achieved. 357 operators assisted this year. 


6. Derived from 31 questions in the Staff Opinion Survey 


30 


ACTiONS 

National Long Term Tourism Strategy 

The Hon Martin Ferguson AM MP, Commonwealth Minister 

for Tourism, released the National Long Term Tourism 

Strategy on 15 December 2009. The Strategy outlines 

the long term policy framework to position the Australian 

tourism industry as a sustainable and economically vibrant 

industry. It was developed in close consultation with the 

tourism industry and all levels of government. 

We are involved in the following working groups: 

“Indigenous Tourism”, “Labour and Skills”, “Accreditation 

and Standards”, “Destination Planning” and “Resilience”. 

Labour and Skills Development 

In recognition of the importance of a strong labour force 

to Territory tourism, our Chief Executive chairs the Labour 

and Skills Development Working Group, established under 

the auspices of the National Long Term Tourism Strategy. 

Improving skills and industry standards is also a key 

theme of the Five Year Tourism Strategic Plan. 

Research 

Projects we initiated during the year include: 

A Destination Visitor Survey with cruise ship 

passengers and crew in Darwin, in partnership with 

Tourism Australia. 

Primary research via a Conventions Centre Delegates 

Survey, in partnership with the Darwin Convention 

Centre and Alice Springs Convention Centre. 

Quantitative and qualitative research examining the 

impact of the Global Economic Crisis on Spirited 

Travellers’ travel behaviour. 

Business Development 

As part of October Business Month we coordinated a 

Tourism – It’s a Risky Business workshop, which assisted 

tourism operators identify risks in their businesses and 

provided tools and information as to how to manage these 

risks. The workshops were repeated in March. There were 

55 attendees to these workshops. 

In February we coordinated Fair Work Information 

sessions in conjunction with the Chamber of Commerce 

NT, attended by 63 operators across the Territory. The 

workshops focused on possible new award coverage for 

tour operators, the Independent Contractors Act and 

responsibility of employers. 

tourism nt 

“Accreditation has 

been a fantastic 

learning opportunity 

for us and we are 

consistently finding 

new ways to improve 

our operations.” 

Kyle - Barrier Air Charter Pty Ltd 

Brolga Awards for Tourism Excellence 

We undertook a number of activities to rejuvenate 

industry’s support for the Brolga Awards, including 

workshops and a mentoring assistance program provided 

free of charge to entrants. A mock judging program was 

also conducted where 20 entrants had their submission 

judged by a former National Awards judge and received 

feedback to strengthen their submission. 

71 submissions were received for the Brolga Awards, 

27% more than the previous year. 

Northern Territory operators won three National Tourism 

Awards in 2009-10: SKYCITY Darwin, Voyages Longitude 

131 Resort and Connections. Arnhemland Cultural 

Eco-tours was also recognised, with a Judges Highly 

Commended Award. 

Human Resources, Environmental Sustainability and 

Corporate Governance 

Initiatives conducted during the year in these areas are 

detailed in their respective specific areas of this Report.

Accreditation 

Mindil Beach, Darwin 

From 1 July 2010, we will provide particular 

marketing and promotional services exclusively 

to accredited tourism operators. 

Activity this year has been geared towards 

assisting operators become accredited. 

As part of the Tourism Stimulus Response 

Package, a $200 rebate was provided to 

businesses that completed the accreditation 

program by 31 March 2010. 205 businesses 

accessed the accreditation fee rebate. 

As at 30 June 2010 330 businesses that work 

with us are accredited, an increase of 229 over 

the past year. This represents the majority of 

the tourism industry. 

Each business that has been accredited has 

had approximately 10 hours contact time with 

our staff. 

Accreditation is a key strategy of the Five Year 

Tourism Strategic Plan. 


• Assist non accredited tourism operators with 

the accreditation process and work closely with 

accredited operators to further improve their 

business practices 

• Hold workshops to support the development of 

business standards, focusing on ‘E-enabling’, 

sustainability and service standards 

• Undertake research to explore differences in 

social media consumption by our target market 

segments and evolve our market segmentation 

• Investigate measures to bridge skills shortages 

in the tourism industry, particularly through the 

Labour and Skills Development Working Group 

• Expand risk management and internal audit 

approaches within our organisation 

Jobs in tourism 


32 



Output Reporting 

Performance Measures 2009-10 

Estimate 

tourism nt 

2009-10 

Actual 

2010-11 

Estimate 

Marketing Output 

Quantity 

Preference within interstate holiday markets to travel to the NT1 15.2% 17.0% 15.6% 

Intention within interstate holiday markets to travel to the NT2 5.0% 7.3% 5.8% 

Interstate “Spirited Travellers” visiting the NT3 57% 56.1% 58% 

Cooperative advertising funding with national trade partners that promotes 

the NT’s six priority destinations 

80% 80% 80% 

Campaigns implemented that aim to encourage visitation during non-peak seasons 

Quality 

50% 50% 50% 

Tourism NT initiated unpaid editorial coverage generated in preferred media4 80% 80% 80% 

Leverage generated from private sector partners through cooperative activities5 Timeliness 

1:2 1:2 1:2 

Campaigns delivered on time, within budget and at agreed objectives 

Destination Development Output 

Quantity 

95% 95% 95% 

Private sector developers influenced to consider tourism infrastructure 

development in the Territory6 12 12 12 

Operators provided with business advice and assistance to enhance their product 

delivery7 310 357 200 

Training and workshop programs to aid the development of tourism destinations, 

businesses and product7 30 17 20 

Business influenced to join a Tourism Accreditation Australia Limited endorsed 

program8 Quality 

100 229 20 

Five Year Tourism Strategy milestones achieved n/a 90% 90% 

Success in attracting business tourism events9 Timeliness 

45% 57% 45% 

Services provided within agreed timeframes10 Territory Discoveries (GBD) 

Quantity 

90% 90% 90% 

NT tourism operators contracted 171 265 175 

NT tourism experiences featured in wholesale programs11 242 258 250 

Average value of holiday bookings generated12 $1 650 $2 120 $1 700 

Gross travelled revenue (excluding GST) 13 Quality 

$21.0M $15.4M $16.0M 

Client satisfaction 

Timeliness 

80% 70% 80% 

Call abandonment rate14

Notes: 

1. Measures a person’s preference for a particular long-trip 

(3+ nights) destination which they may choose to visit within 

a two-year timeframe. Sourced from Roy Morgan Research’s 

Holiday Tracking Survey. 

2. Measures a person’s intention to actually travel to 

a particular long-trip (3+ nights) destination within the 

next three years. Sourced from Roy Morgan Research’s 


3. Proportion of interstate holiday visitors who meet the 

profile of a Spirited Traveller (a traveller who seeks 

a cultural or environmental experience), which is the 

Territory’s priority target in the Australian marketplace. 

This information is derived from Roy Morgan Research’s 


4. Preferred media is defined as print and electronic media that 

has been identified as popular among the target audience. 

5. For each $1 we spend on joint marketing activities, $2 is 

secured from private sector partners. 

6. Private sector developers are influenced through assisting, 

facilitating and providing information and advice. Details 

of projects are commercial-in-confidence, so it is not 

appropriate to release details publicly. 

7. From 2010-11 we will provide more targeted, intensive 

support to identified operators. Assistance will continue 

to be provided to other businesses as they approach us, 

however reporting of ad-hoc assistance will not 

be continued. 

8. Tourism Accreditation Australia Limited (TAAL) endorsed 

programs in the NT are the Australia Tourism Accreditation 

Program (NT), Respecting Our Culture Indigenous 

Accreditation Program, Eco Certification Program and 

the Caravan Industry Australian Accreditation Program. 

We work with individual businesses to identify the most 

appropriate accreditation program. 

9. Business tourism is travel undertaken for the purpose 

of attending or participating in a convention, meeting, 

exhibition or incentive. This measure indicates the 

proportion of successful bids by the NT Convention Bureau 

from total bids submitted. 

10. As outlined in Funding Agreements with regional tourist 

organisations, visitor information centres and others. 

11. Reflects the number of experiences offered by each 

contracted operator, irrespective of the number of product 

variations or options associated with each experience. 

12. Average value of holiday bookings generated, excludes any 

air travel component of booking. 

13. Gross travelled revenue estimate reflects total travelled 

holiday packages sold. 

14. Call abandonment rates are based on total calls not 

answered within set service level standards. The target 

(3%) reflects national call centre industry standards. 

This section provides 

an overview of 

reporting against the 

output structure 

of Budget Paper 3 

Sounds of Silence, Central Australia 


34 

Tourism Governance NT Matters 

Corporate 

Governance 

Our governance structures aim to ensure 

we achieve our overall outcomes in a 

manner that enhances confidence in 

Tourism NT, its decisions and actions. 

In achieving good governance, we consider two main 

requirements: 

Performance - ensuring our governance arrangements 

contribute to overall performance and the delivery of 

our services and programs. 

Conformance - using our governance arrangements to 

meet legislative requirements, comply with necessary 

regulations and standards and satisfy expectations of 

probity, accountability and transparency. 

The following principles underlie our corporate 

governance strategies. 

Accountability We are answerable for our decisions 

and actions. 

Transparency Our decisions, actions and advice will 

withstand scrutiny. Government, the 

tourism industry and other stakeholders 

should have confidence in our decision 

making processes. 

Integrity We act impartially and ethically in the 

interests of Tourism NT. We practice 

appropriate levels of behaviour as 

expected by the community. 

Stewardship We use every opportunity to enhance the 

value of the public assets and institutions 

that have been entrusted to our care. 

Leadership Our Executives lead from the top in 

achieving commitment across Tourism 

NT to good governance. 

Efficiency We seek the best use of resources, 

with a commitment to evidence-based 

strategies for improvement. 

tourism nt 

Management 

Environment 

Ubirr Sunset, Kakadu National Park 

Our Executive Management Team has the primary 

responsibility for providing leadership and management 

of Tourism NT. It is our principal operational planning and 

decision making body and approves internal policies and 

procedures. 

The Executive Management Team is chaired by the Chief 

Executive and comprises our Executive and Corporate 

Directors. Other officers attend meetings as required to 

make presentations to the group. 

The Executive Management Team is complemented by 

the Tourism Advisory Board, which focuses on strategic, 

rather than operational planning. 

The Team met thirteen times during the year 

(approximately every four weeks), with video conferencing 

to include members from the Alice Springs and Sydney 

offices. Outcomes from the meetings are conveyed to staff 

by the Chief Executive at middle management meetings 

and general staff meetings. Additionally the Chief 

Executive produces an update email for staff every two 

weeks, which is also available on our intranet. The update 

provides information on upcoming activity, changes 

to policies or procedures, other issues and celebrates 

successes.

Membership 

Maree Tetlow 

Chief Executive 

Prior to commencing with Tourism NT in 2002, Maree 

worked in destination marketing agencies for 23 years. 

Maree has led significant innovations in recent years, 

including the Share our Story marketing platform and 

a focus on Indigenous culture. 

Rita Harding 

Deputy Chief Executive and 

Executive Director Marketing 

Rita has over 18 years private and public sector 

experience in marketing, communications and tourism 

having held roles with Qantas, Tourism New Zealand and 

having worked extensively with Air New Zealand. She 

has been responsible for the strategic development 

and implementation of our Share Our Story brand and 

associated campaign. 

Richard Austin 

Executive Director Destination 

Development 

Richard has been a part of the Territory’s tourism industry 

for 21 years, working in regional tourism and private 

enterprise before joining us. Richard has focused on 

developing a strong and sustainable industry through 

innovation, capacity building and environmental best 

practice, along with increasing the employment and 

economic opportunities for Indigenous Territorians. 

Angela Collard 

Executive Director Strategic 

Services and Business Tourism 

Territory born and raised, Angela commenced her career 

with the NT Government in 1984 and has worked for 

us for over twelve years (including a two year leave of 

absence to work with Tourism Australia in London). Angela 

led the formulation of the Five Year Strategic Plan and 

has refreshed the strategic approach for promoting and 

developing the NT as a business events destination with a 

priority focus on deriving benefits from the economic and 

social growth of China. 

Kate Shilling 

Executive Director 


Kate has worked with us since 2003. Initially working 

as Director of Sales and Marketing in North America, 

Kate moved to niche market development, before joining 

Territory Discoveries in 2007. Kate has focused on building 

Territory Discoveries’ online capability and connectivity, 

servicing agent networks and growing new opportunities 

in the special interest and business tourism sectors. 

Noelene Biddell 

Chief Financial Officer 

Noelene commenced as our CFO in May 2008. She has 

a broad range of experience in the public sector over 

the past thirty years, especially in financial management 

and procurement. Noelene coordinated our move in 

Darwin to collocate with the Department of Business 

and Employment in Development House and is currently 

focusing on restructuring and strengthening our internal 

audit and governance functions. 

Michelle Murray 

Director Human Resources, 

Information and Technology 

Michelle worked for us previously and re-joined the 

Agency in April 2008. Michelle has worked in NT 

Government for eleven years in corporate areas, with a 

particular focus on human resources. Since commencing 

as Director, Michelle has overseen the successful 

amalgamation of our Information Management and 

Information Technology teams, and is currently focussing 

on finalising Tourism NT’s transfer to the NT Public Sector 

employment framework. 

John Di Maria 

A/Director Alice Springs 

Regional Office 

John has lived and worked in the Territory his whole life, 

working in both hospitality and private enterprise. For 

the past eleven years John has worked on increasing 

visitation and yield via our wholesale arm, Territory 

Discoveries. John has a strong relationship with the 

tourism industry in Central Australia and continues to 

work on improving communication within the region. 


35

36 


Policies and Processes 

Our Executive Management Team approves a number 

of corporate policies and processes which act to support 

our internal management framework. These include: 

travel 

gifts and benefits 

handling complaints 

appropriate workplace behaviours 

environmental management reporting. 

Our policies regarding Human Resources, Occupational 

Health and Safety, Information Management and Finance 

areas are detailed elsewhere in this report. 

At the beginning of 2009-10, our Executive Management 

Team approved Tourism NT’s Corporate Plan 2009-10. Our 

performance against the objectives contained within this 

plan is detailed in the performance section of this report. 

Risk Management 

We recognise that whilst risk is inherent in all our 

activities, the management of risk is good business 

practice, creates value, is integral to sound corporate 

governance and is a mandatory requirement. We believe 

effective risk management can lead to better decision 

making and planning, as well as better identification of 

opportunities and threats. 

Our internal governance framework is emerging from the 

inception of the Risk Management and Risk Management 

and Audit Committee in 2008, to the implementation of a 

comprehensive governance framework. 

We are using the Enterprise Risk Management (ERM) 

framework to assist minimise the effect of uncertainty 

on our corporate and business objectives. ERM is a 

structured, consistent and continuous process used at the 

strategic, corporate and operational levels. It is used to 

identify, assess, respond to and report on opportunities 

and threats that affect the achievement of our objectives. 

We currently have a strategic risk management plan and 

each unit has an operational risk management plan. These 

are planned to be revisited in July and August 2010. 

We have also engaged MDS Partners through the NT 

Government’s consultancy contract to assist us develop 

a Risk Management Framework, which is expected to be 

endorsed by the Risk Management and Risk Management 

and Audit Committee at its August 2010 meeting. 

tourism nt 


Advisory Board 

Established under the Tourism NT Act, 

the Tourism Advisory Board reports to the 

Minister for Tourism and provides advice 

on strategic issues facing the Northern 

Territory’s tourism industry. 

The Board concentrates on key national and international 

trends that will impact on tourism and aims to ensure we 

are one step ahead of our competitors and prepared for 

any future impacts. 

Term and Remuneration 

Members are appointed for a period not exceeding two 

years. Remuneration is provided in accordance with 

the provisions of the Assembly Members and Statutory 

Officers (Remuneration and other Entitlements) Bill 2006. 

The Chair of the Board is paid an annualised remuneration 

of around $40 000 per annum. The Chief Executive is 

not entitled to additional remuneration for being a Board 

Member. 

Composition 

Under the Act, the Board consists of the Chief Executive 

of Tourism NT and at least six other members 

appointed by the Minister for Tourism. It currently 

has eight members, of which two are NT Government 

representatives and six are external appointments. 

Appointees are selected with the view the Board comprise 

the optimum mix of skills and experience necessary to 

fulfill its role of providing strategic advice to the Minister 

on matters affecting the Territory tourism industry, 

namely: 

tourism knowledge or expertise – national and/ 

or international focus 

commercial business acumen eg. e-business, 

advertising, international marketing 

indigenous or regional economic development 

transport logistics, preferably aviation 

investment attraction or infrastructure development.

The Board 

1. Grant Hunt 

Chair 

2. Maree Tetlow 

CE Tourism NT 

3. Graham Symons 

CE DBE 

1 July 2009 to 30 June 2010 

Meetings held: 4 

Meetings attended: 4 

1 July 2009 to 30 June 2010 



1 March 2010 to 30 June 2010 



4. Alistair Feehan 1 July 2009 to 30 June 2010 



5. Col Hughes 1 July 2009 to 30 June 2010 



6. Ian Conway 1 July 2009 to 30 June 2010 



7. Rick Murray 1 July 2009 to 30 June 2010 



8. Robyn Holt 1 August 2009 to 30 June 2010 



9. Dennis Bree 

EX-CE DBE 

Pecuniary interests 

1 

4 

7 

1 July 2009 to 28 February 2010 



Previously the CEO of Voyages Hotels and Resorts, Grant is particularly known for his visionary 

concept, Longitude 131, the country’s first true luxury tented wilderness camp. He is currently 

working as a consultant in tourism and is working on multiple projects related to tourism 

development. 

Prior to commencing with Tourism NT in 2002, Maree worked in destination marketing 

agencies for 23 years. Maree has led significant innovations in recent years, including the 

“Share our Story” marketing platform and a focus on Indigenous culture. 

Graham was appointed CE of DBE in 2009. He has held a range of senior management and 

policy positions in the Northern Territory Government since 1984, including Deputy Under- 

Treasurer, Chief Executive Territory Housing, and Deputy Chief Executive of the Department of 

Health and Community Services. Prior to this he worked for the South Australian Government. 

In addition to being the CEO of Imparja, Alistair brings to the Board his local knowledge 

of Central Australia and extensive commercial experience in the areas of sales, marketing 

and management. 

Col has a strong aviation background on both the national and international level, having held 

pivotal roles with many aviation companies. Col chairs the National Tourism Alliance and has 

represented the aviation industry on many high level tourism boards and committees. 

Ian Conway, born in Alice Springs established Kings Creek Wilderness Lodge in partnership 

with APT and is a founder of Kings Creek Station which bred and exported camels. He was one 

of three people who founded the Camel Industry Association. 

Rick has lived and worked in the Territory for many years. Rick is well associated with the 

eco-tourism industry, having started one of the NT’s most enduring businesses, Odyssey 

Safaris, in 1988. 

Robyn carries with her more than 25 years experience in journalism, publishing, cosmetics and 

the fashion industry and is a past CEO of Collette Dinnigan and ex-Managing Director of The 

Conde Nast Zao in Russia. Robyn is currently working as a consultant. 

In late 2009 Dennis was appointed role of Chief of Staff in the Chief Minister’s office. As such 

he resigned his position on the Tourism NT Board. 

Board Members are required to declare direct and indirect pecuniary interests in matters being considered by the Board. 

2 

5 

8 


37 

3 

6 

9

38 


What did the Board do? 

2009-10 indicators 

✔ Endorsed the ‘Signature Lodges’ initiative, now 

a designated ‘Major Project’ and over-sighted by 

senior levels within the NT Government 

✔ Recommended the need for the Darwin 

International Airport expansion to become a 

‘Major Project’ 

✔ input into the resolution and extension of the 

Jabiru Town Lease 

✔ Provided feedback on the NT Government’s 

Aviation Strategy 

✔ Endorsed actions to support NT operators and 

ensure the Territory is more competitive post 

the Global Economic Crisis 

tourism nt 


• Provide guidance on a new business direction for 


• Provide guidance on the level of investment in, and 

strategies for, social marketing and new technology 

platforms 

• Assist with a smooth transition period with the new 

Chief Executive 

Committees 

Darwin Art Gallery 

Darwin Harbour Cruise

Committees 

Risk Management and Audit Committee 

Our Risk Management and Audit Committee oversees a 

comprehensive risk management and effective control 

framework, adequacy of external reporting documents, 

consideration of legal and compliance risks, the audit 

function and monitors implementation of internal and 

external audit recommendations. The Committee met 

three times during the year. 

Audits Completed 

The following audits by the Auditor-General were 

overseen by the Risk Management and Audit Committee 

during the year: 

External audit on Territory Discoveries’ 2008-09 

financial statements. 

External Interim audit on the Red Centre Way signage 

project in compliance with our Agreement with the 

Department of Resources, Energy and Tourism. 

External audit on the accreditation mentoring project. 

A program of internal audits was not developed during 

the year. This awaits finalisation of the risk management 

process which will then be able to better define priorities 

for internal audit. 

The objective of the Risk Management and Audit 

Committee is to provide independent assurance and 

assistance to the Chief Executive on our risk, control and 

compliance framework, and our external accountability 

and legislative compliance responsibilities. 

The Committee is governed by its own Charter, with 

membership approved by the Chief Executive. 

Role Member Meetings 

Attended 

Independent Chairperson 

Current Member and Previous 

Chairperson 

Current Member 

Current Member 

Iain Summers - Governance Consultant and past 

Auditor General for the Northern Territory (1995 -2002) 

Richard Austin - Executive Director, Destination 

Development 

Angela Collard - Executive Director, Strategic Services 

and Business Tourism 

John Di Maria - A/Director, Alice Springs Regional 

Office 

What did the Committe do? 


✔ Reviewed the 2008-09 strategic business risk 

assessment and operational risk assessments 

✔ Restructured and strengthened the internal 

audit function to ensure adequate internal audit 

capacity for future years 

✔ Commenced development of an internal 

audit charter, internal audit manual and risk 

management plan 

✔ Reviewed financial delegations, procurement 

delegations and RMAC membership to reflect 

organisational change 

Meetings 

Held 

1 1 

3 3 

2 3 

3 3 

Current Member Mark Crummy - A/Director, Global Distribution 3 3 

Past Member Richard Doyle - Director, Japan, Asia and Cruise 3 3 

Past Independent Member 

Leigh Eldridge - Manager Policy, Department of Chief 

Minister 

1 1 

Observer Sue Cooper - Principal Auditor, Auditor General’s Office 1 3 

Observer Noelene Biddell - Chief Financial Officer 3 3 


40 



• Update our strategic business risk assessment 

and individual business units' operational risk 

assessments 

• Complete preparation of the internal audit charter, 

internal audit manual and risk management plan 

• Agree the 2010-11 internal audit schedule and 

commence audits 

• Complete of risk register and risk management 

communication plan 

• Commence development of a contract 

management framework 

• Review our suite of key performance indicators 

EBA Staff Representative Committee 

Our EBA Staff Committee acts as a conduit of information 

between staff and management (including important 

sensing activity) in regard to our transition to the 

NTPS employment framework. This Committee was 

established in recognition that our staff have very low 

union membership. 

There are members from each of the four Tourism NT 

business units, along with a representative from our 

Alice Springs and Sydney offices. Representatives are 

nominated by colleagues within their division or office. 

tourism nt 

Ormiston Gorge, West MacDonnell Ranges 

Occupational Health and Safety Committee 

There are Occupational Health and Safety Committees 

in both Darwin and Alice Springs, being our major offices. 

These groups ensure our Occupational Health and Safety 

obligations are met with regard to evacuation plans, 

fire wardens, first aid officers etc. They also form a 

point of contact for staff of any Occupational Health 

and Safety issues they may have observed and seek to 

actively resolve. 

Members of the Darwin committee are our Director HR, 

Information and Management, Senior HR Consultant and 

Team Administrator Destination Development. 

In Alice Springs, committee members are our Senior HR 

Officer, Territory Discoveries Manager Business Services 

and various representatives from both Tourism NT and 

Territory Discoveries business units. 

Middle Management Meetings 

This year we introduced of a regular forum termed the 

Middle Management Meetings, attended predominantly 

by managers with a direct line of reporting to a member 

of the Executive Management Team. The purpose of these 

meetings is to: 

share information (celebrating achievements and 

sharing problems); 

enable robust and constructive discussion regarding 

unit activities; 

build relationships across divisions, and; 

provide an opportunity for collective learning through 

occasional presentations on relevant topics by 

guest speakers. 

Product Update Group (PUG) 

The product update group provides an opportunity for 

tourism operators to inform our staff regarding updated 

information or exciting developments for their product, 

share intelligence on market segments and field questions. 

The PUG aims to improve communication between 

operators and our staff; so we can best sell, promote and 

market tourism products. 

PUG meetings are held monthly and up to six operators 

may present at each meeting, including representation 

from Alice Springs/ Central Australia, Tennant Creek, 

Katherine and Darwin/ the Top End. Staff members from 

our various operational areas attend these meetings.

insurance 

Arrangements 

Tourism NT is a general government agency and is 

covered by the NT Government’s policy of self-insurance. 

However, due to the commercial nature of the tourism 

industry and our regular participation at public events 

such as trade shows and conventions nationally and 

internationally, we minimise our risk exposure through 

the purchase of commercial public liability, business 

travel and workers compensation insurance for workers 

in interstate offices. 

Territory Discoveries is a Government Business Division 

and under Treasurer’s Direction R2.1 is excluded from 

self insurance provisions. This means that Territory 

Discoveries can purchase commercial insurance to 

appropriately safeguard its resources from potential risk 

consistent with their risk management framework. 

Details of our insurance arrangements (both self-insured 

and commercial), mitigation strategies and processes 

employed to reduce the risk for each category of 

insurance, and the total number, value and average cost of 

claims are detailed in Appendix 6. 

Statutory 

Responsibilities 

Under the Administrative Arrangements Order 

(9 February 2010), we are responsible for the following 

principal areas of Government: 

Territory tourism 

tourism strategy and infrastructure 

domestic and international air services. 

We are responsible for administering the Tourism NT Act. 

Reviews 

We undertake reviews and audits covering statutory 

compliance, risk management and audit efficiency 

as issues are identified on our risk register. These are 

overseen by our Risk Management and Audit Committee. 

Reviews are also undertaken to assist in continuous 

improvement of systems and processes. 

Two internal reviews were undertaken during the year to 

monitor credit card usage and limits. Recommendations 

from the reviews will ensure only employees who 

legitimately require a credit card have one and their limits 

are consistent with their monthly spend or their authority. 

No reviews by external parties were undertaken during 

2009-10. 

information 

Management 

Our accountabilities under the Information Act include 

responsibilities for records management, freedom of 

information (FOI) and privacy. The Director Human 

Resources, Information and Technology is the decision 

maker for FOI applications to Tourism NT. 

Details of information held by us, including an outline of 

how to make an application under the Act, can be found 

on our corporate website. We received one FOI application 

during 2009-10. 

We are committed to adhering to the Information Privacy 

Principles and protect the privacy of personal information 

we hold, ensuring we only collect information necessary 

for our functions, activities and services. Our Privacy 

Statement can be found on our corporate website. We 

received no requests for access or corrections to personal 

information this year. 

2009-10 2008-09 2007-08 

FOI applications received 1 0 0 

% FOI applications 

granted 100% n/a n/a 

Requests to access 

or correct personal 

information 0 0 0 


42 


We have worked hard towards improving our compliance 

rating against the Records Management component of 

the Information Act. 

Part 9 of the Information Act sets out our responsibilities 

in regards to records and archives management. We 

provide ongoing training for our staff to ensure a high 

level of awareness and skill amongst employees, to 

guarantee relevant information is captured into our 

records management application, TRIM. 

Our Records Unit is responsible for promoting, monitoring 

and reviewing our records systems and processes, and 

gives advice to staff on these matters. 

During 2009-10 the Electronic Document Records 

Management System functionality of TRIM was 

implemented to facilitate the easier management and 

capture of records. This has resulted in an increase in 

the capture and cataloguing of official records. We will 

be reviewing our functional thesaurus and disposal 

schedule to ensure they accurately reflect information 

collected and timelines for disposal. 

Corporate 

Communication 

In times of economic uncertainty, undertaking activities 

in partnership with trade and industry including local and 

national operators is fundamental. 

Corporate Communications facilitates the planning and 

development of corporate communication strategies to 

enhance our reputation. This is achieved through targeted 

communication strategies and media opportunities 

to advance the understanding and profile of our 

achievements and activities, including news releases and 

associated media interviews with the Chief Executive and/ 

or Minister for Tourism. 

A key communication tool is our E-News which delivers 

fortnightly news and research updates to industry 

stakeholders. 

tourism nt 

Our corporate website also provides a range of detailed 

information on campaign activity, incentive programs, 

branding and images, media releases, market trends and 

consumer research. The website was enhanced to include 

tools that will assist operators in their understanding of 

markets, accreditation and sustainable tourism. 

Secretariat 

Our Secretariat area provides high level advice and 

assistance to staff in the preparation of ministerial 

correspondence, legislative assembly briefings, ministerial 

statements/ reports, estimate committee briefings and 

cabinet submissions. Our Secretariat coordinates input 

to national tourism forums such as the Australian 

Standing Committee on Tourism and the Tourism Ministers 

Council, and manages the Tourism Advisory Board’s 

secretariat function. 

2009-10 2008-09 2007-08 2006-07 

Ministerials 370 258 438 506 

Legislative 

Assembly 

briefings 

Estimates 

Committee 

briefings 

Agency 

Cabinet 

Submissions 

Comments 

on Cabinet 

Submissions 

107 146 111 116 

88 85 81 83 

6 6 6 1 

38 32 29 44 

Leliyn (Edith Falls)

Enhancing environmental 

sustainability is a key theme of the 

Five Year Tourism Strategic Plan. 

Positioning the Territory 

as a leading green tourism 

destination is a target 

outlined within the NT 

Government’s Climate 

Change Policy. 

Concern about climate change and the environment 

is influencing consumer behaviour and demand for 

more environmentally responsible tourism products 

is increasing worldwide. Our industry is responding 

to this challenge. 

Environmental Sustainability 

Advocacy 

Industry Resilience Working Group 

We are a member of the Resilience Working Group, one 

of several working groups established by the Tourism 

Minister’s Council to progress the implementation of the 

National Long Term Tourism Strategy. 

This committee reports to the Tourism Minister’s Council 

on the progress of the actions to improve industry 

understanding of the impact of climate change and to 

prepare the Australian tourism industry for a carbon 

constrained future. 

Industry Education and Mentoring 

We continue to communicate to industry about the 

range of potential impacts of climate change through 

our corporate website. Practical advice and support 

is provided to businesses to support them to develop 

strategies to improve environmental performance and 

market their environmental achievements. 

Magpie Geese 


44 

Tourism Environmental NT Sustainability 

Environmental Enhancement Fund 

Grants Program 

This $200 000 grants program aims to support 

tourism businesses in the Northern Territory to reduce 

their environmental footprint. It is designed to provide 

businesses with financial assistance to help fund the 

capital costs of projects to reduce energy, water or 

fuel consumption; all of which are key areas of 

environmental impact. 

This program replaced the former “Tourism: Make the 

Switch” grants program, which became defunct as a result 

of the Federal Government not funding the Renewable 

Remote Power Generation program beyond June 2009. 

$171 784 in grants were allocated this year. Details of the 

13 grant recipients are at Appendix 2. 

Outback Offsets - Pilot Carbon Offset Program 

in Central Australia 

Our pilot carbon offset program resulted in three tour 

operators, representing 40% of the touring sector in 

Central Australia, being carbon neutral for the 2008-09 

financial year. The program concluded in late 2009, and 

received public support from the globally recognised 

conservation group, WWF. 

Results of passenger surveys conducted by participating 

tour operators indicated that the option to choose tours 

that were being offset was attractive and, for those aware 

of the program, it was an influencing factor in the decision 

to travel with the tour operator they chose. 

The three tour operators involved in the project developed 

an understanding of how to measure, reduce and manage 

their carbon emissions and the program ultimately 

resulted in improved environmental management and 

awareness among each of the three operators and 

their staff. 

We have shared the process, lessons learned and key 

outcomes of this groundbreaking pilot with the wider 

tourism industry, to enable other tourism businesses 

considering establishing carbon offsetting to review 

and learn from the experience. 

tourism nt 

New Vehicle Policy 

In March 2010 our Executive Management Team adopted 

a new vehicle policy which goes beyond the minimum 

requirements of the NT Government’s Greening the Fleet 

Strategy. Key elements of this policy associated with 

reducing our emissions include: 

All Executive Contract Officer (ECO) vehicles 

replaced after the new policy took effect must have a 

greenhouse rating of 7 or more (the Greening the Fleet 

Strategy requires a minimum greenhouse rating of 5.5). 

Incentives will be provided to ECO staff that select 

vehicles with a minimum rating of 7.5 or more. 

All other vehicles in our fleet must have a greenhouse 

rating of 7.5 or more, with the only exceptions being 

those vehicles that are required to meet our operational 

needs, such as 4WD vehicles. 

Staff are educated about and encouraged to adopt 

efficient driving techniques. 

Staff are educated about and encouraged to ensure 

accurate odometer readings are provided. 

Staff are encouraged to consider car pooling 

where possible. 

Strategic Partnerships 

We have developed strong partnerships with 

complementary programs such as Alice Solar City and 

ecoBiz NT. Around 60 tourism businesses are participating 

in these initiatives to date. Businesses are learning where 

they are consuming energy in their operations and 

understanding how to reduce their impact – and saving 

money in the process. 

We have developed a strong partnership with Ecotourism 

Australia and assisted a growing number of businesses 

to achieve EcoCertification. Since 2008, an additional 27 

tourism businesses in the NT have become EcoCertified, 

with a further 29 businesses progressing through the 

program. The EcoCertification program helps consumers 

identify tourism products that are backed by a strong 

commitment to sustainable operating practices. 

Our Operational impacts 

We are committed to reducing the impact of our 

operations on the environment. The ability to measure 

and monitor our performance is fundamental to managing 

our impact. 

Our operational impact is derived from the buildings we 

work in, the travel we undertake, the resources, equipment 

and consumables we use, and the outputs we produce 

(such as marketing collateral).

Reducing Energy Consumption 

Energy performance reports are completed a year in 

arrears (the process is managed by the Department of 

Land and Planning). 

We reduced energy consumption in our Darwin office by 

5% in 2008-09. 

In January 2010, our Darwin office relocated to 

Development House. This building has undergone 

significant renovations and our operational energy 

efficiency has improved as a result of this move. 

Features of the new building include: 

A lighting management system which enables lights 

to be programmed to switch off out of normal office 

hours and on weekends and evenings. Individual offices 

have their own light switches. 

Air-conditioning is automated so that it is not operating 

outside of office hours. Our board room has a separate 

air conditioner control which enables the room to be 

cooled only when occupied, reducing overall energy 

consumption. 

Kitchen and bathroom areas are plumbed only with 

cold water. 

The staff kitchen contains an energy efficient ‘Zip 

Hydro Tap’ which supplies boiling water on demand. 

We have programmed this tap to automatically switch 

off after hours and on weekends, and it also has an 

automatic sleep mode when idle. 

Unfortunately we do not currently have the capacity to 

measure energy performance in our new Darwin premises 

as there is no separate electricity meter on Level 1. 

In Alice Springs, as the primary occupants of the 

Peter Sitzler building, we are responsible for all power 

consumption in the building. 40% of the building is 

occupied by staff from four other NT Government 

agencies. 

Energy consumption in the Peter Sitzler building was 

2% lower in 2008-09 than in the previous year. 

Reducing Paper Consumption 

Our efforts in reducing the amount of paper we use 

are clearly demonstrated by the 42% reduction in our 

paper consumption in our Darwin office compared to the 

2007-08 level. This year we commenced measuring paper 

consumption in our Alice Springs office for the first time. 

The reduction in our paper usage in our Darwin office 

translates into over five less reams of paper for every 

employee for the year. 

Increasing Recycling 

As part of the transition to our new Darwin office in 

January 2010, individual general waste bins were removed 

and replaced with dedicated paper recycling boxes under 

each desk to increase the amount of paper being recycled. 

This has dramatically increased the volume of paper we 

recycle, up by 173% compared to 2008-09. 

The volume of paper our Darwin office recycles is 

actually greater than the volume of paper it uses, 

because we also recycle newspapers, magazines and 

material printed by others. 


46 

Tourism Environmental NT Sustainability 

Reducing Our Vehicle Emissions 

NT Fleet set us a greenhouse gas emission reduction 

target of 9% for 2009-10; we achieved this target. 

To encourage staff to ride to work, bike racks were 

installed in our new Darwin building and appropriate 

shower facilities are provided. In addition, personal lockers 

and ironing equipment have been provided. 

Our new vehicle policy, adopted in March 2010 is expected 

to contribute to ongoing reductions in emissions by our 

fleet in coming years. As at 30 June 2010, 55% of our 

fleet met the minimum 5.5 greenhouse rating established 

under the Greening the Fleet policy. 

Reducing Air Travel 

In May 2009, we installed video conferencing equipment 

in our offices in Darwin, Alice Springs and Sydney to 

enhance our capacity to communicate between regional 

offices and also to reduce the overall travel required by 

staff. During 2009-10 we reduced expenditure on air travel 

by 14% compared to the previous year. This result was also 

influenced by our Marketing division having several job 

vacancies during the year due to an internal restructure. 

This year we have introduced a new measure to record 

our performance with respect to air travel, recognising 

that expenditure is not an effective indicator of the 

volume of air travel undertaken (considering variances 

in flight prices). Instead, we have established a system to 

record the total number of kilometres travelled intrastate, 

interstate and internationally by our staff each year. 

tourism nt 

Our staff travelled a total of 1,870,631 kilometres by air 

this year. 



✔ Completed a pilot carbon offset program for the 

touring sector in Central Australia 

✔ Achieved the NT Fleet target of a 9% reduction 

in vehicle emissions by 30 June 2010 

✔ increased the volume of paper recycled in our 

Darwin office by 173% 

✔ Reduced paper consumption in our Darwin office 

by 42% compared to 2007-08 levels 

✔ Delivered a grants program supporting industry 

in reducing its environmental footprint 


• Work towards achieving the Northern Territory 

Government’s sustainability targets 

• Conduct comprehensive water audits on a significant 

number of accommodation properties in Alice 

Springs, to assist businesses identify and implement 

projects to reduce water consumption 

• Leverage partnerships with government agencies 

and stakeholders to support programs such as 

ecoBiz or the Alice Solar City initiative 

• Encourage take up and adoption of programs, 

grants and rebates for businesses to implement 

sustainability initiatives 

• Assist businesses communicate about green 

initiatives and identify those who have adopted 

environmentally sustainable business practices

Karlu Karlu (Devils Marbles) 

Our People 

We aim to employ the right 

people, with the right skills, 

who are passionate about 

the tourism industry and 

the Territory. By supporting 

these people and providing 

the resources they need to 

do their job, we seek the best 

outcomes for the Territory 

and highly satisfied staff. 


47

48 

Tourism Our People NT 

We offer employees a professional, friendly and 

supportive environment in which to develop and progress. 

We encourage employees to stretch themselves, be 

challenged and become leaders at all levels of Tourism NT. 

We value staff 

who are: 

Leaders: demonstrating a strategic outlook, striving 

for continual improvement, fostering an organisational 

‘one-team’ approach, supporting colleagues and taking 

responsibility for own and team actions. 

Productive: achieving goals and beyond through 

consistently excellent performance. 

Collaborative: valuing partnerships and cooperation as 

the keys to our success. 

Passionate: inspired by our brand values and 

demonstrating excitement and enthusiasm for our work 

and our product. 

Flexible: striving to anticipate, initiate, drive, support 

and adapt to change. 

Principled: maintaining integrity, conscientiousness, 

transparency and respect at all times. 

Communicative: exchanging ideas in a timely, open, 

effective and proactive manner. 

Innovative: making a difference through inventive, 

creative and inspirational actions. 

Overview 

Staff are employed under the Northern Territory Tourist 

Commission Enterprise Agreement 2004, which provides 

a flexible employment framework that underpins 

commercial business operations and enables us to 

compete effectively in-market. 

Our Human Resources team is responsible for the 

continued development of our skilled, professional 

workforce. They strive to ensure staff are appropriately 

skilled and informed to enable them to deliver 

departmental business outcomes in a safe work 

environment. 

Services include: 

Identification and pursuit of strategic initiatives to 

improve retention and increase employee satisfaction; 

Advice on conditions of service and HR processes; 

Development and review of human resources policies; 

Coordination of recruitment and selection activities; 

Occupational health and safety advice (in conjunction 

with occupational health and safety committees); 

Coordination of performance management cycles; 

Corporate training and development, and; 

Formulation and monitoring of individual case 

management strategies as required. 

tourism nt 

2009-10 Snapshot 

• 169 people were employed across the Northern 

Territory and Australia 

• Contracted representatives are in place in eight 

international markets 

• 8% of our staff are categorised as Executive 

• 20% of our staff are part-time or casual workers 

• 29% of staff are aged 30 years or under 

• Approximately one third of our staff work in 


• 78% of our workforce is female 

• Cross cultural training, a coaching clinic and project 

management courses were delivered 

• $212 512 was spent on learning and development, or 

around $1 500 per employee 

• Four apprentices were employed, three of whom 

remain with us 

• 11 employees accessed formal flexible work 

arrangements 

• Six redundancies were recorded, at a cost of 

$144 438 

• No new workers compensation claims were made 

• Nine employees accessed free, confidential 

counseling services under our Employee Assistance 

Program 

• No formal discipline processes were invoked 

Reptile feeding

Profile 

The following table details various employment related 

statistics regarding our staff: 

An illustrative breakdown of our employees follows. 

Age and gender 

Employee Status 

2009-10 2008-09 2007-08 2006-07 2005-06 

Total paid staff 169 168 132 133 133 

Full-time equivalent staff 140 149 132 125 135 

Staff turnover 35.0% 24.4% 26.5% 35.0% 37.6% 

Staff redundancies 6 1 2 0 0 

Average age of employees 38 years 35 years 33 years 34 years 32 years 

% of female employees 78% 78% 77% 77% 74% 

Employees of Aboriginal or Torres Strait Islander 

background 

3 2 4 1 1 

Employees with a disability 0 0 1 0 3 

Employees from a non-English speaking background 1 4 6 6 4 

Sick leave days per person 6.1 6.3 5.2 5.3 4.8 

Recreation leave days per person 18.5 17.9 14.8 16.7 16.8 

Long service leave days per person 2.2 2.1 0.6 0.2 0 

Miscellaneous leave days per person 9.5 14.1 8.5 27.8 13.1 

New workers compensation claims 0 0 0 2 0 

New industrial relations claims 0 0 1 0 0 

Employees by Division 

Classification and gender 


50 

Tourism Our People 


Staff retention 

Our staff turnover for the year was 35%, increasing 10 

percentage points over the previous year. This was the 

result of a number of factors including difficulty retaining 

staff in Territory Discoveries’ Holiday Centre and a return 

to trend in turnover figures after two years of depressed 

resignations during the Global Economic Crisis period. 

Staff turnover is projected to decrease in 2010-11 as a 

result of retention initiatives being pursued. 

As demonstrated below we successfully retained our 

longer-term employees, with those with greater than 

five years service comprising 17% of our workforce. 

Several staff with three to five years service left to pursue 

alternative employment or for family reasons. 

Redundancies 

Six redundancies were recorded during 2009-10, at a cost 

of $144 438. Three redundancies were necessitated by the 

closure of the Territory Discoveries’ retail Holiday Shop 

in Sydney. The remaining three relate to organisational 

restructures; two positions were relocated from Sydney 

to Darwin and the final one in circumstances where the 

position duties could be absorbed among other existing 

positions and, as such, was no longer required. 

Due to limited total staffing numbers it is difficult for 

Tourism NT to make alternative offers of employment for 

staff in locations other than Darwin or Alice Springs. In all 

six redundancy situations this financial year, alternative 

offers of employment were made to effected employees, 

with staff choosing to accept a redundancy package. 

tourism nt 

Supporting our Staff 

To continue to further build and strengthen our workforce 

capability, the following initiatives were implemented 

during the year. 

Performance Evaluation Program and Rewards 

We continued with two performance management 

programs in 2009-10; the Performance Evaluation 

Program for Tourism NT and the Career Excellence 

Program specifically for Territory Discoveries’ sales 

staff. Both programs are based on linking individual work 

objectives to business plans which support our strategic 

objectives. A critical element of both programs is the 

exchange of feedback between employees and supervisors 

with regard to performance, workplace satisfaction and 

career aspirations. 

The Performance Enhancement Program was reviewed 

during the year, however the subsequent decision 

to transfer Tourism NT staff to the NT Public Sector 

has resulted in further review requirements in order 

to incorporate the NTPS Leadership and Capability 

Framework. 

Staff Opinion Survey 

We conduct regular staff opinion surveys amongst 

our staff. Findings are used to inform corporate training 

requirements and develop divisional action plans to 

address areas of concern. 

The most recent survey was conducted in June 2009, 

with a participation rate of 72%. Overall staff were 

most satisfied with work and family life balance and 

attitude indicators, and least satisfied with divisional 

communication and change management. The next survey 

is planned for September 2010. 

No survey was undertaken in 2009-10 as the NT 

Government Public Sector Employee Survey was run 

during the year. We rated particularly well in this survey, 

with an indicative average satisfaction across indicators 

of 79% compared with 66% for the whole of the NT 

Public Sector. Our staff reported most highly across 

concepts of community services and fairness, noting that 

they felt employees behaved ethically, professionally and 

fairly when dealing with clients and customers. Similarly 

high satisfaction levels were reported with regard to job 

appointments being made based on merit and transparent 

opportunities being available to apply for positions. 

Whilst our own internal survey was not run this year, 

significant time was spent by HR facilitating workshops on 

the results of the June 2009 survey and developing action 

plans to address areas of staff concern.

Corporate Training 

We have several generic training packages which are 

facilitated for staff sporadically including appropriate 

workplace behaviour workshops, recruitment and 

selection workshops and Performance Enhancement 

Program workshops. 

Other training activities undertaken during the year 

included: 

A coaching clinic designed to enhance communication 

skills was offered to ten Alice Springs employees. 

Cross cultural training was delivered to 18 Alice Springs 

employees in February 2010. 

One staff member was supported to complete the AICD 

Company Directors Course. 

A Project Management course was tailored specifically 

to managing marketing projects and delivered to nine 

Marketing and Communication staff in Darwin. 

One Team Management Systems workshop around 

individual work preferences, communication and team 

dynamics was run for a business unit, and an additional 

HR staff member became licensed to facilitate these 

workshops. 

Sales training and development programs continue to 

be delivered within the NT Holiday Centre, along with 

continued customer service and technical systems training 

in support of Territory Discoveries’ sales incentive scheme. 

On the job training and product familiarisations remain a 

critical element of our learning and development program, 

particularly for Territory Discoveries and Global Media and 

Public Relations staff. 

Coaching 

We supported Jo-anne 

Harkin, Regional Director 

Central Australia to 

obtain her life coaching 

qualification. As a result, 

Jo-anne has provided 

life-coaching services 

to eight staff, with 

exceptionally positive 

feedback received. 

Team Building 

At the commencement of each financial year, 

individual units usually hold business planning workshops 

to identify key actions required in order to deliver against 

our corporate strategic objectives. These workshops also 

provide an opportunity to reflect on past and current team 

dynamics and growth, with time dedicated to constructive 

team building activities. 

Studies Assistance 

Five employees accessed Studies Assistance during 

the year. Assistance ranges from time off work to 

attend examinations or lectures, to financial assistance. 

We strongly support employees gaining relevant skills 

applicable to their jobs, and opportunities are formally 

considered annually as part of the Performance 

Evaluation Program. 

Of the five employees assisted this year, four requested 

financial assistance equating to an average of $2 000 

per employee. 


52 

Our People 

Expenditure on Learning and Professional Development 

Our commitment to the learning and professional 

development of our staff saw us increase expenditure 

by $36 000 this year. This equates to approximately 

$1 500 per full-time employee. 

Our staff are supported to pursue learning and 

development activities which will enable better execution 

of their duties or which assist to realise their full potential. 

Apprentices 

Four new apprentices successfully graduated during the 

reporting period, with three gaining permanent full-time 

employment with us. The other left to pursue travel 

opportunities. 

Recruitment of apprentices is an excellent early entry 

mechanism for Territory Discoveries in particular, with 

apprentices usually gaining ongoing employment on 

completion of their certificate. 

tourism nt 

Commenced 

Still with 


Transferred 

to NTPS 

2006-07 3 2 1 

2007-08 4 2 1 

2008-09 4 4 0 

2009-10 4 3 0 

Cullen Bay Restaurant 

Flexibility and Diversity 

We pride ourselves on being extremely supportive of 

staff in finding an appropriate work and life balance. We 

foster flexible working arrangements which are negotiated 

directly with employees and can be on a permanent or 

temporary basis. Such agreements have been used to 

support graded return to work programs for employees 

returning from maternity leave, providing assistance to 

employees with family care responsibilities or assisting 

employees through career transitions. 

A number of different arrangements were in place during 

2009-10, with examples including: 

Two NTTC4 employees job share, one of whom also 

has a flexible working agreement in place combining 

work from home and office; 

An NTTC2 and an NTTC3 employee both work 

completely from home; 

One AO4 employee has a flexible work agreement 

in place combining work from home and office; 

Two NTTC1 employees job share; 

One AO4 employee works part-time hours under 

a flexible work agreement; 

One employee was supported with a graded return 

to work following health problems; 

A number of staff were offered casual work during 

periods of unpaid maternity leave; 

One EO1 employee has a flexible work arrangement 

in place whereby normal weekly hours are worked, 

but time in the office may vary to accommodate carer 

responsibilities; 

One employee was granted an extended absence on 

a combination of recreation and long service leave 

at half pay; 

Three employees were granted extended leave without 

pay and a further 13 employees were granted shortterm 

leave without pay to enable breaks from the 

workplace to support external interests, and; 

Approximately 85% of Territory Discoveries staff 

have flexible work agreements in place whereby staff 

work two additional hours per week in order to receive 

a regular rostered day off or an increased annual 

recreation leave entitlement. 

Diversity 

We consistently encourage staff from EEO groups to 

apply for all positions. During 2009-10 we recruited one 

additional Indigenous employee, bringing our overall 

number of identified Indigenous staff to three (2% of 

full-time equivalent staff). However, we saw a reduction 

in the number of staff who identify as coming from a non- 

English speaking background, with only one staff member 

identifying with this EEO group at 30 June 2010. 

Our Destination Development division undertakes 

important work in supporting Indigenous tourism 

operators to develop their businesses and in this way also 

contributes to increasing Indigenous employment across 

the NT.

We have strong 

commitment to 

encouraging women to 

purse leadership roles 

71% of our Executive staff is female, including our Chief 

Executive, which demonstrates a strong commitment to 

encouraging women to pursue leadership roles. 78% of 

our total workforce is female, compared to 62.6% across 

the NT Public Sector. 

induction and Probation 

Induction 

Aboriginal Art 

All our new starters receive a personal induction with a 

HR staff member where important information such as 

organisational charts, Corporate Plans, Code of Conduct 

and conditions of service is discussed. In addition 

intelligence is provided around occupational health and 

safety imperatives and generic building information. 

We have a checklist which is provided to all new staff 

and their supervisors, which aims to ensure our new 

recruits are fully informed as soon as possible after 

commencement. 

Probation 

29 staff were subject to probation during 2009-10, 

with one staff member’s appointment confirmed after 

three months. It is usual practice for our employees to 

serve their full six months probation, unless they were 

employed on temporary contract for an extended period 

immediately prior to winning a permanent position. No 

probation periods were extended, nor were any staff 

terminated during their probation period. 

industrial Relations and Enterprise Bargaining 

Industrial Relations 

No new industrial relations claims were lodged against us 

by employees during 2009-10. 

The last industrial relations claim was in 2007-08. 

Enterprise Bargaining Agreement 

The Tourism NT Certified Agreement expired on 25 August 

2007 though, in the absence of any new Agreement, it 

remains the instrument which establishes employment 

conditions for Tourism NT staff. 

Tourism NT staff have received salary increases in 

accordance with those granted under the NT Public Sector 

Union Collective Agreement and as such have not been 

financially disadvantaged. During 2010-11 Tourism NT will 

transfer to the NT Public Sector employment framework 

and conditions. 

Territory Discoveries staff are also employed under the 

abovementioned agreement, though also negotiated 

several amended conditions through the use of common 

law agreements. As a result of Tourism NT staff 

transferring to the NT Public Sector, a new separate 

Enterprise Bargaining Agreement will be negotiated for 

Territory Discoveries staff early in 2011. 

Occupational Health and Safety (OH&S) 

We are committed to the health, safety and welfare 

of our employees. There are Occupational Health and 

Safety Committees in our major offices in Darwin and 

Alice Springs. Issues in alternative locations are actively 

monitored by staff and reported to HR for addressing. 

Our Darwin Committee members and the Department of 

Business and Employment hold joint OH&S meetings to 

identify and resolve common issues for the Development 

House building. 

Training was provided for Fire Wardens during 2009-10. 

A Cyclone Response Team is formed at the 

commencement of each cyclone period. The team 

reviewed and updated cyclone procedures and circulated 

this information to staff prior to the 2009-10 wet season 

to ensure all employees are aware of actions required in 

the event of a cyclone. 


54 

Our People 

Workers Compensation 

We have a proactive early intervention program, which 

allows staff the option of accessing all our support 

(payment of invoices, case management services etc) 

in the event of injury, without the necessity of lodging 

a workers compensation claim immediately. Whether 

application of the early intervention program is 

appropriate depends on a range of factors including the 

severity of the injury and whether there has been any 

time off work. Pursuing an early intervention approach 

in no way precludes an employee from lodging a workers 

compensation claim at a later date, should they choose. 

No new workers compensation claims were recorded 

during 2009-10. 

tourism nt 

incidents New claims Cost 

2005-06 0 0 $2 338 

2006-07 4 2 $22 915 

2007-08 1 0 $49 064 

2008-09 2 0 $500 

2009-10 4 0 $650 

Employee Assistance 

We have a formal employee assistance program, 

providing a confidential counselling service for 

employees and their family members seeking assistance 

with personal, family and workplace issues that may 

be affecting their work performance, productivity or 

wellbeing. There are two providers staff can choose 

between: Darwin Consulting Psychologists and Employee 

Assistance Service NT Incorporated. 

In 2009-10 nine employees or their family members 

accessed this program. Employees are able to access up 

to five visits on any particular matter, in order to ensure 

they are supported in finding a satisfactory resolution to 

their issue. One employee was granted in excess of five 

visits at our expense. 

Flu Vaccinations 

In order to promote wellness amongst our employees, 

we continued our flu vaccination program in Darwin, 

Alice Springs and Sydney. 34 employees participated 

in this vaccination program, a similar level as in the 

previous year. 

Employee Achievements 

Individual Awards and Achievements 

We are very proud of the high quality of employees 

we attract. A brief overview of awards and significant 

achievements of some of our staff are provided below: 

Lisa Bachop completed her Certificate III in Business 

in record time (six months; when it is normally is of 

12 months duration). 

Louise Simonetto and Tara Cronin were both awarded 

scholarships to attend the IPAA National Conference 

in Brisbane. 

Julieta Lopez received the Young ATEC Award 

for Excellence. 

Louise 

Simonetto and 

Tara Cronin were 

both awarded 

scholarships 

to attend the 

iPAA National 

Conference 

in Brisbane.

Keynote Speaking Opportunities 

In recognition of their expertise and experience, 

employees have had many opportunities to perform 

keynote speaking opportunities during the year. Some 

high profile events include: 

Justin Vaughan, Aviation Director presented a keynote 

speech at the Tourism Futures Conference in Brisbane 

on airlines and their role in destination management. 

Richard Austin, Executive Director Destination 

Development presented at the Savannah Symposium on 

developing regions. 

Stephanie Hawkins, Manager Environmental and 

Cultural Tourism Development spoke at the Savannah 

Symposium, the NT Government Indigenous Economic 

Development Forum and at the Global Ecotourism 

Conference. 

Natasha Smith, Park Planning and Sustainability 

Policy Officer spoke at the Australian Regional 

Tourism Network Conference on outcomes of the 

Outback Offsets program which enabled three tour 

operators in Central Australia to be carbon neutral 

for the 2008-09 year. Natasha also spoke at the 

Global Ecotourism Conference. 



✔ Maintained our high employee satisfaction 

✔ Reviewed our Performance Enhancement 

Program 

✔ Addressed key areas identified in the Staff 

Opinion Survey 

✔ Delivered corporate training to our staff 


• Develop a leadership development program for 

managers 

• Affect the transfer of Tourism NT staff to the 

NT Public Sector employment framework and 

conditions 

• Review our Performance Enhancement Program to 

accommodate congruence with NT Public Sector 

Leadership Capability Framework 

• Successfully negotiate a new Enterprise Bargaining 

Agreement for Territory Discoveries staff 

• Review Territory Discoveries’ career enhancement 

program 

• Evaluate all Tourism NT positions under the Job 

Evaluation System, as necessitated by the transfer 

to the NT Public Sector 

• Increase corporate training delivered to our staff 

• Reduce our staff turnover rate through retention 

initiatives 

Red Centre, Northern Territory 


56 

Our People 

Employment instructions 

Whilst we are not formally required to report against the NT Public Sector Employment Instructions this year because 

we are not respondents to the NT Sector Employment and Management Act, we will be transferring to this framework in 

2010-11. Our performance against each Instruction is reported below. 

Employment instruction and NTPS Agency Requirement Our Action 

Number 1 – Advertising, Selection, Appointment, 

Transfer and Promotion 

Agency to develop procedures on recruitment and selection 

for internal use. 

Number 2 – Probation 

Chief Executive to develop a probationary process for the 

Agency and convey details of the probationary process to 

employees within their first week of reporting for duty. 

Number 3 – Natural Justice 

The rules of natural justice to be observed in all dealings 

with employees. 

Number 4 – Performance Management 

Chief Executive to report annually to the Office of the 

Commissioner for Public Employment on management and 

training and staff development programs. 

Chief Executives to develop and implement performance 

management systems for their Agency. 

Number 5 – Medical Incapacity 

No reporting requirements. 

Number 6 – Inability to Discharge Duties 

Chief Executive to provide OCPE with information on the 

extent to which this Employment Instruction has been used 

by the Agency. 

Chief Executive may establish procedures regarding inability 

within their Agency. 

tourism nt 

Significant policy and process information has been 

developed to support Managers through the recruitment 

and selection process, all of which is available on our 

Intranet site. 

HR acts as selection panel member where it is anticipated 

selection processes may be contentious and place a 

significant emphasis on the importance of meaningful 

feedback. 

During the reporting period 100 positions were advertised. 

This figure includes short-term, temporary opportunities 

which were only advertised internally in order to provide 

development opportunities for staff. 

We have a probation policy available on our Intranet, 

together with copies of our three month and six month 

report templates providing transparency for staff from 

commencement. 

Probation is specifically covered by HR during individual 

inductions. 

No employees received extended probation periods or were 

terminated this year under the probation process. 

We have a natural justice and procedural fairness policy 

available on our Intranet. We apply the principles of natural 

justice in all dealings with employees. 

We have two performance management programs in place. 

Information on these programs is published on our Intranet. 

Corporate training and development needs are identified 

as part of the performance management process and have 

been pursued as explained in this report. 

Our managers liaise with the HR team for advice on 

resolving any medical related staffing issues on a case 

by case basis. 

Our Managers liaise with the HR team for advice on 

resolving all performance related matters on a case by 

case basis. 

There have been no inability cases during 2009-10.

Employment instruction and NTPS Agency Requirement Our Action 

Number 7 – Discipline 

Chief Executive to provide OCPE with information on the 

extent to which this Employment Instruction has been used 

by the Agency. 

Chief Executive may establish procedures regarding 

discipline within their Agency. 

Number 8 – Management of Grievances 

Chief Executives shall establish written procedures for the 

Agency that should outline steps for dealing with grievances 

and be available to employees. 

Number 9 – Omitted 

Number 10 – Employee Records 

Agencies are required to maintain appropriate employee 

records and implement procedures for maintaining and 

accessing these records. 

Number 11 – Equal Employment Opportunity 

Chief Executive to devise and implement programs to 

ensure equal employment opportunities and outcomes are 

achieved. 

Chief Executive to report annually to OCPE on programs 

and initiatives developed. 

Number 12 – Occupational Health and Safety 

Chief Executive to develop programs to ensure employees 

are consulted in the development and implementation of 

occupational health and safety programs. 

Chief Executive to report annually to the OCPE on 

occupational health and safety programs. 

Number 13 – Code of Conduct 

Chief Executive may issue guidelines regarding acceptance 

of gifts and benefits to employees. 

Chief Executive may issue Agency specific Code of Conduct. 

Number 14 – Part-time Employment 

OCPE to advise unions on a six monthly basis of the number 

of part-time employees by salary stream. 

We have a discipline policy available on our staff Intranet. 

During staff inductions HR staff ensure the Code of Conduct 

is understood and point out that breaches of the Code may 

lead to disciplinary action. 

No formal disciplinary action was undertaken during 

2009-10. 

We have a dispute resolution policy available on our 

staff Intranet. Being a small Agency, HR staff are quickly 

accessed by staff who feel aggrieved in the workplace. 

Personnel Files are maintained by the Department of 

Business and Employment. All other employee records 

are kept in accordance with our employee records policy, 

published on the Intranet. 

We have experienced an increase in the number of 

Indigenous employees identifying during 2009-10, however 

there has been a reduction in staff identifying as coming 

from a non-English speaking background. 

We are committed to increasing representation of EEO 

groups in our workforce in accordance with our diversity 

and equal employment opportunity policy. 

We are currently developing an Indigenous employment and 

career development strategy. 

We have significant information, including a policy on 

Occupational Health and Safety on our Intranet. HR staff 

emphasise both the importance and shared responsibility 

of OH&S awareness during staff inductions. 

Funding is provided for OH&S initiatives such as regular 

Fire Warden and First Aid Officer training, and related 

equipment. 

We provided fully funded flu vaccinations for employees 


We have an Agency specific Code of Conduct which 

strengthens certain elements of the NT Public Sector 

document. 

All new starters are provided with a copy of the Code of 

Conduct and their understanding of the content is checked 

during induction. 

We support part-time working arrangements, as 

demonstrated by 20% of our workforce working less than 

full-time hours. 

We are committed to our flexible work practices policy 

and encourage innovative thinking about how such 

arrangements can be accommodated in the workplace 

wherever possible. 



58 tourism nt


Sunset Cruise, Darwin Harbour 

Financial Overview 

introduction 

We comprise two budget and reporting entities for the 

purposes of the Financial Management Act. This requires 

us to prepare separate financial statements for inclusion 

in our Annual Report for: 

Tourism NT (Agency) 

Territory Discoveries (Government Business Division). 


60 


Our Agency’s Financial Statement Overview 

This section of the annual report provides information about our financial activities for the year ended 30 June 2010. 

Tourism NT markets and influences the development of the Northern Territory as a competitive tourism destination 

for the continuing benefit of Territorians. 

Highlights 

We achieved 100% of our targeted budget revenue and expenditure. 

We recorded a surplus of $128 000 for the year. This was mainly attributable to a revaluation of our investment 

in Territory Discoveries, as a result of Territory Discoveries recording a profit in 2009-10. 

Total equity increased by $128 000 due to the operating surplus for the year. 

The following diagram presents a simplified illustration of our money flows; where our money comes from and 

where it goes. 

tourism nt


Operating Statement 

The Operating Statement provides information on our financial performance during the year. A profit or loss for the year 

is calculated by subtracting expense items from the income items. 

This year we recorded a surplus of $128 000. This was mainly attributable to a revaluation of our investment in Territory 

Discoveries of $107 000, along with increased revenue for joint funded marketing projects. 

2009-10 2008-09 2007-08 Variation 08-09 to 09-10 

$000 $000 $000 $000 % 

Income 43,366 42,384 39,261 982 2 

Expenses 43,238 42,428 39,369 810 2 

Net Surplus/(Deficit) 128 (44) (108) 172 

Where Our Money Comes From - income 

We received operating income of $43.37 million in 2009-10; $982 000 more than the previous year. The following graph 

illustrates where our actual income comes from. 

Our principal source of income (92%) was via Output Appropriation, which is funding from the Northern Territory 

Parliament. We recognised $1.4 million (3%) in notional revenue for services received free of charge from the NT 

Government’s Department of Business and Employment. $1.4 million (3%) was sourced from agency generated income 

and other income such as partnership marketing and trade and consumer show participation fees, with the remaining 

$0.8 million (2%) being grants from the Australian Government. 

The main changes to income in 2009-10 were in the revaluation of investments and other income. The revaluation 

increment in investments was attributable to our interest in Territory Discoveries. In 2009-10 Territory Discoveries 

recorded a profit, but in 2008-09 the revaluation was recorded as an expense as its value was impaired due to Territory 

Discoveries recording a deficit. The decrease in other income was mainly attributable to a loss on foreign exchange. 


62 


Where Our Money Goes - Expenses 

In carrying out our purpose, we incurred operating expenses of $43.2 million in 2009-10, an increase of $810 000 from 

the previous year. This variation is mostly a result of additional marketing activities. 

The purchase of goods and services comprises 62% of our outlays, reflecting our key output group of marketing. 

Employee expenses are our other main expense, comprising 21% of our budget. The graph below illustrates our expenses 

by type for the last three financial years. 

Purchase of Goods and Services 

Actual spend on goods and services was $26.7 million for 2009-10. The increase compared to the previous year 

was mainly the result of increased marketing expenditure reflecting additional activity as a result of the global 

economic crisis. 

Employee Expenses 

We spent $9.1 million on employee expenses for 2009-10. These increased by $178 000 (or 2%) on the previous year 

as a result of an increase in wages through a pay increase negotiated under Tourism NT’s Enterprise Bargaining 

Agreement. There was also some restructuring of the Marketing Unit which increased employee expenses. 

Other Expense Items 

12% of expenses were attributable to current grants and the $255 000 decrease on the previous year was mainly due to 

grants being carried over from 2007-08 into 2008-09. 

The remaining 5% was made up of other administration expenses, Community Service Obligation funding, depreciation 

and repairs and maintenance. The main changes in these categories was the impairment on investment due to the 

devaluation of our investment in Territory Discoveries in 2008-09 due to the decrease of its net asset position as a result 

of recording a deficit. In 2009-10 the revaluation was recorded as income due to Territory Discoveries increasing its net 

asset position. 

tourism nt


Statement of Financial Position 

The Statement of Financial Position provides information on our financial position at the end of the year by disclosing our 

assets, liabilities and equity balances. 

What we Control – Assets 

We had total assets of $6.1 million at 30 June 2010, representing an increase of $1 million over the previous year. The 

non-current asset item advances and investments comprised 53% of our total assets. The next largest item was cash 

and deposit (37%). 

This increase in assets was primarily due to the increase in cash and deposits as at 30 June 2010 compared to the 

previous year. This was a result of a significantly higher amount of accounts payable at the end of the year due to delays 

in receiving overseas accounts. 


64 


What we Owe - Liabilities 

Our liabilities were worth $3.4 million as at 30 June 2010, representing an increase of $815 000 over the previous year. 

This increase is mainly due to an increase in payables. The graph below illustrates the components of our liabilities, 

broken down into current and non-current items. 

Payables represent the amount owing to suppliers at 30 June for goods and services purchased and received. The large 

increase of $876 000 (or 68%) was due to delays in receiving overseas accounts at year end. 

Current provisions shows funds set aside for employee entitlements like recreation leave and leave loading and taxes. 

The value of this item was broadly similar to the previous year (1% higher). 

What we are Worth – Equity 

Equity reflects our net assets (what we control) less liabilities (what we owe). The balance of equity as at 30 June 2010 

was $2.7 million. This represents $187 000 more that the previous year, due to the effect of the operating surplus and 

equity injection transactions. 

Cash Flow Statement 

The Cash Flow Statement provides information on the movement of cash in and out of our organisation during the year. If 

differs from the Operating Statement in that the Operating Statement includes non-cash items. A summary is: 

tourism nt 


$000 $000 $000 $000 % 

Net Cash used in Operating Activities 853 1,168 (448) (315) -27% 

Net Cash used in Investing Activities 0 (3) (100) 3 -100% 

Net Cash used in Financing Activities 0 (71) 77 71 -100% 

Net Decrease in Cash Held 853 1,094 (471) (241) -22% 

Cash at Beginning of Financial Year 1,437 343 814 1,094 319% 

Cash at End of Financial Year 2,290 1,437 343 853 59% 

Net cash from operating activities was $853 000 in 2009-10. This was mainly a result of an increase in cash and deposits 

held at year end due to an increase in the value of accounts payables at 30 June. 

At the 30 June 2010 Tourism NT’s cash balances were $2.3 million.


Territory Discoveries Financial 

Statement Overview 

This section of the annual report provides information about Territory Discoveries’ financial activities for the year ended 

30 June 2010. 

Territory Discoveries is a Government Business Division (GBD) which commenced operations on 1 July 1999. It contributes 

to the Northern Territory’s economic growth by developing tourism products for sale to consumers in the domestic and 

selected international marketplaces. As a GBD, Territory Discoveries is required to pay the full cost of resources used 

(including tax equivalents), set efficient prices based on costs, and operate under appropriate commercial accounting and 

management structures. 

The core performance objective of Territory Discoveries is to increase the exposure of, and potential economic returns 

to, the Territory’s tourism industry, particularly to small to medium sized operators. The financial statements provide 

information about the financial activities of Territory Discoveries for the year ended 30 June 2010. 

Highlights 

Territory Discoveries achieved 97% of its targeted budget expenditure and 99.9% of its targeted revenue. 

In 2009-10 Territory Discoveries made a surplus of $107 000 after receipt of a government subsidy. 

income Statement 

The Income Statement provides an overview of Territory Discoveries’ financial performance during the year. 

In 2009-10 Territory Discoveries recorded a surplus of $107 000 compared to a loss of $139 000 for the previous year. 

This was primarily due to a decreased operating expenditure in marketing, information technology charges and 

employee expenses. 


$000 $000 $000 $000 % 

Income 7,030 7,445 8,708 (415) (6) 

Expenses 6,923 7,584 8,666 (661) (9) 

Net Surplus/(Deficit) 107 (139) 42 (246) 


66 


Where The Money Comes From - Revenue 

Territory Discoveries received revenue of $7.03 million in 2009-10, a decrease of $415 000 compared to the previous year. 

The graph below illustrates the sources of revenue for the GBD. 

Territory Discoveries’ principal source of income (55%) is from the sale of goods and services, which includes holiday 

sales, partnership marketing revenue, participation fees and fees from a service level agreement with Tourism NT 

whereby Territory Discoveries provides general information and information packages on behalf of Tourism NT. Territory 

Discoveries also receives grants and Community Service Obligation funding from the NT Government (38%) and the 

remaining 7% is interest revenue and comes from other sources. These other sources consist mainly of credit card fees 

and revenue arising from the resolution of prior years Goods and Services Tax (GST) issues. 

Overall Territory Discoveries’ income was impacted negatively mainly due to the flow-on effects of the global economic 

crisis (which reduced consumers’ discretionary spending on holidays) and the strengthening Australian dollar (which 

made overseas holidays more competitive in comparison to a holiday in the Northern Territory). Grants and Community 

Service Obligation funding was not impacted by the crisis as it is based on funding from the Government. Territory 

Discoveries receives Community Service Obligation funding as it is required to carry out activities that it would not 

normally elect to do on a commercial basis. The non-commercial activities carried out are operating its call centre in 

Alice Springs and supporting small operators in its holiday booking system. 

Other income decreased 23% in 2009-10 due to a one-off adjustment that was recorded in the previous year. 

tourism nt


Where The Money Goes - Expenses 

Operating Territory Discoveries cost $6.9 million in 2009-10, a decrease of $661 000 compared to the previous year. This 

decrease was mainly due to reduced expenditure on marketing and information technology charges. The graph below 

illustrates our expenses by type for the last three financial years. 

The major expense for the year was the purchase of goods and services (55%), which decreased 9% compared to 

2008-09 mainly as a result of a decrease in marketing and information technology charges. Employee expenses (44% of 

total) also reduced as a direct result of restructuring to accommodate the downturn in holiday sales. This was offset by an 

increase in wages through a pay increase which was negotiated during the year under Tourism NT’s Enterprise Bargaining 

Agreement. 


The Statement of Financial Position provides information on Territory Discoveries’ financial position at the end of the 

year by disclosing its asset, liabilities and equity balances. 


68 


Territory Discoveries’ total assets were $7.7 million as at 30 June 2010, representing a decrease of $933 000 (-11%) 

compared to the previous year. The decrease was primarily due to a reduction of cash and deposits of $862 000 due 

to decreased holiday sales. 

Territory Discoveries had liabilities worth $4.6 million as at 30 June 2010, a decrease of $1.04 million (-19%) compared 

to 2008-09. This decrease was primarily due to a reduction of customer deposits held of $946 000 due to decreased 

holiday sales. Deposits held are monies held in Territory Discoveries’ trust account for travel booked but not yet 

undertaken by 30 June of a given year. 

The balance of equity on 30 June 2009 was $3.2 million. This represents total assets less total liabilities and was 

$106 000 higher than the previous year. This is mainly attributable to the current year surplus. 


The Cash Flow Statement provides information on the movement of cash in and out of Territory Discoveries. It differs 

from the Income Statement as the Income Statement includes non-cash items. 

tourism nt 


$000 $000 $000 $000 % 

Net Cash used in Operating Activities 84 (255) 118 340 (133) 

Net Cash used in Financing Activities (946) (907) (1,050) (39) 4 

Net Decrease in Cash Held (862) (1,162) (932) 301 

Cash at Beginning of Financial Year 8,469 9,631 10,563 (1,163) (12) 

Cash at End of Financial Year 7,607 8,469 9,631 (862) 

At 30 June 2010 Territory Discoveries’ cash balances were $862 000 lower than the previous year. This decrease mainly 

relates to the reduction in customer deposits held, offset by the 2009-10 surplus.

Financial Report Agency 

Kings Canyon 

AnnuAl RepoRt 2009-10 

69

70 


Certification of the Financial Statements 

For the Year Ended 30 June 2009 

We certify that the attached financial statements for tourism nt have been prepared from proper accounts and records 

in accordance with the prescribed format, the Financial Management Act and treasurer’s Directions. 

We further state that the information set out in the Comprehensive operating statement, statement of Financial position, 

statement of Changes in equity, Cash Flow statement, and notes to and forming part of the financial statements, presents 

fairly the financial performance and cash flows for the year ended 30 June 2010 and the financial position on that date. 

At the time of signing, we are not aware of any circumstances that would render the particulars included in the financial 

statements misleading or inaccurate. 

MAREE TETLOW NOELENE BIDDELL 

Chief executive 

31/08/2010 

touRism nt 

Chief Financial officer 

31/08/2010


Comprehensive Operating Statement 

For the Year Ended 30 June 2010 

INCOME 

NOTE 2010 2009 

$’000 $’000 

Grants and Subsidies Revenue 

Current 

Appropriation 

811 641 

output 39,658 39,172 

sales of Goods and services 1,368 1,067 

Goods and services Received Free of Charge 4 1,384 1,399 

Revaluation increment for investments 5 107 0 

Other Income 38 105 

TOTAL INCOME 3 43,366 42,384 

EXPENSES 

employee expenses 

Administrative expenses 

(9,067) (8,889) 

purchases of Goods and services 6 (26,722) (25,808) 

Repairs and maintenance (22) (10) 

Depreciation and Amortisation 10 (76) (31) 

impairment of investments 5 0 (139) 

other Administrative expenses (1) Grants and Subsidies Expenses 

(1,384) (1,399) 

Current (5,064) (5,319) 

Community service obligations 17 (903) (833) 

TOTAL EXPENSES 3 (43,238) (42,428) 

NET SURPLUS/(DEFICIT) 128 (44) 

OTHER COMPREHENSIVE INCOME 

TOTAL OTHER COMPREHENSIVE INCOME 0 0 

COMPREHENSIVE RESULT 128 (44) 

The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements. 

1. Includes the Department of Business and Employment service charges 

AnnuAl RepoRt 2009-10 71

72 




touRism nt 


$’000 $’000 

ASSETS 

Current Assets 

Cash and Deposits 7 2,290 1,437 

Receivables 8 547 412 

prepayments 0 60 

Total Current Assets 2,837 1,909 

Non-Current Assets 


Advances and investments 9 3,268 3,161 

property, plant and equipment 10 34 67 

Total Non-Current Assets 3,302 3,228 

TOTAL ASSETS 6,139 5,137 

LIABILITIES 

Current Liabilities 

payables 11 2,160 1,284 

provisions 12 1,022 1,008 

other liabilities 13 0 48 

Total Current Liabilities 3,182 2,340 

Non-Current Liabilities 

provisions 12 242 269 

Total Non-Current Liabilities 242 269 

TOTAL LIABILITIES 3,424 2,609 

NET ASSETS 2,715 2,528 

EQUITY 

Capital 3,208 3,150 

Accumulated Funds (493) (622) 

TOTAL EQUITY 2,715 2,528 

The Statement of Financial Position is to be read in conjunction with the notes to the financial 

statements.


Statement of Changes to Equity 



Note Equity 

at 

1-Jul 

Comprehensive 

result 

Transactions with 

owners in their 

capacity as 

owners 

Equity 

at 

30-Jun 

$’000 $’000 $’000 $’000 

Accumulated Funds (622) 128 0 (494) 

Changes in Accounting policy 0 0 0 0 

(622) 128 0 (494) 

Capital - Transactions with Owners 

equity injections 

3,150 0 0 3,150 

Capital Appropriation 0 0 59 59 

equity transfers in 0 0 0 0 

other equity injections 

equity Withdrawals 

0 0 0 0 

Capital Withdrawals 0 0 0 0 

3,150 0 59 3,209 

Total Equity at End of Financial Year 2,528 128 59 2,715 

2008-09 

Accumulated Funds (578) (44) 0 (622) 


(578) (44) 0 (622) 

Capital - Transactions with Owners 

equity injections 

3,210 0 0 3,210 

Capital Appropriation 0 0 77 77 

equity transfers in 0 0 11 11 

other equity injections 

equity Withdrawals 

0 0 0 0 

Capital Withdrawals 0 0 (148) (148) 

3,210 0 (60) 3,150 

Total Equity at End of Financial Year 2,632 (44) (60) 2,528 

This Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements. 


74 




touRism nt 


$’000 $’000 

CASH FLOWS FROM OPERATING ACTIVITIES 

Operating Receipts 

Current Grants and subsidies 1,211 741 

output Revenue 39,658 39,172 

Receipts from sales of Goods and services 3,387 3,604 

Total Operating Receipts 44,256 43,517 

Operating Payments 

payments to employees (9,087) (8,369) 

payments for Goods and services 

Grants and subsidies paid 

(28,349) (27,828) 

Current (5,064) (5,319) 

Community service obligations (903) (833) 

Total Operating Payments (43,403) (42,349) 

Net cash from/(used in) Operating Activities 14 853 1,168 

CASH FLOWS FROM INVESTING ACTIVITIES 

Investing Receipts 

proceeds from Asset sales 0 0 

Total Investing Receipts 

Investing Payments 

0 0 

investing payments 0 (3) 

Total Investing Payments 0 (3) 

Net cash from/(used in) Investing Activities 0 (3) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Financing Receipts 

equity injections 0 77 

Total Financing Receipts 

Financing Payments 

0 77 

equity Withdrawals 0 (148) 

Total Financing Payments 0 (148) 

Net cash from/(used in) Financing Activities 0 (71) 

net increase/(decrease) in Cash Held 853 1,094 

Cash at Beginning of Financial Year 1,437 343 

CASH AT END OF FINANCIAL YEAR 7 2,290 1,437 

The Cash Flow Statement is to be read in conjunction with the notes to the financial statements.


Index of Notes to the Financial Statements 


1. objectives and Funding 

2. statement of significant Accounting policies 

3. Comprehensive operating statement by output Group 

INCOME 

4. Goods and services Received Free of Charge 

5. Revaluation increment For investments 

EXPENSES 

6. purchases of Goods and services 

ASSETS 

7. Cash and Deposits 

8. Receivables 

9. investments 

10. property, plant and equipment 

11. 

LIABILITIES 

payables 

12. provisions 

13. other liabilities 

14. 

OTHER DISCLOSURES 

notes to the Cash Flow statement 

15. Financial instruments 

16. Commitments 

17. Community service obligations 

18. Contingent liabilities And Contingent Assets 

19. events subsequent to Balance Date 

20. Write-offs, postponements and Waivers 

21. schedule of territory items 


76 


Notes to the Financial Statements 


1. OBJECTIVES AND FUNDING 

touRism nt 

tourism nt markets and influences the development of the northern territory as a competitive tourism destination for 

the continuing benefit of territorians. 

tourism nt works with the: 

tourism industry - to market the territory interstate and overseas as a leisure and business tourist destination and to 

facilitate appropriate tourism development; 

travel industry - to influence and coordinate partnerships with wholesalers, retail agents and airlines to facilitate the 

sale of the territory’s tourism product; and 

government - to provide advice to the northern territory minister for tourism and foster a collaborative approach to 

tourism growth and development across all levels of government. 

tourism nt is predominantly funded by, and is dependent on the receipt of parliamentary appropriations. the financial 

statements encompass all funds through which the Agency controls resources to carry on its functions and deliver 

outputs. For reporting purposes, outputs delivered by the Agency are summarised into several output Groups. note 3 

provides summary financial information in the form of a Comprehensive operating statement by output Group. 

2. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES 

(a) Basis of Accounting 

the financial statements have been prepared in accordance with the requirements of the Financial Management 

Act and related treasurer’s Directions. the Financial Management Act requires tourism nt to prepare financial 

statements for the year ended 30 June based on the form determined by the treasurer. the form of tourism nt’s 

financial statements includes: 

(i) a Certification of the Financial statements; 

(ii) a Comprehensive operating statement; 

(iii) a statement of Financial position; 

(iv) a statement of Changes in equity; 

(v) a Cash Flow statement; and 

(vi) applicable explanatory notes to the financial statements. 

the financial statements have been prepared using the accrual basis of accounting, which recognises the effect 

of financial transactions and events when they occur, rather than when cash is paid out or received. 

except where stated, the financial statements have also been prepared in accordance with the historical 

cost convention. 

the form of Agency financial statements is consistent with the accrual budget format and the requirements of 

Australian Accounting standards. the effects of all relevant new and revised standards and interpretations issued 

by the Australian Accounting standards Board (AAsB) that are effective for the current annual reporting period 

have been evaluated.




2. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (continued) 

(b) Australian Accounting Standards and Interpretations Issued but not yet Effective 

At the date of authorisation of the financial statements, the standards and interpretations listed below were in issue but 

not yet effective. 

AASB 2009-5 Further amendments to Australian Accounting Standards arising from the Annual Improvements 

Project [AASB 5, 8, 101, 107, 117, 118, 136 and 139] 

effective for the annual reporting periods beginning on or after 1 January 2010. some amendments will result in 

accounting changes for presentation, recognition or measurement purposes, while other amendments relate to 

terminology and editorial changes. the standard will not have a material impact on the financial statements. 

AASB 124 Related Party Disclosures (Dec 2009) 

effective for the annual reporting periods beginning on or after 1 January 2011. Government related entities have 

been granted partial exemption with certain disclosure requirements. the standard will not have a material impact on 

the financial statements. 

AASB 9 Financial Instruments 

effective for the annual reporting periods beginning on or after 1 January 2013. this standard simplifies requirements 

for the classification and measurement of financial assets resulting from phase 1 of the iAsB’s project to replace iAs39 

Financial Instruments: recognition and measurement (AAsB139 Financial Instruments: recognition and measurement) 

the standard will not have a material impact on the financial statements. 


78 





(c) Agency and Territory Items 

touRism nt 

the financial statements of tourism nt include income, expenses, assets, liabilities and equity over which tourism nt 

has control. Certain items, while managed by the Agency, are controlled and recorded by the territory rather than 

the Agency (territory items). territory items are recognised and recorded in the Central Holding Authority as 

discussed below. 

Central Holding Authority 

the Central Holding Authority is the ‘parent body’ that represents the Government’s ownership interest in Government 

controlled entities. 

the Central Holding Authority also records all territory items, such as income, expenses, assets and liabilities controlled 

by the Government and managed by Agencies on behalf of the Government. the main territory item is territory 

income, which includes taxation and royalty revenue, Commonwealth general purpose funding (such as Gst revenue), 

fines, and statutory fees and charges. 

the Central Holding Authority also holds certain territory assets not assigned to Agencies as well as certain territory 

liabilities that are not practical or effective to assign to individual Agencies such as unfunded superannuation and long 

service leave. 

the Central Holding Authority recognises and records all territory items, and as such, these items are not included 

in the Agency’s financial statements. However, as the agency is accountable for certain territory items managed on 

behalf of Government, these items have been separately disclosed in note 21 - schedule of territory items. 

(d) Comparatives 

Where necessary, comparative information for the 2008-09 financial year has been reclassified to provide consistency 

with current year disclosures. 

(e) Presentation and Rounding of Amounts 

Amounts in the financial statements and notes to the financial statements are presented in Australian dollars and have 

been rounded to the nearest thousand dollars, with amounts of $500 or less being rounded down to zero. 

(f) Changes in Accounting Policies 

there have been no changes to accounting polices adopted in 2009-10 as a result of management decisions.





(g) Accounting Judgements and Estimates 

the preparation of the financial report requires the making of judgements and estimates that affect the recognised 

amounts of assets, liabilities, revenues and expenses and the disclosure of contingent liabilities. the estimates and 

associated assumptions are based on historical experience and various other factors that are believed to be reasonable 

under the circumstances, the results of which form the basis of making the judgements about the carrying values of 

assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates. 

the estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are 

recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of 

revision and future periods if the revision affects both current and future periods. 

Judgements and estimates that have significant effects on the financial statements are disclosed in the relevant notes 

to the financial statements. notes that include significant judgements and estimates are: 

employee Benefits - note 2 (t) and note 12: non-current liabilities in respect of employee benefits measured as the 

present value of estimated future cash outflows based on the appropriate Government bond rate, estimates of future 

salary and wage levels and employee periods of service. 

Doubtful Debts - note 2 (n), 8: Receivables and 15: Financial instruments 

Depreciation and Amortisation - note 2 (k), note 10: property, plant and equipment. 

(h) Goods and Services Tax 

income, expenses and assets are recognised net of the amount of Goods and services tax (Gst), except where the 

amount of Gst incurred on a purchase of goods and services is not recoverable from the Australian taxation office 

(Ato). in these circumstances the Gst is recognised as part of the cost of acquisition of the asset or as part of 

the expense. 

Receivables and payables are stated with the amount of Gst included. the net amount of Gst recoverable from, or 

payable to, the Ato is included as part of receivables or payables in the statement of Financial position. 

Cash flows are included in the Cash Flow statement on a gross basis. the Gst components of cash flows arising from 

investing and financing activities which are recoverable from, or payable to, the Ato are classified as operating cash 

flows. Commitments and contingencies are disclosed net of the amount of Gst recoverable or payable unless otherwise 

specified. 

(i) Income Recognition 

income encompasses both revenue and gains. 

income is recognised at the fair value of the consideration received, exclusive of the amount of Gst. exchange of goods 

or services of the same nature and value without any cash consideration being exchanged are not recognised 

as income. 

Grants and Other Contributions 

Grants, donations, gifts and other non-reciprocal contributions are recognised as revenue when the entity obtains 

control over the assets comprising the contributions. 


80 





(i) Income Recognition (continued) 

touRism nt 

Grants and Other Contributions (continued) 

Contributions are recognised at their fair value. Contributions of services are only recognised when a fair value can 

be reliably determined and the services would be purchased if not donated. 

Appropriation 

output Appropriation is the operating payment to each agency for the outputs they provide and is calculated as the 

net cost of Agency outputs after taking into account funding from Agency income. it does not include any allowance 

for major non-cash costs such as depreciation. 

output Appropriation is apportioned between the two output Groups based on the cost of delivering tourism nt’s 

strategic priorities. 

Commonwealth appropriation follows from the intergovernmental Agreement on Federal Financial Relations. it 

has resulted in special purpose payments and national partnership payments being made by the Commonwealth 

treasury to state treasuries, in a manner similar to arrangements for Gst payments. these payments are received by 

treasury on behalf of the Central Holding Authority and then on-passed to the relevant agencies as Commonwealth 

Appropriation. 

Revenue in respect of Appropriations is recognised in the period in which the Agency gains control of the funds. 

Sale of Goods 

Revenue from the sale of goods is recognised (net of returns, discounts and allowances) when: 

the significant risks and rewards of ownership of the goods have transferred to the buyer; 

the Agency retains neither continuing managerial involvement to the degree usually associated with ownership nor 

effective control over the goods sold; 

the amount of revenue can be reliably measured; 

it is probable that the economic benefits associated with the transaction will flow to the Agency; and 

the costs incurred or to be incurred in respect of the transaction can be measured reliably. 

Rendering of Services 

Revenue from rendering services is recognised by reference to the stage of completion of the contract. 

the revenue is recognised when: 

the amount of revenue, stage of completion and transaction costs incurred can be reliably measured; and 

it is probable that the economic benefits associated with the transaction will flow to the entity.






Interest Revenue 

interest revenue is recognised as it accrues, taking into account the effective yield on the financial asset. 

Goods and Services Received Free of Charge 

Goods and services received free of charge are recognised as revenue when a fair value can be reliably determined and 

the resource would have been purchased if it had not been donated. use of the resource is recognised as an expense. 

the Department of Business and employment provide free of charge services to tourism nt. 

Disposal of Assets 

A gain or loss on disposal of assets is included as a gain or loss on the date control of the asset passes to the buyer, 

usually when an unconditional contract of sale is signed. the gain or loss on disposal is calculated as the difference 

between the carrying amount of the asset at the time of disposal and the net proceeds on disposal. 

Refer also to note 5. 

Contributions of Assets 

Contributions of assets and contributions to assist in the acquisition of assets, being non-reciprocal transfers, are 

recognised, unless otherwise determined by Government, as gains when the Agency obtains control of the asset or 

contribution. Contributions are recognised at the fair value received or receivable. 

Community Service Obligation Funding 

Community service obligation (Cso) funding is generally received from the northern territory (nt) Government where 

the Agency is required to carry out activities on a non-commercial basis. tourism nt funds territory Discoveries for the 

following non-commercial activities. the funding calculations were developed by an independent consultant providing 

a public Benefit Assessment on territory Discoveries in February 2008. Revenue in respect of this funding is recognised 

in the period in which the Agency gains control of the funds. 

NT Holiday Centre Alice Springs 

the purpose of the Cso payable from tourism nt to territory Discoveries is to cover the extra cost incurred by 

operating the nt Holiday Centre in Alice springs. there are higher recruitment and training costs because Alice springs 

is a small regional centre. each consultant receives 2-3 months training prior to commencing with the Holiday Centre. 

staff are generally more transient than in other industries and recruitment to positions in Alice springs has proved 

difficult in the past. nt Holiday Centre pays salaries above those of similar wholesalers in order to retain staff. 


82 






touRism nt 

Community Service Obligation Funding (continued) 

Small Operators In Reservation System 

the purpose of this Cso is to cover the cost incurred by the nt Holiday Centre in allowing very small operators (gross 

sales less than $10,000 per annum) to be included in the reservation system. the small volume of sales generated for 

these operators mean that they do not have the capacity to contribute via cost-recovery and as a result would leave 

the industry. 

(j) Repairs and Maintenance Expenses 

Funding is received for repairs and maintenance works associated with Agency assets as part of output Revenue. Costs 

associated with repairs and maintenance works on Agency assets are expensed as incurred. 

(k) Depreciation and Amortisation Expense 

items of property, plant and equipment, including buildings but excluding land, have limited useful lives and are 

depreciated or amortised using the straight-line method over their estimated useful lives. 

Amortisation applies in relation to intangible non-current assets with limited useful lives and is calculated and accounted 

for in a similar manner to depreciation. 

the estimated useful lives for each class of asset are in accordance with the treasurer’s Directions and are determined 

as follows: 

2010 2009 

Buildings 5 Years 5 Years 

plant and equipment 4 - 10 Years 4 - 10 Years 

infrastructure 10 Years 10 Years 

Computer equipment 4 - 10 Years 4 - 10 Years 

Assets are depreciated or amortised from the date of acquisition or from the time an asset is completed and held ready 

for use.





(l) Interest Expense 

interest expenses include interest and finance lease charges. interest expenses are expensed in the period in which 

they are incurred. 

(m) Cash and Deposits 

For the purposes of the statement of Financial position and the Cash Flow statement, cash includes cash on hand, 

cash at bank and cash equivalents. Cash equivalents are highly liquid short-term investments that are readily 

convertible to cash. 

(n) Receivables 

Receivables include accounts receivable and other receivables and are recognised at fair value less any allowance 

for impairment losses. 

the allowance for impairment losses represents the amount of receivables the Agency estimates are likely to be 

uncollectible and are considered doubtful. Analyses of the age of the receivables that are past due as at the reporting 

date are disclosed in an aging schedule in note 15. Reconciliation of changes in the allowance accounts is also 

presented. 

Accounts receivable are generally settled within 30 days and other receivables within 30 days. 

(o) Investments 

investments are held at fair value less any allowance for impaired losses. Any impairment losses are reported in the 

Comprehensive operating statement. 


84 





(p) Property, Plant and Equipment 

touRism nt 

Acquisitions 

All items of property, plant and equipment with a cost, or other value, equal to or greater than $5,000 are recognised 

in the year of acquisition and depreciated as outlined below. items of property, plant and equipment below the $5,000 

threshold are expensed in the year of acquisition. 

the construction cost of property, plant and equipment includes the cost of materials and direct labour, and an 

appropriate proportion of fixed and variable overheads. 

Complex Assets 

major items of plant and equipment comprising a number of components that have different useful lives, are 

accounted for as separate assets. the components may be replaced during the useful life of the complex asset. 

Subsequent Additional Costs 

Costs incurred on property, plant and equipment subsequent to initial acquisition are capitalised when it is probable 

that future economic benefits in excess of the originally assessed performance of the asset will flow to the entity 

in future years. Where these costs represent separate components of a complex asset, they are accounted for as 

separate assets and are separately depreciated over their expected useful lives. 

Construction (Work in Progress) 

As part of Financial management Framework, the Department of planning and infrastructure is responsible for 

managing general government capital works projects on a whole of Government basis. therefore appropriation 

for tourism nt capital works is provided directly to the Department of planning and infrastructure and the cost of 

construction work in progress is recognised as an asset of that Department. once completed, capital works assets 

are transferred to the Agency.





(q) Revaluations and Impairment 

Revaluation of Assets 

subsequent to initial recognition, assets belonging to the following classes of non-current assets are revalued with 

sufficient regularity to ensure that the carrying amount of these assets does not differ materially from their fair 

value at reporting date: 

land 

Buildings 

infrastructure Assets 

Fair value is the amount for which an asset could be exchanged, or liability settled, between knowledgeable, willing 

parties in an arms length transaction. other classes of non-current assets are not subject to revaluation and are 

measured at cost. 

Impairment of Assets 

An asset is said to be impaired when the asset’s carrying amount exceeds its recoverable amount. non-current 

physical and intangible Agency assets are assessed for indicators of impairment on an annual basis. if an indicator 

of impairment exists, the Agency determines the asset’s recoverable amount. the asset’s recoverable amount is 

determined as the higher of the asset’s depreciated replacement cost and fair value less costs to sell. Any amount by 

which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss. 

impairment losses are recognised in the Comprehensive operating statement unless the asset is carried at a 

revalued amount. Where the asset is measured at a revalued amount, the impairment loss is offset against the 

Asset Revaluation Reserve for that class of asset to the extent that an available balance exists in the Asset 

Revaluation Reserve. 

in certain situations, an impairment loss may subsequently be reversed. Where an impairment loss is subsequently 

reversed, the carrying amount of the asset is increased to the revised estimate of its recoverable amount. A reversal 

of an impairment loss is recognised in the Comprehensive operating statement as income, unless the asset is 

carried at a revalued amount, in which case the impairment reversal results in an increase in the Asset 

Revaluation Reserve. 


86 





(r) Leased Assets 

touRism nt 

leases under which the Agency assumes substantially all the risks and rewards of ownership of assets are classified as 

finance leases. other leases are classified as operating leases. 

Finance Leases 

Finance leases are capitalised. A leased asset and a lease liability equal to the present value of the minimum lease 

payments are recorded at the inception of the lease. 

lease payments are allocated between the principal component of the lease liability and the interest expense. 

Operating leases 

operating lease payments made at regular intervals throughout the term are expensed when the payments are due, 

except where an alternative basis is more representative of the pattern of benefits to be derived from the leased 

property. lease incentives under an operating lease of a building or office space is recognised as an integral part of 

the consideration for the use of the leased asset. lease incentives are to be recognised as a deduction of the lease 

expenses over the term of the lease. 

(s) Payables 

liabilities for accounts payable and other amounts payable are carried at cost which is the fair value of the 

consideration to be paid in the future for goods and services received, whether or not billed to the Agency. Accounts 

payable are normally settled within 30 days. 

(t) Employee Benefits 

provision is made for employee benefits accumulated as a result of employees rendering services up to the reporting 

date. these benefits include wages and salaries and recreation leave. liabilities arising in respect of wages and salaries 

and recreation leave and other employee benefit liabilities that fall due within twelve months of reporting date are 

classified as current liabilities and are measured at amounts expected to be paid. non-current employee benefit 

liabilities that fall due after twelve months of the reporting date are measured at present value, calculated using the 

Government long term bond rate. 

no provision is made for sick leave, which is non-vesting, as the anticipated pattern of future sick leave to be taken is 

less than the entitlement accruing in each reporting period. 

employee benefit expenses are recognised on a net basis in respect of the following categories: 

- wages and salaries, non-monetary benefits, recreation leave, sick leave and other leave entitlements; and 

- other types of employee benefits. 

As part of the Financial management Framework, the Central Holding Authority assumes the long service leave liabilities 

of Government Agencies, including tourism nt and as such no long service leave liability is recognised in Agency 

financial statements.





(u) Superannuation 

employees’ superannuation entitlements are provided through the: 

nt Government and public Authorities superannuation scheme (ntGpAss); 

Commonwealth superannuation scheme (Css); or 

non-government employee nominated schemes for those employees commencing on or after 10 August 1999. 

the Agency makes superannuation contributions on behalf of its employees to the Central Holding Authority or 

non-government employee nominated schemes. superannuation liabilities related to government superannuation 

schemes are held by the Central Holding Authority and as such are not recognised in the Agency’s financial statements. 

(v) Contributions By and Distributions To Government 

the Agency may receive contributions from Government where the Government is acting as owner of the Agency. 

Conversely, the Agency may make distributions to Government. in accordance with the Financial Management Act 

and treasurer’s Directions, certain types of contributions and distributions, including those relating to administrative 

restructures, have been designated as contributions by, and distributions to, Government. these designated 

contributions and distributions are treated by the Agency as adjustments to equity. 

the statement of Changes in equity provides additional information in relation to contributions by, and distributions 

to, Government. 

(w) Commitments 

Disclosures in relation to capital and other commitments, including lease commitments are shown at note 16 and are 

consistent with the requirements contained in AAsB 101, AAsB 116 and AAsB 117. 

Commitments are those contracted as at 30 June where the amount of the future commitment can be reliably 

measured. 

(x) Economic Dependence 

tourism nt is partially funded by northern territory treasury in recognition that it carries out activities on a 

non-commercial basis. such funding is termed a ‘Community service obligation’ and is reflected as such in the 

Comprehensive operating statement. 


88 




3. COMPREHENSIVE OPERATING STATEMENT BY OUTPUT GROUP 

touRism nt 

Destination Destination 

Marketing Marketing Development Development Total Total 

NOTE 2010 2009 2010 2009 2010 2009 

$’000 $’000 $’000 $’000 $’000 $’000 

INCOME 

Current Grants and subsidies 0 0 811 641 811 641 

output Revenue 29,325 28,996 10,333 10,176 39,658 39,172 

sales of Goods and services 1,054 816 314 252 1,368 1,068 

Goods and services Received Free of Charge 4 1,022 1,033 362 363 1,384 1,396 

Revaluation increment For investments 5 107 0 0 0 107 0 

other income 26 107 12 0 38 107 

TOTAL INCOME 31,534 30,952 11,832 11,432 43,366 42,384 

EXPENSES 

employee expenses (4,834) (4,744) (4,233) (4,145) (9,067) (8,889) 

Administrative expenses 

purchase of Goods and services 6 (22,983) (22,596) (3,739) (3,212) (26,722) (25,808) 

Repairs and maintenance (16) (7) (6) (3) (22) (10) 

Depreciation and Amortisation 10 (51) (17) (25) (14) (76) (31) 

impairment of investment 5 0 (139) 0 0 0 (139) 

other Administrative expenses (1) (1,022) (1,033) (362) (366) (1,384) (1,399) 

Grants and subsidies expenses 

Current (1,693) (1,913) (3,371) (3,406) (5,064) (5,319) 

Community service obligations (903) (833) 0 0 (903) (833) 

TOTAL EXPENDITURE (31,502) (31,282) (11,736) (11,146) (43,238) (42,428) 

NET SURPLUS / (DEFICIT) 32 (330) 96 286 128 (44) 


TOTAL OTHER COMPREHENSIVE INCOME 0 0 0 0 0 0 

COMPREHENSIVE RESULT 32 (330) 96 286 128 (44) 

The Comprehensive Operating Statement by output group is to be read in conjunction with the notes to the financial statements. 

1. Includes the DBE service charges




4. GOODS AND SERVICES RECEIVED FREE OF CHARGE 


$’000 $’000 

Department of Business and employment 1,339 1,354 

Qantas 45 45 

Total Goods And Services Received Free of Charge 1,384 1,399 

5. REVALUATION INCREMENT/(IMPAIRMENT) FOR INVESTMENTS 

Revaluation increment - territory Discoveries 107 0 

impairment loss - territory Discoveries 0 (139) 

Total Revaluation Increment/(Impairment) For Investments 107 (139) 

6. PURCHASES OF GOODS AND SERVICES 

the net surplus has been arrived at after charging the following 

expenses: 

Goods and Services Expenses: 

Consultants (1) 440 321 

Advertising (2) 2 7 

Agent service Arrangements (3) 1,243 1,208 

Client travel (4) 1,139 962 

marketing and promotion (5) 19,777 19,147 

Document production 95 272 

information technology Charges (6) 1,515 1,278 

legal expenses (7) 53 59 

Recruitment (8) 135 104 

training and study 139 115 

official Duty Fares 413 481 

travelling Allowance 74 104 

(1) includes it consultants. 

(2) Does not include recruitment advertising or marketing and promotion advertising. 

(3) includes service level Agreement with territory Discoveries. 

(4) includes Familiarisations. 

(5) includes advertising consultants and internet consultants for marketing and promotion. 

(6) Does not include it consultants. 

(7) includes legal fees, claim and settlement costs. 

(8) includes recruitment related advertising costs. 


90 




7. CASH AND DEPOSITS 

touRism nt 


$’000 $’000 

Cash on Hand 1 2 

Cash at Bank 2,067 1,417 

Foreign Currency Account 222 18 

Total Cash And Deposits 2,290 1,437 

8. RECEIVABLES 

Current 

Accounts Receivable 98 18 

less: Allowance for impairment losses (2) 0 

96 18 

Gst Receivables 447 390 

other Receivables 4 4 

Total Current Receivables 547 412 

Non-Current 


Total Non-Current Receivables 0 0 

9. INVESTMENTS 

Non-Current 

investment -territory Discoveries (Government Business Division) 5,677 5,677 

less: Allowance for impairment losses -2,509 -2,616 

3,168 3,061 

investment - tourism northern territory pty ltd 100 100 

Total Non-Current Investments 3,268 3,161




9. INVESTMENTS (continued) 


$’000 $’000 

Reconciliation of the Allowance for Impairment Losses 

Allowance for impairment losses at 1 July 2009 2,616 2,477 

Amounts written off during the year 0 0 

Amounts recovered during the year 0 0 

increase/(decrease) in allowance recognised in profit or loss (107) 139 

Allowance for Impairment Losses at 30 June 2010 2,509 2,616 

10. PROPERTY, PLANT AND EQUIPMENT 

Buildings 

At Fair Value 0 0 

less: Accumulated Depreciation 0 0 

0 0 

Infrastructure 


less: Accumulated Depreciation (9) (9) 

0 0 

Construction (Work in Progress) 

At Capitalised Cost 0 6 

0 6 

Plant and Equipment 

At Cost 223 174 


34 61 

Computer Software 


less: Accumulated Depreciation 0 0 

0 0 

Computer Hardware 



0 0 

Total Property, Plant and Equipment 34 67 

Impairment of Property, Plant and Equipment 

Agency property, plant and equipment assets were assessed for impairment as at 30 June 2010. 

no impairment adjustments were required as a result of this review. 


92 




10. PROPERTY, PLANT AND EQUIPMENT (continued) 

touRism nt 

Property, Plant and Equipment Reconciliations 

A reconciliation of the carrying amounts of property, plant and equipment at the beginning and end of 

2009-10 is set out below: 

2009-10 Buildings Infrastructure 

Construction 

(Works in 

Progress) 

Plant & 

Equipment 

Computer 

Hardware Total 

$’000 $’000 $’000 $’000 $’000 $’000 

Carrying Amount as at 1 July 2009 0 0 6 61 0 67 

Additions 0 0 0 0 0 0 

Depreciation and Amortisation 0 0 0 (76) 0 (76) 

Additions/(Disposals) from Asset 

transfers 

0 0 (6) 49 0 43 

Carrying Amount as at 30 June 2010 0 0 0 34 0 34 


A reconciliation of the carrying amounts of property, plant and equipment at the beginning and end of 

2008-09 is set out below: 

2008-09 Buildings Infrastructure 

Construction 

(Works in 

Progress) 

Plant & 

Equipment 

Computer 

Hardware Total 

$’000 $’000 $’000 $’000 $’000 $’000 

Carrying Amount as at 1 July 2008 0 0 0 83 1 84 

Additions 0 0 3 0 0 3 

Depreciation and Amortisation 0 0 0 (30) (1) (31) 

Additions/(Disposals) from Asset 

transfers 

0 0 3 8 0 11 

Carrying Amount as at 30 June 2009 0 0 6 61 0 67





$’000 $’000 

11. PAYABLES 

Accounts payable 2,020 905 

Accrued expenses 140 379 

Total Payables 2,160 1,284 

12. PROVISIONS 

Current 

Employee Benefits: 

Recreation leave 526 557 

leave loading 48 45 

leave Fares 1 5 

Other Current Provisions: 

other provisions 447 401 

Non-Current 


1,022 1,008 


Total Provisions 1,264 1,277 

Reconciliation of Provisions 

Balance as at 1 July 2009 401 278 

Additional provisions Recognised 46 123 

Reductions Arising from payments 0 0 

Balance as at 30 June 2010 447 401 

tourism nt employed 91 employees as at 30 June 2010 (2009: 98 employees) 


94 




13. OTHER LIABILITIES 

Current 

touRism nt 


$’000 $’000 

unearned Revenue 0 48 

Total Payables 0 48 

14. NOTES TO THE CASH FLOW STATEMENT 

Reconciliation of Cash 

the total of Agency cash and deposits of $2,288,947 recorded in the statement of Financial position is 

consistent with that recorded as cash in the Cash Flow statement. 

Reconciliation of Net Surplus/(Deficit) to Net Cash From Operating Activities 

Net Profit/(Loss) 

Net Operating Surplus/(Deficit): 

net operating surplus/(Deficit) 128 (44) 

(profit)/impairment on revaluation of non-current assets (107) 139 

Non-Cash Items: 

Depreciation 76 31 

R&m - minor new Work non Cash 16 0 

Changes in Assets and Liabilities: 

Decrease/(increase) in Receivables (135) (18) 

Decrease/(increase) in prepayments 60 191 

(Decrease)/increase in payables 876 307 

(Decrease)/increase in provision for employee Benefits (59) 391 

(Decrease)/increase in other provisions 46 123 

(Decrease)/increase in Deferred income (48) 48 

Net Cash From Operating Activities 853 1,168




15. FINANCIAL INSTRUMENTS 

A financial instrument is a contract that gives rise to a financial asset of one entity and a financial liability or equity 

instrument of another entity. Financial instruments held by tourism nt include cash and deposits, receivables and 

payables. tourism nt has limited exposure to financial risks as discussed below. 

(a) Categorisation of Financial Instruments 

the carrying amounts of tourism nt’s financial assets and liabilities by category are disclosed 

in the table below. 

Financial Assets 


$’000 $’000 

Cash and Deposits 2,290 1,437 

loans and Receivables 547 412 

Financial Liabilities 

payables 2,160 1,284 

(b) Credit Risk 

the Agency has limited credit risk exposure (risk of default). in respect of any dealings with organisations 

external to Government, the Agency has adopted a policy of only dealing with credit worthy organisations 

and obtaining sufficient collateral or other security where appropriate, as a means of mitigating the risk of 

financial loss from defaults. 

the carrying amount of financial assets recorded in the financial statements, net of any allowances for 

losses, represents the Agency’s maximum exposure to credit risk without taking account of the value of 

any collateral or other security obtained. 


96 




15. FINANCIAL INSTRUMENTS (continued) 

(b) Credit Risk (continued) 

touRism nt 

Receivables 

Receivable balances are monitored on an ongoing basis to ensure that exposure to bad debts is not 

significant. A reconciliation and aging analysis of receivables is presented below. 


$’000 $’000 

Aging of Receivables 

not overdue 528 408 

overdue for less than 30 Days 0 0 

overdue for 30 to 60 Days 0 1 

overdue for more than 60 Days 19 3 

Total Receivables 547 412 

Aging of Impaired Receivables 

impaired Receivables for 30 to 60 Days 0 0 

impaired Receivables for more than 60 Days 2 0 



Allowance for impairment losses at 1 July 2009 0 0 



increase/(decrease) in allowance recognised in profit or loss 2 0 

Allowance for Impairment Losses at 30 June 2010 2 0 

(c) Net Fair Value 

the fair value of financial instruments is estimated using various methods. these methods are 

classified into the following levels: 

level 1 - fair value is calculated using quoted prices in active markets. instruments whose carrying amount 

is deemed to be equal to its fair value qualify for this level of classification. 

level 2 - to be used for those instruments that cannot be classified as either level 1 or level 3. 

level 3 - fair value is estimated using inputs other than quoted market data, for example, net present value.





(c) Net Fair Value (continued) 


Total 

Carrying 

Amount 

Net Fair 

Value 

Level 1 

Net Fair 

Value 

Level 2 

Net Fair 

Value 

Level 3 

Net Fair 

Value 

Total 

$’000 $’000 $’000 $’000 $’000 


Cash and deposits 2,290 2,290 0 0 2,290 

Receivables 547 547 0 0 547 

Total Financial Assets 2,837 2,837 0 0 2,837 


payables 2,160 2,160 0 0 2,160 

Total Financial Liabilities 2,160 2,160 0 0 2,160 

2008-09 

Total 

Carrying 

Amount 

Net Fair 

Value 

Level 1 

Net Fair 

Value 

Level 2 

Net Fair 

Value 

Level 3 

Net Fair 

Value 

Total 

$’000 $’000 $’000 $’000 $’000 



Receivables 412 412 0 0 412 



payables 1,284 1,284 0 0 1,284 



98 




16. COMMITMENTS 

(i) Other Expenditure Commitments 

touRism nt 

other non-cancellable expenditure commitments not recognised 


$’000 $’000 

as liabilities are payable as follows: 

Within one year 373 0 

later than one yare and not later than five years 0 0 

later than five years 0 0 

373 0 

(ii) Operating Lease Commitments 

the Agency leases property under non-cancellable operating 

leases expiring from 1 to 5 years. leases generally provide the 

entity with a right of renewal at which time all lease terms are 

renegotiated. 

Future operating lease commitments not recognised as 

liabilities are payable as follows: 

Internal 


later than one year and not later than five years 28 48 


167 203 

External 




293 439 

Total Operating Lease Commitments 460 642




17. COMMUNITY SERVICE OBLIGATIONS 


$’000 $’000 


Community service obligation received 422 194 

subsidy paid to territory Discoveries (422) (194) 

Cso Funding surplus/(Deficit) 0 0 



subsidy paid to territory Discoveries (481) (639) 


the Community service obligations (Cso) included in this note relate only to Cso funds paid to and by 

territory Discoveries on the goods/services listed above. 

18. CONTINGENT LIABILITIES AND CONTINGENT ASSETS 

(a) Contingent liabilities 

tourism nt has entered into agreements which contain indemnity clauses. the contingent 

liabilities arising from the indemnities are unquantifiable, but expected to be immaterial. However, 

for all the events that would give rise to the liabilities, the Agency has comprehensive risk 

management procedures in place. 

(b) Contingent assets 

tourism nt had no contingent assets at 30 June 2010 or 30 June 2009. 

19. EVENTS SUBSEQUENT TO BALANCE DATE 

no events have arisen between the end of the financial year and the date of this report that require 

adjustment to, or disclosure in, these financial statements. 


100 




20. WRITE OFFS, POSTPONEMENTS AND WAIVERS 

touRism nt 

2010 No. of 2009 No. of 

$’000 Trans. $’000 Trans. 

Write offs, Postponements and Waivers Under the 

Financial Management Act 

Represented by: 

Amounts written off, waived and postponed by Delegates 

irrecoverable amounts payable to the territory or an Agency written off 

losses or deficiencies of money written off 

public property written off 

Waiver or postponement of right to receive or recover money or property 

impairment losses 

Total written off, waived and postponed by Delegates 0 0 0 0 

Amounts written off, waived and postponed by the treasurer 

irrecoverable amounts payable to the territory or an Agency written off 

losses or deficiencies of money written off 

public property written off 

Waiver or postponement of right to receive or recover money or property 

impairment losses 

Total written off, waived and postponed by the Treasurer 0 0 0 0 

21. SCHEDULE OF TERRITORY ITEMS 

Territory Income and Expenses 


$’000 $’000 

Income 

Grants and subsidies 

Capital 400 100 

Total Income 400 100 

Expenses 

Central Holding Authority revenue transferred 400 100 

Total Income 400 100 

Territory Income less Expenses 0 0

AnnuAl RepoRt 2009-10 101



Certification of the Financial Statements 

For the Year Ended 30 June 2009 

We certify that the attached financial statements for territory Discoveries have been prepared from proper accounts and 

records in accordance with the prescribed format, the Financial Management Act and treasurer’s Directions. 

We further state that the information set out in the Comprehensive operating statement, statement of Financial position, 

Changes in equity, Cash Flow statement, and notes to and forming part of the financial statements, presents fairly the financial 

performance and cash flows for the year ended 30 June 2010 and the financial position on that date. 

At the time of signing, we are not aware of any circumstances that would render the particulars includedin the financial 

statements misleading or inaccurate. 

MAREE TETLOW NOELENE BIDDELL 

Chief executive 

6/09/2010 

touRism nt 

Chief Financial officer 

6/09/2010


Comprehensive Operating Statement 


INCOME 


$’000 $’000 

Grants and Subsidies Revenue 

Current 1,738 1,913 

Community service obligations 903 833 

sales of Goods and services 3,904 4,036 

interest Revenue 209 305 

other income 276 358 

TOTAL INCOME 7,030 7,445 

EXPENSES 

employee expenses 

Administrative Expenses 

(3,011) (3,283) 

purchases of Goods and services 3 (3,836) (4,298) 

Depreciation and Amortisation 7 (1) (2) 

other Administrative expenses (75) 0 

interest expense 0 (1) 

TOTAL EXPENSES (6,923) (7,584) 

NET SURPLUS/(DEFICIT) 107 (139) 


TOTAL OTHER COMPREHENSIVE INCOME 0 0 

COMPREHENSIVE RESULT 107 (139) 

The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements. 





As at 30 June 2010 

touRism nt 


$’000 $’000 

ASSETS 

Current Assets 

Cash and Deposits 4 7,607 8,469 


inventories 6 0 65 

prepayments 4 0 

Total Current Assets 7,724 8,656 

Non-Current Assets 

property, plant and equipment 7 0 1 

Total Non-Current Assets 0 1 

TOTAL ASSETS 7,724 8,657 

LIABILITIES 

Current Liabilities 

Deposits Held 8 4,038 4,984 

payables 9 253 352 


Total Current Liabilities 4,541 5,586 

Non-Current Liabilities 


Total Non-Current Liabilities 15 9 

TOTAL LIABILITIES 4,556 5,595 

NET ASSETS 3,168 3,062 

EQUITY 

Capital 5,677 5,677 

Accumulated Funds (2,509) (2,615) 

Total Equity 3,168 3,062 

The Statement of Financial Position is to be read in conjunction with the notes to the financial statements.


Statement of Changes to Equity 



Note Equity at 

1-Jul 

Comprehensive 

result 

Transactions with 

owners in 

their capacity 

as owners 

Equity at 

30-Jun 

$’000 $’000 $’000 $’000 

Accumulated Funds (2,615) 107 0 (2,508) 

Rounding 0 (1) 0 (1) 

(2,615) 106 0 (2,509) 

Capital - Transactions with Owners 5,677 0 0 5,677 

equity injections 0 0 0 0 

5,677 0 0 5,677 

Total Equity at End of Financial Year 3,062 106 0 3,168 

2008-09 

Accumulated Funds (2,476) (139) 0 (2,615) 


(2,476) (139) 0 (2,615) 

Capital - Transactions with Owners 5,677 0 0 5,677 

equity injections 0 0 0 0 

5,677 0 0 5,677 

Total Equity at End of Financial Year 3,201 (139) 0 3,062 

This Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements. 






touRism nt 


$’000 $’000 

CASH FLOWS FROM OPERATING ACTIVITIES 

Operating Receipts 

Grants and Subsidies Received 

Current 1,738 1,913 

Community service obligations 903 833 

Receipts from sales of Goods and services 6,097 5,975 

interest Received 201 338 

Total Operating Receipts 8,939 9,059 

Operating Payments 

payments to employees (2,999) (3,247) 

payments for Goods and services (5,856) (6,066) 

interest paid 0 (1) 

Total Operating Payments (8,855) (9,314) 

Net cash (used in)/from Operating Activities 12 84 (255) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Financing Receipts 

Deposits Received (946) (907) 

Total Financing Receipts (946) (907) 

Net cash from/(used in) Financing Activities (946) (907) 

net (decrease) in Cash Held (862) (1,162) 

Cash at Beginning of Financial Year 8,469 9,631 

CASH AT END OF FINANCIAL YEAR 4 7,607 8,469 

The Cash Flow Statement is to be read in conjunction with the notes to the financial statements.


Index of Notes to the Financial Statements 


1. objectives and Funding 

2. statement of significant Accounting policies 

EXPENSES 

3. purchases of Goods and services 

ASSETS 

4. Cash and Deposits 

5. Receivables 

6. inventories 

7. property, plant and equipment 

LIABILITIES 

8. Deposits Held 

9. payables 

10. income tax liabilities 

11. provisions 

12. 

OTHER DISCLOSURES 

notes to the Cash Flow statement 

13. Financial instruments 

14. Commitments 

15. Community service obligations 

16. Contingent liabilities And Contingent Assets 

17. events subsequent to Balance Date 

18. Accountable officer’s trust Account 

19. Write offs, postponements, and Waivers 






1. OBJECTIVES AND FUNDING 

touRism nt 

territory Discoveries is a Government Business Division (GBD) and contributes to the northern territory’s economic 

growth by developing tourism products for sale to consumers in the domestic and selected international marketplaces. 

the core performance objective of territory Discoveries is to increase the exposure of, and potential economic returns 

to, the territory’s tourism industry, particularly small to medium-sized operators. 

territory Discoveries is partially funded by the northern territory Government by way of an operating subsidy and 

Community service obligation (Cso) funding. Cso funding is received in recognition of carrying out activities on a noncommercial 

basis. Additional information in relation to Cso funding may be found in note 15. 

the financial statements encompass all funds through which the entity controls resources to carry on its functions and 

deliver outputs. 

2. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES 

(a) Basis of Accounting 

the financial statements have been prepared in accordance with the requirements of the Financial Management Act 

and related treasurer’s Directions. the Financial Management Act requires territory Discoveries (“the entity”) to 

prepare financial statements for the year ended 30 June 2010 based on the form determined by the treasurer. the 

form of territory Discoveries’ financial statements includes: 

(i) a Certification of the Financial statements; 

(ii) a Comprehensive operating statement; 

(iii) a statement of Financial position; 

(iv) a statement of Changes in equity; 

(v) a Cash Flow statement; and 

(vi) applicable explanatory notes to the financial statements. 

the financial statements have been prepared using the accrual basis of accounting, which recognises the effect 

of financial transactions and events when they occur, rather then when the cash is paid out or received. 

except where stated, the financial statements have also been prepared in accordance with the historical cost 

convention. 

the form of GBD financial statements is also consistent with the requirements of Australian Accounting standards. 

the effects of all relevant new and revised standards and interpretations issued by the Australian Accounting standards 

Board (AAsB) that are effective for the current annual reporting period have been evaluated.





(b) Australian Accounting Standards and Interpretations Issued but not yet Effective 

At the date of authorisation of the financial statements, the standards and interpretations listed below were in issue but 

not yet effective. 

AASB 2009-5 Further amendments to Australian Accounting Standards arising from the Annual Improvements 

Project [AASB 5, 8, 101, 107, 117, 118, 136 and 139] 

effective for the annual reporting periods beginning on or after 1 January 2010. some amendments will result in 

accounting changes for presentation, recognition or measurement purposes, while other amendments relate to 

terminology and editorial changes. the standard will not have a material impact on the financial statements. 

AASB 124 Related Party Disclosures (Dec 2009) 

effective for the annual reporting periods beginning on or after 1 January 2011. Government related entities have been 

granted partial exemption with certain disclosure requirements. the standard will not have a material impact on the 

financial statements. 

AASB 9 Financial Instruments 

effective for the annual reporting periods beginning on or after 1 January 2013. this standard simplifies requirements 

for the classification and measurement of financial assets resulting from phase 1 of the iAsB’s project to replace iAs39 

Financial Instruments: recognition and measurement (AAsB139 Financial Instruments: recognition and measurement) 

the standard will not have a material impact on the financial statements. 

(c) Agency and Territory Items 

the financial statements of territory Discoveries include income, expenses, assets and liabilities and equity over which 

territory Discoveries has control. Certain items, while managed by territory Discoveries, are controlled and recorded 

by the territory rather than territory Discoveries (territory items). territory items are recognised and recorded in the 

Central Holding Authority as discussed below. 

Central Holding Authority 

the Central Holding Authority is the ‘parent body’ that represents the Government’s ownership interest in Government 

controlled entities. 

the Central Holding Authority also holds certain territory assets not assigned to entities as well as certain territory 

liabilities that are not practical or effective to assign to individual entities such as unfunded superannuation and long 

service leave. 


110 





(d) Comparatives 

touRism nt 

Where necessary, comparative information for the 2008-09 financial year has been reclassified to provide consistency 

with current year disclosures. 

(e) Presentation and Rounding of Amounts 

Amounts in the financial statements and notes to the financial statements are presented in Australian dollars and have 

been rounded to the nearest thousand dollars, with amounts of $500 or less being rounded down to zero. 

(f) Changes in Accounting Policies 

there have been no changes to accounting policies adopted in 2009-10 as a result of management decisions. 

(g) Accounting Judgements and Estimates 

the preparation of the financial report requires the making of judgements and estimates that affect the recognised 

amounts of assets, liabilities, revenues and expenses and the disclosure of contingent liabilities. the estimates and 

associated assumptions are based on historical experience and various other factors that are believed to be reasonable 

under the circumstances, the results of which form the basis of making the judgements about the carrying values of 

assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates. 

the estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are 

recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the 

revision and future periods if the revision affects both current and future periods. 

Judgements and estimates that have significant effects on the financial statements are disclosed in the relevant notes 

to the financial statements. notes that include significant judgements and estimates are: 

employee Benefits - note 2 (u) and note 11: non-current liabilities in respect of employee benefits are measured as 

the present value of estimated future cash outflows based on the appropriate Government bond rate, estimates of 

future salary and wage levels and employee periods of service. 

Doubtful Debts - note 2 (o) & 5: Receivables 

Depreciation and Amortisation - note 2 (k), note 7: property plant and equipment.





(h) Goods and Services Tax 

income, expenses and assets are recognised net of the amount of Goods and services tax (Gst), except where the 

amount of Gst incurred on a purchase of goods and services is not recoverable from the Australian tax office (Ato). in 

these circumstances the Gst is recognised as part of the cost of acquisition of the asset or as part of the expense. 

Receivables and payables are stated with the amount of Gst included. the net amount of Gst recoverable from, or 

payable to, the Ato is included as part of receivables or payables in the statement of Financial position. 

Cash flows are included in the Cash Flow statement on a gross basis. the Gst components of cash flows arising 

from investing and financing activities which are recoverable from, or payable to, the Ato are classified as operating 

cash flows. Commitments and contingencies are disclosed net of the amount of Gst recoverable or payable unless 

otherwise specified. 

(i) Income Recognition 

income encompasses both revenue and gains. 

income is recognised at the fair value of the consideration received, exclusive of the amount of Gst. exchange 

of goods or services of the same nature and value without any cash consideration being exchanged are not recognised 

as income. 

Grants and Other Contributions 

Grants, donations, gifts and other non-reciprocal contributions are recognised as revenue when the entity obtains 

control over the assets comprising the contributions. 

Contributions are recognised at their fair value. Contributions of services are only recognised when a fair value can be 

reliably determined and the services would be purchased if not donated. 

Community Service Obligation Funding 

Community service obligation (Cso) funding is generally received from the northern territory (nt) Government where 

the entity is required to carry out activities on a non-commercial basis. the funding calculations were developed by an 

independent consultant producing a public Benefit Assessment on territory Discoveries in February 2008. Revenue in 

respect of this funding is recognised in the period in which the entity gains control of the funds. 


the purpose of the Cso revenue received from tourism nt is to cover the extra cost incurred by operating the nt 

Holiday Centre in Alice springs. there are higher recruitment and training costs because Alice springs is a small 

regional centre. each consultant receives 2-3 months training prior to commencing with the Holiday Centre. staff are 

generally more transient than in other industries and recruitment to a position in Alice springs has proved difficult in 

the past. nt Holiday Centre pays salaries above those of similar wholesalers in order to retain staff. 


112 






touRism nt 

Community Service Obligation Funding (continued) 


the purpose of this Cso is to cover the cost incurred by the nt Holiday Centre in allowing very small operators (gross 

sales less than $10,000 per annum) to be included in the reservation system. the small volume of sales generated for 

these operators mean that they do not have the capacity to contribute via cost-recovery and as a result would leave 

the industry. 

Sale of Goods 

Revenue from the sale of goods is recognised (net of returns, discounts and allowances) when: 

the significant risks and rewards of ownership of the goods have transferred to the buyer; 

the entity retains neither continuing managerial involvement to the degree usually associated with ownership nor 

effective control over the goods sold; 

the amount of revenue can be reliably measured; 

it is probably that the economic benefit associated with the transaction will flow to the entity; and 

the costs incurred or to be incurred in respect of the transaction can be measured reliably. 

Rendering of Services 

Revenue from rendering services is recognised by reference to the stage of completion of the contract. the revenue 

is recognised when: 

the amount of revenue , stage of completion and transaction costs incurred can be reliably measured; and 

it is probable that the economic benefits associated with the transaction will flow to the entity. 

Interest Revenue 

interest revenue is recognised as it accrues, taking into account the effective yield on the financial asset. 

Disposal of Assets 

A gain or loss on disposal of assets is included as a gain or loss on the date control of the asset passes to the buyer, 

usually when an unconditional contract of sale is signed. the gain or loss on disposal is calculated as the difference 

between the carrying amount of the asset at the time of disposal and the net proceeds on disposal. 

Contributions of Assets 

Contributions of assets and contributions to assist in the acquisition of assets, being non-reciprocal transfers, 

are recognised, unless otherwise determined by Government, as gains when the entity obtains control of the asset or 

contribution. Contributions are recognised at the fair value received or receivable.





(j) Taxation 

the entity is required to pay income tax on its accounting profit, excluding extraordinary items, at the company 

tax rate of 30% in accordance with the requirements of the treasurer’s Directions and the nt tax equivalents 

Regime. 

A deferred tax asset shall be recognised for the carry forward of unused tax losses and unused tax credits to 

the extent that it is probable that future taxable profit will be available against which the unused tax losses and 

unused tax credits can be utilised. 

(k) Depreciation and Amortisation Expense 

items of property, plant and equipment, including buildings but excluding land, have limited useful lives and are 

depreciated or amortised using the straight-line method over their estimated useful lives. 

Amortisation applies in relation to intangible non-current assets with limited useful lives and is calculated and 

accounted for in a similar manner to depreciation. 

the estimated useful lives for each class of asset are in accordance with the treasurer’s Directions and are 

determined as follows: 


infrastructure Assets 10 Years 10 Years 

plant and equipment 5 - 10 Years 5 - 10 Years 

Computer equipment and software 3 Years 3 Years 

Assets are depreciated or amortised from the date of acquisition or from the time an asset is completed and 

held ready for use. 


114 





(l) Interest Expense 

touRism nt 

interest expenses include interest and finance lease charges. interest expenses are expensed in the period in which 

they are incurred. 

(m) Cash and Deposits 

For the purpose of the statement of Financial position and the Cash Flow statement, cash includes cash on hand, cash 

at bank and cash equivalents. Cash equivalents are highly liquid short-term investments that are readily convertible to 

cash. Cash at bank includes monies held in the Accountable officer’s trust Account (AotA) that are ultimately payable 

to the beneficial owner - refer also to note 18. 

(n) Inventories 

General inventories are all inventories other than those held for distribution and are carried at the lower of cost and net 

realisable value. Cost of inventories includes all costs associated with bringing the inventories to their present location 

and condition. When inventories are acquired at no or nominal consideration, the cost will be the current replacement 

cost at date of acquisition. 

inventories held for distribution are those inventories distributed at no or nominal consideration, and are carried at the 

lower of cost and current replacement cost. 

o) Receivables 

Receivables include accounts receivable and other receivables and are recognised at fair value less any allowance for 

impairment losses. 

the allowance for impairment losses represents the amount of receivables the entity estimates are likely to be 

uncollectible and are considered doubtful. Analyses of the age of the receivables that are past due as at the reporting 

date are disclosed in an aging scheduled in note 13. Reconciliation of changes in the allowance is also presented. 

Accounts receivable are generally settled within 30 days and other receivables within 30 days.





(p) Property, Plant and Equipment 

Acquisitions 

All items of property, plant and equipment with a cost, or other value, equal to or greater than $5,000 are recognised 

in the year of acquisition and depreciated as outlined below. items of property, plant and equipment below the $5,000 

threshold are expensed in the year of acquisition. 

the construction cost of property, plant and equipment includes the cost of materials and direct labour, and an 

appropriate proportion of fixed and variable overheads. 

Complex Assets 

major items of plant and equipment comprising a number of components that have different useful lives, are accounted 

for as separate assets. the components may be replaced during the useful life of the complex asset. 

Subsequent Additional Costs 

Costs incurred on property, plant and equipment subsequent to initial acquisition are capitalised when it is probable that 

future economic benefits in excess of the originally assessed performance of the asset will flow to the entity in future 

years. Where these costs represent separate components of a complex asset, they are accounted for as separate assets 

and are separately depreciated over their expected useful lives. 

(q) Revaluations and Impairment 

Revaluation of Assets 

subsequent to initial recognition, assets belonging to the following classes of non-current assets are revalued with 

sufficient regularity to ensure that the carrying amount of these assets does not differ materially from their fair value at 

reporting date: 

land; 

Buildings; 

infrastructure Assets; 

Heritage and Cultural Assets; 

Biological Assets; and 

intangibles 

Fair value is the amount for which an asset could be exchanged, or liability settled, between knowledgeable, willing 

parties in an arms length transaction. 

plant and equipment are stated at historical cost less depreciation, which is deemed to equate to fair value. 


116 





(q) Revaluations and Impairment (continued) 

touRism nt 

Impairment of Assets 

An asset is said to be impaired when the asset’s carrying amount exceeds its recoverable amount. non-current physical 

and intangible entity assets are assessed for indicators of impairment on an annual basis. if an indicator of impairment 

exists, the entity determines the asset’s recoverable amount. the asset’s recoverable amount is determined as the 

higher of the asset’s depreciated replacement cost and fair value less costs to sell. Any amount by which the asset’s 

carrying amount exceeds the recoverable amount is recorded as an impairment loss. 

impairment losses are recognised in the Comprehensive operating statement unless the asset is carried at a revalued 

amount. Where the asset is measured at a revalued amount, the impairment loss is offset against the Asset Revaluation 

Reserve for that class of asset to the extent that an available balance exists in the Asset Revaluation Reserve. 

in certain situations, an impairment loss may subsequently be reversed. Where an impairment loss is subsequently 

reversed, the carrying amount of the asset is increased to the revised estimate of its recoverable amount. A reversal of 

an impairment loss is recognised in the Comprehensive operating statement as income, unless the asset is carried at a 

revalued amount, in which case the impairment reversal results in an increase in the Asset Revaluation Reserve. 

(r) Assets held for sale 

Assets held for sale consist of those assets which management has determined are available for immediate sale in their 

present condition, and their sale is highly probable within the next twelve months. 

these assets are measured at the lower of the asset’s carrying amount and fair value less costs to sell. these assets 

are not depreciated. non-current assets held for sale have been recognised on the face of the financial statements as 

current assets. 

(s) Leased Assets 

leases under which the entity assumes substantially all the risks and rewards of ownership of assets are classified as 

finance leases. other leases are classified as operating leases. 

Finance Leases 

Finance leases are capitalised. A lease asset and a lease liability equal to the present value of the minimum lease 

payments are recorded at the inception of the lease. 

lease payments are allocated between the principal component of the lease liability and the interest expense. 

Operating leases 

operating lease payments made at regular intervals throughout the term are expensed when the payments are due, 

except where an alternative basis is more representative of the pattern of benefits to be derived from the leased 

property. lease incentives under an operating lease of a building or office space are recognised as an integral part of 

the consideration for the use of the leased asset. the lease incentive is recognised as a deduction of the lease expense 

over the term of the lease. 

(t) Payables 

liabilities for accounts payable and other amounts payable are carried at cost which is the fair value of the 

consideration to be paid in the future for goods and services received, whether or not billed to the entity. Accounts 

payable are normally settled within 30 days.





(u) Employee Benefits 

provision is made for employee benefits accumulated as a result of employees rendering services up to the reporting 

date. these benefits include wages and salaries and recreation leave. liabilities arising in respect of wages and 

salaries and recreation leave and other employee benefit liabilities that fall due within twelve months of reporting date 

are classified as current liabilities and are measured at amounts expected to be paid. non-current employee benefit 

liabilities that fall due after twelve months of the reporting date are measured at present value, calculated using the 

Government long term bond rate. 

no provision is made for sick leave, which is non-vesting, as the anticipated pattern of future sick leave to be taken is 

less than the entitlement accruing in each reporting period. 

employee benefits expenses are recognised on a net basis in respect of the following categories: 

- wages and salaries, non-monetary benefits, recreation leave, sick leave and other leave entitlements; and 

- other types of employee benefits. 

As part of the introduction of Financial management Framework, the Central Holding Authority assumes the long 

service leave liabilities of Government Agencies, including territory Discoveries and as such no long service leave 

liability is recognised in the entity’s financial statements. 

(v) Superannuation 

employees’ superannuation entitlements are provided through the: 

- nt Government and public Authorities superannuation scheme (ntGpAss); 

- Commonwealth superannuation scheme (Css); or 

- non-government employee nominated schemes for those employees commencing on or after 10 August 1999. 

the entity makes superannuation contributions on behalf of its employees to the Central Holding Authority or 

non-government employee nominated schemes. superannuation liabilities related to government superannuation 

schemes are held by the Central Holding Authority and as such are not recognised in the entity’s financial statements. 

(w) Dividends 

in February 2004, a decision was made by Cabinet (Cabinet Decision 1197) giving approval for territory Discoveries to 

retain 50% of revenues with the balance directed towards reducingterritory Discoveries operating subsidy. in line with 

this decision territory Discoveries did not declare or provide for a dividend. 

(x) Commitments 

Disclosures in relation to capital and other commitments, including lease commitments are shown at note 14 and 

are consistent with the requirements contained in AAsB 101, AAsB 116 and AAsB 117. 

Commitments are those contracted as at 30 June where the amount of the future commitment can be reliably 

measured. 


118 




3. PURCHASES OF GOODS AND SERVICES 

touRism nt 

the net surplus has been arrived at after charging the following 

expenses: 


$’000 $’000 

Goods and Services Expenses: 

Agent service Arrangements 663 683 

Consultants (1) 95 168 

Communications 312 314 

Document production 12 5 

information technology Charges 835 912 

legal expenses (2) 15 11 

marketing and promotion (3) 1,361 1,405 

official Duty Fares 49 55 

Recruitment (4) 20 17 

training and study 33 61 

travelling Allowance 21 30 

(1) includes marketing, promotion and it consultants. 

(2) includes legal fees, claim and settlement costs. 

(3) includes advertising for marketing and promotion 

(4) includes recruitment related advertising costs. 

4. CASH AND DEPOSITS 

Cash at Bank 7,607 8,409 

Foreign Currency Account 0 60 

7,607 8,469 

5. RECEIVABLES 

Current 

Accounts Receivable 97 103 

less: Allowance for impairment losses (11) 0 

86 103 

interest Receivables 27 19 


27 19 

Total Receivables 113 122




6. INVENTORIES 

Inventories Held For Distribution 


$’000 $’000 

At cost 0 65 

7. PROPERTY, PLANT AND EQUIPMENT 

0 65 


At Cost 12 12 


0 1 

Plant and Equipment 

At Cost 24 24 


0 0 

Computer Software 

At Cost 170 170 


0 0 

Computer Hardware 

At Cost 58 58 


0 0 

Total Property, Plant and Equipment 0 1 

Impairment of Property, Plant and Equipment 

the entity’s property, plant and equipment assets were assessed for impairment as at 30 June 2010. 

no impairment adjustments were required as a result of this review. 


120 




7. PROPERTY, PLANT AND EQUIPMENT (continued) 

touRism nt 


A reconciliation of the carrying amounts of property, plant and equipment at the beginning and 

end of 2009-10 is set out below: 


Infrastructure Computer 

Software 

Computer 

Hardware 

Plant and 

Equipment 

Total 

$’000 $’000 $’000 $’000 $’000 

Carrying Amount as at 1 July 2009 1 0 0 0 1 

Depreciation and Amortisation (1) 0 0 0 (1) 

Carrying Amount as at 30 June 2010 0 0 0 0 0 


A reconciliation of the carrying amounts of property, plant and equipment at the beginning and 

end of 2008-09 is set out below: 

2008-09 

Infrastructure Computer 

Software 

Computer 

Hardware 

Plant and 

Equipment 

Total 

$’000 $’000 $’000 $’000 $’000 

Carrying Amount as at 1 July 2008 2 0 0 1 3 

Depreciation and Amortisation (1) 0 0 (1) (2) 

Carrying Amount as at 30 June 2009 1 0 0 0 1 


$’000 $’000 

8. DEPOSITS HELD 

Funds Held in trust 4,038 4,984 

Total Deposits Held 4,038 4,984





$’000 $’000 

9. PAYABLES 

Accounts payable 173 172 

Accrued expenses 74 107 

Gst payables 6 73 

Total Payables 253 352 

10. INCOME TAX LIABILITIES 

Current Year surplus/(Deficit) 107 (139) 

prima facie income tax expense calculated at 30% (2009: 30%) on the surplus from 

ordinary activities 

32 (42) 

Adjusted carried forward tax loss from prior years (899) (857) 

Deferred Tax Asset (867) (899) 

A deferred tax asset is not brought to account, the benefits of 

which will only be realised if the conditions for deductibility 

set out in note 2(j) occur. 

11. PROVISIONS 

Current 



leave loading 19 23 

Other Current Provisions: 

other provisions 59 58 

Non-Current 


250 250 


Total Provisions 265 259 

the entity employed 48 employees as at 30 June 2010 (2009: 53 employees) 


122 




12. NOTES TO THE CASH FLOW STATEMENT 

touRism nt 

Reconciliation of Cash 

the total of entity cash and deposits of $7,606,755 recorded in the statement of 

Financial position is consistent with that recorded as cash in the Cash Flow statement. 

Reconciliation of Net Surplus/(Deficit) to Net Cash From Operating Activities 


$’000 $’000 

Net (Deficit)/Surplus 

Non-Cash Items: 

107 (139) 

Depreciation and Amortisation 1 2 

Changes in Assets and Liabilities: 

Decrease/(increase) in Receivables 9 155 

Decrease/(increase) in inventory 65 (9) 

Decrease/(increase) in prepayments (5) 0 

(Decrease)/increase in payables (99) (293) 

(Decrease)/increase in provision for employee Benefits 5 31 

(Decrease)/increase in other provisions 1 (2) 

Net Cash from/(used in) Operating Activities 84 (255) 

13. FINANCIAL INSTRUMENTS 

A financial instrument is a contract that gives rise to a financial asset of one entity and 

a financial liability or equity instrument of another entity. Financial instruments held by 

territory Discoveries include cash and deposits, receivables and payables. the entity has 

limited exposure to financial risks as discussed below.





(a) Categorisation of Financial Instruments 

the carrying amounts of the entity financial assets and liabilities by category are disclosed in the table below. 


$’000 $’000 


Cash and Deposits 7,607 8,469 

loans and Receivables 113 122 


Deposits Held 4,038 4,984 

payables 253 352 

(b) Credit Risk 

the entity has limited credit risk exposure (risk of default). in respect of any dealings with organisations 

external to Government, the entity has adopted a policy of only dealing with credit worthy organisations 

and obtaining sufficient collateral or other security where appropriate, as a means of mitigating the risk 

of financial loss from defaults. 

the carrying amount of financial assets recorded in the financial statements, net of any allowances for 

losses, represents the entity’s maximum exposure to credit risk without taking account of the value of 

any collateral or other security obtained. 

Receivables 

Receivable balances are monitored on an on-going basis to ensure that exposure to bad debts is not 

significant. A reconciliation and aging analysis of receivables is presented below. 

Aging of Receivables 

not overdue 36 19 

overdue for less than 30 Days 0 0 

overdue for 30 to 60 Days 17 30 

overdue for more than 60 Days 12 73 


Aging of Impaired Receivables 

impaired Receivables for 30 to 60 Days 1 0 

impaired Receivables for more than 60 Days 10 0 

Total Impaired Receivables 11 0 


Allowance for impairment losses at the Beginning of the Reporting period 0 0 



increase/(decrease) in allowance recognised in profit or loss 11 0 

Allowance for Impairment Losses at the End of the Reporting Period 11 0 


124 





(c) Liquidity Risk 

touRism nt 

liquidity risk is the risk that the entity will not be able to meet its financial obligations as 

they fall due. the entity’s approach to managing liquidity is to ensure that it will always have 

sufficient liquidity to meet its liabilities when they fall due. 

the following table details the entity’s remaining contractual maturity for its financial assets 

and liabilities. it should be noted that these values are undiscounted, and consequently totals 

may not reconcile to the carrying amounts presented in the statement of Financial position. 

Maturity analysis 

for financial assets 

& liabilities 


Variable 

Interest 

Less than 

a Year 

Fixed Interest Rate 

1 to 5 

Years 

More than 

5 Years 

Non 

Interest 

Bearing Total 

Weighted 

Average 

$’000 $’000 $’000 $’000 $’000 $’000 % 


Cash and deposits 7,607 0 0 0 0 7,607 

Receivables 0 0 0 0 113 113 

Total Financial Assets 7,607 0 0 0 113 7,720 0 


Deposits Held 4,038 0 0 0 0 4,038 

payables 0 0 0 0 253 253 

Total Financial Liabilities 4,038 0 0 0 253 4,291 0 

2008-09 


Cash and deposits 8,469 0 0 0 0 8,469 

Receivables 0 0 0 0 122 122 

Total Financial Assets 8,469 0 0 0 122 8,591 0 


Deposits Held 4,984 0 0 0 0 4,984 

payables 0 0 0 0 352 352 

Total Financial Liabilities 4,984 0 0 0 352 5,336 0





(d) Market Risk 

market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate 

because of changes in market prices. it comprises interest rate risk, price risk and currency risk. 

the primary market risk that the entity may be exposed to is interest rate risk. 

i) Interest Rate Risk 

territory Discoveries has limited exposure to interest rate risk as the entity’s financial assets and 

financial liabilities with the exception of cash and deposits are non-interest bearing. territory 

Discoveries exposure to interest rate risk on financial assets and financial liabilities is set out in the 

following tables. 


$’000 $’000 

Variable rate instruments 

Financial assets 7,607 8,469 

Financial liabilities 0 0 

Total 7,607 8,469 

Market Sensitivity Analysis 

Changes in the variable rates of 100 basis points at reporting date would have the following effect 

on the entity’s profit or loss and equity. 

100 basis 

points increase 

Profit or Loss Equity 


points decrease 


points increase 


points decrease 

$’000 $’000 $’000 $’000 


Cash and deposits 76 (76) 76 (76) 

Net Sensitivity 76 (76) 76 (76) 

30 June 2009 

Cash and deposits 85 (85) 85 (85) 

Net Sensitivity 85 (85) 85 (85) 


126 





(d) Market Risk (continued) 

touRism nt 

ii) Price Risk 

the entity is not exposed to price risk. 

iii) Currency Risk 

the entity is not exposed to currency risk as the entity does not hold borrowings denominated in 

foreign currencies or transactional currency exposures arising from purchases of foreign currency. 

(e) Net Fair Value 

the fair value of financial instruments is estimated using various methods. these methods are 

classified into the following levels: 

level 1 - fair value is calculated using quoted prices in active markets. instruments whose carrying 

amount is deemed to be equal to its fair value qualify for this level of classification. 

level 2 - to be used for those instruments that cannot be classified as either level 1 or level 3. 

level 3 - fair value is estimated using inputs other than quoted market data, for example, net 

present value. 


Total 

Carrying 

Amount 

Net Fair 

Value 

Level 1 

Net Fair 

Value 

Level 2 

Net Fair 

Value 

Level 3 

Net Fair 

Value 

Total 

$’000 $’000 $’000 $’000 $’000 



Receivables 113 113 0 0 113 



Deposits Held 4,038 4,038 0 0 4,038 

payables 253 253 0 0 253 


2008-09 



Receivables 122 122 0 0 122 



Deposits Held 4,984 4,984 0 0 4,984 

payables 352 352 0 0 352 

Total Financial Liabilities 5,336 5,336 0 0 5,336




14. COMMITMENTS 

(i) Operating Lease Commitments 

the entity leases property under non-cancellable operating leases expiring from 1 to 6 

years. leases generally provide the entity with a right of renewal at which time all lease 

terms are renegotiated. Future operating lease commitments not recognised as 

liabilities are payable as follows: 


$’000 $’000 

Internal 




52 32 

External 




819 1,505 

Total Operating Lease Commitments 871 1,537 

15. COMMUNITY SERVICE OBLIGATIONS 



net costs associated with the delivery of this service (422) (194) 




net costs associated with the delivery of this service (481) (639) 



128 




16. CONTINGENT LIABILITIES AND CONTINGENT ASSETS 

touRism nt 

a) Contingent liabilities 

territory Discoveries has also entered into agreements which contain indemnity clauses. the 

contingent liabilities arising from the indemnities are unquantifiable, but expected to be immaterial. 

However, for all the events that would give rise to the liabilities, the entity has comprehensive risk 

management procedures in place. 

b) Contingent assets 

territory Discoveries had no contingent assets at 30 June 2010 or 30 June 2009. 

17. EVENTS SUBSEQUENT TO BALANCE DATE 

no events have arisen between the end of the financial year and the date of this report that require 

adjustment to, or disclosure in these financial statements. 

18. ACCOUNTABLE OFFICER’S TRUST ACCOUNT 

in accordance with section 7 of the Financial Management Act, an Accountable officer’s trust Account 

has been established for the receipt of money to be held in trust. A summary of activity is shown below: 

Nature of Trust Money Opening 

Balance 

1 July 2009 

Receipts Payments Closing 

Balance 


Holiday Centre - Reservations 4,984 23,330 24,276 4,038 

4,984 23,330 24,276 4,038




19. WRITE OFFS, POSTPONEMENTS AND WAIVERS 

2010 No. of 2009 No. of 

$’000 Trans. $’000 Trans. 

Write offs, Postponements and Waivers Under the 

Financial Management Act 

Represented by: 

Amounts written off, waived and postponed by Delegates 

irrecoverable amounts payable to the territory or an 

Agency written off 

0 0 0 0 

Total written off, waived and postponed by Delegates 0 0 0 0 

Amounts written off, waived and postponed by the treasurer 

irrecoverable amounts payable to the territory or an 

Agency written off 

0 0 0 0 

Total written off, waived and postponed by the Treasurer 0 0 0 0 


130 

touRism nt

Appendices 

Appendix 1: 

Contact Details 

Head Office 

Level 1, Development House, Esplanade, Darwin, NT 0800 

Telephone: 08 8999 3900 

Facsimile: 08 8999 3920 

Email: reception.tourismnt@nt.gov.au 

www.tourismnt.com.au (Corporate) 

www.travelnt.com (Consumer) 

Regional Office – Central Australia 

Peter Sitzler Building, 67 North Stuart Highway, 

Alice Springs, NT 0871 

Telephone: 08 8951 8555 

Facsimile: 08 8951 8613 

Commercial Office – Sydney 

Level 18, Tower 2 Darling Park 

201 Sussex Street, Sydney, NSW 2000 

Telephone: 02 8281 9600 

Facsimile: 02 8281 9611 

Territory Discoveries – Sydney 

Level 18, Tower 2 Darling Park 

201 Sussex Street, Sydney, NSW 2000 

Telephone: 02 8281 9600 

Facsimile: 02 8281 9611 

Territory Discoveries – Brisbane 

Unit 26, 115 Wickham Street, Fortitude Valley, 

QLD 4006 

Telephone: 07 3872 6111 

Facsimile: 07 3872 6100 

International Representative Office – The Americas 

1334 Parkview, Suite 300, Manhattan Beach 

California 90266 USA 

Telephone: 1 310 545 3402 

Facsimile: 1 310 545 4221 

Email: usa.tourismnt@nt.gov.au 

www.australiasoutback.com 

International Representative Office - Central Europe 

(Germany, Switzerland, Austria) 

Australia’s Northern Territory, Neue Mainzer Strasse 22, 

Frankfurt/ Main, Germany 60311 

Telephone: 49 69 2740 0618 

Facsimile: 49 69 2740 0640 

Email: karin.greenslade@karisma-gmbh.de 

www.australiasoutback.de (German) 

International Representative Office – China, Hong Kong 

Block F, 525 Fa Hua Zhen Road, Art Forest Shanghai, 

200052 PR China 

Telephone: 86 21 5187 5881 

Facsimile: 86 21 5230 8728 

Email: china.tourismnt@nt.gov.au 

www.australiasoutback.cn (Traditional Chinese) 

International Representative Office – France 

Australia’s Northern Territory, c/o PVTC, 4 Avenue des 

Fleurs, Bagnolet 93170, France 

Telephone: 33 148 576 064 

Facsimile: 33 148 576 064 

Email: france.tourismnt@nt.gov.au 

www.australiasoutback.fr (French) 

International Representative Office – Italy, Spain 

Australia’s Northern Territory, Via Filangieri 14, Torino, 

Italy 10128 

Telephone: 39 01 1568 1816 

Facsimile: 39 01 1591 870 

Email: italy.tourismnt@nt.gov.au 

www.australiasoutback.it (Italian) 

International Representative Office - Japan 

Dinkum Japan, #302, 2-17-35 Hayamiya, 

Nerima-ku, Tokyo 179-0085, Japan 

Telephone: 81 3 3932 8911 

Facsimile: 81 3 3932 8981 

Email: japan.tourismnt@nt.gov.au 

www.australiasoutback.jp (Japanese) 

International Representative Office - Singapore 

Blk 434 #13-553, Choa Chi Kang Ave, 

Singapore 680434 

Telephone: 65 6894 0060 

Facsimile: 65 6894 0060 

Email: singapore.tourismnt@nt.gov.au 


International Representative Office – UK, Ireland, 

Netherlands, Scandinavia 

Australia’s Northern Territory, 6th floor Australia House, 

Strand, London WC2B 4LG, United Kingdom 

Telephone: 44 20 7438 4641 

Facsimile: 44 20 7379 9681 

Email: uk.tourismnt@nt.gov.au 



132 

Tourism Appendices 


Appendix 2: 

Funding Programs We Administer 

Sponsorship of Public Events 

The following list provides details of events and forums, which we have sponsored through the provision of some financial 

funds in 2009-10. Each has been assessed and/or complies with our sponsorship policy. 

Sponsorship for regional events is based on an application process, with two rounds per year (January and June). 

In addition to financial sponsorship, we may also assist through in-kind support. This includes, but is not limited to, 

showcasing the event in our campaign activity, organisation/ project management, advice, assisting tourism operators 

attend events, providing guest speakers, or other means. 

Sponsorship Region Value 

Darwin Festival Darwin $11 000 

Wordstorm 2010 Darwin $860 

Indigenous Music Awards Darwin $5 500 

Katherine Music Muster Katherine $5 500 

Alice Springs Festival Alice Springs $27 500 

Beanie Festival Alice Springs $5 500 

Barrunga Sports and Cultural Festival Katherine $5 500 

Henley on Todd Alice Springs $5 500 

Annaconda Enduro bike race Alice Springs $5 500 

Brunette Downs Amateur Races. Barkly $5 500 

Alice Springs Desert Festival Alice Springs $11 000 

Indigenous Tourism Financial Assistance Projects 

touRism nt 

TOTAL $88 860 

$26 882 was spent on financial assistance to Indigenous tourism projects and operators in 2009-10. The following table 

provides detail of expenditure items. 

Project Region Value 

Marketing support for Batji Tours Darwin $1 211 

Marketing support for Northern Territory Indigenous Tours Darwin $600 

Marketing support for RT Tours Alice Springs $1 193 

Marketing support for Rainbow Valley Cultural Tours Alice Springs $1 212 

Marketing support for Urlpmerre Tours Alice Springs $1 453 

Marketing and signage support for Kurrparru Tours Kings Canyon $1 384 

Signage for Wirib Tourist Village Timber Creek $1 500 

Signage for Berry Springs Caravan Park Darwin $1 100 

Marketing support for Anangu Waai Uluru $1 448 

WAITOC Indigenous tourism conference evaluation National $384 

Support of four Indigenous Operators to attend the IED Forum 2009 in Alice Springs NT wide $2 350 

Joint advertising feature in the National Indigenous Times for Indigenous women in 

business – Tess Atie 

NT Wide $800 

Marketing Support for Arnhem Weavers East Arhnem $550 

Marketing Support for Fisherking Safaris Darwin $1 500

Continued: 

Project Region Value 

Website Development for Olive Pink Botanic Gardens Alice Springs $1 495 

Support for Desert Tracks to attend ATE 2010 Alice Springs $1 500 

Marketing Support for Jungala Enterprises Alice Springs $1 100 

Website Development for Mary Ellis Alice Springs $1 430 

Marketing Support for Ipolera Campground Western Aranda $1 558 

Marketing Support for Harts Range Campground Harts Range $1 558 

Marketing Support for Ronda Campground Western Aranda $1 558 

Environmental Enhancement Fund Grants 

TOTAL $26 882 

The program aims to support tourism businesses in the Northern Territory to reduce their environmental footprint. It is 

designed to provide businesses with financial assistance to help fund the capital costs of projects to reduce energy, water 

or fuel consumption; all of which are key areas of environmental impact. 

Business Project Value 

Alice Springs Reptile Centre Multiple projects recommended from energy audit conducted by Alice Solar City $ 30 000 

Alice Motor Inn Installation of a 5kw solar PV system $ 10 000 

Alice Springs Helicopters Installation of Solar Energiser 5000 system (solar power) $ 10 000 

Wayoutback Desert Safaris Installation of EcoShot system on fleet. This is a system which is a mix of air and 

gas which ignite in the chamber creating a greater heat which burns the diesel 

fuel at a greater level. 

$ 40 000 

Olive Pink Botanic Gardens Installation of 5kw solar PV system $ 13 000 

National Pioneer Women’s 

Hall of Fame 

Installation of 5.4kw solar PV system $ 11 000 

Earth Sanctuary Installation of 10.5 kw solar PV system $ 10 000 

Nomad Tours Upgrade to 12 volt solar power system to substantially reduce reliance on diesel 

generator for power requirements. 

Tailormade Tours Installation of a 5KW solar PV system on depot. Project identified following an 

energy audit through Alice Solar City. 

Venture North Installation of 2 ‘Rota Loo’ waterless composting toilets at Cobourg camp. 

These will replace drop toilets which have issues with smell, detracting from 

guest experience. It will also mean new drop holes do not need to be built 

annually, reducing environmental impacts. 

Haven Backpackers Resort Installation of timer switches on 32 room airconditioners to ensure air 

conditioners are not left running when guests are not in the room. 

Ecotraining Australia Initiation of a pilot training program with two Top End tourism business which 

will enable business to be audited, development of action plan and staff training 

for sustainability. 

Werenbun Aboriginal 

Corporation 

Special Purpose Grants 

Funding for Environmental Impact Assessment in relation to proposed eco resort 

at Gunlom campground in Kakadu National Park 

$ 5 187 

$ 12 000 

$ 8 000 

$ 7 000 

N/A 

$15 597 

TOTAL $ 171 784 

This table lists the special purpose one-off grants we administered in 2009-10. These grants are received as one-off 

payments for a specific purpose. Grants exceeding $20 000 are reported. 

Name Recipient Grant Purpose Value Progress 

Major Tourism 


Support Program 

Wildman 

Wilderness Lodge 

Recommissioning of the lodge as 

an environmentally-sensitive tourism 

accommodation property. 

TOTAL $220 000 

$220 000 The lodge will open 

for the tourism 

season in 2011. 


134 

Tourism Appendices 


Appendix 3: 

Commonwealth Funded Projects 

This table lists projects we administered in 2009-10 that were funded by the Commonwealth Government. 

Name Recipient Grant Purpose Value Progress 

Indigenous Tourism Hub Aboriginal Bush 

Traders 

Indigenous Tourism Hub Central Aboriginal 

Experiences 

touRism nt 

Delivery of the hub 

located in Darwin 

Delivery of the hub 

located in Alice Springs 

Indigenous Tourism Hub Yolngu Tourism Hub Delivery of the hub 

located in Nhulunbuy 

Accreditation mentoring 

for Indigenous 

businesses 

Indigenous Tour Guide 

Training program 

Tourism Development 

Officers located within 

the NLC 


Officers located within 

the CLC 

Coordinator Indigenous 

Projects located within 


Intensive mentoring 

support to achieve 

accreditation for 

Indigenous tourism 

operators 

Expended within 

Tourism NT – payments 

made to consultants 

for accreditation 

mentoring services 



Accreditation 

mentoring of 


business operators 

Provides local 

Indigenous people with 

the opportunity to gain 

skills and knowledge 

to be employed in the 

tourism industry 

Northern Land Council Employment of two 


Officers 

Central Land Council Employment of two 


Officers 




Tourism NT – payments 

made to consultants 

for accreditation 

mentoring services 

For the coordination 

of Indigenous Tourism 

Projects 

Accreditation 

mentoring of 


business operators 

TOTAL $1 087 667 

$200 000 Provision of ‘front’ and ‘back’ 

office services to seven 

Indigenous tourism businesses. 

Moved to the heritage listed 

Lyons Cottage on the Esplanade. 

Recently installed an online 

booking system, enabling it to 

take bookings in real time 24/7. 

$150 000 Provision of ‘front’ and ‘back’ 

office services to 11 Indigenous 

tourism businesses. Three 

supported operators attended 

ATE and other trade shows 


$166 088 Bunuwal Investments in 

Yirrkala have registered the 

name Lirrwi Yolngu Tourism 

Aboriginal Corporation to 

host the East Arnhem Land 

Indigenous Tourism Hub. A full 

time coordinator will start during 

October 2010. 

$134 987 16 Indigenous businesses were 

provided with accreditation 

mentoring. 

$9 657 Two workshops were conducted 

during the year with 10 

participants, focusing on 

providing employment outcomes 

within the tourism industry in 

Central Australia. 

$150 000 Facilitating the development of 

Indigenous tourism businesses 

on Aboriginal land. 

$150 000 Facilitating the development of 

Indigenous tourism businesses 

on Aboriginal land. 

$82 936 Continuing administration 

of eight externally funded 

programs. 

$44 000 Three Indigenous tourism 

operators were provided with 

intensive mentoring support.

Appendix 4: 

Funding for Regional Tourist Organisations 

and Visitor Information Centres 

Organisation Tourism NT Funded Activities 

Tourism Top End Visitor Information Services – Darwin 

Marketing and Industry Enhancement Activities – Top End region 

(including Darwin, Katherine, Kakadu and Arnhemland) 


Estimate 

2010-11 

Budget 

$874 500 $874 500 

Katherine Town Council Visitor Information Services – Katherine $313 500 $313 500 

Battery Hill Mining Centre / 

Tennant Creek Foundation 

Visitor Information Services – Tennant Creek $99 000 $99 000 

Tourism Central Australia Visitor Information Services – Alice Springs 

Marketing and Industry Enhancement Activities – Central 

Australian region (including Alice Springs, Uluru and the Barkly) 

$828 300 $828 300 

TOTAL $2 115 300 $2 115 300 


136 

Tourism Appendices NT 

Appendix 5: 

Procurement 7 

Purchases via Certificate of Exemption from Public Tender ($200 000+) 

A Certificate of Exemption from Public Tender for purchases over $200 000 may be issued. Purchases via a Certificate 

of Exemption are still subject to other procurement guidelines and Treasurer’s directions. That is, they only remove the 

requirement to publicly tender for a good or service. 

In 2009-10, no contracts over $200 000 were awarded under a Certificate of Exemption from Public Tender. 

Tenderer 

Nil 

Project Title Reason for COE Value 

TOTAL $0 

Consultancy Contracts Awarded ($15 000+) 

In 2009-10 there were two consultancy contracts over $15 000 awarded, valued at $64 000. Of these, one was a contract 

to replace existing agreements for ongoing requirements. 

Ref Description Award Details Procurement Type and Reason 

09-0019 Asia and International – Provision of 

Business Tourism Media and Public 

Relations Services for a Period of 

36 Months 

10-0155 Engagement of a Specialist (Marketing) 

Recruitment Agency 

1. This information is reported for Tourism NT only 

(ie. it excludes Territory Discoveries). 

touRism nt 

$30 000 

Queensland Conventions and 

Incentives, New Farm, QLD 

$34 000 

Talent2, Sydney, NSW 

TOTAL $64 000 

Public Quotation 

To maximize the editorial 

opportunities in targeted Asian 

and European business tourism 

publications and their associated 

websites. 

Select Quotation 

Expertise in this type of work, 

marketing specialist experience.

Appendix 6: 

Insurance Arrangements 

Self-Insurance Arrangements 

Insurable Risk 

Category Mitigation Strategies 

Public Liability • Commercial insurance purchased 

• Employees instructed on Occupational Health and Safety guidelines and 

incorporate this at all public events and tradeshows 

• Contractors involved in setting up stands at tradeshows are required to 

follow all Occupation Health and Safety guidelines and have a minimum 

of $10 million public liability insurance coverage themselves 

• Assessment undertaken with all procurement processes to ensure public 

liability is within accordance with the conditions of contract 

Workers’ 

Compensation 

Assets and 

Inventories – All 

- Vehicles 

• Occupational Health and Safety policy developed and implemented 

• Occupation Health and Safety committee meets regularly to discuss 

workplace issues and communicate information and new mitigation 

strategies to staff 

• Utilisation of Employee Assistance Program 

• Fully trained and paid first aid officers 

• Early Intervention Program 

• Work-life balance strategies 

• Job specific training, support and inductions 

• Work site assessments 

• Purchase of commercial travel insurance to cover employees traveling 

overseas 

• Purchase of commercial workers compensation insurance for employees 

who reside interstate 

• Portable and attractable item policy and asset policy to provide guidance 

to employees regarding their responsibilities and accountability 

• Compliance with Treasurer’s Directions 

• Regular inspections and/ or stock takes 

• Service and maintenance checks 

• Comprehensive motor vehicle policy 

• Comprehensive driving guide for employees traveling out of city limits 

• Purchase of commercial comprehensive motor vehicle insurance (Territory 

Discoveries only) 

Indemnities • Agency legal officer checks all contracts and agreements that contain 

indemnity clauses 

• Any new high risk indemnity is checked by the Department of Justice 

• A risk assessment is conducted on each indemnity and the project officer 

is required to confirm it is commercially acceptable 

• Where possible indemnity clauses are removed from contracts 

• Approval process is in accordance with section 34 of the Financial 

Management Act and Treasurer’s Direction G2.5 Guarantees and 

Indemnities 

Number/ Value of Claims 

2009-10 2008-09 

4 claims 

totalling 

$2 806 

(average 

$701) 

Nil Nil 

Nil Nil 

6 claims 

totaling 

$5 662 

(average 

$944) 

Nil Nil 


138 

Tourism Appendices NT 

Commercial Insurance Arrangements 

Insurable Risk Category 

touRism nt 

Cost Number/ Value of Claims 

2009-10 2008-09 2009-10 2008-09 

Public Liability $20 515 $19 980 Nil Nil 

Workers’ Compensation 

• Tourism NT 

• Territory Discoveries87 $6 676 $7 980 

$44 879 $48 572 Nil Nil 

Business Travel (overseas) $4 289 $4 496 Nil Nil 

Vehicles 

• Territory Discoveries $1 724 $0 Nil Nil 

2. Territory Discoveries pays its workers compensation premium to 

Tourism NT. Territory Discoveries’ premium covers all its employees 

including employees residing in the NT. The premium is determined by 

Treasury as a portion of standard salary costs and reviewed annually.

TOURISM NT 

GPO Box 1155 

Darwin NT 0801 Australia 

Tel:+61 8 8999 3900 

Fax +61 8 8999 3888

annual report 2009-10 - Tourism NT

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?