Delivery of the T21 vision and visitation target requires a coordinated and collaborative approach across government and industry.
To guide the growth and development of Tasmania's visitor economy, T21 focuses on four strategic priorities:
- Generate more demand for travel to Tasmania
- Grow Tasmania's air and sea access capacity
- Invest in quality visitor infrastructure
- Building capability, capacity and community.
PRIORITY 1: Generate more demand for travel to Tasmania
Tasmania's reputation and consumer awareness of what we offer as a destination fuels visitor demand.
Tasmania is recognised as a highly desirable and outstanding global destination. In 2014, Lonely Planet named Tasmania the fourth best region in the world to visit in 2015, while Tasmanian operators won 10 of 29 categories at the 2014 Qantas Australian Tourism Awards.
Tasmania needs to grow its share of domestic and international visitors travelling in Australia. This means generating more demand for leisure and other travel to Tasmania to exceed current forecasts for growth.
This priority is fundamentally about marketing Tasmania effectively, to create a growing appeal for Tasmania, a desire or reason to visit, and the means for people to purchase their trip and travel here.
With word-of-mouth and third party endorsement exploding through social media and digital communication, every Tasmanian is an advocate for our state. Harnessing the passion of Tasmanians plays an important role in creating great visitor experiences and stimulating more demand for travel here.
- Invest in market research, consumer insights and business intelligence to inform and guide Tourism Tasmania's and partner marketing programs
- Through Tasmania's brand, connect people culturally and emotionally to Tasmania through domestic and international marketing programs
- Invest in strategic marketing partnerships with domestic and international travel partners (travel agents, wholesalers, air and sea carriers)
- Collaborate with Tourism Australia to promote Tasmania's experience strengths, as a premium travel destination in Australia
- Implement an Events Strategy that attracts visitors and showcases Tasmania's appeal as a destination
- Open Tasmania's national parks and reserves to environmentally sustainable and sensitive commercial tourism investment through the Expressions of Interest process to create new experiences
- Support and foster the Tasmanian tourism brand and a coordinated strategic approach to destination marketing at an industry, local and regional level
- Develop and invest in innovative visitor infrastructure
- Develop and support events and activities that underpin the Tasmanian brand, and provide fresh content for marketing campaigns and activities
- Encourage a consistent, singular destination voice to interstate and international markets
- Support the state's regional tourism organisations to promote the distinct characteristics, products and experiences of each region within the Tasmania offering
- Support the development of new visitor infrastructure and experiences in Tasmania to stimulate visitor demand
- Identify priorities for the growth and management of nature-based and eco-tourism within Tasmania's national parks and reserves
- Tourism Tasmania - Corporate Plan
- Tasmanian Government - Events Strategy 2015 - 2020
- Parks 21 Agreement
- Tourism Australia - Tourism 2020 Strategy
PRIORITY 2: Grow air and sea access capacity
Access is a critical element of the Tasmanian visitor economy. Tasmania's recent growth in visitor numbers has been supported by increased air capacity and more visitors travelling to Tasmania on the Spirits of Tasmania service.
As an island, the supply of adequate air and sea services connecting Tasmania to the Australian mainland and the world is crucial for the growth and development of its economy and achieving the vision of 1.5 million visitors a year.
A strategic outlook for aviation and access has been developed to ensure that air and sea access to and from Tasmania is aligned to the T21 vision. Access 2020 is a plan that focusses on year-round access solutions with domestic airline partners as well as securing a small number of direct international flights. The plan also acknowledges the work of TT-Line to build passenger numbers on the Spirits of Tasmania through increased day sailings and a major refurbishment.
Cruise ships also present Tasmania with a long-term opportunity through increased shore excursions, overnight stays, fly-cruise connections and seasonally-based port and ship provisioning solutions.
- Invest in commercial partnerships and cooperative marketing programs with domestic and international air carriers to grow capacity and demand
- Pursue direct international air services to Hobart
- Grow air freight capacity for time sensitive premium Tasmanian products and support investment in additional air services to Tasmania
- Implement initiatives within the MOU between Tourism Tasmania and TT-Line to collaborate in the sharing of research and cooperative marketing activities
- Advocate within the Tasmanian community to promote the critical role access plays in the economic and social wellbeing of the state.
- Support initiatives to provide greater access capacity to Tasmania through infrastructure investment, marketing and partnership activities with carriers
- Create a whole of government and industry approach to aviation and access development as a state-wide economic development priority
- Develop a cross-agency and industry Access Working Group to oversight implementation of Access 2020
- Work with TT-Line to implement their growth plans for the Spirits of Tasmania
- Invest in marketing activities and infrastructure to encourage growth in cruise ship arrivals and expedition cruising in Tasmania
- Develop in-state transport solutions and infrastructure for a growing visitor economy and enhance the visitor experience
PRIORITY 3: Invest in quality visitor infrastructure
Investment in private and public infrastructure is essential if we are to grow the visitor economy. To achieve 1.5 million visitors a year by 2020 requires the ongoing development of exciting new visitor experiences to drive interest in Tasmania, stimulate visitor demand and encourage travel within the state.
While Hobart is expected to grow significantly as a visitor destination through greater accommodation capacity and more business travel and events, it will be important to ensure visitors move beyond the capital city and travel to Tasmania's regional areas.
Creating a conducive environment for private investment attraction, facilitation and implementation, which includes the right environment for sustainable development in natural areas, is a key priority. Strategic investment in public infrastructure that enhances the visitor experience and encourages travel to and within regional areas is also critical.
Tasmania must provide better touring facilities and amenities, access to its stunning natural areas, and more rooms to accommodate the extra visitors needed to reach the T21 vision. Tasmania also needs better and more facilities like jetties and wharves for water-based tourism ventures, visitor-engaging airports and ports, better and safer tourism roads and world-class facilities for access to its parks and World Heritage Areas.
Tourism operators must continue to invest in their businesses so they can offer visitors relevant, contemporary and quality visitor services and experiences throughout the state.
Private investment in new and existing visitor services, experiences and infrastructure, is crucial to Tasmania's ongoing economic performance and the jobs that flow from a strong and healthy visitor economy. This includes creating the right environment and confidence for businesses to invest in new services, experiences and visitor infrastructure, as well as employing more Tasmanians.
We've seen the power of new innovative visitor products, experiences and infrastructure over recent years. The challenge is to foster a bold, brave and innovative culture, and continue the momentum created by places like Mona and Saffire, so that Tasmania is ready to support the next generation of world leading visitor experiences and infrastructure.
- Maintain the Unsolicited Proposal Framework for new, innovative and unique ideas and investment by the private sector
- Invest in priority tourism infrastructure and products
- Invest in public infrastructure and transport systems that enhance visitor experiences
- Complete the Cape Raoul stage of the Three Capes Track project
- Roll out the tourism WiFi network
- Identify and advocate for priority state-wide visitor infrastructure and investment opportunities
- Support the Office of the Coordinator General to attract and facilitate tourism investment
- Commit to developing world-leading, sensitive, low-impact commercial tourism activity within Tasmania’s national parks, reserves and World Heritage Areas, that respects and elevates the environmental and cultural significance of these areas
- Develop new and support existing visitor infrastructure
- Embrace the sharing economy and new technology platforms to improve access to services for the visitor
- Retain a commitment to strong quality assurance and the highest level of voluntary industry accreditation in the Australian tourism industry
- State and local government to collaborate and participate in regional economic development planning including prioritisation of tourism infrastructure and product development projects, in consultation with Regional Tourism Organisations
- Develop and implement a Tasmanian Visitor Engagement Strategy
- Develop strategies and infrastructure to engage the drive touring market to maximise length of stay and regional dispersal
- Encourage the development of new experiences that complement Tasmania’s competitive strengths
- Adopt a demand-driven approach to investment in visitor infrastructure, in Tasmania‘s national parks, reserves and waterways
- Tasmanian Government - Unsolicited Proposal Framework 2015 [PDF 558KB]
- Parks 21 Agreement
- Tasmanian Government - Access 2020 Strategy
- Department of State Growth - Corporate Plan
PRIORITY 4: Building capability, capacity and community
Tasmania has a welcoming culture. The friendliness and helpfulness of Tasmanians is a regular and frequent response from visitors about their Tasmanian travel experience.
In fact, around 88 per cent of visitors to Tasmania say they are either very satisfied or satisfied with the level of customer service during their visit9, and around 75 per cent of Tasmanian visitors surveyed between January and December 2019 said they recommended Tasmania to others upon their return home10.
These statistics represent a very solid platform for Tasmania, given the growing influence of word-of-mouth on the choices people make about preferred destinations to visit. However there is a need to further build the state's reputation through ongoing commitment to quality assurance, enhancing the customer experience through a high quality workforce.
The perception is that this will also require the status of a career in tourism and hospitality to be elevated beyond that of a part-time or temporary and transitional job.
- Support and enable our industry associations, Regional Tourism Organisations, Business Events Tasmania and Brand Tasmania
- Undertake a workforce audit and align workforce development programs with the needs of industry
- Provide a regulatory framework for the sharing economy that’s fair and provides necessary protections, but does not ban progress
- Lead the delivery of quality assurance and customer experience programs across the visitor economy
- Encourage tourism and hospitality operators and local tourism associations to become ambassadors for their industry and the visitor economy
- Strengthen partnerships with education providers on outcome-focused tourism and hospitality industry training programs
- Support and work with education providers to embrace international students as active members of our community and long-term advocates for Tasmania
- Champion entrepreneurialism and foster innovation in the Tasmanian visitor economy
- Highlight the contribution and importance of the visitor economy throughout Tasmania’s communities
- Establish a clear understanding of the key responsibilities of state and local government, organisations and associations within the visitor economy
- Support Tasmanian businesses to deliver quality services for visitors through capability and capacity building programs
- Work with the University of Tasmania and the education and training sector to develop an approach to increasing international education in Tasmania
- Encourage a culture of excellence and quality across the Tasmanian visitor economy
- Attract and train the next generation of tourism, hospitality and events workers
- Implement visitor satisfaction and quality assurance strategies for Tasmania’s parks and reserves
- Tasmanian Hospitality Association Industry - Workplace Development
- Tasmanian Government - Events Strategy 2015 – 2020
- Parks 21
- Department of State Growth - Corporate Plan
- Regional Destination Management Plans and Action Plans [various regional locations]
9 and 10 Tasmanian Visitor Survey for year ending December 2019, Tourism Tasmania