{ "entity_id": "S-TAS-027", "folder": "Tourism-Tasmania", "name": "Tourism Tasmania", "type": "Statutory Authority", "jurisdiction": "TAS", "portfolio": "Tourism", "website": "https://www.tourismtasmania.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 15, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To connect travellers emotionally and culturally with our island, drive visitation and enhance visitor contribution; and lead a sustainable visitor economy that delivers social, environmental and economic value for all Tasmanians. [AR p.12]", "official_site_url": "https://www.tourismtasmania.com.au/", "source_documents": [ { "type": "annual_report", "title": "Tourism Tasmania 2024-25 Annual Report", "url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "Key Directions for Tasmania’s future visitor economy", "url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "period": "2030", "confidence": "high" }, { "type": "strategie", "title": "Sustainable Cruise Shipping in Tasmania 2019-2022", "url": "https://www.tourismtasmania.com.au/contentassets/487296f0b1f64e3ab1ba67ac6af462fa/ttas-sustainable-cruising-blueprint-2019.pdf", "period": "2019", "confidence": "medium" }, { "type": "strategie", "title": "Download the 2030 Action Plan Progress Report (Jul-Dec 2025) [PDF, 871KB]", "url": "https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf", "period": "2030", "confidence": "medium" }, { "type": "strategie", "title": "Download the 2030 Action Plan Progress Report (Jan-Jun 2025) [PDF, 605KB]", "url": "https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf", "period": "2030", "confidence": "medium" }, { "type": "strategie", "title": "Download the 2030 Action Plan Progress Report (Jul-Dec 2024) [PDF, 915KB]", "url": "https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf", "period": "2030", "confidence": "medium" }, { "type": "strategie", "title": "Download the 2030 Action Plan Progress Report (first year) [PDF, 900KB]", "url": "https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf", "period": "2030", "confidence": "medium" }, { "type": "strategie", "title": "Download the 2030 Visitor Economy Strategy [PDF, 3.82MB]", "url": "https://www.tourismtasmania.com.au/siteassets/t21_2030-visitor-economy-strategy_july24.pdf", "period": "2030", "confidence": "medium" }, { "type": "strategie", "title": "Download Tasmania's 2030 Visitor Economy Strategy Action Plan [PDF, 230KB]", "url": "https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-visitor-economy-strategy-action-plan.pdf", "period": "2030", "confidence": "medium" }, { "type": "strategie", "title": "Download Tasmania's 2030 Visitor Economy Strategy Fact Sheet [PDF, 720KB]", "url": "https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-Visitor-Economy-Strategy-Fact-Sheet.pdf", "period": "2030", "confidence": "medium" } ], "purpose": { "text": "To connect travellers emotionally and culturally with our island, drive visitation and enhance visitor contribution; and lead a sustainable visitor economy that delivers social, environmental and economic value for all Tasmanians. [AR p.12]", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 12, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=12" }, "vision": null, "strategic_priorities": [ { "title": "Lead a sustainable visitor economy", "description": "Lead a sustainable visitor economy", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 13, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13" }, { "title": "Drive visitation", "description": "Drive visitation", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 13, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13" }, { "title": "Enhance visitor contribution", "description": "Enhance visitor contribution", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 13, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13" } ], "values": [ { "name": "Authenticity", "description": "", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": null }, { "name": "Sustainability", "description": "", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": null } ], "outcomes": [ { "name": "Positive Brand Impact", "description": "Attract holiday visitors is big business and Tasmania must compete in an Australian tourism landscape dominated by larger states with bigger budgets. Our marketing strategy focuses on both creating future demand for visitation and converting current interest into bookings with airlines, travel agents and directly to our industry. [AR p.18]", "activities": [ "Brand KPI", "Pricing power score" ], "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 18, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18" }, { "name": "Marketing our Regions", "description": "The Off Season winter campaign was delivered for its fifth year in 2025. The campaign positions Tasmania as a unique and ‘must do’ winter experience, driving visitation over the traditionally quieter travel period between May and August. [AR p.22]", "activities": [ "Winternships campaign", "Domestic media familiarisation tours" ], "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 22, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=22" }, { "name": "Accessibility and Inclusivity of Tourism", "description": "Tourism Tasmania launched a local marketing campaign in November 2024 to encourage Tasmanians to support the local tourism and hospitality industry over the spring and summer months. [AR p.24]", "activities": [ "Fly Drive Program", "Travel Trade Training" ], "source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "source_page": 24, "source_deep_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=24" } ], "performance_measures": [ { "code": "BRAND", "measure": "Brand KPI", "target": "10.4", "latest_result": "10.5", "status": "Achieved", "target_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "target_source_page": 18, "result_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "result_source_page": 19 }, { "code": "DEMAND", "measure": "Pricing power score", "target": "1.07", "latest_result": "1.06", "status": "Achieved", "target_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "target_source_page": 18, "result_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "result_source_page": 19 }, { "code": "ENGAGEMENT", "measure": "Total visitor expenditure", "target": ">$3.6 billion", "latest_result": "$3.05 billion", "status": "Achieved", "target_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "target_source_page": 18, "result_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "result_source_page": 19 }, { "code": "ACCESS", "measure": "Average spend per visitor", "target": ">$2,800", "latest_result": "12.79 million", "status": "Achieved", "target_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "target_source_page": 18, "result_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "result_source_page": 19 }, { "code": "ACCESS", "measure": "Total nights", "target": "12.79 million", "latest_result": "12.79 million", "status": "Achieved", "target_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf", "target_source_page": 18, "result_source_url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "result_source_page": 19 } ], "document_alignment_terms": { "must_support": [ "To connect travellers emotionally and culturally with our island, drive visitation and enhance visitor contribution; and lead a sustainable visitor economy that delivers social, en", "Lead a sustainable visitor economy", "Drive visitation", "Enhance visitor contribution" ], "watch_terms": [ "Brand KPI", "Pricing power score", "Total visitor expenditure", "Average spend per visitor", "Total nights" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Tourism Tasmania — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)\n**Corporate Plan**: [2025-26](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf)\n\n## Our purpose / purposes\n\n> To connect travellers emotionally and culturally with our island, drive visitation and enhance visitor contribution; and lead a sustainable visitor economy that delivers social, environmental and economic value for all Tasmanians. [AR p.12](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=12) [[CP p.12](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=12)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=12)]\n\n## How we deliver\n\n> Tourism Tasmania’s marketing strategy aims to convert demand into bookings and build future demand through a strong brand positioning and interesting and engaging marketing communications. [AR p.12](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=12) [[CP p.12](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=12)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=12)]\n\n## Government priorities for this department\n\n- Lead a sustainable visitor economy [[CP p.13](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13)]\n- Drive visitation [[CP p.13](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13)]\n- Enhance visitor contribution [[CP p.13](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=13)]\n\n## Outcomes\n\n### Positive Brand Impact\nAttract holiday visitors is big business and Tasmania must compete in an Australian tourism landscape dominated by larger states with bigger budgets. Our marketing strategy focuses on both creating future demand for visitation and converting current interest into bookings with airlines, travel agents and directly to our industry. [AR p.18](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=18) [[CP p.18](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)]\n\n**Key activities:**\n- Brand KPI\n- Pricing power score\n\n### Marketing our Regions\nThe Off Season winter campaign was delivered for its fifth year in 2025. The campaign positions Tasmania as a unique and ‘must do’ winter experience, driving visitation over the traditionally quieter travel period between May and August. [AR p.22](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=22) [[CP p.22](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=22)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=22)]\n\n**Key activities:**\n- Winternships campaign\n- Domestic media familiarisation tours\n\n### Accessibility and Inclusivity of Tourism\nTourism Tasmania launched a local marketing campaign in November 2024 to encourage Tasmanians to support the local tourism and hospitality industry over the spring and summer months. [AR p.24](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=24) [[CP p.24](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=24)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=24)]\n\n**Key activities:**\n- Fly Drive Program\n- Travel Trade Training\n\n## Values and principles\n\n_None_\n\n- Authenticity\n- Sustainability\n- Collaboration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| BRAND | Brand KPI | 10.4 | [CP p.18](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18) |\n| DEMAND | Pricing power score | 1.07 | [CP p.18](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18) |\n| ENGAGEMENT | Total visitor expenditure | >$3.6 billion | [CP p.18](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18) |\n| ACCESS | Average spend per visitor | >$2,800 | [CP p.18](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18) |\n| ACCESS | Total nights | 12.79 million | [CP p.18](https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18)(https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf#page=18) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| BRAND | Total Brand Communications Awareness | 10.5 | Achieved | [AR p.19](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19)(https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19) |\n| DEMAND | Pricing power score | 1.06 | Achieved | [AR p.19](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19)(https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19) |\n| ENGAGEMENT | Total visitor expenditure | $3.05 billion | Achieved | [AR p.19](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19)(https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19) |\n| ACCESS | Average spend per visitor | $2,600 | Achieved | [AR p.19](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19)(https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19) |\n| ACCESS | Total nights | 12.79 million | Achieved | [AR p.19](https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19)(https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf#page=19) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Tourism Tasmania - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:00:24.202666+00:00\n**Entity ID**: S-TAS-027\n**Entity type**: Statutory Authority\n**Jurisdiction**: TAS\n**Portfolio**: Tourism\n**Website**: https://www.tourismtasmania.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| corporate-plans | 1 |\n| other-pdfs | 5 |\n| pages | 18 |\n| strategies | 7 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 45]\nNOTES TO AND FORMING\nPART OF THE FINANCIAL STATEMENTS\nFOR THE YEAR ENDED 30 JUNE 2025\n– 46 NOTE 1 – 53 NOTE 6 – 60 NOTE 11\nTourism Tasmania Output Schedule Assets Events Occurring After Balance Date\n46 1.1 Output Group Information 53 6.1 Receivables\n53 6.2 Property, Plant and Equipment – 60 NOTE 12\n– 46 NOTE 2 55 6.3 Intangibles Other Significant Accounting\nExplanations of Material Variances 55 6.4 Other Assets Policies and Judgements\nbetween Budget and Actual Outcomes 60 12.1 Objectives and Funding\n46 2.1 Statement of Comprehensive – 56 NOTE 7 60 12.2 Basis of Accounting\nIncome Liabilities 61 12.3 Reporting Entity\n46 2.2 Statement of Financial Position 56 7.1 Payables 61 12.4 Functional and Presentation\n47 2.3 Statement of Cash Flows 56 7.2 Employee Benefits Liabilities Currency\n47 2.4 Underlying net result 56 7.3 Other Liabilities 61 12.5 Changes in Accounting Policies\n61 12.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 60]\nNote 12\nNote 11\nOTHER SIGNIFICANT ACCOUNTING 12.2 BASIS OF ACCOUNTING\nEVENTS OCCURRING\nPOLICIES AND JUDGEMENTS The Financial Statements are general purpose Financial\nAFTER BALANCE DATE\nStatements and have been prepared in accordance with:\nThere have been no events 12.1 OBJECTIVES AND FUNDING\nAustralian Accounting Standards and Interpretations\nsubsequent to balance date which\nTourism Tasmania is a demand generator and brand issued by the Australian Accounting Standards Board; and\nwould have a material effect on\nleader.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 12]\n2 0 3 0 V I S I T O R E C O N O M Y S T R AT E G Y\n2 0 3 0\nOur Vision Our Mission Our Values\nBy 2030, the visitor economy To promote and protect\nwill be valued by Tasmanians Tasmania through a visitor\nfor its positive impact to our economy that champions our\nenvironment, prosperity and natural environment, grows\nway of life, and Tasmania will our prosperity, and empowers\nbe valued by visitors for being a visitors to make a positive\ngenuinely different experience. impact to island life.\n Source: `corporate-plans/2030.pdf (https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf)`\n- Employee Benefits (d) 8,603 10,559 9,504 1,956 23% 1055\nOther expenses (e) 210 94 143 (116) (55%) (49)\nExplanations of material variances between\nbudget and actual outcomes are provided in\nNOTES TO STATEMENT OF COMPREHENSIVE (d) Variance primarily reflects understated budget estimate\nNote 2 below.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n\n### Role and Functions\n\n- The primary role of the Audit and Risk Committee (ARC) is to assist the\nMEETINGS MEETINGS Tourism Tasmania board to fulfill its corporate governance responsibilities\nBOARD MEMBER ELIGIBLE TO NOTES\nATTENDED ATTEND in overseeing and reviewing the agency’s internal controls, audit functions,\nGrant O’Brien, Chair 6 6 contract engagements, risk management, and statutory financial and\nShane O’Hare, corporate reporting.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Non-Executive Director\nSarah Kingston Clark, Returned from MEETINGS\nA R C M E E T I N G S\nNon-Executive Director 5 5 parental leave on 28 A R C M E M B E R ELIGIBLE TO\nAT T E N D E D\nand Chief Executive Officer October 2024 ATTEND\nVanessa Pinto, Concluded role\nShane O’Hare (Chair) 4 4\nNon-Executive Director and 2 2 as Acting CEO 25\nActing Chief Executive Officer October 2024 Nick Burrows 4 4\nOur staff Carolyn Miller 4 4\nAs of 30 June 2025, there were 81 Tourism Tasmania employees, Clint Walker 3 4\nnot including casual staff.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 4]\n2 0 3 0 V I S I T O R E C O N O M Y S T R AT E G Y\n2 0 3 0 V I S I T O R E C O N O M Y S T R AT E G Y\nBackground\nIn late 2019 we started planning for the next ten years of Tasmania’s visitor the triple bottom line impacts of cruise shipping; working with Tasmania’s Aboriginal\neconomy. people on practical strategies to grow the community’s role in our visitor economy;\ninclusive tourism development; and a review of the tourism system to optimise\nMore than 500 industry and visitor economy stakeholders met in 18 workshops recovery and for our future.\naround the state where a common vision for our industry emerged - to be more\nThe themes that emerged from the 2019 consultation have been tested and reshaped\ndeliberate in our agenda for responsible and sustainable tourism.\nin light of what we have learned over the last two years – through think tanks,\n Source: `corporate-plans/2030.pdf (https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf)`\n- [Page 46]\nNote 2\nNote 1\nEXPLANATIONS OF MATERIAL VARIANCES BETWEEN BUDGET\n1.1 OUTPUT GROUP INFORMATION AND ACTUAL OUTCOMES\nTourism Tasmania has a focused Annual Operating Budget (AOB) that is overseen by a Board of Directors with\nTourism Tasmania's role is to create demand\nthe funding aligned to projects and performance is monitored against that budget.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Cradle Mountain for the peak period December 2024 to February 2025.\n— TICT delivered five Positive Impact tourism workshops and learning tours in\nStrahan, Devonport, Huon Valley, Oatlands and St Helens to 89 businesses;\nand supported six tourism businesses with follow-up specialist sustainability\nmentoring via The Tourism Collective.\n— TICT delivered an operator workshop on emissions reduction at the Tasmanian\nTourism Conference with 32 participants.\n— TICT hosted six exhibitors at a Sustainable Supplier Showcase at the\nTasmanian Tourism Conference, enabling suppliers to connect directly with\ntourism businesses on sustainable products and services.\n— TICT hosted a panel event 19 November in Hobart focussed on How tourism\ncan play a role in Tasmania’s low emissions future.\n— TICT delivered a Skilled in Sixty webinar on ‘10-Step Guide to Best Practices\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- [Page 3]\nContents\n– 2 Acknowledgement of Country – 18 Marketing program – 33 People program\n18 Culture brand\n– 4 Submission to the Minister – 34 Organisation\n21 Winter program\n– 5 About Tourism Tasmania 34 Systems and processes\n24 Domestic lead generation\nimprovements\nand conversion\n– 6 Statement of Corporate Intent\n– 35 Statutory information\n26 Digital experience\n– 7 Chair statement 27 International program 35 Tourism Tasmania\nBoard of Directors\n28 Marketing our Regions\n– 8 Chief Executive Officer\n– attendance at meetings\nstatement\n– 29 Engagement program 35 Our staff\n– 9 Board of Directors 35 Audit and Risk Committee\n– 30 Positive impact\n35 Right to information\n– 11 Year in review 30 Storytelling\n36 Public interest disclosures\n30 Environmental sustainability\n– 12 Tourism Tasmania’s 36 Workplace health safety\n31 Accessibility and inclusivity and wellbeing\nstrategic focus 2024-25\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n\n### Strategic Priorities\n\n- A reconciliation of the net result\nINCOME VARIANCES not inclusive of commitments as at 30 June 2024;\nof the Output Group to the net result on the (a) Variance due to unbudgeted funding received from the additional funding profile for 2024-25 key deliverables,\nStatement of Comprehensive Income is not Department of State Growth from work associated with increases in salaries in line with wage agreements, and\n2030 visitor economy key directions initiatives (($.0.670 increases in superannuation guarantee charge from 10.5 to\nnecessary as Tourism Tasmania only has one million).\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Refer\n(a) and (b) Due to their variability, no budget is set for GST receipts to note 5.1 for further detail on actual year on year variance.\nor GST payments (e) Variance predominantly reflects increased expenditure\n(c) Variance due to unbudgeted funding received from the on contracted services due to additional and unbudgeted\nDepartment of State Growth unbudgeted from work funding received from Department of State Growth and\nassociated with 2030 visitor economy key directions marketing funds aligned to supplies and consumables.\ninitiatives ($0.670 million) (f) Variance is as a result of the fifth instalment for grant deeds\n(d) Variance primarily reflects understated budget estimate not for the regional tourism organisations grant deeds, originally\ninclusive of commitments as at 30 June 2024; additional budgeted in 2025–26 ($0.749 million).\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Prior year remuneration relates to the same individual.\nprimarily due to: additional funding profile for 2024-25 key deliverables including 2030 visitor economy 2 The CEO is also a Board Director as provided by section 8, part 3 of the Tourism Tasmania Act 1996.\nprogram; staffing levels maintained at or close to full establishment; increase in salaries in line with wage\nagreements; increase in the superannuation guarantee charge from 11% to 11.5%; employee separation\npayments including leave entitlements; and additional salary backfill costs for a high number of staff on\npaid parental leave during the period.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 2]\nKEY DIRECTION 1 KEY DIRECTION 2\nReduce emissions and improve Manage visitor growth to protect the brand,\nenvironmental sustainability practices environment and community values\n— DSG executed a funding agreement with TICT to support the industry — TTas completed the Caravan and Motorhome Plan that plans for the\nemissions reduction program, including delivery of the Tourism Emissions anticipated increase in this market through the new Spirit of Tasmania ferries\nReduction Grant Program in 2025-26. and growth in the fly-drive touring market.\n— Emissions Reduction Program being delivered by the TICT under the Quality — To support the Caravan and Motorhome Plan, $4.94 million has been\nTourism Framework, with 101 businesses enrolled to date and 44 tonnes of provided from the 2030 Visitor Economy Strategy funding to the PWS to\nemissions offset so far (at time of writing).\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- 1,238 in this reporting period.\n— THA established a working relationship with Telstra to identify the priority\n— TICT in partnership with NRE Tas hosted two Nature Based Tourism Operator\nareas for telecommunications upgrades in Tasmania’s rural, regional and\nDays for accredited operators ahead of the 2024/25 peak visitor season;\nremote areas, to assist in meeting the telecommunications needs of\nin Launceston 15 October with 23 operators attending and in Hobart 17\nhospitality businesses across the state.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- [Page 2]\nKEY DIRECTION 1\nReduce emissions and improve\nenvironmental sustainability practices\n— TICT’s Emissions Reduction Program enrolled 38 new businesses during — TICT delivered multiple climate-related keynote presentations at business events\nthe period, bringing the total to 139 businesses with 1,244 actions lodged to to support sector awareness and leadership.\nreduce emissions and 75 active businesses creating a plan or commitment to\n— TICT delivered tailored sustainability support to industry including on-site visits,\ntransition to renewable energy.\none-on-one consultations and practical emissions-reduction advice, alongside\n— TICT delivered 13 workshops to industry to support electric vehicle tourism in maintaining an industry resources webpage connecting tourism businesses with\n Source: `strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)`\n- Priority Concepts 14\nAppendix 4:\n8.1 Reinvigorating the Tarkine Experiences 15 Market Testing Results 60\n8.2 Experiences Associated with the E–1 Respondent Profile 60\nRobbins Island Waygu Cattle Muster 17\nE–2 Preferred Experiences 62\n8.3 Coastal Shack Immersion\nE–3 Further analysis by market segment 63\n– marketing and management 18\n8.4 New Agritourism Experiences & Farm\nShed/Rustic Accommodation 19\n Source: `other-pdfs/reimagining-our-regions-far-nw_april-2020.pdf (https://www.tourismtasmania.com.au/siteassets/documents/reimagining-our-regions-far-nw_april-2020.pdf)`\n- Quick wins and low\nhanging fruit\nAdditional to the priority concepts, the field trip\nidentified a number of quick wins, many supporting\nthe enabling projects, that if addressed could support\nan enhanced visitor experience and opportunity to\ngenerate additional demand for the region:\nACTION TIMING TIMING TIMING NOTES\n0-6 MTHS 6-12 MTHS 12-18 MTHS\nIncrease market awareness of far Support RTO to develop tool kits for regional tourism\nnorth west experiences - Increase operators to develop self-grown content.\n Source: `other-pdfs/reimagining-our-regions-far-nw_april-2020.pdf (https://www.tourismtasmania.com.au/siteassets/documents/reimagining-our-regions-far-nw_april-2020.pdf)`\n- V I S I T O R P R O F I L E\nAir / Sea\n85%\n11%\n85%\n12%\n59%\nthe wake of the 2018-19 bushfire season, the need to 36%\naccess to Tasmania Air Air For the year ending DAeicr ember 2018, 158,500 interstate\nSea Sea\nidentify new demand driving opportunities has become\nand international visitors repoSretead visiting Huonville,\na greater priority for this region and its communities.\nthe population hub of the Huon Valley Council.\n Source: `other-pdfs/reimagining-our-regions-far-south_april-2020.pdf (https://www.tourismtasmania.com.au/siteassets/documents/reimagining-our-regions-far-south_april-2020.pdf)`\n- [Page 19]\n2 0 3 0 V I S I T O R E C O N O M Y S T R AT E G Y\nFoundations of our future\nOur vision for the visitor economy is underpinned by eight key directions\nA prosperous, resilient and innovative Access into and around Tasmania\nthat will grow and manage future growth.\nindustry\nAs an island destination, affordable and reliable\nAchieving our vision also requires a focus on the foundations of our visitor economy\nthat are essential for future growth and management: Tasmania’s tourism and hospitality operators access is essential for tourism and Tasmanians\nare the core of our visitor economy. alike, making it a high priority for government\nand industry partners.\n Source: `corporate-plans/2030.pdf (https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Result: $3.05 billion\nresults, Tourism Tasmania invests in long term\nAverage spend per visitor target: >$2,800\nTourism Tasmania's marketing strategy focuses brand building that delivers better return on\nResult: $2,600\non both creating future demand for visitation and investment for the state.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- 1 (1)\nand statutory receivables/payables\nTotal income from continuing operations 40,344 42,229 41,602\nExpenses from continuing operations\nEmployee benefits 5.1 8,603 10,559 9,504\nDepreciation and amortisation 5.2 534 580 541\nSupplies and consumables 5.3 3,931 4,416 4,389\nGrants and subsidies 5.4 2,197 2,920 1,427\nAdvertising and promotion 5.5 25,469 24,000 25,983\nOther expenses 5.6 210 94 143\nTotal expenses from continuing operations 40,944 42,569 41,987\nNet result from continuing operations (600) (340) (385)\nNet result (600) (340) (385)\nComprehensive result (600) (340) (385)\nThis Statement of Comprehensive Income should be read in conjunction with the accompanying notes and explanation of\nmaterial variances in note 2.1.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 44]\nStatement of\nAccumulated Total Equity\nfunds (deficit) (deficit)\nChanges in Equity\n$’000 $’000\nBalance as at 1 July 2024 994 994\nFOR THE YEAR ENDED 30 JUNE 2025\nTotal comprehensive result (340) (340)\nBalance as at 30 June 2025 654 654\nAccumulated Total Equity\nfunds (deficit) (deficit)\n$’000 $’000\nBalance as at 1 July 2023 1,378 1,378\nTotal comprehensive result (385) (385)\nBalance as at 30 June 2024 994 994\nThis Statement of Changes in Equity should be read in conjunction with the accompanying notes.\n– 44 CONTENTS → FINANCIAL CONTENTS →\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 45]\nNOTES TO AND FORMING\nPART OF THE FINANCIAL STATEMENTS\nFOR THE YEAR ENDED 30 JUNE 2025\n– 46 NOTE 1 – 53 NOTE 6 – 60 NOTE 11\nTourism Tasmania Output Schedule Assets Events Occurring After Balance Date\n46 1.1 Output Group Information 53 6.1 Receivables\n53 6.2 Property, Plant and Equipment – 60 NOTE 12\n– 46 NOTE 2 55 6.3 Intangibles Other Significant Accounting\nExplanations of Material Variances 55 6.4 Other Assets Policies and Judgements\nbetween Budget and Actual Outcomes 60 12.1 Objectives and Funding\n46 2.1 Statement of Comprehensive – 56 NOTE 7 60 12.2 Basis of Accounting\nIncome Liabilities 61 12.3 Reporting Entity\n46 2.2 Statement of Financial Position 56 7.1 Payables 61 12.4 Functional and Presentation\n47 2.3 Statement of Cash Flows 56 7.2 Employee Benefits Liabilities Currency\n47 2.4 Underlying net result 56 7.3 Other Liabilities 61 12.5 Changes in Accounting Policies\n61 12.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- A reconciliation of the net result\nINCOME VARIANCES not inclusive of commitments as at 30 June 2024;\nof the Output Group to the net result on the (a) Variance due to unbudgeted funding received from the additional funding profile for 2024-25 key deliverables,\nStatement of Comprehensive Income is not Department of State Growth from work associated with increases in salaries in line with wage agreements, and\n2030 visitor economy key directions initiatives (($.0.670 increases in superannuation guarantee charge from 10.5 to\nnecessary as Tourism Tasmania only has one million).\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Refer to note (e) Variation is mainly due to self-insurance payment ($0.089\n5.3 for detail on actual year on year variance. million) budgeted to Other Expenses but moving to other\n(c) Variance is as a result of the fifth instalment for grant supplies and consumables under Property Expense.\ndeeds for the regional tourism organisations, originally Refer to note 5.6 for further detail on actual year on year\nbudgeted in 2025–26 ($0.749 million).\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [pages 46,47,48]\nresult of the fifth instalment for grant supplies and consumables under Property Expense.\ndeeds for the regional tourism organisations, originally Refer to note 5.6 for further detail on actual year on year\nbudgeted in 2025–26 ($0.749 million).\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Refer\n(a) and (b) Due to their variability, no budget is set for GST receipts to note 5.1 for further detail on actual year on year variance.\nor GST payments (e) Variance predominantly reflects increased expenditure\n(c) Variance due to unbudgeted funding received from the on contracted services due to additional and unbudgeted\nDepartment of State Growth unbudgeted from work funding received from Department of State Growth and\nassociated with 2030 visitor economy key directions marketing funds aligned to supplies and consumables.\ninitiatives ($0.670 million) (f) Variance is as a result of the fifth instalment for grant deeds\n(d) Variance primarily reflects understated budget estimate not for the regional tourism organisations grant deeds, originally\ninclusive of commitments as at 30 June 2024; additional budgeted in 2025–26 ($0.749 million).\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Employee benefits 2025 actual reflects full moving to other supplies and consumables ($0.089 million).\nestablishment, employee separation payments including (i) Variation relates to intangible assets ($0.379 million) not\nleave entitlements, and additional salary backfill costs for a included in the budget papers.\nhigh number of staff on paid parental leave, contributing to a\n2.4 UNDERLYING NET RESULT\nNon-operational capital funding is the income from continuing operations relating to funding for capital projects.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- 9.2 RECONCILIATION OF NET RESULT TO NET\nCASH FROM (USED BY) OPERATING ACTIVITIES Financial Accounting and strategic Nature of underlying instrument\nInstrument policies (including (including significant terms and\n2025 2024\nrecognition criteria, conditions affecting the amount,\n$’000 $’000\nmeasurement basis and timing and certainty of cash flows)\nNet result (340) (385)\ncredit quality of instrument)\nDepreciation and amortisation 580 541\nFinancial Assets\nNet gain/(loss) on financial instruments\n& statutory receivables/payables 1 (1) Receivables Receivables are recognised The general term of trade for\nDecrease (increase) in Receivables (112) 430 at amortised cost, less any receivables is 30 days.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- 25 25\ntiming and certainty\nof cash flows) 10.2 CATEGORIES OF FINANCIAL ASSETS AND LIABILITIES\nFinancial Liabilities 2025 2024\nPayables Payables, including goods received Settled within 30 days. $’000 $’000\nand services incurred but not yet Financial assets\ninvoiced, are recognised at amortised\nAmortised cost (195) (80)\ncost, which due to the short settlement\nTotal (195) (80)\nperiod, equates to face value, when\nTourism Tasmania becomes obliged to Financial Liabilities\nmake future payments as a result of a Financial liabilities measured at amortised cost 106 25\npurchase of assets or services.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- This project explores\n— TTas achieved a four-year high for brand salience and differentiation, and a\nvisitor perceptions and motivations towards various visitor contribution models\n2.1% rise in consideration. (Kantar Q1 2025 report)\nthat support conservation activities at Port Arthur; and project findings will be\nevaluated for application at other destinations across the state. — TTas marketing program contributed to our strongest ever summer with total\nvisitation (+6.9% year-on-year) and visitor spend (+4.6% year-on-year) from\n— Ongoing review of systems and processes for commercial operators in\nDecember 2024 to February 2025. (Source Tasmanian Visitor Survey (TVS)\nprotected areas maintained by NRE Tas, including undertaking a review of fees\ndata, year ending February 2025)\nfor nature-based tourism operators.\n— TTas intrastate campaign concluded with data showing Tasmanians spent\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- The campaign is underway and has achieved a global PR reach of\n+324 million at time of writing.\n— New data shows the ongoing commitment to growing non-peak seasons is\nworking and a 2.1% rise in the destination being viewed as a “winter experience\nwith a difference” perception. (Kantar Q1 2025)\n2 0 3 0 V I S I T O R E C O N O M Y A C T I O N P L A N 2\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- [Page 3]\nKEY DIRECTION 4\nKEY DIRECTION 3\nAttract visitors to Tasmania through brand\nGrow visitor contribution to Tasmania\npositioning and alignment of all demand drivers\n— PWS together with stakeholders, commenced a review of leases and licences COME DOWN FOR AIR BRAND CAMPAIGN\nfor tourism operators.\n— TTas achieved the highest brand communications awareness score since\n— Pay and Display machines for camping and electronic Park Entry Fee Come Down for Air was launched in 2019.\npayments installed at some key visitor sites and campgrounds.\n— Come Down for Air brand act in summer 2023/24 achieved strong media reach\n— TTas completed research into consumer willingness to contribute to and positive social sentiment tracking.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $0.089 million, $0.379 million, 0.089 million, 0.379 million | Employee benefits 2025 actual reflects full moving to other supplies and consumables ($0.089 million).\nestablishment, employee separation payments including (i) Variation relates to intangible assets ($0.379 million) not\nleave entitlements, and additional salary backfill costs for a included in the budget papers.\nhigh number of staff on paid parental leave, contributing to a\n2.4 UNDERLYING NET RESULT\nNon-operational capital funding is the income | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $25.441 million, $1.441 million, 25.441 million, 1.441 million | Contracted Services – Marketing 4,098 4,054\nNon-staff travel expenses 209 115\nTotal 24,000 25,983\nTotal Direct Marketing spend by Tourism Tasmania in 2024-25 was $25.441 million\nand includes supplies and consumables ($1.441 million). | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $1.055 million, 1.055 million | Refer to note 3.2 for including leave entitlements, and additional salary backfill\nseparate reconciliation between the net assets\nfurther detail on actual year on year variance. costs for a high number of staff on paid parental leave,\ndeployed for the Output Group to net assets on (b) Variance predominantly reflects spending on additional contributing to a variance of $1.055 million compared with\nactivity due to funding received from Department o | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.089\n, $0.749 million, 0.749 million | Refer to note (e) Variation is mainly due to self-insurance payment ($0.089\n5.3 for detail on actual year on year variance. million) budgeted to Other Expenses but moving to other\n(c) Variance is as a result of the fifth instalment for grant supplies and consumables under Property Expense.\ndeeds for the regional tourism organisations, originally Refer to note 5.6 for further detail on actual year on year\nbudgeted in 2025–26 ($0.749 million). | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.749 million, 0.749 million | [pages 46,47,48]\nresult of the fifth instalment for grant supplies and consumables under Property Expense.\ndeeds for the regional tourism organisations, originally Refer to note 5.6 for further detail on actual year on year\nbudgeted in 2025–26 ($0.749 million). | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.670 million, $0.749 million, 0.670 million, 0.749 million | Refer\n(a) and (b) Due to their variability, no budget is set for GST receipts to note 5.1 for further detail on actual year on year variance.\nor GST payments (e) Variance predominantly reflects increased expenditure\n(c) Variance due to unbudgeted funding received from the on contracted services due to additional and unbudgeted\nDepartment of State Growth unbudgeted from work funding received from Department of State Growth and\nassociated with 2030 | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $2.8 million, $3.37 million, $2.75 million, 2.8 million, 3.37 million, 2.75 million | Jacobs Ladder, and concept design for village boardwalk as part of the\n$2.8 million to progress Ben Lomond as a year-round destination.\n— The THA in collaboration with TICT, completed a survey of hospitality\nand tourism sectors relating to quality affordable housing in the state’s — Geotechnical desktop assessment and concept design for replacement\nrural, regional and remote areas, and the responses provide a detailed bridges is underway for the | `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)` |\n| $200 , 10 per cent | This differentiates from the\nfor travel to the State by connecting people\nBudget information disclosed in the 2024-25 Budget Papers, which is not subject to audit.\nculturally and emotionally to Tasmania through\nVariances are considered material where the variance exceeds the greater of 10 per cent of Budget estimate and\ndomestic and international marketing programs\n$200 000.\nthat lead and activate the Tasmanian brand and\ngrow economic and social | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $1.055 million, 1.055 million | 2,643 2,643 100%\nGST payments (b) ... (2,757) (2,757) 100%\nOther cash receipts (c) 716 1,553 837 117%\nEmployee benefits (d) (8,537) (10,336) (1,799) 21%\nSupplies and consumables (e) (3,931) (4,597) (666) 17%\nGrants and subsidies (f) (2,197) (2,920) (723) 33%\nAdvertising and promotion (g) (25,469) (23,919) 1,550 (6%)\nOther cash payments (h) (210) (79) 131 (62%)\nPayments for acquisition of non-financial assets (i) ... (379) (379) 100%\nNOTES TO STAT | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $1.441 million, $1.217 million, 1.441 million, 1.217 million | Supplies and consumables include marketing\n5.2 DEPRECIATION AND AMORTISATION related expenses of $1.441 million in 2024-25 and $1.217 million in 2023-24. | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $2.189 million, $0.852 million, $2.373 million, 2.189 million, 0.852 million, 2.373 million | Industry trade promotions 550 394\nTotal 2,920 1,427 Experience Program expenses 698 540\n1 The variance relates to the timing of RTO grant instalment payments across three financial years 2022-23 Other advertising/promotional expenses 421 519\n($2.189 million), 2023-24 ($0.852 million) and 2024-25 ($2.373 million). | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.117 million, 0.117 million | Program commitments 7,688 13,027\nTotal other commitments 7,688 13,027 2025 2024\n$’000 $’000\nTotal 8,212 13,538\nQuantifiable contingent assets\nBy maturity Recovery of funds1 … 117\nCommitments held with Finance-General\nTotal quantifiable contingent assets … 117\nOne year or less 502 486\n1 $0.117 million was for the outstanding recovery of funds from the Australian Government Recovery for\nFrom one to five years 22 25 Regional Tourism Grants Program r | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $72.5 million, 72.5 million, 234 FTE | Projects that have been approved to proceed via the reaching channels including online and subscription video, broadcast video\nEOI process will provide investment of over $72.5 million and 234 FTE jobs if on demand, paid social, audio and digital display, and the Discover Tasmania\nand when they are fully realised. website, DT app and social channels – complemented by content partnerships\ndelivered with The Imperfects podcast and The Guardian to f | `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf)` |\n| $3.05 billion, $2,800\n, $2,600\n, 3.05 billion | Result: $3.05 billion\nresults, Tourism Tasmania invests in long term\nAverage spend per visitor target: >$2,800\nTourism Tasmania's marketing strategy focuses brand building that delivers better return on\nResult: $2,600\non both creating future demand for visitation and investment for the state. | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $3.05 billion, $2,800\n, $2,600\n, 3.05 billion | Result: $3.05 billion\nresults, Tourism Tasmania invests in long term\nAverage spend per visitor target: >$2,800\nTourism Tasmania's marketing strategy focuses brand building that delivers better return on\nResult: $2,600\non both creating future demand for visitation and investment for the state. | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.089\n, $0.749 million, 0.749 million | Refer to note (e) Variation is mainly due to self-insurance payment ($0.089\n5.3 for detail on actual year on year variance. million) budgeted to Other Expenses but moving to other\n(c) Variance is as a result of the fifth instalment for grant supplies and consumables under Property Expense.\ndeeds for the regional tourism organisations, originally Refer to note 5.6 for further detail on actual year on year\nbudgeted in 2025–26 ($0.749 million). | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.749 million, 0.749 million | [pages 46,47,48]\nresult of the fifth instalment for grant supplies and consumables under Property Expense.\ndeeds for the regional tourism organisations, originally Refer to note 5.6 for further detail on actual year on year\nbudgeted in 2025–26 ($0.749 million). | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.670 million, $0.749 million, 0.670 million, 0.749 million | Refer\n(a) and (b) Due to their variability, no budget is set for GST receipts to note 5.1 for further detail on actual year on year variance.\nor GST payments (e) Variance predominantly reflects increased expenditure\n(c) Variance due to unbudgeted funding received from the on contracted services due to additional and unbudgeted\nDepartment of State Growth unbudgeted from work funding received from Department of State Growth and\nassociated with 2030 | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| $0.089 million, $0.379 million, 0.089 million, 0.379 million | Employee benefits 2025 actual reflects full moving to other supplies and consumables ($0.089 million).\nestablishment, employee separation payments including (i) Variation relates to intangible assets ($0.379 million) not\nleave entitlements, and additional salary backfill costs for a included in the budget papers.\nhigh number of staff on paid parental leave, contributing to a\n2.4 UNDERLYING NET RESULT\nNon-operational capital funding is the income | `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)` |\n| 324 million | The campaign is underway and has achieved a global PR reach of\n+324 million at time of writing.\n— New data shows the ongoing commitment to growing non-peak seasons is\nworking and a 2.1% rise in the destination being viewed as a “winter experience\nwith a difference” perception. (Kantar Q1 2025)\n2 0 3 0 V I S I T O R E C O N O M Y A C T I O N P L A N 2 | `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)` |\n\n## Key Achievements\n\n- [Page 2]\nKEY DIRECTION 1 KEY DIRECTION 2\nReduce emissions and improve Manage visitor growth to protect the brand,\nenvironmental sustainability practices environment and community values\n— DSG executed a funding agreement with TICT to support the industry — TTas completed the Caravan and Motorhome Plan that plans for the\nemissions reduction program, including delivery of the Tourism Emissions anticipated increase in this market through the new Spirit of Tasmania ferries\nReduction Grant Program in 2025-26. and growth in the fly-drive touring market.\n— Emissions Reduction Program being delivered by the TICT under the Quality — To support the Caravan and Motorhome Plan, $4.94 million has been\nTourism Framework, with 101 businesses enrolled to date and 44 tonnes of provided from the 2030 Visitor Economy Strategy funding to the PWS to\nemissions offset so far (at time of writing).\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- Jacobs Ladder, and concept design for village boardwalk as part of the\n$2.8 million to progress Ben Lomond as a year-round destination.\n— The THA in collaboration with TICT, completed a survey of hospitality\nand tourism sectors relating to quality affordable housing in the state’s — Geotechnical desktop assessment and concept design for replacement\nrural, regional and remote areas, and the responses provide a detailed bridges is underway for the Tamar Island Wetlands $3.37 million boardwalk\nunderstanding of the challenges and impacts both sectors are faced with in replacement.\nrecruiting and retaining staff and investing in the industry.\n— Community consultation to inform the concept design for a $2.75 million\n— PWS held public information sessions on Tasmania’s Next Iconic Walk investment to revitalise the ‘Edge of the World’ experience at Arthur River.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- CONSUMER RESEARCH — BET secured 39 business events scheduled between May - October in\n2024, 2025 and 2026, bringing over 8,000 delegates (26,524 room nights)\n— New segmentation has been delivered and implemented in a targeted\nwith a combined estimated economic impact of over $28.6 million to the\napproach to the Off Season 2024 campaign, including industry education\nTasmanian economy.\nwebinars presented in November 2023 and February 2024.\n— BET attended two tradeshows, Tourism Australia’s Dreamtime and the\n— Tracking of the new segments has been integrated into the Tourism Info\nProfessional Conference Organisers Association Conference, to promote\nMonitor (TIM) and the Tasmanian Visitor Survey (TVS).\n Source: `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf)`\n- [pages 5,6,7]\nvents scheduled between May - October in\n2024, 2025 and 2026, bringing over 8,000 delegates (26,524 room nights)\n— New segmentation has been delivered and implemented in a targeted\nwith a combined estimated economic impact of over $28.6 million to the\napproach to the Off Season 2024 campaign, including industry education\nTasmanian economy.\nwebinars presented in November 2023 and February 2024.\n— BET attended two tradeshows, Tourism Australia’s Dreamtime and the\n— Tracking of the new segments has been integrated into the Tourism Info\nProfessional Conference Organisers Association Conference, to promote\nMonitor (TIM) and the Tasmanian Visitor Survey (TVS).\n Source: `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf)`\n- October - November 2023 and in March 2024 across Tasmania.\n— Regular updates and sharing of tools and resources with industry delivered\n— Proposal drafted for a Tasmanian Aboriginal Tourism Business support\nthrough Tourism Tasmania’s, the RTOs’ and TICT and THA industry newsletters.\ninitiative for co-funding under the NIAA Strategic Indigenous Tourism Project\n(SITP) Fund. — Ongoing promotion and increased onboarding of accreditation by TICT\nensuring highest standards of practice including introducing new baseline\n— Two new modules of the Tassie Tourism Ambassador program launched, entry for accreditation to be QTAB sustainable.\nskilling operators and locals to offer a great visitor experience and local\n— 997 venues engaged with the THA Great Customer Experience program,\nknowledge to tell the story of their region – more than 1,100 people have\n Source: `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf)`\n- A second\nround focusing on grant and report writing is being developed in collaboration\nCONSUMER RESEARCH\nwith Business Tasmania and will be delivered statewide in July/August 2025.\n— TTas commissioned research into the factors that impact visitors and their\nplanning and booking intentions to visit Tasmania; global trends in wellness — A round of Sector Support funding is available to assist event organisers from\nand the market opportunity for Tasmania; and the events market and how Tasmanian local councils and the regional tourism organisations to attend\nthis can be leveraged for Tasmania. the Australian Festival Industry Conference 2025, with 15 grants of $2,000\navailable.\n— Operator toolkits completed for the recent consumer research into\ninternational market opportunities – for India, Japan and South Korea. — During the period BET approved $1.196 million from the Business Events\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- October 2024.\n— TTas delivered direct leads to industry with more than 3.1 million visitors to\ndiscovertasmania.com.au in 2024. — A review of international markets was completed in December with qualitative\nand quantitative research undertaken to understand potential new market\nDOMESTIC PARTNERSHIPS opportunities including India, Japan and South Korea.\n— Tourism Tasmania trained more than 3,600 agents globally via in-market visits, — The new monthly Accommodation Snapshot was prepared in November and is\nface-to-face events and webinars, as well as delivering hundreds of training ongoing.\nmodules via Tassie Specialist and Aussie Specialist programs.\n— Results of the 2023/2024 Cruise Survey shared with industry and a factsheet\n— Tourism Tasmanian delivered a series of airline access partner campaigns, published on the TTas corporate website.\ncontributing to over 415,000 seats sold in 2024.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- Accessible Tourism’ awarded to The Cove, one of three finalists.\n— As at end of December 1,230 people had completed the Tassie Tourism\n— THA Awards for Excellence awarded gold for Disability Inclusion and Access Ambassador program – total 418 participants in 2024, an increase of 12.9%\nto MACq01 Hotel (accommodation venue) and to Rupert & Hound (hospitality from 2023.\nvenue).\n— Six new Tassie Tourism Ambassador destination modules were launched\n— With support from TTas and the regional tourism organisations, forty tourism including Hobart & Surrounds; the Southeast; Derwent Valley & Central\noperators participated in ATEC’s Accessible & Inclusive Host online training Highlands; Huon Valley & Far South; The Heritage Highway; and Tassie\nprogram to upskill and build confidence in working with travellers with access Outdoor Tourism.\nneeds.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- [Page 7]\nKEY DIRECTION 6\nStrategic approach to visitor infrastructure\nbenefitting locals and visitors\n— DSG’s Tourism and Hospitality team has completed a procurement to prepare — NRE Tas progressed actions associated with multiple infrastructure projects,\nthe Tasmanian Government’s 10 Year Visitor Economy Infrastructure Plan – including:\nexpected completion by 30 June 2026.\n— Mt Field National Park new arrivals concourse project – progressing\n— The Tourism and Hospitality team delivered a $2 million grant program through through the detailed design stage.\n Source: `strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)`\n- The final design is subject to Council\nopportunity to diversify their product offering and test market interest.\napproval and planning continues for construction to commence in the\n— Brand Tasmania and TICT launched the Tasmanian x TICT Mark to strengthen first quarter of 2027.\nand grow a community of tourism businesses that embody what it truly — Ongoing progress in the development of the Freycinet Visitor Gateway\nmeans to be Tasmanian. project.\n— TICT and Wine Tasmania released the Bottling Wine Tourism Strategy 2025- — Contract awarded for the Maria Island Re-Discovered project - Stage 3\n2027 in August 2025. investment.\n— Tender released for Cockle Creek campsite upgrades Stage 2\n— Project manager appointed to DSG’s Tourism and Hospitality team to\ninvestment – tender released for Catamaran upgrades.\nprogress recommendations from a report on agritourism regulatory reform.\n Source: `strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)`\n- This project explores\n— TTas achieved a four-year high for brand salience and differentiation, and a\nvisitor perceptions and motivations towards various visitor contribution models\n2.1% rise in consideration. (Kantar Q1 2025 report)\nthat support conservation activities at Port Arthur; and project findings will be\nevaluated for application at other destinations across the state. — TTas marketing program contributed to our strongest ever summer with total\nvisitation (+6.9% year-on-year) and visitor spend (+4.6% year-on-year) from\n— Ongoing review of systems and processes for commercial operators in\nDecember 2024 to February 2025. (Source Tasmanian Visitor Survey (TVS)\nprotected areas maintained by NRE Tas, including undertaking a review of fees\ndata, year ending February 2025)\nfor nature-based tourism operators.\n— TTas intrastate campaign concluded with data showing Tasmanians spent\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- Industry Advisory Board to inform curriculum and skill alignment.\n— TICT incorporated the inaugural Tassie Tour Guide Award with the Top\n— THA’s Women in Leadership program delivered workshops, webinars and Tourism Towns Awards, to raise the profile of the tour guiding sector and\nnetworking events to elevate women as leaders in hospitality. feeding into Australia’s Top Tour Guide program.\n— In February 2025 VXT (renamed the Tasmanian Hospitality & Tourism — TTas completed its fourth wave of Tasmanian community sentiment for\nAcademy) received an additional $500,000 grant to help build capacity to tourism survey.\nrespond to the needs of the tourism and hospitality industry, and support\nworkforce attraction through the management and promotion of the — OCG prepared and submitted to the Australian Government an application\ndedicated jobs portal www.tashospitalityandtourismjobs.com.au.\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 3]\nContents\n– 2 Acknowledgement of Country – 18 Marketing program – 33 People program\n18 Culture brand\n– 4 Submission to the Minister – 34 Organisation\n21 Winter program\n– 5 About Tourism Tasmania 34 Systems and processes\n24 Domestic lead generation\nimprovements\nand conversion\n– 6 Statement of Corporate Intent\n– 35 Statutory information\n26 Digital experience\n– 7 Chair statement 27 International program 35 Tourism Tasmania\nBoard of Directors\n28 Marketing our Regions\n– 8 Chief Executive Officer\n– attendance at meetings\nstatement\n– 29 Engagement program 35 Our staff\n– 9 Board of Directors 35 Audit and Risk Committee\n– 30 Positive impact\n35 Right to information\n– 11 Year in review 30 Storytelling\n36 Public interest disclosures\n30 Environmental sustainability\n– 12 Tourism Tasmania’s 36 Workplace health safety\n31 Accessibility and inclusivity and wellbeing\nstrategic focus 2024-25\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 35]\nSTATUTORY INFORMATION\nTourism Tasmania Board of Directors\n– attendance at meetings\nAudit and Risk Committee (ARC)\nA total of six board meetings were held in 2024-25.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 45]\nNOTES TO AND FORMING\nPART OF THE FINANCIAL STATEMENTS\nFOR THE YEAR ENDED 30 JUNE 2025\n– 46 NOTE 1 – 53 NOTE 6 – 60 NOTE 11\nTourism Tasmania Output Schedule Assets Events Occurring After Balance Date\n46 1.1 Output Group Information 53 6.1 Receivables\n53 6.2 Property, Plant and Equipment – 60 NOTE 12\n– 46 NOTE 2 55 6.3 Intangibles Other Significant Accounting\nExplanations of Material Variances 55 6.4 Other Assets Policies and Judgements\nbetween Budget and Actual Outcomes 60 12.1 Objectives and Funding\n46 2.1 Statement of Comprehensive – 56 NOTE 7 60 12.2 Basis of Accounting\nIncome Liabilities 61 12.3 Reporting Entity\n46 2.2 Statement of Financial Position 56 7.1 Payables 61 12.4 Functional and Presentation\n47 2.3 Statement of Cash Flows 56 7.2 Employee Benefits Liabilities Currency\n47 2.4 Underlying net result 56 7.3 Other Liabilities 61 12.5 Changes in Accounting Policies\n61 12.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Risk management\ncapacity or agency arrangement.\npolicies are established to identify and analyse risks faced by Tourism Tasmania, to set\n2025 2024\nappropriate risk limits and controls, and to monitor risks and adherence to limits.\n$’000 $’000\nSpecific Purpose Account balance ( B ) C R E D I T R I S K E X P O S U R E S\nS535 Tourism Tasmania Financial Credit risk is the risk of financial loss to Tourism Tasmania if a customer or counterparty to a\nManagement Account (195) (82) financial instrument fails to meet its contractual obligations.\n...\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Jacobs Ladder, and concept design for village boardwalk as part of the\n$2.8 million to progress Ben Lomond as a year-round destination.\n— The THA in collaboration with TICT, completed a survey of hospitality\nand tourism sectors relating to quality affordable housing in the state’s — Geotechnical desktop assessment and concept design for replacement\nrural, regional and remote areas, and the responses provide a detailed bridges is underway for the Tamar Island Wetlands $3.37 million boardwalk\nunderstanding of the challenges and impacts both sectors are faced with in replacement.\nrecruiting and retaining staff and investing in the industry.\n— Community consultation to inform the concept design for a $2.75 million\n— PWS held public information sessions on Tasmania’s Next Iconic Walk investment to revitalise the ‘Edge of the World’ experience at Arthur River.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- The primary role of the Audit and Risk Committee (ARC) is to assist the\nMEETINGS MEETINGS Tourism Tasmania board to fulfill its corporate governance responsibilities\nBOARD MEMBER ELIGIBLE TO NOTES\nATTENDED ATTEND in overseeing and reviewing the agency’s internal controls, audit functions,\nGrant O’Brien, Chair 6 6 contract engagements, risk management, and statutory financial and\nShane O’Hare, corporate reporting.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- This differentiates from the\nfor travel to the State by connecting people\nBudget information disclosed in the 2024-25 Budget Papers, which is not subject to audit.\nculturally and emotionally to Tasmania through\nVariances are considered material where the variance exceeds the greater of 10 per cent of Budget estimate and\ndomestic and international marketing programs\n$200 000.\nthat lead and activate the Tasmanian brand and\ngrow economic and social value.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Women’s Day.\n— A $500,000 grant deed has been executed with Visitor Experience Training\n— Seven Regional Jobs Hubs are operational by DSG: advertising job roles,\n(VXT) to deliver non-accredited training until 30 June 2024, specifically for\ndelivering training and screening candidates, connecting Tasmanians to\nunder-serviced areas.\nsupport pathways into employment including tourism and hospitality.\n— Public consultation on the draft Youth Jobs Strategy was completed by DSG.\n— THA and TICT have maintained advocacy to the Australian Government\n— DSG with support from the TICT and THA launched the ‘Choose Tourism’ directly and via the Premier, to address work issues in relation to migration\ncampaign spotlighting tourism and hospitality as a viable and rewarding policy and settings including expedited visa processing for skilled migrants,\ncareer choice.\n Source: `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf)`\n- Chief Executive Officer, Wilsons Abel Tasman\nThe Field Trip concluded at Cradle Mountain, which\nexercises a strong influence on visitation to the far\nRepresentatives from Tourism Tasmania, the Office of\nnorth west, although just outside the target region.\nthe Coordinator General, Tasmania Parks and Wildlife\nParticipants were provided with a briefing on the\nService, the Stage 1 ‘scribe’, and the Stage 2 project\nCradle Mountain Masterplan, before a final workshop\nconsultant from SMA Tourism also attended and\nto capture ideas and identify challenges for growing\ncontributed to the concepts and recommendations\ntourism in the far north west.\nproduced during the Field Trip.\n Source: `other-pdfs/reimagining-our-regions-far-nw_april-2020.pdf (https://www.tourismtasmania.com.au/siteassets/documents/reimagining-our-regions-far-nw_april-2020.pdf)`\n- Clint Walker,\n5 6\nNon-Executive Director Tourism Tasmania’s Chief Executive Officer, Chief Operating Officer, and\nPenny Rafferty, Manager Better Business attend ARC meetings, along with representatives\n5 6\nNon-Executive Director\nfrom the agency’s internal auditors and the Tasmanian Audit Office where\nCarolyn Miller,\n6 6 appropriate.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- Audit fees - financial audit1 28 26\nThe depreciable amount of improvements to or on leasehold is allocated Audit fees - internal audit 108 51\nprogressively over the estimated useful lives of the improvements or the unexpired Office accommodation and vehicles rental 458 442\nperiod of the lease, whichever is the shorter.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- 2 Consultants’ expenditure is related to the engagement of two different consultants for services for Tourism\nTasmania’s Audit and Risk Committee.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 58]\nNote 9 Note 10\nCASH FLOW RECONCILIATION FINANCIAL INSTRUMENTS\nCash means notes, coins, any deposits held at call with a bank or financial\n10.1 RISK EXPOSURES\ninstitution, as well as funds held in the Specific Purpose Account.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- 1,000 students about careers in hospitality.\n— The Young Tourism Network was reconvened with the support of the TICT\n— Over 100 students and over 60 operators participated in the THA and and Pennicott Wilderness Journeys, with the committee agreeing on four key\nDST Hobart Tourism Showcase/Careers Expo, completing hands-on skills initiatives to progress over the next 12 months to inspire and connect young\ndemonstrations and direct engagement. and emerging leaders in the tourism industry.\n— Around 100 students from six schools participated in ‘Discover new culinary\ntalents’ work-based learning cooking challenges in 2023; and 15 schools\nparticipated in the THA Schools Cooking Challenge.\n Source: `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf)`\n\n## Corporate Values and Operating Culture\n\n- 7.1 PAYABLES\nPayables, including goods received and services incurred but not yet invoiced, A liability for long service leave is recognised and is measured as the present value of\nare recognised at amortised cost, which due to the short settlement period, expected future payments to be made in respect of services provided by employees\nequates to face value, when Tourism Tasmania becomes obliged to make future up to the reporting date.\npayments as a result of a purchase of assets or services.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- USA, UK, NZ, Hong Kong, China and Singapore.\n— To provide a helpful digital experience and encourage users to see and do\n— Social media delivery in mainland China, including tactical conversion\nmore of what they are interested in, a personalisation strategy is underway\ncampaigns, with growth in followers for Tourism Tasmania across the four key\ntailoring website and eDM (email) stories and operators based on user\nplatforms for this market – Little Red Book, Weibo, Daiyoun and WeChat.\nbehaviours.\n— Ongoing partnership and collaboration with Tourism Australia (TA) on trade\n— TTas made significant enhancements to the Discover Tasmania app to improve\ntraining, familiarisation visits for media and trade, trade events, tactical\nuser experience in search and navigation, and giving operators the opportunity\nconversion partnerships, research projects, public relations and content\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- 25 25\ntiming and certainty\nof cash flows) 10.2 CATEGORIES OF FINANCIAL ASSETS AND LIABILITIES\nFinancial Liabilities 2025 2024\nPayables Payables, including goods received Settled within 30 days. $’000 $’000\nand services incurred but not yet Financial assets\ninvoiced, are recognised at amortised\nAmortised cost (195) (80)\ncost, which due to the short settlement\nTotal (195) (80)\nperiod, equates to face value, when\nTourism Tasmania becomes obliged to Financial Liabilities\nmake future payments as a result of a Financial liabilities measured at amortised cost 106 25\npurchase of assets or services.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [Page 2]\nKEY DIRECTION 1 KEY DIRECTION 2\nReduce emissions and improve Manage visitor growth to protect the brand,\nenvironmental sustainability practices environment and community values\n— DSG executed a funding agreement with TICT to support the industry — TTas completed the Caravan and Motorhome Plan that plans for the\nemissions reduction program, including delivery of the Tourism Emissions anticipated increase in this market through the new Spirit of Tasmania ferries\nReduction Grant Program in 2025-26. and growth in the fly-drive touring market.\n— Emissions Reduction Program being delivered by the TICT under the Quality — To support the Caravan and Motorhome Plan, $4.94 million has been\nTourism Framework, with 101 businesses enrolled to date and 44 tonnes of provided from the 2030 Visitor Economy Strategy funding to the PWS to\nemissions offset so far (at time of writing).\n Source: `strategies/2030-ves-action-plan-update---june-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf)`\n- Jacobs Ladder, and concept design for village boardwalk as part of the\n$2.8 million to progress Ben Lomond as a year-round destination.\n— The THA in collaboration with TICT, completed a survey of hospitality\nand tourism sectors relating to quality affordable housing in the state’s — Geotechnical desktop assessment and concept design for replacement\nrural, regional and remote areas, and the responses provide a detailed bridges is underway for the Tamar Island Wetlands $3.37 million boardwalk\nunderstanding of the challenges and impacts both sectors are faced with in replacement.\nrecruiting and retaining staff and investing in the industry.\n— Community consultation to inform the concept design for a $2.75 million\n— PWS held public information sessions on Tasmania’s Next Iconic Walk investment to revitalise the ‘Edge of the World’ experience at Arthur River.\n Source: `strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)`\n- [pages 8,9]\nr and the\nresources and skills will new frontier lies in unknown\nSeamless travel Creating spaces that cater Cultural sensitivity and\nbe a key step in building locations and extreme\nexperiences to encourage for leisure and remote authenticity is essential.\na sustainable future for habitats.\nboth leisure and business work.\ntourism.\nwill require alleviating staff Security, comfort and\nshortages through more Partnering with third party service remain core pillars\nflexibility and engagement platforms to deepen of luxury travel – adventure\nwith employees. engagement with low and wild experiences\nand zero impact travel should not come at the\nbehaviours helping cost of luxury.\norganisations and\nindividuals meet their\nsustainable commitments.\n Source: `corporate-plans/2030.pdf (https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf)`\n- This differentiates from the\nfor travel to the State by connecting people\nBudget information disclosed in the 2024-25 Budget Papers, which is not subject to audit.\nculturally and emotionally to Tasmania through\nVariances are considered material where the variance exceeds the greater of 10 per cent of Budget estimate and\ndomestic and international marketing programs\n$200 000.\nthat lead and activate the Tasmanian brand and\ngrow economic and social value.\n Source: `annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)`\n- [pages 1,2,3]\n[Page 1]\nV I S I T O R E C O N O M Y S T R AT E G Y\nTA S M A N I A’ S\n2 0 3 0 V I S I T O R E C O N O M Y\n11\n11\nTasman\nNational\nPark,\nTurrakana\n/\nTasmania\nParks\nand\nWildlife\nService\nK E Y D I R E C T I O N S PA P E R\nF O R C O M M U N I T Y C O N S U LTAT I O N\n Source: `corporate-plans/2030.pdf (https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2030.pdf` - corporate-plans - https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf\n- `strategies/ttas-sustainable-cruising-blueprint-2019.pdf` - strategies - https://www.tourismtasmania.com.au/contentassets/487296f0b1f64e3ab1ba67ac6af462fa/ttas-sustainable-cruising-blueprint-2019.pdf\n- `strategies/2030-Visitor-Economy-Strategy-Fact-Sheet.pdf` - strategies - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-Visitor-Economy-Strategy-Fact-Sheet.pdf\n- `strategies/2030-ves-action-plan-progress-report-end-june-2024.pdf` - strategies - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf\n- `strategies/2030-ves-action-plan-update---june-2025.pdf` - strategies - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf\n- `strategies/2030-ves-action-plan-update-mar25-v1.pdf` - strategies - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf\n- `strategies/2030-visitor-economy-strategy-action-plan.pdf` - strategies - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-visitor-economy-strategy-action-plan.pdf\n- `strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf` - strategies - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf\n- `pages/about.html` - pages - https://www.tourismtasmania.com.au/\n- `pages/annual-reports-index.html` - pages - https://www.tourismtasmania.com.au/news/category/tourism-tasmania/tourism-tasmania-annual-report-2024-25/\n- `pages/annual-reports-index__00.html` - pages - https://www.tourismtasmania.com.au/news/category/tourism-tasmania/tourism-tasmania-annual-report-2024-25/\n- `pages/annual-reports-index__01.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf\n- `pages/homepage.html` - pages - https://www.tourismtasmania.com.au/\n- `pages/news-latest.html` - pages - https://www.tourismtasmania.com.au/\n- `pages/priorities-index.html` - pages - https://www.tourismtasmania.com.au/about/what-we-do/\n- `pages/publications-index.html` - pages - https://www.tourismtasmania.com.au/about/publications/\n- `pages/strategies-index.html` - pages - https://www.tourismtasmania.com.au/industry/2030-visitor-economy-strategy/\n- `pages/strategies-index__02.html` - pages - https://www.tourismtasmania.com.au/industry/2030-visitor-economy-strategy/\n- `pages/strategies-index__03.html` - pages - https://www.tourismtasmania.com.au/marketing/atdw/\n- `pages/strategies-index__04.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf\n- `pages/strategies-index__05.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update---june-2025.pdf\n- `pages/strategies-index__06.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf\n- `pages/strategies-index__07.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-progress-report-end-june-2024.pdf\n- `pages/strategies-index__08.html` - pages - https://www.tourismtasmania.com.au/siteassets/t21_2030-visitor-economy-strategy_july24.pdf\n- `pages/strategies-index__09.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-visitor-economy-strategy-action-plan.pdf\n- `pages/strategies-index__10.html` - pages - https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-Visitor-Economy-Strategy-Fact-Sheet.pdf\n- `other-pdfs/atdw-operator-listing-guidelines_june-2019.pdf` - other-pdfs - https://www.tourismtasmania.com.au/siteassets/atdw-operator-listing-guidelines_june-2019.pdf\n- `other-pdfs/reimagining-our-regions-far-nw_april-2020.pdf` - other-pdfs - https://www.tourismtasmania.com.au/siteassets/documents/reimagining-our-regions-far-nw_april-2020.pdf\n- `other-pdfs/reimagining-our-regions-far-south_april-2020.pdf` - other-pdfs - https://www.tourismtasmania.com.au/siteassets/documents/reimagining-our-regions-far-south_april-2020.pdf\n- `other-pdfs/accommodation-atdw-user-guide-2022.pdf` - other-pdfs - https://www.tourismtasmania.com.au/siteassets/documents/atdw-guides/accommodation-atdw-user-guide-2022.pdf\n- `other-pdfs/atdw-faq-2022.pdf` - other-pdfs - https://www.tourismtasmania.com.au/siteassets/documents/atdw-guides/atdw-faq-2022.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Tourism Tasmania - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:44:50.912834+00:00\n**Entity ID**: S-TAS-027\n**Jurisdiction**: Tasmania\n**Portfolio**: Tourism\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 33\n- Unique legislation references found: 6\n\n| Type | Count |\n|---|---:|\n| Act | 6 |\n\n## Legislation References\n\n### Tourism Tasmania Act 1996\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.tas.gov.au/search?query=Tourism+Tasmania+Act+1996\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- tion program Aboriginal/Palawa people\n37 Contracts and tenders\n13 Visitor economy leadership\n– 40 Tourism Tasmania\n15 Tracking the visitor economy\nfinancial statements\n16 Access to Tasmania\nCONTENTS → – 3\n\n[page 4]\nSubmission\nto the Minister\nSection 41 of the Tourism Tasmania Act 1996 (the Act) requires that the C O N T A C T U S\nboard of directors must prepare for the Authority (Tourism Tasmania) an\nannual report for each financial year. The Act states that the annual report POSTAL: GPO Box 399, Hobart, Tasmania, 7001 Australia\nis to incl\n Source: `annual-reports/2024-25.pages.jsonl`\n- Tourism Tasmania\nOctober 2025 October 2025\n–– 44 CCOONNTTEENNTTSS → →\n\n[page 5]\nAbout\nTourism Tasmania\nTourism Tasmania is the state\ngovernment’s lead tourism agency.\nIt is a State Authority established in 2014\nand a Statutory Authority established\nunder the Tourism Tasmania Act 1996.\nIt is governed by a skills-based board\nappointed by the Governor of Tasmania\non the recommendation of the Minister\nfor Tourism.\nTourism Tasmania leads the T21 visitor\neconomy partnership by actively\nmanaging and contributing tourism\nexpertise to strategy and\n Source: `annual-reports/2024-25.pages.jsonl`\n- al benefits for\nTasmania’s tourism industry, economy and\ncommunity.\nBorradale Stanley\n© Lola Hubner\nCONTENTS → – 5\n\n[page 6]\nStatement of\nCorporate Intent\nWhile this publication looks back over the past The agency delivers its role through:\ntwelve months, the Tourism Tasmania Act 1996\nstates that the annual report is to include the A brand platform and marketing program\nStatement of Corporate Intent relating to the which celebrates the identifiable\ncorporate plan that takes effect at the beginning character and spirit that makes Tasmania\no\n Source: `annual-reports/2024-25.pages.jsonl`\n- the relevant accounts and records and have been\n– 41 Statement of Comprehensive Income\nprepared in compliance with the Treasurer’s Instructions issued\nfor the year ended 30 June 2025\nunder the provisions of the Financial Management Act 2016 and Part\n7 of the Tourism Tasmania Act 1996 to present fairly the financial\n– 42 Statement of Financial Position\ntransactions for the year ended 30 June 2025 and the financial\nas at 30 June 2025\nposition as at the end of the year.\n– 43 Statement of Cash Flows for the year\nAt the date of signing we were\n Source: `annual-reports/2024-25.pages.jsonl`\n- Clark on 14 July 2025. Prior year remuneration relates to the same individual.\nprimarily due to: additional funding profile for 2024-25 key deliverables including 2030 visitor economy 2 The CEO is also a Board Director as provided by section 8, part 3 of the Tourism Tasmania Act 1996.\nprogram; staffing levels maintained at or close to full establishment; increase in salaries in line with wage\nagreements; increase in the superannuation guarantee charge from 11% to 11.5%; employee separation\npayments including leave entitlements; and additi\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Financial Management Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Financial+Management+Act+2016\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ements of Tourism Tasmania are in\nagreement with the relevant accounts and records and have been\n– 41 Statement of Comprehensive Income\nprepared in compliance with the Treasurer’s Instructions issued\nfor the year ended 30 June 2025\nunder the provisions of the Financial Management Act 2016 and Part\n7 of the Tourism Tasmania Act 1996 to present fairly the financial\n– 42 Statement of Financial Position\ntransactions for the year ended 30 June 2025 and the financial\nas at 30 June 2025\nposition as at the end of the year.\n– 43 Statement of Cash Flows\n Source: `annual-reports/2024-25.pages.jsonl`\n- .\nMarketing activities1 575 6\n2025 2024\nRevenue from Government includes revenue\nOther recoveries 1 ...\n$’000 $’000\nfrom appropriations, unexpended appropriations\nTotal Recoveries 1,550 944\nImpairment reversals/(losses) of:\nrolled over under section 23 of the Financial\nManagement Act 2016 and Items Reserved by Law. 1 The increase in funding for Visitor Economy and Marketing activities predominantly Receivables 1 (1)\nreflects funding received from the Department of State Growth for work associated\nwith 2030 visitor economy key directions initia\n Source: `annual-reports/2024-25.pages.jsonl`\n- unting Standards Board; and\nwould have a material effect on\nleader. The agency’s purpose is to connect travellers the Treasurer’s Instructions issued under the provisions\nTourism Tasmania’s Financial\nemotionally and culturally with Tasmania to generate of the Financial Management Act 2016. The Financial\nStatements as at 30 June 2025.\ndemand and drive visitation, and lead a sustainable visitor Statements were signed by the Accountable Authority on\neconomy delivering social, environmental and economic 19 September 2025.\nvalue for all Tasmanians.\n Source: `annual-reports/2024-25.pages.jsonl`\n- tor’s Report The Directors are responsible for the preparation and fair presentation of the financial\nstatements in accordance with Australian Accounting Standards, and the financial reporting\nTo the Members of Parliament\nrequirements of Section 42 (1) of the Financial Management Act 2016. This responsibility\nTourism Tasmania includes such internal control as determined necessary to enable the preparation of the\nfinancial statements that are free from material misstatement, whether due to fraud or\nReport on the Audit of the Financial Statement\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Privacy Principles and the Tasmanian Personal Information DATA AND TECHNOLOGY Protection Act 2004\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australian+Privacy+Principles+and+the+Tasmanian+Personal+Information+DATA+AND+TECHNOLOGY+Protection+Act+2004\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- agement system to\nthe sector. develop trade and media famils that keeps personal\ninformation secure, along with integration into the\nTourism Tasmania acts in accordance with all relevant\nAustralian Tourism Data Warehouse.\nlegislation and regulations including Australian Privacy\nPrinciples and the Tasmanian Personal Information\nDATA AND TECHNOLOGY\nProtection Act 2004.\nTourism Tasmania continues to work in close\nINTEGRATING DIGITAL PLATFORMS partnership with the Department of State Growth and\nDigital Strategy and Services on cyber risk mitigation\nDuring 2024-25, Tourism Tasmania upgraded its\nand privacy compliance.\nenterpr\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Leave Service Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Leave+Service+Act+2000\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nning, directing and controlling the activities of\nTourism Tasmania, directly or indirectly.\nOther Benefits\nOther Super- Termination\nSalary & Long-Service Total Remuneration during 2024-25 for key personnel is set by the State\nBenefits annuation benefits\n2024 Leave Service Act 2000. Remuneration and other terms of employment\n$’000 $’000 $’000 $’000 $’000 $’000 are specified in employment contracts. Short-term benefits include\nKey management personnel motor vehicle and car parking fringe benefits in addition to annual\nleave and any other\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- information deemed by the Act to be exempt. In\nFull time 54 2024-25 there were no requests for information from Tourism Tasmania.\nPart time 27\nMale* 19\nFemale* 62\nCONTENTS → – 35\n\n[page 36]\nPublic interest disclosures Government procurement\nThe purpose of the Public Interest Disclosures Act 2002 (the Act) is to Tourism Tasmania’s contracting program considers value for money at both\nencourage and facilitate the making of disclosures about improper conduct the procurement approval stage and then again at the contract negotiation\nof public officers or\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Right to Information Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Right+to+Information+Act+2009\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 30 June 2025, there were 81 Tourism Tasmania employees, Clint Walker 3 4\nnot including casual staff.\nRight to information\nEMPLOYMENT TYPE/EMPLOYEES NUMBERS\nPermanent 65 Tourism Tasmania responds to request for information in accordance with\nFixed-term 13 the Right to Information Act 2009. The Act allows members of the public\nHead of Agency 1 the right to access information held by the government and its agencies,\nSenior Executive 2 with the exception of information deemed by the Act to be exempt. In\nFull time 54 2024-25 there were no requests\n Source: `annual-reports/2024-25.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `pages/strategies-index__05.html` (page)\n- `pages/strategies-index__06.html` (page)\n- `pages/strategies-index__07.html` (page)\n- `pages/strategies-index__08.html` (page)\n- `pages/strategies-index__09.html` (page)\n- `pages/strategies-index__10.html` (page)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2030.pages.jsonl` (pdf_pages)\n- `other-pdfs/accommodation-atdw-user-guide-2022.pages.jsonl` (pdf_pages)\n- `other-pdfs/atdw-faq-2022.pages.jsonl` (pdf_pages)\n- `other-pdfs/atdw-operator-listing-guidelines_june-2019.pages.jsonl` (pdf_pages)\n- `other-pdfs/reimagining-our-regions-far-nw_april-2020.pages.jsonl` (pdf_pages)\n- `other-pdfs/reimagining-our-regions-far-south_april-2020.pages.jsonl` (pdf_pages)\n- `strategies/2030-ves-action-plan-progress-report-end-june-2024.pages.jsonl` (pdf_pages)\n- `strategies/2030-ves-action-plan-update---june-2025.pages.jsonl` (pdf_pages)\n- `strategies/2030-ves-action-plan-update-mar25-v1.pages.jsonl` (pdf_pages)\n- `strategies/2030-visitor-economy-strategy-action-plan.pages.jsonl` (pdf_pages)\n- `strategies/2030-Visitor-Economy-Strategy-Fact-Sheet.pages.jsonl` (pdf_pages)\n- `strategies/t2030-ves-action-plan-update-jun---dec-2025.pages.jsonl` (pdf_pages)\n- `strategies/t21_2030-visitor-economy-strategy_july24.pages.jsonl` (pdf_pages)\n- `strategies/ttas-sustainable-cruising-blueprint-2019.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To connect travellers emotionally and culturally with our island, drive visitation and enhance visitor contribution; and lead a sustainable visitor economy that delivers social, environmental and economic value for all Tasmanians. [AR p.12]", "purposes_source_page": 12, "how_we_deliver": "Tourism Tasmania’s marketing strategy aims to convert demand into bookings and build future demand through a strong brand positioning and interesting and engaging marketing communications. [AR p.12]", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "Lead a sustainable visitor economy", "source_page": 13 }, { "text": "Drive visitation", "source_page": 13 }, { "text": "Enhance visitor contribution", "source_page": 13 } ], "outcomes": [ { "name": "Positive Brand Impact", "description": "Attract holiday visitors is big business and Tasmania must compete in an Australian tourism landscape dominated by larger states with bigger budgets. Our marketing strategy focuses on both creating future demand for visitation and converting current interest into bookings with airlines, travel agents and directly to our industry. [AR p.18]", "key_activities": [ "Brand KPI", "Pricing power score" ], "source_page": 18 }, { "name": "Marketing our Regions", "description": "The Off Season winter campaign was delivered for its fifth year in 2025. The campaign positions Tasmania as a unique and ‘must do’ winter experience, driving visitation over the traditionally quieter travel period between May and August. [AR p.22]", "key_activities": [ "Winternships campaign", "Domestic media familiarisation tours" ], "source_page": 22 }, { "name": "Accessibility and Inclusivity of Tourism", "description": "Tourism Tasmania launched a local marketing campaign in November 2024 to encourage Tasmanians to support the local tourism and hospitality industry over the spring and summer months. [AR p.24]", "key_activities": [ "Fly Drive Program", "Travel Trade Training" ], "source_page": 24 } ], "values": [ "Authenticity", "Sustainability", "Collaboration" ], "values_framework_name": "None", "kpi_targets_2025_26": [ { "code": "BRAND", "measure": "Brand KPI", "target": "10.4", "source_page": 18 }, { "code": "DEMAND", "measure": "Pricing power score", "target": "1.07", "source_page": 18 }, { "code": "ENGAGEMENT", "measure": "Total visitor expenditure", "target": ">$3.6 billion", "source_page": 18 }, { "code": "ACCESS", "measure": "Average spend per visitor", "target": ">$2,800", "source_page": 18 }, { "code": "ACCESS", "measure": "Total nights", "target": "12.79 million", "source_page": 18 } ], "kpi_results_2024_25": [ { "code": "BRAND", "measure": "Total Brand Communications Awareness", "result": "10.5", "status": "Achieved", "source_page": 19 }, { "code": "DEMAND", "measure": "Pricing power score", "result": "1.06", "status": "Achieved", "source_page": 19 }, { "code": "ENGAGEMENT", "measure": "Total visitor expenditure", "result": "$3.05 billion", "status": "Achieved", "source_page": 19 }, { "code": "ACCESS", "measure": "Average spend per visitor", "result": "$2,600", "status": "Achieved", "source_page": 19 }, { "code": "ACCESS", "measure": "Total nights", "result": "12.79 million", "status": "Achieved", "source_page": 19 } ], "_source_urls": { "annual_report_url": "https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf", "corporate_plan_url": "https://www.tourismtasmania.com.au/siteassets/documents/corporate-plans/tasmanias-2030-visitor-economy-key-directions-paper.pdf" } }, "ideas": [ { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Accessible Tourism’ awarded to The Cove, one of three finalists.\n— As at end of December 1,230 people had completed the Tassie Tourism\n— THA Awards for Excellence awarded gold for Disability Inclusion and Access Ambassador program – total 418 participants in 2024, an increase of 12.9%\nto MACq01 Hotel (accommodation venue) and to Rupert & Hound (hospitality from 2023.\nvenue).\n— Six new Tassie Tourism Ambassador destination modules were launched\n— With support from TTas and the regional tourism organisations, forty tourism including Hobart & Surrounds; the Southeast; Derwent Valley & Central\noperators participated in ATEC’s Accessible & Inclusive Host online training Highlands; Huon Valley & Far South; The Heritage Highway; and Tassie\nprogram to upskill and build confidence in working with travellers with access Outdoor Tourism.\nneeds.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Accessible Tourism’ awarded to The Cove, one of three finalists.\n— As at end of December 1,230 people had completed the Tassie Tourism\n— THA Awards for Excellence awarded gold for Disability Inclusion and Access Ambassador program – total 418 participants in 2024, an increase of 12.9%\nto MACq01 Hotel (accommodation venue) and to Rupert & Hound (hospitality from 2023.\nvenue).\n— Six new Tassie Tourism Ambassador destination modules were launched\n— With support from TTas and the regional tourism organisations, forty tourism including Hobart & Surrounds; the Southeast; Derwent Valley & Central\noperators participated in ATEC’s Accessible & Inclusive Host online training Highlands; Huon Valley & Far South; The Heritage Highway; and Tassie\nprogram to upskill and build confidence in working with travellers with access Outdoor Tourism.\nneeds.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/2030-ves-action-plan-update-mar25-v1.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/2030-ves-action-plan-update-mar25-v1.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "The final design is subject to Council\nopportunity to diversify their product offering and test market interest.\napproval and planning continues for construction to commence in the\n— Brand Tasmania and TICT launched the Tasmanian x TICT Mark to strengthen first quarter of 2027.\nand grow a community of tourism businesses that embody what it truly — Ongoing progress in the development of the Freycinet Visitor Gateway\nmeans to be Tasmanian. project.\n— TICT and Wine Tasmania released the Bottling Wine Tourism Strategy 2025- — Contract awarded for the Maria Island Re-Discovered project - Stage 3\n2027 in August 2025. investment.\n— Tender released for Cockle Creek campsite upgrades Stage 2\n— Project manager appointed to DSG’s Tourism and Hospitality team to\ninvestment – tender released for Catamaran upgrades.\nprogress recommendations from a report on agritourism regulatory reform.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "The final design is subject to Council\nopportunity to diversify their product offering and test market interest.\napproval and planning continues for construction to commence in the\n— Brand Tasmania and TICT launched the Tasmanian x TICT Mark to strengthen first quarter of 2027.\nand grow a community of tourism businesses that embody what it truly — Ongoing progress in the development of the Freycinet Visitor Gateway\nmeans to be Tasmanian. project.\n— TICT and Wine Tasmania released the Bottling Wine Tourism Strategy 2025- — Contract awarded for the Maria Island Re-Discovered project - Stage 3\n2027 in August 2025. investment.\n— Tender released for Cockle Creek campsite upgrades Stage 2\n— Project manager appointed to DSG’s Tourism and Hospitality team to\ninvestment – tender released for Catamaran upgrades.\nprogress recommendations from a report on agritourism regulatory reform.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Risk management\ncapacity or agency arrangement.\npolicies are established to identify and analyse risks faced by Tourism Tasmania, to set\n2025 2024\nappropriate risk limits and controls, and to monitor risks and adherence to limits.\n$’000 $’000\nSpecific Purpose Account balance ( B ) C R E D I T R I S K E X P O S U R E S\nS535 Tourism Tasmania Financial Credit risk is the risk of financial loss to Tourism Tasmania if a customer or counterparty to a\nManagement Account (195) (82) financial instrument fails to meet its contractual obligations.\n...", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Risk management\ncapacity or agency arrangement.\npolicies are established to identify and analyse risks faced by Tourism Tasmania, to set\n2025 2024\nappropriate risk limits and controls, and to monitor risks and adherence to limits.\n$’000 $’000\nSpecific Purpose Account balance ( B ) C R E D I T R I S K E X P O S U R E S\nS535 Tourism Tasmania Financial Credit risk is the risk of financial loss to Tourism Tasmania if a customer or counterparty to a\nManagement Account (195) (82) financial instrument fails to meet its contractual obligations.\n...", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Gourmet Traveller Restaurant Awards came to Tasmania, — Internationally, partnerships were refocused to increase spend per night,\nmarking the first time the event has not been held in NSW or VIC in its 45 particularly in the UK market.\nyear history.\n— A Trade Connect Program successfully increased operator attendance at\n— TTas worked with mass participation events including across South (Sydney in-market events (five operators at Marketplace North America versus one in\nto Hobart, Taste of Summer, Hobart International), North (Tamar Valley 2023, and 67% increase in operator attendance at Marketplace India).\nfeatures, Hockey Championships), Northwest (Women’s Enduro, Burnie Ten),\n— TTas worked with the emerging Indian market focusing on earned media\nand East/West Coast regions to leverage opportunities to promote our\npartnerships, trade engagement, and hosting high-profile Indian content", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Gourmet Traveller Restaurant Awards came to Tasmania, — Internationally, partnerships were refocused to increase spend per night,\nmarking the first time the event has not been held in NSW or VIC in its 45 particularly in the UK market.\nyear history.\n— A Trade Connect Program successfully increased operator attendance at\n— TTas worked with mass participation events including across South (Sydney in-market events (five operators at Marketplace North America versus one in\nto Hobart, Taste of Summer, Hobart International), North (Tamar Valley 2023, and 67% increase in operator attendance at Marketplace India).\nfeatures, Hockey Championships), Northwest (Women’s Enduro, Burnie Ten),\n— TTas worked with the emerging Indian market focusing on earned media\nand East/West Coast regions to leverage opportunities to promote our\npartnerships, trade engagement, and hosting high-profile Indian content", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "2 Consultants’ expenditure is related to the engagement of two different consultants for services for Tourism\nTasmania’s Audit and Risk Committee.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "2 Consultants’ expenditure is related to the engagement of two different consultants for services for Tourism\nTasmania’s Audit and Risk Committee.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2024-25.pdf (https://www.tourismtasmania.com.au/siteassets/documents/annual-report/tourism-tasmania-annual-report-2024-25_final_digital.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 4]\nKEY DIRECTION 4\nAttract visitors to Tasmania through brand\npositioning and alignment of all demand drivers\nBRAND AWARENESS, CAMPAIGNS AND PR DOMESTIC LEAD GENERATION AND CONVERSION\n— TTas’s Off Season 2025 campaign performed strongly with 740 experiences — A program to improve how the Discover Tasmania website turns visitors into\nand conversion partner results exceeding targets. bookings commenced in December 2025, with testing underway to increase\nthe number of leads delivered to industry.\n— TTas’s Winternships activation surpassed all KPIs with 310 million earned\nmedia reach (562% increase on target). — Airline partnerships consistently exceeded targets throughout the period,\nwith the overall FY26 partnership delivering 148% of seat sales target.\n— The perception of Tasmania offering a ‘winter experience with a difference’", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/t2030-ves-action-plan-update-jun---dec-2025.pdf (https://www.tourismtasmania.com.au/siteassets/documents/2030-visitor-economy-strategy/t2030-ves-action-plan-update-jun---dec-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-027", "entity_name": "Tourism Tasmania", "folder_name": "Tourism-Tasmania", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 4]\nKEY DIRECTION 4\nAttract visitors to Tasmania through brand\npositioning and alignment of all demand drivers\nBRAND AWARENESS, CAMPAIGNS AND PR DOMESTIC LEAD GENERATION AND CONVERSION\n— TTas’s Off Season 2025 campaign performed strongly with 740 experiences — A program to improve how the Discover Tasmania website turns visitors into\nand conversion partner results exceeding targets. bookings commenced in December 2025, 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