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Yachts for Sale

For aspiring yacht owners looking for a luxury yacht for sale, we have put together a fine selection of luxury yachts and megayachts for sale from all over the world. Search BOAT International's collection of superyachts for sale and filter by type, length, asking price or age. Narrow the results by selecting specific features, or browse by speed, designer and much more.

Explore luxury yachts for sale

Search for everything from motor yachts for sale from renowned Dutch yards including Feadship and Heesen , premium Italian names including Azimut , Sanlorenzo and Benetti , popular British builders Sunseeker and Princess , and American megayachts for sale from US yards such as Westport .

Our collection also features sailing yachts for sale from legendary names such as Royal Huisman , Perini Navi , Nautor's Swan and Jongert , as well as some of the most well-known explorer yachts for sale .

Yacht Features

Propulsion System

SELENE YACHTS

Power yachts, luxury yachts, ocean yachts, news & events.

Sailing into the Future: Celebrating Selene’s Latest Marvels

Another remarkable journey with the final touchup and completion of the Selene 7220 at the Jet-Tern Marine shipyard… Continue reading

Expanding Horizons: Jet-Tern Marine’s Revolutionary New Production Facility

Expanding Horizons: Jet-Tern Marine’s Revolutionary New Production Facility… Continue reading

The Ingenious Bulbous Bow: Enhancing Performance and Efficiency at Sea

At the recent Selene Rendezvous in Solomon Island, a technical session was led by Howard Chen, the founder and lead designer of Selene Yachts… Continue reading

Three New Selene yachts launched in the water

… Continue reading

SELENE 62 OCEAN EXPLORER

The new Selene 62 Ocean Explorer is the very latest iteration of Howard Chen’s talent… Designed for a Selene repeat customer in Europe who wanted a yacht as beautiful and safe as any Selene, but faster in order to explore the Mediterranean Sea…

Since 1998 - 420 Yachts

We have built 420 yachts over twenty years. We are experts at the inspiration and unique hard work that it takes to build these luxury yachts.

Captain & Crew-Friendly

Knowing that our customer has to be both the captain and the engineer of the vessel, we have invested a lot of time in the design of our engine rooms .

Luxury Interior

Creative layout, that makes it both livable for a cruising couple and family-friendly . I nteriors with high quality design, joinery, varnish and upholstery are also some of our hallmarks .

Selene Routes

SELENE 50 VOYAGER

The Selene 50 Voyager Sedan is a larger sibling of the 42 Voyager Sedan, with 3 cabins and the same European flair. The Selene Voyager series continues to build upon Selene Yachts’ tradition of combining the highest level of craftsmanship with superlative design.

SELENE 60 OCEAN EXPLORER

This brand new Selene 60 Ocean Explorer is the smallest vessel of the Selene Expedition line. A first look, the Selene 60 Ocean Explorer by Guido de Groot shows a number of the Selene family traits with her powerful raised pilothouse, Portuguese bridge…

SELENE 78 OCEAN EXPLORER

The Selene 78 Ocean Explorer, a cooperation between Selene Yachts and Guido De Groot, is a true and reliable explorer vessel with a stunning interior design, amazing outdoor entertainment space and the legendary Selene Yachts construction.

SELENE 128 OCEAN EXPLORER

Selene Yachts flagship of the Expedition line, the new Selene 128 will be soon in the production line for its European owner.

This brand new Selene 60 Ocean Explorer is the smallest vessel of the Selene Ocean Explorer line. A first look, the Selene 60 Expedition by Guido de Groot shows a number of the Selene family traits with her powerful raised pilothouse, Portuguese bridge…

Beyond the horizon

Choosing a boat, from the drawing board to the ocean, is always a major decision …

• Selene 38 Voyager Aft-cabin

• Selene 42 Voyager Aft-cabin

• Selene 42 Voyager Sedan

• Selene 50 Voyager Sedan

• Selene 92 Ocean Explorer

• Selene 98 Ocean Explorer

HOWARD CHEN

Read the Interview of Howard Chen, Founder of Selene Yachts

WHAT SELENE OWNERS SAY…

We wanted a compact yacht because we will load her on a cargo ship to explore new playing grounds like the Pacific Northwest or Northern European seas… It’s easily doable with a 42′ boat, and at a reasonable price. We want to see our new boat like a life enhancer and not as a financial or technical burden. This is why sizing the project, refining the specifications and a sound cooperation with the shipyard is essential, and Selene’s teams were ready to help from day one. We have found our perfect yacht…

I spent ten years as a full time vessel master and live-aboard owner. After obtaining my United States Coast Guard Master’s license, I spent countless hours cruising the waters of the San Juan Islands and the Canadian Gulf Islands.

Our constant, and the place we call “home” is M.V. Ellipsis, a Selene 60 Ocean Yacht delivered in 2007. We boat now without boundaries and enjoy navigating the rugged open waters off the west coast as much as we do the Inside Passage.

Summer and fall 2018, we will explore the Columbia and Snake Rivers, getting some experience with the locks on the river. 2019 should find us heading south in the Pacific, spending time cruising Mexico.

Even though my Selene 38 is the smallest in the range we’ve covered more than 20,000 miles in SE Asia; starting in Hong Kong, down to Vietnam and Borneo, then across to Thailand, later south to Malaysia and Singapore.

Everywhere I looked I was impressed with the quality. These are not production boats, but customized, handcrafted, solid vessels. Thank you for building us a beautiful and well founded boat! We look forward to many years of cruising in safety and comfort!

We want everyone in the yard to know just how happy we are with this wonderful boat you have made for us. Please convey our pleasure to everyone involved.

Our Selene « Adagio » has actually exceeded our expectations. Exceptional safety underway, comfortable for extended periods of live-aboard time, and excellence of workmanship are some of the reasons for our high level of satisfaction.

I went out on « Argo » today. The boat looks and performs fantastic. Convey my thanks to all the key people at the yard. The galley looks absolutely amazing. The new sound insulation you have done is really working with minimal vibrations!

We had a wonderful time in the San Juan Islands and Princess Louisa in British Columbia. The boat was perfect! We were in 25 knot winds with beam seas, some of which were well over 8 feet. « Mystic Moon » handled it perfectly!

FIND A DEALER

• The Selene Advantage
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• Selene 72 Ocean Explorer
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Yachts For Sale

New and used boat and yacht sales with guidance every step of the way..

Our Bluewater yacht brokers have years of yachting expertise in the marine industry with in-depth knowledge of yacht sales, long standing relationships with shipyards and marinas and yacht crew alike.

Whether you want to purchase your first yacht, upgrade or sell your current vessel, our aim is to find your perfect yacht or the ideal buyer.

Bluewater’s expert brokerage services put buyers and sellers first, ensuring you are at the forefront of the fast-moving yacht sales market.

Bluewater prides itself on exceptional sales advice, market intelligence and sourcing the right yacht at the right price. No matter where you are based, you can benefit from listing or purchasing your yacht with our yacht brokers who are leading worldwide yacht sale experts in major yachting destinations such as the Caribbean, Fort Lauderdale and the Mediterranean.

We’re passionate about yachting and helping our clients by offering a full service and unrivalled support from start to finish – our commitment is defined as ‘One Company, One Complete Service’ with listings for a large selection of yacht brands such as Azimut, Benetti, Sunseeker and Princess Yachts, as well as departments dedicated to yacht charter, yacht management, yacht crew placement and crew training, to ensure we can cater for all of your yachting requirements.

Contact us today to find your dream yacht.

• €130,000,000

• €6,900,000

Endless Summer

• €2,950,000

Jasmine Luna

• €6,000,000

• €39,900,000

SEAGULL MRD

• €27,900,000

• GUNDERSON MARINE
• €1,850,000

LANGKAWI LADY

• Sterling yachts
• €3,200,000

• €3,250,000

Ocean-Going

Luxury yachts.

Stunning woodwork and craftsmanship

customizable luxury

Efficient Long Range

Ocean-Tested Strength

faster delivery

Ocean Explorer

Ocean Explorer 60

Ocean Explorer 72

Ocean Explorer 78

Classic explorer.

Classic Explorer 45

Classic Explorer 49

Classic Explorer 54

Classic Explorer 60

Classic Explorer 72

Ready to customize, ultimate yacht.

News - Find out about the latest news

Expanding our Factory - Building out an Additional 200,000+ Sq Feet of Modern Facilities

East Coast Selene Rendezvous 2023

The First Selene Ocean Explorer delivered to North America

Events - find out about the latest events.

2024 Selene Boat Show & Rendezvous Schedule, Get your Discount Code & Come See Us!

See what our happy customers are saying.

“My Selene 80 Ocean Explorer ticks all the boxes! We like fishing offshore and Howard Chen has beautifully extended the cockpit, adding working space, waterline and speed to this powerful fishing machine. I am also delighted with the very professional layout of the engine room with its twin Cummins and two generators. Hydraulic windlass, stabilizers and thrusters were also a must in my view. The bespoke interior general arrangements is also perfectly adjusted to our family lifestyle… South-East Asia, the Celebes sea, Torres straight, Australia and the Pacific Ocean are definitely on my bucket list!”

“Ever since I stepped aboard my first Selene, I knew there was something special about these yachts. You can see and feel the passion in the craftsmanship, and the woodwork is just breathtaking. What truly impressed me was the strength and stability of the yacht out in open water. And the fact that I could tailor some of the interiors to my liking? That was the cherry on top. Every voyage just feels like a dream.”

“We've had our fair share of experiences with different yachts, but Selene stands out. The Caribbean trip we took last summer was nothing short of luxurious. The decks, the interiors, the entire build screams quality. And I must say, getting our yacht delivered faster than expected was a delightful surprise. If you're looking for the perfect blend of comfort and adventure, Selene is where you find it.”

“We've had our fair share of experiences with different yachts, but Selene stands out"

Selene has a 25 year tradition of building elegant long range cruising trawlers for active adventures. Selene Yachts Americas is dedicated to connecting you with a Selene customized to meet your requirements and getting you on the water for experiences of a lifetime.

Frequently Asked Questions

We are the Selene Distributor for North America covering the US, Canada and Mexico.

We welcome the opportunity to have you involved and updated with each step of building your yacht including seeing your Selene while under construction at the factory.

A Trawler combines a more comfortable ride due to it's heavy full displacement hull and fuel efficiency that enables long-range cruising capability.

High quality woodwork, luxurious interiors, rugged build and a low profile design and that provides increased stability in a seaway.

Yes, there are many customizations available beyond what we display here including additional size boats and configuration options. Please contact us to learn more.

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Ocean Alexander 32E Reviewed

• By Chris Caswell
• December 15, 2023

When I arrived at the marina, I asked the dock master where the Ocean Alexander 32E was moored. He grinned and said, “Oh, you’ll see it.”

He was right. The 32E didn’t so much float as tower head and shoulders over most other boats in the marina. Think Arnold Schwarzenegger at a debutante ball, or Kilimanjaro above the plains of the Serengeti. This is a yacht for grand adventures on the seven seas.

The 32E’s profile is forward-loaded, tapering aft from a tall plumb bow. It’s clear that the two decks aft, off the bridge and salon, are designed for alfresco living, with a beach club at the transom. The swim platform is full-on watersports, with a 2,500-pound crane to handle tenders from about 16 to 18 feet long, as well as personal watercraft. There’s also room here for toys and dive gear. Both hull sides butterfly out to expand the yacht’s beam from just under 22 feet to 27 feet. The air-conditioned beach club provides a lounge for guests to watch the action in comfort.

On the main deck, the salon has defined zones for entertaining, including leather U-shaped Poltrona Frau couches from Turin and a formal dining area for 10 guests, with electric sliding doors on each side for fresh air.

The enclosed galley is pure gourmet, arranged around an island that allows two chefs to prep, cook and plate without crowding. Equipment includes a 30-inch, five-burner Wolf cooktop and a Fisher Paykel fridge, and there are Berwyn quartz counters.

A companionway leads to the owner’s main-deck stateroom. It spans the yacht’s beam (no walkaround side decks) with a king berth and two walk-in closets. The head has a free-standing hot tub, a heated stone sole and twin vanities. The lower deck has four en suite staterooms for guests. The VIP is forward with a queen berth and a love seat. Two mirrored staterooms are abaft the foyer with queen berths, and there’s a guest stateroom to port with twins.

Ocean Alexander has a long-standing mantra that “happy crews make happy owners,” which is why the 32E has a crew space abaft the engine room. Access is safe in all weather scenarios with 24-inch-wide side decks. There is an en suite captain’s cabin and a high-low bunk stateroom with a head for crew. The mess has a kitchenette with a sink, a microwave and a fridge, and a washer and dryer are provided for the crew.

What Ocean Alexander calls the bridge deck, I see as a sky lounge with an outdoor component. It stretches full beam from the four-person hot tub (wrapped by a sun pad) aft to the forward helm. Along the way is a Poltrona Frau sofa facing a full bar to starboard with four swivel stools and sole-to-ceiling windows. A day head is convenient to the deck and the sky lounge.

The helm, as expected from a builder with a long history of producing oceangoing yachts, has a trio of 24-inch Garmin touchscreen multifunction displays for navionics as well as a closed-circuit camera feed from the engine room and on deck. A Garmin remote is built into the armrest of the skipper’s pedestal seat. Two husky pantograph doors lead to the single-level foredeck, with a forward-facing dinette/lounge and a convertible sun pad that faces fore or aft.

Standard power for the 32E is twin 2,000 hp MAN V-12 diesels, and they live in an impressive engine room. The engines are separated by a diamond-plate walkway with safety rails, and there is access to all sides. Outboard are a pair of 40 kW Kohler gensets with equally good access. The 32E sets a benchmark for color-coded, secured piping and electrical runs. Delta-T intake and exhaust fans have vents in the cabin sides, rather than the hull, because Ocean Alexander expects the 32E to shoulder through big seas. The engine beds are welded stainless steel surrounding large structural stringers. There’s a smart lube-oil-change system for the mains and the gensets, and a Gulf Coast fuel-polishing system should ensure clean food for the diesels in faraway ports.

This 32E is also outfitted with Side-Power Vector zero-speed stabilizers, a 53 hp bow thruster and a 42 hp stern thruster. The Dometic air conditioning is rated for extreme tropical climates, with heating designed down to 40-degree water temps. The 50 hz Atlas Marine Power Converter allows automatic marina connections anywhere in the world, and the aerospace-designed Octoplex provides sensors and controls for the ship’s systems and lighting.

Underway, the Ocean Alexander 32E is going to cause immediate cravings for anyone who has dreamed of anchoring off the volcanic peaks of Moorea or nudging a glacier to get thousand-year-old ice for a gin and tonic. This yacht exuded power and strength from the moment the bow touched the Gulf Stream, and I found myself glancing at the fuel gauge to consider how far the 3,600-gallon capacity might take us. On the pins, the 32E topped out at 21 knots, in case owners need to outrun a squall. That’s impressive speed for a yacht with a 274,233-pound displacement. Dropping back to 800 rpm and 7.1 knots (the MANs will last forever), the yacht has a 2,430-nautical-mile range. That’s about the distance from New York to Panama or Los Angeles to Honolulu.

The stabilizers held the yacht rock-steady in the lumpy Gulf Stream, and departing from and returning to the marina was fingertip easy with the thrusters. The 32E that I got aboard also had optional engine controls on each after corner for even easier docking.

Creating such a solid ride starts with the 32E being built tough. It has an infused-fiberglass hull and closed-cell structural foam with unidirectional carbon-fiber reinforcement on stress areas, such as stringers. There is a reinforced collision bulkhead forward, and watertight bulkheads are forward of and abaft the engine room.

Owners of this yacht could throw a dart at a world map to choose their next waypoint. The Ocean Alexander 32E is ready to go.

Meet the Designer

Yacht designer Evan K. Marshall says he grew up with a stack of Yachting magazines in his closet and doodled boats on his notebooks in school. Marshall introduced the split-level owner’s stateroom to yachts. From his office on the River Thames in England, he produces innovative designs for builders from Ocean Alexander to Hatteras Yachts and more.

Robust Reinforcement

Ocean Alexander reinforces the 32E’s hull and deck with straight aircraft-grade aluminum beams that are reportedly 10 times stiffer than wood or fiberglass, but that help keep the yacht’s overall weight low for safety and seaworthiness.

The 2,000 hp MAN diesels on the Ocean Alexander 32E are Tier 3 compliant for Environmental Protection Agency emissions standards, and they have a MAN gold-standard warranty for 60 months. A V-12 designed for luxury yachts, this four-stroke engine has strong torque to 2,100 rpm and displaces 24.2 liters (1,476 cubic inches).

Take the next step: oceanalexander.com

• More: November 2023 , Ocean Alexander , Reviewed , Superyachts , Yacht Reviews , Yachts
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View our fleet of superyachts for sale. Discover some of the world’s finest luxury yachts in our selection below.

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The Finest Selection Of Luxury Yachts For Sale

The Moran fleet contains some of the world’s best superyachts for sale. From chic vessels like the UTOPIA IV to large mega yachts like the 95m MADSUMMER, we have something to suit every new owner. We pride ourselves on our expert, up-to-the-minute knowledge of the luxury yacht sales market, and with an enviable fleet, you can be assured that our yacht brokerage team will find the perfect yacht for you at the best possible price.

Moran ensures that every stage of the yacht sale is a pleasurable experience; from browsing our luxury motor yachts for sale to completing the final pieces of paperwork and after-sales support, we’ll be right by your side. But don’t just take our word for it. If you want to buy a yacht or are curious to find out more about our fleet, explore our selection of luxury yachts for sale below or get in contact today.

PATTI & ME

540 Sport Coupe

CA’D’ZAN

BAGLIETTO 48M

ACCREWED INTEREST

45M HAKVOORT

We enable your vision

Then you have to be prepared to head off the beaten track.

You want a team that feels like family, that can be entrusted to challenge your imagination and be challenged by you. Our ambition is to create and support the most advanced and inspiring yachts in the world. Together.

What if you want to go your own way?

Oceanco yachts tell the distinctive stories of their owners, who come to us with visions that go beyond the yachts that already exist. Sometimes, even beyond our notions of what a yacht can be.

Bravo Eugenia

Black Pearl

Tranquility

What if we lead a positive change?

Innovation is a continuous process of meaningful progress. Our clients come to us because they don’t want yet another iteration from a blueprint, they want a yacht that is theirs and theirs alone. Oceanco achieves meaningful innovation that is aligned with progressive thinking about how we live and the impact on our planet, working with trailblazers from inside and outside the industry to challenge the existing paradigm. We embrace collaboration, partnership and openness while checking our ego at the door.

Tomorrow’s Designs

Oceanco partners with luminaries of the creative world to spark your imagination. We plunge ourselves into the deep and don’t come up for air until we have nailed how to transform our bold ambitions into achievable designs.

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Expedition Yachts for Sale

For anyone looking for expedition yachts for sale, these are a quickly-growing market in the yachting world, as increasing numbers of yacht owners choose to get off the beaten track and indulge in some remote cruising! Here is the full current selection of all expedition yachts for sale worldwide with photos and full specifications for each.

Expedition yachts, often called explorer yachts, are extremely versatile. As much at home in the wilds of Alaska as sitting pretty in the glamorous port of Monaco, expedition yachts are built to cross the world’s oceans while offering the extraordinary comfort of a luxury yacht.

The explorer vessel featured above, LEGEND Expedition Yacht For Sale, is a 254-foot or 77m Icon Expedition yacht available for sale. She is the only ice breaking mega yacht in the world. The proven world cruiser features a panorama Jacuzzi on the main deck, large sales throughout, welcoming cocktail bars, Movie theaters, Exclusive Balinese Spa (pictured below) and a gym.

AKULA Expedition Yacht For Sale – for full specifications and photos, click on the link.

Expedition yachts for sale are also becoming increasingly common options for new-build construction projects, but there are also many existing expedition yachts that have been converted from commercial vessels. As such, often expedition yachts for sale have wonderful histories as research ships, hospital ships, ice-breakers, trawlers and military vessels, and are now enjoying their latest incarnation as impressive luxury yachts.

Often sporting a more functional exterior, the interior of explorer vessels are as palatial and luxurious as their traditional superyacht counterparts. Expedition-style yachts tend to have a wider beam, thereby offering more volume for larger cabins and interior spaces. The yacht’s generous interior spaces are designed for live-aboard comfort for extended periods, and many of these yachts will have living quarters or suites for the owners, rather than smaller cabins.

STAMPEDE Expedition Yacht For Sale – for full specifications and photos, click on the link.

Outside you’ll find generous open decks with elegant dining and entertaining spaces, with all the luxuries you’d expect on a superyacht.  Jacuzzis, helipads and observation decks are common features found on expedition yachts for sale.

Expedition yachts are sometimes nicknamed ‘toy carriers’, as they have plenty of space to carry the tenders and water sports equipment you’ll want as you cruise exotic places. Explorer yachts for sale often carry crew who are trained as instructors, so you might learn diving, jetski, kitesurfing or even photography while cruising the South Pacific or the Galapagos.

Because they’re built as sturdy ocean-going vessels, expedition yachts are built with a strong focus on safety, self-sufficiency and comfort underway. Some expedition yachts have reinforced ice-breaker hulls for exciting Arctic expeditions, and all have modern stabilization technology and state-of-the-art safety systems. Expedition yachts are built with large fuel tanks giving them exceptional range, while onboard water-makers and excellent cold and dry storage allows them to make long sea voyages without needing to stop for supplies. Because they are built to be away from port for long periods, expedition yachts normally carry the best in communication, entertainment and Wi-Fi capabilities.

THE BIG BLUE Expedition Yacht For Sale – for full specifications and photos, click on the link.

Expedition yachts allow the yacht owner to get to all corners of the world, opening up beautiful destinations otherwise difficult to reach. From the snowy landscapes and penguins of Antarctica to the coral reefs and jungles of Micronesia, an expedition yacht opens up the world for exploration.

There are a multitude of options available for expedition vessels. Above are examples of existing brokerage vessels. Other options to consider include Full Custom Builds and Semi Custom Builds. A Fully Custom Expedition yacht build is a ground up design and specification package, which will include tank testing of hull forms, 3D modeling, etc. A Semi Custom Expedition Build includes an existing hull form and common engineering package, already being used and then customizing the house styling, layout and décor.

The 80m Explorer Yacht, unnamed, is an example of a Fully Custom Explorer Build. The vessel includes float in float out wet dock that will be able to hold a 65-70 foot sport fisherman in the stern, when the sport fish is removed the tender well becomes a deep swimming pool.  She is diesel electric with Azipod drives.   The vessel has the capability of landing two helicopters and can house both helicopters in a single hangar.  The vessel also has a large tender garage that could hold multiple smaller vessels including a RIB, flats boat, jets skis and two submarines.  The vessel has accommodations for 18 guests and crew of 36.  The vessel would be commercial fit and finish on the exterior and the interior are envisioned to be built to high end cruise ship standards.

The 75m Explorer, by Admiral Shipyards is an example of a Semi Custom Build. The yacht’s exterior design, which remains unnamed, is a display of an elegant yet robust platform with generous exterior deck spaces. The expansive aft deck is designed to accommodate an Agusta Grande helicopter, complete with a storage and refueling hangar below deck.

The interior is spread across four decks and will be finished in a timeless nautical style that is finished with contemporary elements, which will be built and installed by German interio specialists, Fitz Interior. The owner, who is expected to spend prolonged period onboard, will be treated to an exclusive main deck area covering over 300 square metres with five additional guest suites on the lower deck.

Explorer yachts look a little bit different and offer extraordinary cruising potential, marking an exciting difference in the luxury yacht market for those who love an adventure on the open ocean. If you are be interested in viewing our full portfolio of exhibition yachts for sale, reach out to the sales team by email , by this sales inquiry form or by calling one of our yacht brokerage offices worldwide.

Puro, as spoken in Italian, is the essence of all things that are Pure...

OCEAN ALEXANDER has once again pressed new boundaries with our new Puro collection of luxury yachts for the global marketplace. The OCEAN ALEXANDER 35M Puro does not take stylized cues from yachts that find a niche in geographical markets, it is the embodiment of what pure yachting is, in any part of the globe. As you look at the intricate details of this luxurious masterpiece, your eyes are not drawn to one element, instead, the harmonious blend of rich features all leading to unrivaled functionality.

Yachts designed for the global marketplace will not follow trends, they will embody pure craftsmanship that does not compromise, eventually leading to timely obsolescence. The Puro 35 creates the perfect balance of pristine entertaining spaces, chiseled body formation, and uncompromised seaworthiness. Designed by renowned Italian architect Giorgio M. Cassetta in collaboration with Andrea Agrusta of NavalHEAD, this series presents the continued evolution of OCEAN ALEXANDER and our unwavering decades of commitment to yacht building in its purest form; welcome to the next benchmark.

Technical Specifications

Maximum Length

113′ 6”

Waterline Length

95′ 8”

24′ 5”

Draft (approx)

Displacement (approx)

318,037 lbs

Fuel Capacity

Fresh Water Capacity

Holding Capacity

Standard Generator

Twin Kohler® 55 KW

Standard Power

Twin MAN® 2000 HP

General Arrangements

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• Scenic Group unveils next-generation luxury superyacht: Emerald...

Scenic Group unveils next-generation luxury superyacht: Emerald Kaia

Scenic Group has introduced the Emerald Kaia, the latest addition to Emerald Cruises ' luxury yacht fleet, marking a new era of ocean travel.

With a capacity for 128 guests, the Emerald Kaia strikes a balance between increased capacity and an intimate atmosphere, embodying Emerald Cruises' commitment to innovative luxury yacht cruising. Notable features include an expanded Sky Deck, now featuring a new internal Sky Lounge, providing guests with a luxurious open-air experience complemented by sweeping panoramic views. Furthermore, all cabins and suites have been redesigned with a 10% larger floorplan, offering guests enhanced comfort and contemporary living spaces.

The yacht boasts enhanced dining venues, revamped gym facilities, and an upgraded spa and wellness area, promising an unparalleled superyacht experience along coveted coastlines spanning from the Mediterranean, Adriatic, and Aegean Seas to the Seychelles.

Guests can expect delightful surprises throughout the spacious layout of the Emerald Kaia, including an Observation Sun Deck located at the bow, Sky Deck cabanas, a Sky Bar, and various dining options. The refined marina, now featuring an interior lounge and expanded water sports offerings, provides opportunities for luxury and adventure alike. Additionally, guests can access the marina from an open-air gym for a refreshing swim.

The expanded Elements Spa caters to those seeking holistic wellness experiences, reflecting the brand's commitment to nurturing the mind, body, and spirit.

Scheduled to set sail in April 2026, the Emerald Kaia is now open for consumer bookings and charters, with reservations commencing on April 10.

Guests can explore Emerald Cruises' new 2024-2027 Cruise Planner for detailed information on upcoming destinations and bespoke itineraries, promising enriching cultural experiences and elegant adventures on the high seas.

austrade tourism research australia

Contact an Austrade specialist as an investor as a buyer

Tourism and the visitor economy

State ecosystems

Spectacular and unique, Australia is an aspirational tourism destination for international travellers.

Thinking about entering the Australian market?

• Investors typically establish a new company, register as a foreign company or acquire an existing company. Assess your options with our Investor Guide .
• Austrade is Australia’s national investment promotion agency. We attract and facilitate game-changing foreign direct investment into Australia. Our team of business and investment specialists can connect investors to early-stage opportunities in Australia and provide direct and tailored professional assistance. Find out how we can help .

We enjoy an enviable reputation for our world-class cultural and natural attractions, from pristine beaches and rainforest to the opportunity to experience the oldest living culture on Earth.

After ten years of constant growth, we welcomed almost 10 million visitors in 2019 prior to the COVID-19 pandemic. We’re also a high yield market, with international visitors staying long and spending big.

Supported by the Australian Government’s visitor economy strategy, THRIVE 2030 , the sector has resumed its path to long-term sustainable growth, creating new opportunities for investors.

Australians holiday at home

Operators in Australia also benefit from a strong domestic market.

Australians are enthusiastic travellers and love to explore their own backyard. Increased domestic demand during the pandemic has continued; and in 2022 overnight and day trip spending by domestic tourists surpassed pre-pandemic levels.

• In a typical year, Australians account for around three-quarters of total tourism spend
• Australians make more than five domestic overnight trips a year on average
• In the September quarter 2022, spending on domestic overnight trips increased by 33% to A$27.8 billion, when compared to pre pandemic levels.
• By 2027, annual domestic overnight trip and day trip expenditure is expected to reach A$137.9 billion and A$41.1 billion respectively.

Poised to grow

International tourism is beginning to recover following the recent global disruption from the pandemic. Tourism Research Australia predicts international visitor expenditure will exceed pre-pandemic levels in 2024 before increasing to A$48.8 billion by 2027. 

With our proximity to fast-growing markets in the Asia-Pacific, we’re well-positioned to recapture a significant share of global travel spend.

Our long-term national strategy for the visitor economy, THRIVE 2030 , sets out our plan to return to pre-pandemic visitor expenditure of A$166 billion by 2024, and grow it to A$230 billion by 2030.  

Australia’s political stability and resilient economy offers prospective businesses and investors a safe and low-risk business environment.

And the Australian Government is backing the further recovery of Australia’s visitor economy, with a new $48 million tourism and travel package announced in the October 2022 Budget. The measures include plans to: 

• attract workers to our vibrant tourism industry 
• train and upskill new and existing hospitality and tourism workers 
• support tourism businesses with activities that drive international travel to and from Australia. 

Importantly, our THRIVE 2030 strategy supports sustainable growth. We know our natural assets, such as world-class nature and wildlife, are key to our attractiveness as a destination, and must be protected. In pursuing industry growth, we recognise that balancing social and environmental factors alongside economic ones is essential to sustain a truly healthy visitor economy for decades to come.  

Top 5 visiting nationalities for the year ending September 2022: New Zealand India United Kingdom Singapore USA Visitors from India spent $1.3 billion in total which included $973 million in Australia in the year ending September 2022, around three-quarters of pre-COVID levels – demonstrating a strong recovery for this market.

Australian tourism fast facts

Source: STR and TRA , based on pre-COVID 2019 data 

• Total tourism worth A$166 billion 
• International tourism worth A$45.4 billion, including $31.4 billion spent onshore 
• Ranked 2nd globally for international visitor spend per trip 
• Domestic spend grew around 6% per year for the 10 years to 2019 
• 7th largest tourism market globally 
• Australia’s 4th-largest export industry 
• More than 88,000 international visitors spent more than $1,000 per night in Australia, with another 387,000 spending between $500 and $999

Unique cultural experiences

Australia offers visitors the unique ability to experience the oldest living culture on Earth – that of Australia’s First Nations peoples.

First Nations tourism gives visitors a unique insight into the relationship Aboriginal people have with the land and sea – their Connection to Country – helping them create a deeper connection to Australia.

In 2019, 1.4 million international visitors (17 per cent) participated in an Indigenous tourism experience while visiting Australia, a six per cent year-on-year increase since 2010. For domestic travellers, the figure was one million, an increase of 13 per cent each year since 2013.

Wine and dine where the food is fresh

Australia’s award-winning restaurants and wineries serve up fresh produce from our unspoiled landscapes, while our cafes have made coffee an art form. Add to this a packed calendar of events that draws travellers year-round and you have a world-class tourism offering.

Food and wine accounts for 1 in 5 dollars spent by international tourists in Australia. 

Soaking up nature

Potential visitors rank Australia first for its world-class nature and beauty (Consumer Demand Project, Tourism Australia. Dec 2022). From pristine rainforests to spectacular beaches and vast outback plains, Australia’s stunning natural landscapes offer something for every traveller. Australia frequently appears on top 10 lists of the most world’s most beautiful countries, such as the 2022 Rough Guides reader’s vote .

Our diverse and unique ecosystems are home to a huge variety of plants and wildlife, much of which is found nowhere else on earth. This precious natural heritage is protected in thousands of parks and conservation reserves that dot the country.

The World Economic Forum ranks Australia number one for natural resources, based on both our natural beauty and highly developed outdoor tourism industry.

Australia offers abundant opportunities for businesses looking to offer nature-based experiences. With such an expansive natural environment – including a continuous coastline stretching some 30,000 kilometres – innovative businesses have the chance to look beyond familiar destinations to craft travel experiences that are new and truly unique.

Wellness tourism Going to a health spa, sanctuary, or well-being centre is growing globally. In 2019, day and overnight travellers participating in wellness activities increased by 10.4% from 2018. In 2021-22, travellers participating in wellness activities increased 21% compared to 2020-21.

Incentives, grants and support

• Austrade supports the tourism industry to innovate and build long-term sustainable growth.
• The government’s tourism promotion agency Tourism Australia supports tourism businesses by attracting international visitors to Australia. Come and Say G’day is the new global campaign to support the Australian tourism industry rebuild.
• A number of tourism investment resources are available to help you invest and make informed decisions. Tourism Research Australia  provides statistics, research and economic data on domestic and international tourism to assist the government and tourism industry.
• The Australian Tax Office’s New Investment Engagement Service gives tailored guidance on tax issues to businesses planning significant new investments in Australia.

Reports and publications

Browse our range of reports and publications including performance and financial statement audit reports, assurance review reports, information reports and annual reports.

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The aim of audit insights is to communicate lessons from our audit work to make it easier for people working within the Australian public sector to apply those lessons.

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The ANAO work program outlines potential and in-progress work across financial statement and performance audit.

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The Australian National Audit Office (ANAO) is a specialist public sector practice providing a range of audit and assurance services to the Parliament and Commonwealth entities.

Strengthening Australia’s Tourism Industry

Please direct enquiries relating to reports through our contact page .

The objective of this audit was to assess the effectiveness to date of the implementation of the Tourism 2020 strategy by the Australian Trade and Investment Commission (Austrade) and Tourism Australia.

Summary and recommendation

1.  Tourism 2020 is a whole-of-government strategy designed to build the resilience and competitiveness of Australia’s tourism industry. The strategy seeks to increase the demand for travel to and within Australia, as well as addressing a range of factors governing the supply of tourism services including investment, labour supply and tourism-related infrastructure. A Tourism 2020 goal has been established to achieve a potential overnight visitor spend (combined domestic and international) of between $115 billion and $140 billion annually by 2020 (up from $70 billion in 2009).

2.  Launched in December 2011, Tourism 2020 is the result of a policy process that commenced in May 2008 when the Australian Government announced its intention to develop a long term tourism strategy to address the decline in Australia’s share of international tourism. Within a commonwealth/state framework, the Australian Trade and Investment Commission (Austrade) is responsible for coordinating and facilitating the implementation of Tourism 2020 at a national level. Tourism Australia is the Australian Government entity responsible for attracting international visitors to Australia both for leisure and business events.

Audit objective and criteria

3.  The audit objective was to assess the effectiveness of the implementation of Tourism 2020 by Austrade and Tourism Australia.

4.  To form a conclusion against the audit objective, the ANAO adopted the following high level criteria:

• implementation of Tourism 2020 and associated policy development was supported by a sound evidence base, including effective engagement with government and industry;
• monitoring of the Tourism 2020 target and strategies has been based on robust performance measures; and
• Australian Government funding for tourism has been allocated on a sound and transparent basis.

5.  The arrangements adopted by Austrade and Tourism Australia have supported the effective implementation of Tourism 2020.

6.  Implementation of Tourism 2020 and associated policy development has been underpinned by an evidence base led by Tourism Research Australia (within Austrade) in collaboration with Tourism Australia. Tourism Ministers’ meetings have provided an effective forum for cross government collaboration and industry representatives have been consulted in the formulation of key priorities and strategies for Tourism 2020.

7.  Monitoring and reporting of progress against the Tourism 2020 target and key strategies by Tourism Research Australia have been based on robust performance measures. Regular reporting of progress against the Tourism 2020 target for overnight visitor spend is a strength of Tourism 2020. In addition, the key performance indicators developed against broad strategies have provided relevant and reliable measures of performance. However, the lack of an assessment of the overall economic impact of Tourism 2020 is a gap in the performance information—that is, the extent to which the Tourism 2020 policy initiative has contributed net benefits to Australia’s economy and general living standards. This aspect of performance should be assessed as part of an evaluation of Tourism 2020 that is planned for later in 2017.

8.  Tourism Australia has allocated funding for tourism on a sound and transparent basis. It has used data analysis to support decisions for allocating funds to tourism markets and to communication channels within each market. There were some weaknesses in performance reporting at an operational level with scope to adopt a more consistent approach to setting, calculating and reporting key performance indicators for international marketing campaigns.

Supporting findings

Development and implementation of tourism 2020.

9.  Development and implementation of Tourism 2020 has been based on coordinated, targeted research. A national tourism research agenda was developed at an early stage to advise Tourism Ministers on research priorities and review opportunities to improve the dissemination of tourism research. In line with these research priorities, Tourism Research Australia within Austrade and Tourism Australia have provided targeted data and research to strengthen marketing and business decisions, and inform government priorities and strategies.

10.  Implementation of the Tourism 2020 Strategy has been based on collaboration across government and the tourism industry. Tourism Ministers’ meetings have enabled collaboration between government on the development of a policy framework for Tourism 2020 and implementation of key strategies. Industry representatives have contributed to the development of Tourism 2020 priorities and strategies.

Monitoring of Tourism 2020 performance

11.  The Tourism 2020 target of between $115 billion to $140 billion in visitor overnight spend by 2020 is a robust measure of performance that has been regularly monitored and reported by Austrade. Moreover, regular reporting of progress against the Tourism 2020 target has helped to ‘galvanise’ the sector and is a strength of Tourism 2020. Each state and territory government tourism organisation has developed a Tourism 2020 state based target to contribute towards the national upper goal of $140 billion in overnight expenditure. Reporting has shown that the visitor overnight spend was tracking around the lower end of the national target in 2015 and 2016, which represented moderate growth since the inception of Tourism 2020.

12.  The key performance indicators adopted to assess the implementation of Tourism 2020 are relevant and reliable. While the suite of indicators for Tourism 2020 is comprehensive it is not complete as there has been no assessment of the overall economic impact of Tourism 2020.

Allocation of funding for tourism

13.  Tourism Australia has governance arrangements in place that support sound and transparent decision making by the Board and executive management team. The roles and responsibilities of the Board are clearly defined, as are the governance processes for the Board, the executive management team, and the Audit and Finance Committee. Strategic planning is clearly linked to legislative requirements, strategies with objectives, and defined performance measures with targets. Strategies and risks are regularly reviewed.

14.  Tourism Australia has allocated funding on a sound and transparent basis. Tourism Australia used data analysis to support its decisions for allocating funds to tourism markets and to each communication channel within each market. Over time this has resulted in a shift away from some mature markets (such as New Zealand) to fast growing markets (such as China), as well as an overall reduction in the number of markets being targeted—reflecting a targeted, more efficient use of government funding. In addition, Austrade’s administration of a major tourism supply side program (the Tourism Demand Driver Infrastructure program) was sound.

15.  Tourism Australia’s marketing projects have target metrics articulated in the regional annual operating plan, and in partnership agreements. However, reporting against the performance measures in international tourism marketing campaigns varies in terms of how the measures are set, calculated and reported. There is scope to adopt a more consistent approach to setting, calculating and reporting these key performance indicators. There is also scope to assess the combined impact of Tourism Australia’s marketing and industry development activities through an aggregate Return on Investment study, potentially as part of the proposed 2017 evaluation of Tourism 2020.

Recommendation

Recommendation No. 1

Paragraph 4.34

Tourism Australia adopts a more consistent approach to setting, calculating and reporting key performance indicators for international tourism marketing campaigns.

Tourism Australia’s response : Agreed .

Summary of entity’s response

16.  Tourism Australia’s summary of their response to the report is provided below. Full responses by Tourism Australia and by the Australian Trade and Investment Commission (Austrade) are provided at Appendix 1.

Tourism Australia has reviewed the report and welcomes the opportunity to formally respond to the audit findings and recommendations.

Key findings included Tourism Australia’s robust governance arrangements; compliance with Commonwealth Procurement rules; sound and transparent Government funding allocation processes; proficient strategic planning and strong risk management.

Tourism Australia accepts the recommendation to adopt a more consistent approach to the setting, calculating and reporting of key performance indicators for international tourism marketing campaigns. Effort to improve this area was already underway prior to the audit and will continue to be an area of focus. Tourism Australia will continue to refine this process to identify improvements in consistent campaign design, delivery and performance reporting.

1. Background

Tourism 2020.

1.1  Tourism 2020 is a whole-of-government strategy designed to build the resilience and competitiveness of Australia’s tourism industry. The strategy seeks to increase the demand for travel to and within Australia, as well as addressing a range of factors governing the supply of tourism services including investment, labour supply and tourism-related infrastructure. A Tourism 2020 goal has been established to achieve a potential overnight visitor spend (combined domestic and international) of between $115 billion and $140 billion annually (up from $70 billion in 2009), by 2020.

1.2  Tourism 2020, launched in December 2011, is the result of a policy process that commenced in May 2008 when the Australian Government announced its intention to develop a long-term tourism strategy to address the decline in Australia’s share of international tourism. In December 2009, the National Long-Term Tourism Strategy was launched with a focus on expanding Australia’s tourism industry through addressing a range of supply-side issues relating to the development of the tourism industry. A year later a growth target for the Australian tourism industry was released— 2020 Tourism Industry Potential .

1.3  An agreement between Australian Tourism Ministers sets the framework for jurisdictional collaboration and cooperation between governments and within the sector. It defines the general responsibilities and activities of the two levels of government and the respective roles of the Ministers. 1 A biannual meeting of the Ministers provides a forum that facilitates consultation and policy coordination, and progresses the implementation of the national strategy. Tourism Ministers may also agree, where appropriate, to work cooperatively on cross-portfolio matters or refer significant intergovernmental reform work to the Council of Australian Governments.

1.4  Tourism Ministers are supported by the Australian Standing Committee on Tourism. 2 This group is collectively responsible for implementing Tourism 2020, resolving issues that might otherwise require the attention of Tourism Ministers, and for providing advice to the Ministers on policy matters.

1.5  Within this commonwealth/state framework the Australian Trade and Investment Commission (Austrade) is responsible for coordinating and facilitating the implementation of Tourism 2020 at a national level, working with Australian Government entities and industry to develop sector policy positions, analyse sector research and report performance. Austrade is also responsible for managing the Tourism Demand Driver Infrastructure program, a partnership funding agreement between the Australian Government and the states and territories to build sector infrastructure.

1.6  Tourism Australia is the Australian Government entity responsible for attracting international visitors to Australia both for leisure and business events. Formed under the Tourism Australia Act 2004 , it delivers a wide range of marketing activity. 3

1.7  The Department of Foreign Affairs and Trade is responsible for leading Australia’s international tourism policy engagement. The department works to strengthen bilateral tourism relationships with important tourism markets and to leverage key multilateral tourism bodies. Figure 1.1 outlines the whole-of-government arrangements.

Figure 1.1: Whole-of-government arrangements for Tourism 2020

Source: ANAO.

1.8  Tourism 2020 has been designed to link stakeholders in the industry and provide a balanced focus on building the productive capacity of the tourism industry and destination marketing. The strategy also seeks to align the government and industry on key priorities.

1.9  The launch of Tourism 2020 was not accompanied by additional funding from the Australian Government. It was a strategy designed to optimise the existing level of government funding. In 2015–16 , the Australian Government allocated $179 million for tourism and promotion. This included $158 million to Tourism Australia to market Australia as a tourism destination internationally. 4 A further $14.3 million was allocated to Austrade to deliver the Tourism Demand Driver Infrastructure program. The program delivers infrastructure projects across Australia that contribute to Tourism 2020 outcomes by driving demand, improving quality and increasing tourism expenditure. Other additional resources included $4.4 million allocated to the Tasmania Regional Tourism Package and $2.6 million allocated to the Approved Destination Status Scheme to provide tour quality monitoring arrangements that underpin the Chinese inbound tourism market.

Audit approach

Audit objective.

1.10  The audit objective was to assess the effectiveness of the implementation of Tourism 2020 by Austrade and Tourism Australia.

1.11  To form a conclusion against the audit objective, the ANAO adopted the following high-level audit criteria:

1.12  The ANAO examined the implementation of Tourism 2020 by Austrade and Tourism Australia. The scope of this audit did not cover examination of the effectiveness of the Department of Foreign Affairs and Trade in leading Australia’s international tourism policy engagement, the Approved Destination Status Scheme or the Tasmania Regional Tourism Package.

1.13  The audit was conducted in accordance with the ANAO’s Auditing Standards at a cost to the ANAO of approximately $558,000.

1.14  The team members for this audit were Marian Allen, Elizabeth Wedgwood, Alison Palmer and Andrew Morris.

Methodology

1.15  The audit methodology included:

• a literature review of international tourism trends and policies;
• a review of files and documents from Austrade and Tourism Australia;
• economic analyses of the performance measures underpinning the Tourism 2020 target and strategy;
• key stakeholder interviews with state and territory tourism agencies, and industry representatives;
• interviews with the Board, Audit and Finance Committee and executive management team of Tourism Australia; and
• interviews with staff from the Department of Foreign Affairs and Trade, Austrade, Tourism Australia, the Department of Prime Minister and Cabinet, and the Department of the Treasury.

2. Development and implementation of Tourism 2020

Areas examined.

This chapter examines whether the development and implementation of Tourism 2020 has been supported by a sound evidence base, including effective engagement with government and industry.

Implementation of Tourism 2020 and associated policy development has been underpinned by an evidence base led by Tourism Research Australia (within Austrade) in collaboration with Tourism Australia. Tourism Ministers’ meetings have provided an effective forum for cross government collaboration and industry representatives have been consulted in the formulation of key priorities and strategies for Tourism 2020.

2.1  Launched in December 2011, Tourism 2020 was developed to reverse the long-term structural decline in visitor numbers and maximise the net economic benefits of tourism to the Australian economy—overnight trips and visitor nights fell by 4.5 per cent and 7.4 per cent respectively between 1998 and 2008. In part this decline was attributed to international economic constraints, the stronger Australian dollar and the increasingly competitive global tourism market.

2.2  Initial sector consultation and further research funded by the Australian Government stated that:

• there were economic benefits of expanding the sector, noting relatively large flow on benefits to the economy compared to similar action in a different sector of the economy;
• there were gaps in the research agenda for tourism that related to industry development and policy analysis and a role for government to conduct and disseminate research given the limited capacity of the sector to arrange and fund it; and
• there was a need for leadership to strengthen inter-government cooperation and to engender a commitment to work systematically with industry to identify institutional or market impediments that hold back growth of the sector.

2.3  A case was made for government intervention in relation to international destination marketing and major events on the basis of a ‘free-rider’ incentive in the tourism industry. This is where tourism related business cannot be prevented from obtaining the benefits of marketing provided by other businesses, creating an incentive for businesses in this sector to underinvest in destination marketing and major events. In this regard, the Productivity Commission (2015) concluded that there is a case for government involvement in the tourism industry on the basis of market failure, as long as the net benefits generated to the community outweigh the cost of government intervention. 5

Was Tourism 2020 based on coordinated research?

Development and implementation of Tourism 2020 has been based on coordinated, targeted research. A national tourism research agenda was developed at an early stage to advise Tourism Ministers on research priorities and review opportunities to improve the dissemination of tourism research. In line with these research priorities, Tourism Research Australia within Austrade and Tourism Australia have provided targeted data and research to strengthen marketing and business decisions, and inform government priorities and strategies.

2.4  The National Long-Term Tourism Strategy, the precursor to Tourism 2020, recommended the development of a national tourism research agenda. The aim of the agenda was to advise Tourism Ministers on research priorities; align tourism supply with demand research capabilities; report linkages between policy, marketing and research findings; and review opportunities to improve the dissemination of tourism research. In endorsing the strategy, Tourism Ministers agreed to an expanded role for Austrade’s principle research arm, Tourism Research Australia, which is to:

• produce a comprehensive state of the industry report that would provide a quantitative and qualitative assessment of industry performance, metrics for measuring the strategy and trend analysis;
• expand destination visitor surveys to underpin destination development plans;
• research issues affecting tourism including investment, productivity, labour and skills, and taxation;
• use Computable General Equilibrium 6 modelling to better understand linkages between tourism and the rest of the economy; and
• ensure the benefits of research are communicated and shared across the industry.

2.5  The Australian Government also agreed to establish a Tourism Research Advisory Board to coordinate the development and implementation of a national tourism research agenda. The Board would pursue an effective industry research program to enable key industry stakeholders to more accurately assess and respond to investment opportunities and challenges. The Board, disbanded in May 2016, has been replaced by industry led roundtable discussions with key government, industry and research stakeholders within each state and territory to identify current research priorities and gaps.

2.6  In 2010, Tourism Ministers established nine working groups to assess the barriers to growth identified in the National Long-Term Tourism Strategy (2009). Members of the Australian Standing Committee on Tourism chaired the working groups that comprised government and industry representatives. The working groups made progress in building an evidence base to support, for example, bilateral aviation negotiations, planning and regulatory frameworks and communication mechanisms to disseminate research. In addition, the working groups identified strategies for future research to support policy development and implementation. See Appendix 2 for more detail.

2.7  Research from the working groups provided the basis for the first annual State of the Industry Report developed by Tourism Research Australia and the focus of the national Tourism Directions Conference for government and industry representatives held in Canberra in November 2010. The conference agenda was developed to present and discuss issues affecting industry, and move the sector towards a unified, long-term approach to achieve the Tourism 2020 target.

2.8  In 2011, Austrade commissioned research to assess industry’s response to the National Long-Term Tourism Strategy. The report concluded that industry viewed relevant and detailed research as the single most important requirement to be addressed by the long-term strategy, and that the potential, or target, of between $115 billion and $140 billion annually, should be retained. The report also noted some industry confusion around the supply and demand elements of the strategy and recommended that governments engage more directly with industry to promote the benefits of Tourism 2020 by defining and promoting the tangible success of the strategy, demonstrating the links between the supply and demand elements, and using the option of new communication tools to keep the reporting message transparent and simple. Communication with the sector was restructured and a standardised Tourism 2020 presentation developed to promote consistency and clarity of language between all stakeholders.

2.9  The research focus developed by the Tourism Research Advisory Board has been expanded since 2009 through annual industry roundtables led by Austrade. The roundtables facilitate an exchange between government, tourism operators and the research community on research and policy priorities. The roundtables have been convened by Tourism Industry Councils and other bodies in host states and territories to identify current research priorities and gaps.

Research and analysis

2.10  Austrade and Tourism Australia share responsibility for sector research and analysis. Broadly, Austrade is responsible for research, data collection and analysis of tourism supply factors, and Tourism Australia for consumer demand factors.

Research by Austrade

2.11  The foundation for tracking international and domestic tourism is the International Visitor Survey and the National Visitor Survey administered by Tourism Research Australia. 7 These surveys address market failure in information provision. The data on travel patterns and expenditure has been collected over many years generating time series data to support policy making at all levels of government, industry planning, investment, marketing and promotion. 8

2.12  States and territories contribute financially to the conduct of these surveys through service level agreements negotiated annually or biannually. As at August 2016, states and territories contributed approximately one third of total cost ($8.4 million) of the International Visitors Survey and National Visitors Survey. These arrangements help to avoid duplication of effort and reduce costs. A review (2016) identified savings of between $13.4 million and $24.4 million through the consolidated approach, when compared to the cost of individually conducted surveys.

2.13  Reports from the two surveys are well regarded by stakeholders as measured through satisfaction surveys—81 per cent of respondents were either satisfied or very satisfied with the National Visitors Survey, and 79 per cent of respondents satisfied or very satisfied with the International Visitors Survey in 2015–16 . 9 Eighty-five per cent of respondents used research data provided by Tourism Research Australia. Of the tourism business operators that had used this data, 87 per cent used the research to help support marketing activity or business decisions. This was consistent with performance results from the previous two years. Importantly, Tourism Research Australia’s key performance measure reported in Austrade’s annual report is:

Proportion of tourism operators which use Austrade’s tourism research and information and say it helped support their marketing and business needs.

2.14  While the International Visitors Survey has sufficient level of accuracy for many purposes, for smaller regions within a state (such as regional Tasmania) the survey becomes less reliable. While acknowledging the issues with sample sizes for smaller regions, Austrade noted that contracts for the two surveys are due to expire in 2017, and that in developing new specifications, it will work closely with states and territories to determine whether increasing sample sizes in smaller regions is a priority. Where possible, Tourism Research Australia compiles a Destination Visitor Survey that aims to bridge the gap between the national surveys and meet disaggregated data needs for regional Australia. The Destination Visitor Survey program has two parts:

• the Visitor Profile and Satisfaction program profiles visitors to individual regional tourism destinations and reports on their satisfaction with their visit. This information is compiled into the Visitor Profile and Satisfaction benchmark database, enabling destinations to be benchmarked against others across a number of key indicators. Recent publications include Victoria: Great Ocean Road and Queensland: Gold Coast .
• the Strategic Regional Research program focuses on broader strategic issues that affect regional destinations.

2.15  Tourism Research Australia supports policy, marketing and industry development through research and data collection that includes:

• the State of the Industry—an annual publication that analyses the performance of the Australian tourism industry against the Tourism 2020 target, the challenges ahead, and how the industry needs to respond;
• the Tourism Investment Monitor, which provides an estimate of the total value of large-scale tourism projects;
• Tourism Forecasts, which provide ten-year forecasts for Australia’s inbound, domestic and outbound tourism sectors;
• annual Regional Tourism Profiles, which provide tourism demand and supply data for Australia’s tourism regions and all states and territories;
• analysis of the economic contribution of tourism, including tourism’s total contribution to Gross Domestic Product, exports, employment, businesses and productivity, at the state and national levels; and
• strategic regional research projects, for example, a report on Western Australia’s visitor centres and their influence on tourist behaviour released in September 2015.

2.16  A list of key publications produced by Tourism Research Australia in 2015–16 is listed at Appendix 3.

Research by Tourism Australia

2.17  In 2012, Tourism Australia established the Consumer Demand Project to collect insights from visitors and potential visitors from Australia’s key international tourism markets to understand Australia’s existing, and potential tourism appeal. Research insights and data have been shared with state and territory governments since its introduction. From 1 July 2016 state/territory governments will provide a financial contribution to the costs of the research project.

2.18  Tourism Australia also combines data from the International Visitor Survey with other national research such as the Australian Bureau of Statistics’ monthly report on Arrivals and Departures and Key Economic Indicators , and the Department of Infrastructure and Regional Development’s International Airline Activity and Airline on Time Performance Statistics to produce the quarterly International Market Update . The report provides key international market summaries including trends, changes in domestic and international aviation capacity, and industry news. The International Market Update is published online as is the data to support the work. Reports provide headline statistics only—the data is published to enable further analysis.

Has implementation of Tourism 2020 been based on collaboration between governments and industry?

Implementation of the Tourism 2020 Strategy has been based on collaboration across government and the tourism industry. Tourism Ministers’ meetings have enabled collaboration between government on the development of a policy framework for Tourism 2020 and implementation of key strategies. Industry representatives have contributed to the development of Tourism 2020 priorities and strategies.

2.19  A 2010 OECD report relating to tourism strategy development identified the importance of coordination between various levels of government, industry and key stakeholders as indicated in the following excerpt:

Addressing the major and multi-faceted challenges faced by the tourism industry demands an integrated approach to policy development across many government departments. Coherence and consistency are essential in the design and application of policies between all levels of government to ensure that tourism policies are effective. This understanding has led to an increased emphasis on ‘whole of government’ commitment … It has been shown that the development of a tourism strategy can play a key role in engaging government, industry, destination communities and other stakeholders to identify a vision and direction for tourism development and in setting priorities for implementing a long-term and sustainable vision for the tourism sector. Tourism strategies are increasingly emphasising public-private sector co-operation. 10

Collaboration across levels of government (vertical integration)

2.20  In December 2009, the Commonwealth and state/territory Tourism Ministers endorsed the National Long-Term Tourism Strategy based on the following principles:

• ensuring leadership—that is strategic, coordinated and capable of driving the implementation of the Strategy;
• informing industry and government—research that supports the long-term development of the Australian tourism industry;
• supporting growth—creating the environment to foster growth in the Australian tourism industry; and
• competing in a global environment—creating the right mix of quality product and promotion that is vital to competing successfully in the global market.

2.21  Tourism Ministers’ Meetings supported by the Australian Standing Committee on Tourism (ASCOT) have provided a framework for cross government collaboration. Development of Tourism 2020 has been based on input from across government and industry at critical junctures in the policy development/implementation process including:

• National Long-Term Tourism Strategy in 2009;
• Tourism 2020 in 2011; and
• the Tourism 2020 Implementation Plan ( 2015–20 ) developed in 2014 .

2.22  Figure 2.1 identifies key developments in relation to Tourism 2020.

Figure 2.1: Tourism 2020 timeline

2.23  The 2009 Strategic Review of Tourism Ministers’ Council resolved that successful implementation of the National Long-Term Tourism Strategy would require improvement to the way the Tourism Ministers’ Meetings (TMM) and ASCOT operated. The Strategic Review recommended a more active, outcome focused approach:

The formulation of a NLTTS [National Long-Term Tourism Strategy] represents an opportunity to break with the past and for TMM to be more outcome orientated. However, if this is to be successful there will need to be changes in the way that ASCOT operates. The NLTTS will need to move beyond aspirational or high level statements. It will need to be broken down into specific projects with clear deliverables … That responsibility must rest with ASCOT; there should be no sheltering behind the veil of collective responsibility.

2.24  The ANAO’s examination of the minutes from the Tourism Ministers’ Meetings and ASCOT meetings from 2010 to 2016 indicate that Tourism Ministers provided oversight of the progressive development from the Tourism 2020 strategy initiatied in 2011 to the 2020 Tourism Implementation Plan in 2014.

2.25  In August 2014, Tourism Ministers agreed to the Implementation Plan ( 2015–2020 ) developed by an ASCOT Steering Committee 11 in consultation with government and industry members. 12 The plan reflects a maturing of Tourism 2020 over four years, and includes a move away from broad goals to more outcome focused strategies. These strategies are linked to deliverables/timeframes with responsibility assigned to jurisdictions. These strategies are to:

• increase cross portfolio collaboration within all levels of Australian Governments;
• improve visa arrangements;
• develop a skilled tourism workforce;
• improve aviation capacity and visitor experience;
• integrate national and state tourism plans into regional and local government planning, and facilitate tourism infrastructure investment; and
• identify partnerships, efficiencies and opportunities to increase marketing spend to drive demand for travel to Australia and improve conversion.

2.26  Progress against key strategies has been reported to the Tourism Ministers’ Meeting and ASCOT through a joint commonwealth/state report. Tourism Ministers’ Meetings and ASCOT supported by the Austrade secretariat have adopted a project management approach so that the objectives, accountability and deliverables are managed in a timely and decisive way. ASCOT meetings are held a few months in advance of a Tourism Ministers’ Meeting so that papers can be considered by ASCOT as a whole and, if necessary, recast to draw out the issues, options and recommend ways ahead so Ministers can make decisions. Tourism Ministers’ Meeting and ASCOT meeting agendas, papers and communiques from 2009 onwards are available to members on a govdex site managed by Austrade. 13

Collaboration across Commonwealth government entities

2.27  Austrade and Tourism Australia are collaborating across government to implement the Tourism 2020 strategy. Austrade in particular has a broad mandate in terms of progressing strategies across a number of policy forums at the Commonwealth level.

2.28  Austrade has coordinated with government entities at the Commonwealth level to progress the first five supply side strategies listed in paragraph 2.25. Austrade reported progress against the strategies at the October 2016 Tourism Ministers’ Meeting that involved establishing a number of Inter-departmental Committees, working groups and roundtables with Australian Government representatives to progress key strategies. Research and trials were also undertaken to gather data and information to inform development of various initiatives. Tourism Australia reported progress against the sixth strategy which involved the development of partnerships, efficiencies and opportunities to increase marketing spend to drive demand for travel to Australia (demand strategy). See Appendix 4 for more detail.

Collaboration with industry

2.29  Austrade has sought industry input on the development and implementation of Tourism 2020 strategies at a national level through a range of consultative mechanisms including:

• Sector wide consultation. This approach to industry consultation was adopted in 2009 in developing the framework for the National Long-Term Tourism Strategy. The Jackson Report (2009) provided the basis for this consultation process.
• Working groups. Industry representatives were engaged in the 2011 and 2014 reviews of the implementation of the Tourism 2020 strategy.
• Industry roundtables. The industry research roundtables are held in each state/territory to identify research priorities. Initially these were led by Austrade, but from April 2016 they have been led by the Tourism Industry Councils in each relevant state and territory. Also there is the Tourism and Hospitality Labour and Skills Roundtable.
• Regular communication/consultation with the four industry national peak bodies: Australian Chamber of Commerce and Industry; Australian Tourism Export Council; Tourism and Transport Forum; and Australian Regional Tourism Network.

3. Monitoring of Tourism 2020 performance

This chapter examines whether monitoring of the Tourism 2020 target and strategies has been based on robust performance measures.

Monitoring and reporting of progress against the Tourism 2020 target and key strategies by Tourism Research Australia have been based on robust performance measures. Regular reporting of progress against the Tourism 2020 target for overnight visitor spend is a strength of Tourism 2020. In addition, the key performance indicators developed against broad strategies have provided relevant and reliable measures of performance. However, the lack of an assessment of the overall economic impact of Tourism 2020 is a gap in the performance information—that is, the extent to which the Tourism 2020 policy initiative has contributed net benefits to Australia’s economy and general living standards. This aspect of performance should be assessed as part of an evaluation of Tourism 2020 that is planned for later in 2017.

Is the Tourism 2020 target a robust measure of performance?

The Tourism 2020 target of between $115 billion to $140 billion in visitor overnight spend by 2020 is a robust measure of performance that has been regularly monitored and reported by Austrade. Moreover, regular reporting of progress against the Tourism 2020 target has helped to ‘galvanise’ the sector and is a strength of Tourism 2020. Each state and territory government tourism organisation has developed a Tourism 2020 state based target to contribute towards the national upper goal of $140 billion in overnight expenditure. Reporting has shown that the visitor overnight spend was tracking around the lower end of the national target in 2015 and 2016, which represented moderate growth since the inception of Tourism 2020.

3.1  The $115 billion to $140 billion target was announced in 2011 as part of Tourism 2020. The target, adopted by all levels of government, seeks to double the level of overnight expenditure by tourists 14 by 2020 if the stretch target of $140 billion is reached. 15

3.2  The Tourism 2020 target was based on a detailed research project by an external consultancy, drawing on an analysis of each of Australia’s major tourist source markets. The analysis assessed a range of factors influencing travel, including exchange rates, airfares, Gross Domestic Product, real private consumption, Australia’s outbound market share, traveller awareness and intention to visit, and historical levels of competitiveness.

Tourism 2020 target as a performance measure

3.3  The Tourism 2020 target sets a clearly defined standard of performance for the tourism industry with its focus on doubling the level of overnight expenditure by tourists by 2020. In line with better practice, a baseline was set in 2009 and changes in tourism expenditure from this time were reported annually. The Department of Finance’s guidance on developing performance information notes that:

While targets should reflect the performance expectations of management, stakeholders, parliament and the public, they can also be informed by external benchmarks or trends in performance from prior periods or activities. Baseline results, achieved before an activity or intervention begins, may also be a useful reference point for a new activity. 16

3.4  The Tourism 2020 target provides a measure of performance that is widely understood. ANAO interviews with a range of key government and industry stakeholders revealed that the target has generated significant ‘buy-in’—there is a sense of responsibility and accountability among Ministers, jurisdictions and tourism agencies in terms of trying to reach the target. The ‘galvanising’ impact of the target was specifically referred to by a number of stakeholders interviewed by the ANAO and was part of the original intention by Tourism Ministers when setting the target.

3.5  The Tourism 2020 target is also a measure of expenditure or ‘yield’, which is considered a more useful measure than one based on ‘volume’ of travellers. The use of the Tourism 2020 target has helped focus Tourism Australia’s marketing strategies on high-spending visitors. The limitations of a ‘volume’ target measure are outlined in a research paper published by Professor Dwyer (2014):

Until recently, [the international] tourism industry focus has been on visitor numbers rather than yield. However, there is now widespread recognition of the fact that tourism visitor numbers have little meaning unless the expenditure injected into the destination is taken into account. The concept of tourism yield is now receiving increasing attention in the research literature. 17

State and territory governments’ Tourism 2020 targets

3.6  Each state and territory tourism organisation developed their own Tourism 2020 target to contribute towards the national stretch goal of $140 billion in overnight expenditure. While state and territory government tourism agencies used a similar methodology to develop the state based Tourism 2020 target, one key difference is that state and territory government expenditure is limited to expenditure within the state or territory. For example, when a tourist visits Canberra from Melbourne, only the expenditure within the Canberra region is included with airfares being excluded. This is generally referred to as the ‘destination spend’. The national Tourism 2020 expenditure target includes the expenditure on airfares to reach the destination, which is the principal reason why the aggregate $118.5 billion stretch goal for the States and Territories does not add to the national $140 billion stretch goal. There are also some differences due to the delay by a few state and territory tourism organisations developing their Tourism 2020 targets. Table 3.1 lists state and territory government Tourism 2020 targets and associated strategies that evolved following the national Tourism 2020 strategy. All the states and territories adopted the 2020 timeframe.

Table 3.1: Tourism 2020 state/territory targets and associated strategies

Note: Although most State Tourism Organisations (STOs) had strategies in place prior to the national strategy, the table refers to the next update of their strategy following announcement of Tourism 2020. STOs generally exclude expenditure outside the state or territory, such as, international airfares.

Monitoring and reporting against the Tourism 2020 target

3.7  Tourism Research Australia recently released its seventh State of the Industry publication, which tracks progress towards the Tourism 2020 target. As Figure 3.1 shows, overnight expenditure by tourists has increased—it is tracking around the lower end of the target.

Figure 3.1: Progress towards the Tourism 2020 target, 2015–16

Source: Austrade.

3.8  The foundation for tracking international and domestic tourism is the International Visitor Survey and the National Visitor Survey administered by Tourism Research Australia. 18 These collections include visitor expenditure, regional tourism data including expenditure and key travel behaviours. Data collection processes have been designed in accordance with internationally accepted definitions and standards but modified for local circumstances. This enables comparison of Australia’s tourism performance both over time and with that of other countries.

3.9  Both the International Visitor Survey and the National Visitor Survey use long established and well documented methodologies. While detailed verification of the accuracy of survey data is beyond the scope of this audit, the statistical methods, sample sizes and survey errors are published along with the survey statistics, providing transparency of approach. Tourism Research Australia has a number of systems and processes in place to help ensure sound management of the surveys. Tourism Research Australia cited evidence of tourism research groups internationally seeking their professional assistance to improve statistical methods, surveys and analysis.

3.10  In recent years, Tourism Research Australia has made a number of improvements to the survey frame to include mobile telephones into the survey sample. Early analysis of the revised survey frame indicates that it has reduced the relative standard errors. 19 Although improvements have been made to the surveys, there have been no material changes in methodology since the Tourism 2020 expenditure target was adopted in 2011. The consistency of the measures, in combination with Tourism Research Australia’s online reporting and summary data published quarterly, provides accountability of the measures. The interval of approximately three months between data collection and publication provides a timely snapshot of domestic and international tourism trends. In addition, summary data published concurrently facilitates independent analysis by industry, along with online access to domestic tourism data from 1998, by region and travel type, and international data from 2006 onwards.

3.11  Tourism Research Australia operates under a statement of professional independence. This independence provides a level of separation between the formulation of policy and targets for tourism expenditure by Tourism Australia and Austrade, and the collection of statistics to enable measurement of progress against those targets by Tourism Research Australia.

Other measures of growth in tourism

3.12  At the time the target was announced, the doubling of overnight expenditure to achieve $140 billion by 2020 was seen as a challenge by the sector requiring a compound annual growth rate of eight per cent for nine years. 20 However, the lower bound of $115 billion was seen as more achievable by the industry as it would require a sustained growth of 5.7 per cent per year. The lower bound target was marginally above the expected long term nominal Gross Domestic Product—5.5 per cent per year over the forward estimates.

3.13  This raises the question of how challenging the Tourism 2020 target was, particularly in light of favourable external factors since 2010 such as the depreciation in the Australian dollar and increased living standards from countries in the Asia Pacific region. 21 Two other measures of relevance to Australia’s growth in tourism are Australia’s share of long haul in selected markets, and the tourism industry’s share of Gross Domestic Product. As shown below, these results are generally in line with that of achieving the lower bound of the Tourism 2020 target, and indicate moderate growth in tourism since the inception of the program.

Australia’s long haul market share

3.14  Achieving the $140 billion target would require Australia to surpass its 2001 level of international competitiveness, as measured by Australia’s share of long haul in selected markets. 22

3.15  Australia’s market share in 2010 was 0.62 per cent, and increased only slightly in 2015 to 0.63 per cent. Australia’s market share for Singapore, Malaysia, India, Germany, France, Italy and Indonesia have all increased over the five years (2010 to 2015). International share of tourists from USA and Canada were flat over the five years and other major markets all declined (NZ, China, Hong Kong, UK, Korea and Japan). Visitors from China are the world’s fastest-growing source of international tourism, with total tourism expenditure by visitors from China increasing almost tenfold since the year ending 2000. Australia’s market share of Chinese long haul tourist numbers has declined from 3.88 per cent in 2010 to 2.96 per cent in 2015.

Tourism industry share of Gross Domestic Product

3.16  Figure 3.2 shows that in 2000–01 , the tourism industry peaked at a share of 3.7 per cent of Gross Domestic Product (GDP) and 5.3 per cent of employment. Tourism declined for over a decade to 2.8 per cent of GDP and 4.8 per cent of employment. Since 2013–14 it has increased and in 2015–16 , tourism was 3.2 per cent of GDP and 4.9 per cent of employment. When Tourism 2020 was launched, tourism GDP was $40 billion (in year ending 30 June 2011), so a doubling in expenditure could imply $80 billion by 2020 if the value added in each dollar of expenditure remained constant. For the most recent year (ending 30 June 2016) tourism GDP was $53 billion, indicating that value added has not risen as rapidly as expenditure since 2011 (32.5 per cent versus 33.7 per cent). 23

Figure 3.2: Tourism as a share of Australia’s Gross Domestic Product and total employment

Source: ABS Tourism Satellite Account 2015–16 .

Are the key performance indicators adopted for Tourism 2020 relevant and reliable?

The key performance indicators adopted to assess the implementation of Tourism 2020 are relevant and reliable. While the suite of indicators for Tourism 2020 is comprehensive it is not complete as there has been no assessment of the overall economic impact of Tourism 2020.

Key performance indicators adopted for Tourism 2020

3.17  When Tourism 2020 was released in 2011, six strategic priorities were identified along with 14 key performance indicators (KPIs—refer Appendix 5). 24 Of the 14 KPIs, five indicators are publically reported through the annual State of the Industry report produced by Tourism Research Australia. The five KPIs are:

• increase in overnight visitor spend ($115 billion to $140 billion by 2020);
• increase in international and domestic aviation capacity (23.4 billion additional domestic and 8.3 million additional international inbound seats by 2020);
• increase in visitor accommodation (20 000 new rooms);
• increase the number of jobs (56 000 to 152 000 additional jobs 25 ); and
• increase visitor numbers from key Asian markets (no specific target set).

3.18  Figure 3.3 shows the progress against four of five KPIs with specific targets that were reported in the State of the Industry report, 2016.

Figure 3.3: Tourism 2020 targets, 2016

Note: The KPI relating to ‘increase in international and domestic aviation capacity’ is split into two measures—aviation capacity (international) and aviation capacity (domestic). The KPI relating to ‘increase in overnight visitor spend’ is reported against three measures—domestic, international and total visitor spend.

Source: Tourism Research Australia, Austrade.

3.19  In addition to five KPIs reported in the State of the Industry report, one of the performance measures—level of tourism investment—is reported by Tourism Research Australia’s annual Tourism Investment Monitor . While no specific target was set for the level of investment, the report has reported growth in investment over four years with $59.8 billion in projects in 2015 that were being considered, planned, under construction or recently completed, which is up from $36.2 billion in 2011. Also, the KPI relating to increase use of web and social media by potential travellers is tracked by Tourism Australia and reported in their Annual Report. There is also internal reporting of the ‘long haul market share’ KPI provided to the Tourism Australian Board. This KPI involves reporting against 12 individual international source markets. While there is value in tracking the source markets that are performing well or below trend, reporting of spend from each source market is more useful for planning and resource allocation purposes than as a key performance indicator. As discussed in paragraphs 3.14 to 3.15, this KPI could be given greater prominence as an indicator of overall growth in tourism.

3.20  Six of the 14 KPIs are no longer being reported by Tourism Research Australia. Some of these KPIs relate to changes in policy or programs that have ceased, others are qualitative measures. 26 However, there is one measure of tourism, labour productivity, which remains relevant. Although this KPI was published in 2012 and 2013, it was not published in the 2015 edition of the State of the Industry report. In 2014, Tourism Research Australia published a report on productivity which was referenced in the 2014 edition of the State of the Industry report .

ANAO assessment of key performance indicators for Tourism 2020

3.21  The Department of Finance’s guidance on developing performance information identifies three broad characteristics of good performance information—relevant, reliable and complete. Relevant performance information should clearly state who benefits and how they benefit from the entity’s activities. Reliability of the KPIs goes to the information sources and the extent to which the methodologies used to collect and assess the performance information are fit-for-purpose and verifiable. While relevant and reliable refer to quality of specific KPIs, the concept of ‘complete’ concerns the suite of KPIs for the program and whether the measures provide sufficient performance information for government and key stakeholders to judge whether the government entities are contributing to a particular purpose.

3.22  Although the Department of Finance outlines the character of good performance information, it does not prescribe criteria for assessing relevance and reliability. For the purposes of this audit, the ANAO used criteria that are often used by government and industry 27 to assess the relevance of selected KPIs currently reported against by Austrade and Tourism Australia. The criteria for relevance are:

• relevance—aligns with the objectives of the strategy;
• ownership—owner responsible and accountable for its monitoring and achievement;
• relatable—understood, agreed and communicated to the wide range of interests/skills; and
• controllable—within the ability of industry and government to influence.

3.23  Criteria that were used assess the reliability of the KPIs are:

• independence—third-party data properly resourced and governed;
• timeliness—data sources available within a suitable timeframe to inform decision making; and
• measureable—quantitative measures that can be numerically assessed.

3.24  Table 3.2 outlines ANAO’s assessment of six KPIs against these relevant and reliable criteria. Overall, the KPIs that were examined were assessed as relevant and reliable. 28 As discussed in paragraph 3.9, detailed verification of the accuracy of the indicators is beyond the scope of this audit. Appendix 6 provides a detailed assessment of each KPI against the seven criteria outlined in paragraphs 3.22 and 3.23.

Table 3.2: Assessment of key performance indicators

3.25  Generally, the best performance information is provided by the smallest set of measures that are comprehensive enough to cover the key strategies that affect performance. Tourism 2020 has been supported by small number of well targeted and defined performance measures rather than a large number of loosely framed performance measures. While the suite of KPIs for Tourism 2020 identifies progress against key strategies, there is a lack of an overall, combined impact/outcome measure—that is, the extent to which Tourism 2020 contributes to the economy and Australian living standards. 29

Evaluation of Tourism 2020

3.26  Austrade plans to evaluate the Tourism 2020 strategy in 2017. It is important that any proposed evaluation of the Tourism 2020 strategy examines the overall impact of the strategy in terms of increased living standards for Australians.

3.27  Measuring the economic impact from Tourism 2020 achievements, such as, improvements to visa processing or supply increases in seats and rooms cannot be undertaken in a Cost Benefit Analysis framework due to the complex linkages of the tourism industry. 30 Computable General Equilibrium modelling, based on the Tourism Satellite Accounts 31 is the most appropriate framework for evaluating the economic wide impact of Tourism 2020 in terms of lifting living standards for Australians according to the academic literature. 32 Computable General Equilibrium modelling allows for a complex range of factors impacting on visitor spending to be isolated by netting out the changes that would have occurred in the absence of Tourism 2020 and assessing the resulting impact on living standards.

3.28  In developing Tourism 2020, Austrade did commission ex ante Computable General Equilibrium modelling to inform the development of the strategy and identify the priority areas most likely to lift the living standards of Australians. Part of this analysis was an assessment of the benefits of four key aspects of the strategy—increasing tourism exports, investment, productivity and reducing taxation (the latter being a proxy for regulatory burden). As shown in Table 3.3, this analysis showed that the best returns were through improving productivity and reducing regulatory burden.

Table 3.3: Computable Generated Equilibrium modelling of the economic benefit of tourism strategies, 2009

Source: Access Economics (2009).

3.29  The impact of Tourism Australia’s promotion and marketing campaigns (demand side) could also be estimated through Return-on-Investment studies, such as those undertaken by Webber and Kulendran. 33 Further work by Dwyer and Deloitte allowed for crowding out effects using Computable General Equilibrium modelling. 34 More frequent, regular reporting of Return-on-Investment at an aggregate level (adjusted for crowding out effects) would allow for analysis of long term trends. Trend analysis would capture any netting out, displacement across time or any substitution/cannibalisation effects from individual tourism marketing campaigns.

3.30  The use of an ex post Computable General Equilibrium modelling combined with the new return on investment work that Tourism Australia are planning to undertake should provide a sound framework for evaluating the outcomes of Tourism 2020.

3.31  In addition, there is scope for Austrade to set targets and measures that provide a stronger basis for assessing the impact and outcomes of government strategies including:

• measures on incremental gain in productivity, skills, visa processing and aviation access, attributable to Tourism 2020 interventions;
• measures on incremental international visitor expenditure (controlling for external factors such as exchange rates, income growth, and long-haul market share) attributable to Tourism Australia’s international marketing and promotion activities; and
• measures of the net gain in living standards (including real Gross National Product and real household consumption) that result from the 2020 Strategy.

3.32  Key performance indicators such as rooms, seats, jobs and productivity provide indicators of whether objectives have been met and supply constraints have been addressed. However, there is a need to demonstrate that these have translated into higher living standards. Establishing clearer links between achieving objectives (such as spend, seats and rooms) and the consequent benefit to the living standards of Australians would be a valuable set of measures going forward. These could be developed as part of Austrade’s planned evaluation of Tourism 2020 in 2017.

4. Allocation of Australian Government funding for tourism

This chapter examines whether Tourism Australia’s funding for tourism has been allocated on a sound and transparent basis.

Tourism Australia has allocated funding on a sound and transparent basis. It has used data analysis to support decisions for allocating funds to tourism markets and to communication channels within each market. There were some weaknesses in performance reporting at an operational level, with scope to adopt a more consistent approach to setting, calculating and reporting key performance indicators for international tourism marketing campaigns.

Areas for improvement

The ANAO made one recommendation aimed at improving key performance indicators for international tourism marketing campaigns (paragraph 4.34). The ANAO also suggested that Tourism Australia validate the media value of partner contributions (paragraph 4.29).

Do governance arrangements support sound and transparent decision making?

Tourism Australia has governance arrangements in place that support sound and transparent decision making by the Board and executive management team. The roles and responsibilities of the Board are clearly defined, as are the governance processes for the Board, the executive management team and the Audit and Finance Committee. Strategic planning is clearly linked to legislative requirements, strategies with objectives, and defined performance measures with targets. Strategies and risks are regularly reviewed.

4.1  Tourism Australia is a not for profit Australian Government corporate entity. Its revenues are sourced primarily through government funding and industry revenues. Tourism Australia’s activities to promote Australia as an international tourist destination are focused overseas with the majority of expenditure incurred via Tourism Australia’s international offices.

4.2  Tourism Australia’s statutory objectives under the Tourism Australia Act 2004 are to:

• influence people to travel to Australia, including for events;
• influence people travelling to Australia to also travel throughout Australia;
• influence Australians to travel throughout Australia, including for events;
• help foster a sustainable tourism industry in Australia; and
• help increase the economic benefits to Australia from tourism.

4.3  While the Tourism Australia Act 2004 outlines domestic functions, Tourism Australia is not currently engaged in domestic tourism activity. This change in Tourism Australia’s remit came into effect in 2014, and is outlined in the Minister’s Statement of Expectations for Tourism Australia.

4.4  Tourism Australia is also subject to the Public Governance, Performance and Accountability Act 2013 (PGPA Act) that establishes the framework for the management of performance, financial accountability and the use of public resources.

Board Governance

4.5  Tourism Australia is governed by a nine person Board of Directors, appointed by the Minister for Trade, Tourism and Investment (except for the Managing Director). Austrade formally recommends Board appointments based on the qualifications prescribed in legislation. The Board must ensure the proper and efficient performance of Tourism Australia’s functions and determine Tourism Australia’s policy in relation to any matter, under the Tourism Australia Act 2004. The Board must also comply with the Minister’s written direction in relation to the performance of its functions and the exercise of powers, as shown in Table 4.1.

Table 4.1: Key elements of Tourism Australia’s governance practices

4.6  Tourism Australia’s corporate planning has defined strategies with performance measures and targets. Overall alignment was achieved by cascading the corporate strategy throughout the agency down to each individual’s project plans. While the measurement framework has performance measures to provide an overall view of the Commission’s performance, there are some limitations that are discussed below.

4.7  Tourism Australia’s assessment of strategic risk and risk at all levels of its operations helped to achieve its outcomes. Risks were identified, measured, mitigated, monitored and reported to both management and the Board. Risk management was also part of strategic and operational planning. Further, the Chair of the Board had a view of the emerging strategic risks and was committed to exploring the possible impact and likelihood of these risks.

Table 4.2: Key elements of Tourism Australia’s corporate planning and risk management

Has funding been allocated on a sound and transparent basis?

Tourism Australia has allocated funding on a sound and transparent basis. Tourism Australia used data analysis to support its decisions for allocating funds to tourism markets and to each communication channel within each market. Over time this has resulted in a shift away from some mature markets (such as New Zealand) to fast growing markets (such as China), as well as an overall reduction in the number of markets being targeted—reflecting a targeted, more efficient use of government funding. In addition, Austrade’s administration of a major tourism supply side program (the Tourism Demand Driver Infrastructure program) was sound.

4.8  In 2015–16 , the Australian Government allocated $144 million to Tourism Australia. Tourism Australia also received funding from direct industry contributions, as well as in-kind or indirect funding as shown in Figure 4.1.

Figure 4.1: Funding sources for Tourism Australia, 2015–16

Source: Tourism Australia Annual Report, 2015–16 .

4.9  Nearly 85 per cent of Tourism Australia’s funding was spent on marketing and promotion in 2015–16 . Of this funding on marketing and promotion, 65 per cent was spent on media placement, 16 per cent on digital advertising and 12 per cent on promotional activities in overseas destinations. Forty per cent (87 people) of the agency’s staff (207 people) are located in 12 offices overseas. Production of media content and website management account for the remaining marketing spend.

4.10  A core element of Tourism Australia’s marketing strategy is to target high yielding tourists because they are more likely to stay longer, spend more and visit regional areas. Potential visitor expenditure and growth from key source markets are key inputs to annual marketing allocation decision-making. Figure 4.2 shows government funding by market.

Figure 4.2: Tourism Australia allocation of funding by market 2016–17 ($m)

Note: This map only shows government funding allocation by market—it excludes corporate and business support, and other sources of revenue.

Source: ANAO’s analysis of Tourism Australia’s Annual Operating Plan, 2016–17 .

4.11  Tourism Australia’s decisions to allocate funds to these key markets is based on the following criteria:

• Minimum scale (media threshold). The logic is to focus on a smaller number of key markets, with scale and impact, rather than running many small campaigns in many countries that are ineffective.
• growth (focus on high growth markets);
• stage of development;
• marketing elasticities (markets that are likely to respond to marketing, for example, those where marketing can fill an information gap); and
• spend rate (focus is on high yielding markets).
• Allocation to media channel (increasingly digital).

4.12  The result of this allocation process over a number of years has seen a move away from some mature markets (such as New Zealand) and a greater allocation to fast growing markets (such as China). Also the number of target markets has reduced over time. Currently there are 15 target markets compared to 30 markets in 2009–10 , and 32 markets in 2008–09 .

4.13  Overall, allocations to eastern markets (Asia and the subcontinent) increased from 43 per cent in 2009–10 to 56 per cent by 2015–16 . The allocation to western markets (New Zealand, North America, United Kingdom, Europe and the Middle East) reduced from 57 per cent to 44 per cent over the same period. This shift in regional allocation was supported by data analysis and evaluation.

Funding of industry development initiatives

4.14  Tourism Australia also funds a range of initiatives that support the development of the Australian tourism industry including:

• business events ($4.2 million in 2015–16 )—provides platforms for the Australian tourism industry to do business with distributors of Australian tourist products around the world;
• distribution development ($4 million in 2015–16 )—development of distribution channels for Australian tourism industry (for example, Aussie Specialist Program 35 , business development); and
• industry support ($4.1 million in 2015–16 )—support for the Australian tourism industry through industry events and development.

4.15  In its submission to the Productivity Commission, Tourism Australia maintained that the relatively low percentage of resources devoted to the industry development initiatives is cost effective, since a large amount of research undertaken and marketing material developed primarily for the demand side (growing demand) is also able to be used to provide insights and content to industry at a marginal cost. Further, the Tourism Australia distribution strategy uses global platforms (for example, the Aussie Specialist Program and Australian Tourism Exchange 36 ) with partners to achieve cost and operational efficiencies.

Funding of the Tourism Demand Driver Infrastructure program

4.16  In addition, the Commonwealth also funds the Tourism Demand Driver Infrastructure program, which is allocated to state and territory governments through a National Partnership Project Agreement. 37 The Project Agreement commits funding of $43 million over four years to 2017–18 with payments to be made in arrears via the Commonwealth Treasury to jurisdictions on production of two reporting milestones annually. Under the Partnership Project Agreement states and territories have the flexibility to determine how the agreed outcomes would be achieved.

4.17  Funding is to be matched on a dollar for dollar basis by jurisdictions, and Minister to Minister approvals are required for all proposed projects, project amendments and payments. Ministers are also required to report on progress of the program in their jurisdiction at the biannual Tourism Ministers’ Meetings. As at May 2016, Austrade had allocated approximately $14.1 million, or less than one third of total funding. Austrade advised that in part this was due to the four intervening elections and associated caretaker periods. By September 2016, 123 projects were confirmed and $21.3 million committed.

4.18  The ANAO found that Austrade’s administration of the Tourism Demand Driver Infrastructure program was sound—projects identified by jurisdictions were consistent with agreed principles, progress was monitored through the Tourism Ministers’ Meetings and funding was paid against milestones.

How well does Tourism Australia manage marketing projects?

Tourism Australia’s marketing projects have target metrics articulated in the regional annual operating plan, and in partnership agreements. However, reporting against the performance measures in international tourism marketing campaigns varies in terms of how the measures are set, calculated and reported. There is scope to adopt a more consistent approach to setting, calculating and reporting these key performance indicators. There is also scope to assess the combined impact of Tourism Australia’s marketing and industry development activities through an aggregate Return on Investment study, potentially as part of the proposed 2017 evaluation of Tourism 2020.

4.19  Tourism Australia relies on a small number of suppliers to provide most marketing services. The largest of these contracts, for the supply of media services, is valued at $60 million per year, and is a substantial proportion of Tourism Australia’s budget. Other major contractors supply creative services (traditional and digital), event management, and website content management software.

Procurement

4.20  ANAO examined a selection of procurements and found that Tourism Australia had a sound process for engaging suppliers, and their procurement processes complied with internal procurement guidance. For the highest value and risk procurements (media and creative services) Tourism Australia adopted a two stage process. An open approach to the market was used to shortlist potential suppliers. These suppliers then presented their proposed strategy to evaluation panels in a selection of international offices. For media services, Tourism Australia also engaged a technical advisor to review Tourism Australia’s existing media services, help shape the brief, participate in the tender evaluation and help negotiate the contract.

4.21  Tourism Australia did not comply with one reporting requirement of the Commonwealth Procurement Rules with respect to AusTender reporting. Specifically, procurements were not reported on AusTender within 42 days of contract execution as required. 38

Contracts and partnerships

4.22  The contracts for creative development, media placement and digital services reflect the services to be provided and include provisions for developing and incorporating performance information. The objectives of the contracts are outlined and the contracts include milestones linked to payments, expected service levels and deliverables, which provide a basis for Tourism Australia to measure and manage these contracts.

4.23  Partnership marketing agreements clearly set the obligations for each partner, and include budget, deliverables, milestones and reporting requirements. These partnerships are normally managed regionally. There is scope to further standardise partnerships agreements. Consistent expectations, roles and responsibilities in marketing agreements would facilitate post-campaign analysis, including of the alignment of partnerships with Tourism Australia’s strategic objectives.

Managing marketing activities

4.24  Tourism Australia conducts a wide range of marketing and promotional activities to drive demand for Australia as a travel destination. Both leisure and business travellers are targeted with tailored campaigns and events. Tourism Australia also seeks to strengthen travel retailers’ familiarity with Australian travel, through a training platform (the Aussie Specialists Program), by conducting and participating in industry trade shows and with tours to Australian destinations. 39

4.25  Tourism Australia’s websites, Australia.com and Australia.cn offer personalised content, depending on the home country and interests, and facilitate connections with qualified travel agents. Tourism Australia collects detailed real-time data using Adobe Analytics to monitor website traffic, clicks and views. One of the advantages of digital platforms is the rich and timely data available on how many people have viewed information and downloaded content. Some digital campaigns with partners are now being data-matched with partner booking sites to provide data on the number of people that viewed the marketing campaign and then clicked through to book a flight. The analytics for these sites allow Tourism Australia to test what works and provides a measure of campaign effectiveness.

4.26  Most of Tourism Australia’s marketing campaigns are undertaken as partnerships. In 2015–16 Tourism Australia had cooperative campaigns with 20 airlines, around 150 key distribution partners, as well as with non-travel brands such as Visa (‘affinity’ partners). Many campaigns were undertaken with funding from state and territory tourism organisations. The relative contribution from these partners is shown in Figure 4.3.

Figure 4.3: Tourism Australia, revenue by partner type, 2015–16

Source: Tourism Australia.

Partner contributions

4.27  Tourism Australia places a high value on partnerships. As well as boosting funding for campaigns, state government and industry buy-in is seen to add credibility to its marketing strategy. In 2015–16 , Tourism Australia spent over $57 million in media placement. Industry (mainly airlines) also committed $51 million to support these marketing campaigns. In these partnership campaigns, advertising and creative services may be entirely booked by Tourism Australia (after the partner funding is received), booked entirely by the partner (including Tourism Australia’s contribution), or each partner books their own media placement. The ANAO examined 10 partnership marketing campaigns in which Tourism Australia did not manage the partner media expenditure. These campaigns were in Germany, India and China.

4.28  The ANAO’s analysis found that the partner expenditure was largely in line with the agreed outcomes. Across the 10 campaigns examined, Tourism Australia contributed $5.8 million, and the partners contributed $5.4 million, not including in-kind support. Tourism Australia provided the ANAO with evidence of partner expenditure although the quality of performance reporting across projects was not consistent. While some of the campaigns reported on the partner’s performance and campaign expenditure in detail, others gave little detail despite the significant level of funds allocated. The variation in reporting reflects, in part, the decentralised governance framework across core markets.

4.29  Many airlines spent a substantial proportion of their campaign budget on own-asset advertising. There would be merit in Tourism Australia validating the media value of partner contributions, including own-asset advertising and advertising booked through a third party for contributions over a particular value. Tourism Australia acknowledges the need for standardisation and refinement of its partnership processes. This was a finding of a review that was undertaken in late 2016, with implementation of the review’s findings planned for early 2017.

Key performance indicators for marketing campaigns

4.30  Most of Tourism Australia’s marketing projects have target metrics articulated in the regional annual operating plan, and in partnership agreements. The four most common performance measures are the number of unique visitors to campaign platforms, bookings for travel to Australia, per cent of attendees satisfied with the event, and per cent increase in incremental bookings (partner).

4.31  The ANAO observed inconsistency in the calculation and reporting of these performance measures across projects, which included over 100 destination marketing projects. A frequently used KPI—per cent increase in incremental bookings (partner)—has not been clearly defined with a standard reporting period, such as, the previous three months or the same three month period a year ago. This has resulted in inconsistent reporting of this KPI across campaigns. Some campaigns set a per cent increase but reported a target figure for this metric. For example, the ‘There’s nothing like Australia’ campaign in China 2015–16 , set a 10 per cent target, but reported a result of 29 000 passenger bookings. Also an airline partnerships campaign in Germany set a goal of achieving 700 return bookings during the campaign period. This was reported as achieving an ‘800 per cent increase in incremental bookings (partner)’. The airline partner report for this campaign stated the campaign generated 107 sales with 237 passengers.

4.32  Another frequently used KPI—the number of bookings to travel to Australia—also lacks a precise definition and standard approach to measurement. ‘Bookings to Australia’ may be the ticket sales directly attributed to the digital display activity, the total number of direct bookings to Australia during the campaign period, or the additional bookings compared to the same period last year.

4.33  Inconsistent setting, calculating and reporting of performance measures limits Tourism Australia’s capacity to gain a sufficient understanding of overall project performance and how this contributes to the entity’s strategic outcomes.

Recommendation No.1

4.34  Tourism Australia adopts a more consistent approach to setting, calculating and reporting key performance indicators for international tourism marketing campaigns.

Tourism Australia’s response: Agreed.

4.35  Tourism Australia acknowledges the importance of comprehensive campaign performance monitoring and prior to the audit was already underway with refinements to its campaign reporting processes. This included review and reduction of the number of KPIs used to measure campaign activity (from over one hundred KPIs to less than 20 metrics) and implementation of regular post-campaign reviews. Tourism Australia will continue to refine this process to identify improvements in consistent campaign design, delivery and performance reporting.

Post campaign reporting and evaluation

4.36  Post event reporting serves two functions. It reconciles the planned outputs and outcomes against what was achieved, justifying the activity, and it informs planning. While Tourism Australia has a comprehensive reporting regime for activities targeting travel retailers and the business event sector 40 , it does not normally require detailed post-campaign reporting on the outcomes of partnership marketing campaigns. Post campaign analysis is generally limited to the reports provided by Tourism Australia’s media booking agency, reporting against KPIs, and where applicable, data for campaign pages on Tourism Australia’s websites and partner sales data. There is a need for more comprehensive post event reporting against each project because partnership marketing campaigns are dynamic, and normally differ to the forecasts in the annual operating plan. Systematic post event reporting would support Tourism Australia to assess the value of partnerships, and alignment with its objectives.

4.37  It would be ideal to estimate the actual overnight visitor spend resulting from each campaign to obtain a robust estimate of the value for money delivered by each campaign. However, this is problematic for a few reasons:

• some brand-building campaigns may take several years to result in overnight spend, because tourists may plan a holiday to Australia many years after seeing a campaign;
• focusing too narrowly on individual campaigns may give a false impression of overall performance 41 ; and
• survey respondents may answer too positively for cultural reasons in some markets.

4.38  Accordingly, it is important that there is broader evaluation of the overall impact of Tourism Australia’s various marketing activities. In this regard, a broadly based analysis from the monitoring and evaluation that Tourism Australia has undertaken in relation to campaigns, media hosting, events and promotions could be drawn into an aggregate Return on Investment report and provide an assessment of the overall impact of Tourism Australia’s funding. Such evaluation could form an element of Austrade’s planned evaluation of the Tourism 2020 strategy in 2017, as discussed in Chapter 3 (paragraph 3.29).

Appendix 1 Entities’ responses

Appendix 2 Key research completed by working groups, 2010

Source: National Long-Term Tourism Strategy Progress Report 2011.

Appendix 3 Tourism Research Australia reports, 2015–16

Note a: Tourism Investment Monitor 2016 , an annual publication, was not listed in the 2015–16 Annual Report as its release date followed the close of the financial year.

Source:  Austrade Annual Report 2015–16 .

Appendix 4 Progress against the six Tourism 2020 strategies reported by Austrade and Tourism Australia

Strategy 1: increase cross portfolio collaboration within all levels of australian governments.

Austrade has established a Tourism Inter-departmental Committee (IDC) to engage with key agencies across the Australian Government on tourism policy matters to ensure a whole-of-government approach to tourism.

• An IDC was convened in March 2016 to discuss ‘working holiday maker’ tax changes.
• Austrade has initiated a Tourism Labour and Skills Roundtable, which met for the first time on 26 April 2016. The Roundtable includes representatives from tourism industry peak bodies and relevant Australian and State and Territory government agencies.
• Austrade held a Tourism Access Working Group meeting in December 2015, where industry discussed aviation and visa reforms with key Australian Government Ministers.

Strategy 2: Improve visa arrangements by Austrade

• Australian Federal Government trialled visa arrangements for a three-year multiple entry visitor visa for eligible applicants.
• ‘Fast-track’ user pays visitor visa processing to eligible applicants from India and the UAE by the end of 2016.
• Introduction of a three-year multiple entry visa for eligible Indonesian visitors.
• Expansion of online lodgement of visitor visa applications in China by the end of 2016 and India by the end of 2017.

Strategy 3: Develop a skilled tourism workforce

• Austrade has delivered Tourism Employment Plans (TEP) for seven tourism ‘hot spots’ to deliver targeted and practical measures to address labour and skills issues in those areas. The eighth and final TEP for Tasmania commenced in September 2015.
• Austrade released the Australian Tourism Labour Force Report (2015), which identifies key labour and skills issues for the tourism industry and forecast labour requirements to 2020.
• Austrade initiated a Tourism Labour and Skills Roundtable to provide a forum for the tourism industry and governments to build a sustainable tourism workforce.
• Austrade is engaging with the Department of Education and Training to identify opportunities to work collaboratively to address tourism labour and skills issues, including improving education, training and skills development outcomes and tourism and hospitality careers promotion.

Strategy 4: Improve aviation capacity and customer experience

• As a member of the Australian Government’s delegation at air services talks, Austrade contributed to the successful negotiation of an ‘open skies’ arrangements with China in December 2016. These arrangements allow airlines of Australia and China to operate without restriction between the two countries and pave the way for significant growth on the route.

Strategy 5: Integrate national and state tourism plans into regional development and local government planning

• Austrade commissioned Urbis to develop the report ‘Hotel Development Regulations in Australia’, identifying opportunities to improve planning and environmental approval processes across all states and territories, released on 2 October 2015.
• Austrade coordinated the Tourism Investment and Regulatory Reform Report Card in 2015, which provides a consolidated update on jurisdictions’ implementation of removing barriers to investment.

Strategy 6: Identify partnerships, efficiencies and opportunities to increase marketing spend to drive demand for travel to Australia

• Total overnight spend (international and domestic) reached $94.5 billion in 2015, representing an estimated average annual growth of 5 per cent since 2009.
• Tourism Australia is collaborating with 22 airlines—a combined investment of around $30 million.
• Signing of four non-airline partnership agreements in 2015/16 with Alibaba, Expedia, Virtuoso and Visa.
• Tourism Australia relaunched the Australian tourism website in 2015 following extensive research.
• Tourism Australia has appointed 32 Key Distribution Partners in China.

Appendix 5 Key Performance Indicators for Tourism 2020

Note a: In October 2013, Tourism Ministers revised the target as the existing target of 40 000 and 70 000 additional beds by 2020 was considered unrealistic. This decision was based on targeted research and discussions with industry and other key stakeholders (including the states and territories).

Appendix 6 Assessment of Key Performance Indicators

Headline kpi: $115 billion to $140 billion in overnight visitor expenditure, jobs: 152 000 increase in tourism employment.

Note: The Tourism Satellite Account has been produced by the ABS (with funding by Austrade and previously the Department of Resources, Energy and Tourism) since 1997–98 . OECD (2010) indicates that Australia was among nine OECD countries that were producing the Tourism Satellite Account in the 1990s, with most other OECD countries developing Tourism Satellite Account since 2000.

Aviation capacity: 8.3 million additional international inbound seats, 23.4 million additional domestic ASKs

Visitor accommodation: 6  000–20  000 additional room supply, long haul market share in key asian markets, web and social media metrics.

1  Full members include Ministers responsible for tourism from the Australian Government, states and territories and New Zealand.

2  The Australian Standing Committee on Tourism comprises representation from: the Australian Government, including Tourism Australia, the Australian Trade and Investment Commission and the Department of Foreign Affairs and Trade; all Australian states and territories; and New Zealand. Norfolk Island and Papua New Guinea have observer status.

3  Prior to 2004, Tourism Australia was named the Australian Tourism Commission.

4  $158 million in government funding includes total annual appropriation ($144 million) plus additional funding ($14 million) received from the portfolio department for the Asia Marketing Fund.

5  Productivity Commission, Australia’s International Tourism Industry, Commission Research Paper, Canberra, 2015, p. 10.

6  Computable General Equilibrium modelling is used to assess the economic wide impact of a policy initiative.

7  The International Visitor Survey is a computer assisted personal interview of approximately 40 000 respondents over the age of 15, located in the departure lounges of the eight major international airports. The National Visitor Survey is a computer assisted telephone interview survey of Australians over the age of 15 years. Annually the National Visitor Survey surveys 120 000 Australians on their travel activity including destination, purpose of travel and expenditure.

8  The International Visitor Survey was introduced in 1971 and the National Visitor Survey in 1998.

9  Stakeholders surveyed include representatives from Commonwealth, state/territory and local government, academic institutions, tourism industry associations, tourism businesses and consultancy firms.

10  OECD, OECD Tourism Trends and Policies 2010, Paris, 2010, < http://dx.doi.org/10.1787/tour-2010-en&gt ; [accessed 2 December 2016].

11  The steering group included ASCOT members and representatives of the National Tourism Alliance, the Tourism and Transport Forum, Australian Tourism Export Council and the Australian Regional Tourism Network.

12  Austrade consulted with over 160 industry leaders in developing the Tourism 2020 Implementation Plan (2015 ̶̶ 2020).

13  The ‘govdex community’ enables secure online collaboration for Australian governments.

14  The Tourism 2020 target is for overnight visitor expenditure (including domestic and international overnight travel but not day trips), for pre-paid packages and airfares purchased overseas.

15  The Tourism 2020 target is not a single point—it ranges from $115 billion to $140 billion in visitor overnight spend by 2020.

16  Department of Finance, Resource Management Guide No. 131: Developing Good Performance Information , Finance, Canberra, 2015, p. 29.

17  L Dwyer et al, ‘Destination Marketing of Australia: Return on Investment’, Journal of Travel Research , Sage Publishing, 53:281, 2014, pp. 283–295 .

18  Tourism Research Australia’s International Visitor Survey measures the activity of visitors who come to Australia for less than one year, although they exclude visitors who are under 15 years and include visitors coming to Australia for employment purposes.

19  The revised methodology resulted in a slight increase in expenditure estimates (1.3 per cent), reduced the relative standard errors, and improved the demographic representativeness.

20  Department of Resources, Energy and Tourism, and Tourism Australia, Tourism 2020 , Canberra, 2011.

21  For example, the trade weighted index of exchange rates declined 18.9 per cent in 2015–16 compared to the year leading up to the launch of Tourism 2020 in December 2011, and Gross Domestic Product weighted by major tourism source markets increased 16.7 per cent.

22  Long haul market share is a key performance indicator for Tourism 2020, and discussed in paragraph 3.19.

23  Tourism GDP was $53 billion in 2015–16 financial year versus $40 billion in 2010–11 , up 32.5 per cent, while overnight spend was $97.1 billion in 2015–16 versus $72.6 billion in 2010–11 , up 33.7 per cent.

24  In October 2013, Tourism Ministers agreed to four policy priorities/principles. These were to: encourage high-quality tourism experiences; limit the tax, red tape and other regulatory burden industry faces; undertake coordinated and effective marketing campaigns to drive demand; and work with industry to support the development of tourism infrastructure that can drive demand. Specific KPIs were not developed against these agreed priorities.

25  The range in additional jobs (56 000 to 152 000) arises from economic modelling estimates related to meeting the lower and upper targets for Tourism 2020 respectively.

26  The six KPIs that have not been reported against are (i) uptake of Destination Management Tool; (ii) Indigenous Australians employed in the tourism industry; (iii) percentage of industry doing transactions online; (iv) increase in the number of businesses with T-QUAL accreditation; (v) tourism labour productivity growth; and (vi) increase in tourism sector productivity.

27  University of Sydney, Key Performance Indicators , Planning and Information Office, 2014; Public Record Office of Victoria, Key Performance Indicators , PROS 10/10, 2010; and J Piatt, Five Rules for Selecting the Best KPIs to Drive Operational Improvement , 2012.

28  While the KPIs were considered to be reliable, a number of the indicators only had moderate ratings for ‘controllable’, as they were beyond the ability of the industry and government to strongly influence (for example, the additional supply of tourism rooms or jobs).

29  Department of Finance, Resource Management Guide No. 131: Developing Good Performance Information , Finance, Canberra, 2015, p. 25.

30  Cost Benefit Analysis is often used to estimate the welfare gain of a government investment, subsidy, program or other intervention. This analysis tends to work best for a single market with a close nexus between cost and benefits (such as, the number of cars using a new road or the holding of a Trade and Exhibition marketing event). This is not the case for Tourism 2020, where its economic outcomes are subject to substantial macroeconomic influences.

31  The Tourism Satellite Accounts measure direct economic benefits from tourism in terms of living standards through real Gross National Product and real household consumption.

32  L Dwyer et al, ‘Destination Marketing of Australia: Return on Investment’, Journal of Travel Research , Sage Publishing, 53:281, 2014, pp. 283–295 .

33  Webber Quantitative Consulting , Estimates of the Return on Marketing Investment for Australian Inbound Tourist , 2014 ; Kulendran and Dwyer, Measuring the Return from Australian Tourism Marketing Expenditure, 2009 .

34  Tourism Australia, Productivity Commission research paper: Australia’s international tourism industry Submission by Tourism Australia , 2014.

35  The Aussie Specialist Program is a global online training program for travel sellers and distributors. It also includes training events and webinars. It is delivered in partnership with state tourism offices and in 2015-16 operated in 15 countries.

36  The Australian Tourism Exchange is a distribution event that connects international travel distributors and media with Australian tourism suppliers. This tourism event is coordinated by Tourism Australia.

37  The National Partnership Project Agreement is based on the 2008 Intergovernmental Agreement on Federal Financial Relations.

38  Prescribed corporate Commonwealth entities must report procurements that are valued at or above the reporting threshold. The threshold is $400 000 for procurements other than for construction services.

39  Trade shows facilitate business connections between travel vendors in key markets and Australian tourism operators.

40  For example, the Aussie Specialist Program produced quarterly dashboard reports for each region, which covered completion of training and webinars, and the number of in-training, qualified and registered agents.

41  A strategy to divert marketing spend from New Zealand to China needs to increase total visitor spend (given there may be some decrease in New Zealand spend in order to attract more China spend). Campaign metrics from China will not capture the diversion of spend from the reduced allocation to New Zealand.

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Australian tourism continues to recover

• Media release

International visitors are expected to return to Australia more quickly than previously predicted, according to Tourism Research Australia's latest forecasts.

The Tourism forecasts for Australia: 2023 to 2028 report published today outlines a stronger growth for international arrivals than last year's forecasts.

This reflects the return of Chinese visitors to Australia since China's borders reopened in January, and following the restart of group tour travel from China to Australia in September.

Sustained high growth in international arrivals to Australia so far this year, the continued return of flight routes and commencement of new routes to Australia also underpin the encouraging projections.

Australia is predicted to welcome:

• 7.3 million international visitors in 2023, almost twice as many as last year (3.7 million)
• 9.3 million in 2024, reaching 98 per cent of pre-pandemic levels;
• 10.2 million in 2025, surpassing pre-pandemic levels to set a new record;
• And 12.1 million in 2028, an increase of 4.8 million or 65 per cent on this year.

The report also forecasts record spending across Australia's tourism and travel industry, which delivers benefits for accommodation, hospitality, transport, experience and event providers, and retail.

Excluding students who stay in Australia for more than 12 months, both domestic and international travellers are predicted to spend $170.3 billion in 2023, 23 per cent ($31.9 billion) above pre-pandemic (2019) levels.

International visitors alone are projected to spend $28.6 billion in Australia this year, a 124 per cent increase on 2022. This means every international tourist we welcome is spending almost $4,000 on average in our communities.

The report also points to significant increases in expected visitors from a number of countries in Southeast Asia, as well as continued strong growth in travel from China.

Deepening Australia's economic engagement with Southeast Asia is a key priority for the Government, and the Southeast Asia Economic Strategy to 2040 charts a pathway to further grow inbound tourism in our region.

While domestic travel stabilised in 2023, after a rapid bounce back in 2022 from the pandemic, the report forecasts that by 2028, domestic visitor spend will reach $172.6 billion, some 61 per cent higher than the pre-pandemic level.

Quotes attributable to the Minister for Tourism, Don Farrell:

"Australia is the best place to live, work and visit, and thanks to our resilient, world-class tourism operators, international and domestic travel has bounced back. "A thriving tourism industry is crucial to our economic prosperity, with every dollar spent in the visitor economy generating a further 81 cents for other parts of the economy. "Tourism is a major export earner and employer. One in eight Australian businesses is tourism-related and it is the lifeblood of so many Australian communities. "That's why the Albanese Government continues to back in our hard-working industry, including through Tourism Australia's $125 million Come and Say G'day campaign and our additional $48 million package of support for Australian tourism and travel businesses. "It's great to see the rapid increase in international visitors to Australia this year, who are coming back in droves to come and say G'day."

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Wish You Were Here? The Economic Impact of the Tourism Shutdown from Australia’s 2019-20 ‘Black Summer’ Bushfires

• Open access
• Published: 30 January 2024
• Volume 8 , pages 107–127, ( 2024 )

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• Vivienne Reiner   ORCID: orcid.org/0000-0003-0964-1608 1 ,
• Navoda Liyana Pathirana 1 , 2 ,
• Ya-Yen Sun   ORCID: orcid.org/0000-0001-6788-7644 3 ,
• Manfred Lenzen   ORCID: orcid.org/0000-0002-0828-5288 1 , 4 &
• Arunima Malik   ORCID: orcid.org/0000-0002-4630-9869 1 , 5  

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Tourism, including education-related travel, is one of Australia’s top exports and generates substantial economic stimulus from Australians travelling in their own country, attracting visitors to diverse areas including World Heritage rainforests, picturesque beachside villages, winery townships and endemic wildlife. The globally unprecedented 2019-20 bushfires burned worst in some of these pristine tourist areas. The fires resulted in tourism shutting down in many parts of the country over the peak tourist season leading up to Christmas and into the New Year, and tourism dropped in many areas not physically affected by the fires. Our research quantified the cost of the short-term shock from tourism losses across the entire supply chain using input-output (IO) analysis, which is the most common method for disaster analysis; to this end, we also developed a framework for disaggregating the direct fire damages in different tourism sectors from which to quantify the impacts, because after the fires, the economy was affected by COVID-19. We calculated losses of AU$2.8 billion in total output, $1.56 billion in final demand, $810 million in income and 7300 jobs. Our estimates suggest aviation shouldered the most losses in both consumption and wages/salaries, but that accommodation suffered the most employment losses. The comprehensive analysis highlighted impacts throughout the nation, which could be used for budgeting and rebuilding in community-and-industry hotspots that may be far from the burn scar.

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Introduction

Australia’s 2019-20 bushfires were unprecedented globally, burning through more than one-fifth of its temperate broadleaf and mixed-forest biome (Boer et al. 2020 ) over several months, and including every State and Territory. Starting in what was then Australia’s hottest and driest year on record (Norman et al. 2021 ), in a nation used to increasing extremes (Gergis 2018 ), the fires killed or displaced an estimated three billion animals (van Eeden et al. 2020 ) in addition to at least 33 people (Royal Commission into National Natural Disaster Arrangements 2020 ). At its peak, Australia’s worst fire, the Gospers Mountain mega-fire that formed from the convergence of six fires, was one day away from spreading from bushland to the built-up Sydney suburb of Hornsby (McDonald 2020 ), where 20,000 homes lie within 100 m of the bush (Hannam 2016 ). The ferocity of the fires has also raised questions about cumulative or irreversible damage, for example to rainforest dating back to the Jurassic Period, including cultural heritage (Australian Government Department of Agriculture, Water and Environment 2020 ); animals (Murphy and van Leeuwen 2021 ) such as the koala becoming endangered in New South Wales (NSW), Queensland (QLD) and the Australian Capital Territory (ACT) (Dalton 2022 ); and potentially climate targets as a result of greenhouse gases emitted from the fires (van der Velde et al. 2021 ). The fires resulted in about 830 million tonnes of carbon dioxide-equivalent emissions (Australian Government Department of Industry  2020 ), which is one-and-a-half times Australia’s annual emissions for the previous year to March 2019, of 538.9 Mt C0 2 -e (Australian Government Department of Industry & Resources  2019 ). The Australian government (2020) noted that bushfires tend to result in a carbon sink in future years as a result of regrowth, however, concerns have been raised regarding the extent of Australia’s 2019–2020 fires in terms of post-fire recovery (Boer et al. 2020 ).

The bushfires (also called wildfires) started in mid-2019; in the nation’s north, what became known as the Queensland bushfires between September to December 2020, marked the start of a catastrophic season. The QLD fires affected a number of tourism areas, including the World Heritage Lamington National Park, where the historic Binna Burra Lodge was destroyed, along with Parks and road infrastructure (Binna Burra 2022 ; Queensland Government 2020 ). A State of Emergency had been declared briefly in November. In December the fires intensified in NSW, VIC and South Australia (SA) in the lead-up to Christmas and in the early New Year period, disrupting the peak tourist season, with many tourists stranded, evacuated or cancelling trips. A “Tourist leave zone” was set up in NSW, extending 500 km from Batemans Bay along the coast to the VIC border in the first week of January. The Rural Fire Service warned of upcoming weekend fires “the same or worse” than the devastating New Year’s Eve fires and encouraged holiday-makers to get out of harm’s way and allow emergency workers to focus on protecting the local communities (BBC 2020 ). Tourism Australia paused its advertisement Matesong , which focused on celebrity Kylie Minogue (Bourke 2020 ) and an image of the spots of bushfires over a month on a map of Australia was Tweeted by singer Rhianna and went viral, giving the impression that the whole of the country was on fire simultaneously (Rannard 2020 ). In Australia’s 4th -most visited island, SA’s Kangaroo Island, catastrophic conditions resulted in evacuations and the death of two people before the fires were brought under control in late January (Kangaroo Island Council 2020 ). With conditions improving in some areas such as the NSW Blue Mountains, Australia’s capital, the ACT became the worst-hit region in February (Tourism Research Australia 2020a , b ), experiencing the most hazardous air quality in the world (Norman et al. 2021 ). Melbourne was also affected by hazardous air-quality levels and smog from the fires made its way across the globe (Rodriguez 2020 ), before the bushfire season ended in March 2020.

In some regions directly affected by fires, business takings were reduced by more than 70% in the important summer holiday period; in addition to losses from tourism, residents also spent less because of safety- and supply-chain disruptions (Indigo Shire Council 2020 ; McIlwain 2020 ). Research showed that at its peak, awareness about the fires was close to 100% across all markets (Tourism Australia 2020 ), and the government’s export arm noted that tourism and education was its most-impacted industry (Austrade 2020 , p. 2).

The federal government provided an AU$76 million Rebuilding Australian Tourism package and among other initiatives, Tourism Australia executed a successful “Holiday here this year” campaign after some of the worst of the fires, in January, encouraging Australians to return to bushfire-affected areas and support local communities across the country. In February an international campaign was launched, called “There’s still nothing like Australia”, building on a pre-fire campaign, “There’s nothing like Australia”; however, all marketing was stopped because of increasing coronavirus travel restrictions, and Australia comprehensively closed its international borders on 20 March 2020.

What has been referred to as Australia’s “Black summer” could be a sign of things to come (Canadell et al. 2021 ; Handmer et al. 2018 ; Norman et al. 2021 ; Van Oldenborgh et al. 2021 ) in a continent already subject to heatwaves and drought, which is being exacerbated by climate change (Gergis 2018 ). In particular, bushfires have been increasing their share compared to other natural hazards; this trend has been noted in Australia as well as globally (Handmer et al. 2018 ; Swiss Re 2021 ).

This is, to our knowledge, the first supply-chain analysis of the cost of the 2019-20 bushfire tourism damages on the Australian economy and is based on the popular technique input-output (IO) analysis. Drawing on surveys by Tourism Research Australia about the direct impact of the bushfires, we calculate losses across the entire supply chain, uncovering hotspots in particular sectors and regions.

This paper is set out as follows: Brief overviews of IO analysis, as well as the IO disaster analysis stream and its application to this study are detailed in the Methods section. Key findings are set out in the Results, risks to long-term tourism as well as future research recommendations are outlined in the Discussion, and we then conclude.

Overview of Input-Output Analysis

This study draws on input-output (IO) analysis, a methodology that is globally standardised and enables impact analysis along the entire supply chain. In comparison to production-based accounting, where impacts are relegated to the producer or territory responsible, IO underpins consumption-based accounting because it traces the impact of intermediate industry demand in addition to the impact of final demand from the consumption of a good or service (Afionis et al. 2017 ). In this way, IO analysis facilitates comprehensive impact analysis such as carbon footprints that include all scope-3 emissions. Furthermore, IO analysis facilitates researcher and policy expert insights, through the ability to provide highly disaggregated information at the sectoral and regional levels and across a wide range of indicators (Wiedmann 2009 ); outputs range from headline figures on gross domestic product (GDP) and environmental impacts to a breakdown of employment impacts in specific regions or sectors.

IO analysis was developed by economist Wassily Leontief during the 1930s and 1940s to enable practitioners to quantify the relationship between inputs into, and outputs of economic activity, including pollution (Leontief 1936 ). With the methodology demonstrating the relationships between consumption and production and enabling the identification of supply-chain hotspots (Leontief 1966 ), IO analysis increased in popularity during the 1970s oil shocks, winning Leontief a Nobel Prize (The Nobel Prize 1973 ).

Because it is based on the economic structure of nations, Leontief’s prize-winning formula overcomes barriers such as data collection from indirect suppliers faced in traditional life-cycle assessment (LCA). Traditional LCA tends to be limited to direct (on-site) impacts or else typically does not extend beyond direct suppliers or suppliers of direct suppliers. However, hybrid IO-LCA studies can make use of LCA’s bottom-up data while benefitting from the calculation of higher orders of production via IO’s top-down approach. The structure of IO analysis additionally lends itself to numerous applications related to economic activity (Wiedmann 2009 ), extending to environmental and social indicators and answering complex and novel research questions (for a recent example, see Malik et al. ( 2022 ).

Multi-region input-output (MRIO) models were expanded globally by research collaborations (Lenzen et al. 2017a , b , 2013 ; Malik et al. 2019 ; Tukker and Dietzenbacher 2013 ). These developments were supported by increased data availability and improvements in high-performance computing that enables the analysis of billions of supply chains.

Global, multi-regional analysis, also referred to as GMRIO draws on data issued regularly by more than 100 statistical agencies around the world and is routinely employed by organisations such as the OECD, the European Commission and the World Bank. Recently, IO analysis was used to build an open-access database on behalf of the UN for the measurement of countries’ economic, social and environmental indicators against the Sustainable Development Goals (SDGs), for standardised reporting and hotspot analysis (Lenzen et al. 2022 ).

IO analysis draws on input-output tables (IOTs) from countries’ statistical agencies as part of the almost universal System of National Accounts 2008 framework (European Commission et al. 2009 ). IO analysis also draws from international data providers such as Eurostat and sources such as UN Comtrade, the data from which can be used to build inter-country supply-and-use-tables that form the basis of IOTs. Just as the System of National Accounts has facilitated international comparisons across significant economic activities, so too has IO and its extended environmental, social and disaster analysis facilitated comparisons of impacts across companies, industries and regions; IO analysis is governed by standards set by the United Nations (UN Statistics Division 1999 ).

In this study, negative entries in the final-demand and value-added blocks of the pre-disaster MRIO tables were removed by mirroring, as described in Sect. 4 of Lenzen et al. ( 2014b ).

Disaster Analysis Sub-Stream of IO

Research focusing on quantifying the impacts of disasters was not common until a string of disasters in the decade from the 1990s, including the Kobe earthquake in 1995, the Indian Ocean earthquake and tsunami in 2004 and Hurricane Katrina in 2005 (Okuyama 2007 ). The need for routine, effective and efficient quantification of economic impacts, in order to adapt and mitigate against catastrophic disasters, is now considered urgent (Okuyama and Santos 2014 ). An increasing focus on quantifying disasters, assisted by increased data availability has led to the development and advancement of empirical research methodologies including econometric models, social accounting matrix (SAM), computable general equilibrium (CGE) and IO disaster analysis as well as hybrid models (for example, as proposed by Oosterhaven ( 2017 ). The relative strengths and applicability of various approaches have been well-discussed in the disaster analysis literature; CGE and IO models are commonly used (Galbusera and Giannopoulos 2018 ; Steenge and Bočkarjova 2007 ; Zhou and Chen 2021 ), with IO analysis increasingly popular in recent years (Bočkarjova et al. 2004 ; Li et al. 2013 ; Schulte in den Bäumen et al. 2015 ) to become the most commonly employed method for disaster impact analysis (Okuyama and Santos 2014 ). For example, IO analysis has been used recently to quantify the impacts of cyclone Debbie in Australia (Lenzen et al. 2019 ), earthquakes in Taiwan (Faturay et al. 2020a ), COVID-19 (Lenzen et al. 2020 ) and the Venezuelan energy crisis (Li et al. 2022 ).

With IO models previously established as the major tool of impact analysis that assesses more than one region (Richardson 1985 ), this methodology plays a crucial role in tracing the indirect, flow-on effects from large-scale disasters in an increasingly globalised world (Steenge and Bočkarjova 2007 ). IO post-disaster analysis calculates impacts from direct damages data rather than relying on expected future trends as inputs to the model. In addition to its universality, IO disaster assessment because of its relatively straightforward structure, has also enabled integrative approaches where IO is incorporated with other models to enable them to assess higher-order (indirect) effects, such as for CGE (Koks et al. 2016 ; Rose 1995 ) and transportation networks (Okuyama 2007 ). In comparison, CGE’s approach in simulating future states is more flexible, which can be a weakness. In a meta-analysis of CGE studies, Zhou and Chen ( 2021 ) concluded that variability in results because of practitioner assumptions inherent in the modelling remain a challenge. An assumption that the market produces optimal outcomes and the economy re-adjusts towards equilibrium over the longer term can provide an underestimation of losses, particularly where a large disruption occurs in a short timeframe (less than a year), which typifies natural hazards (Rose 2004 ). Oosterhaven ( 2022 ) details a new approach, which has been referred to as IO/SU non-linear programming and allows for substitutability, as well as price rises, which minimise business disruption; however, it may be less suitable for quantifying the impacts of complex disasters where shortages are common, along with business shutdowns. Recognising the imbalance that exists in the aftermath of a disaster and the new situation the economy faces as a result of spillover impacts along supply chains, Steenge and Bočkarjova ( 2007 ) built on the concept of a basic equation, using IO analysis, to describe the pre- and post-disaster economies, with the idea that governments can use the model to determine market interventions and analyse alternate pathways to the desired post-catastrophe equilibrium.

We follow the approach by Steenge and Bočkarjova to determine the short-term post-disaster loss for the economy, which has been built on in recent studies to improve the disaster model. Limitations of IO disaster analysis have included the fact that the rigid structure requires constant prices and does not take account of real-world behaviour such as substitution of goods and services; however, advances have gone some way to addressing several limitations. Steenge and Bočkarjova described a “basic equation” that can be represented as \(\stackrel{\sim}{\mathbf{x}}=\left(\mathbf{I} -\widehat{\varvec{\upgamma }} \right)\mathbf{x}\) – where the potential maximum production of each sector of the impacted economy \(\stackrel{\sim}{\mathbf{x}}\) takes into account the event matrix of losses placed on the diagonal, gamma hat ( \(\widehat{\varvec{\upgamma }}\) ), of proportionate production losses that shinks the pre-disaster economy \(\mathbf{x}\) , so that losses in total output are the difference between this new output level and the initial output (Bočkarjova et al. 2004 ; Steenge and Bočkarjova 2007 ). Total output is determined according to standard IO anaysis: \(\mathbf{x}={(\mathbf{I} -\mathbf{A})}^{-1}\mathbf{y}\) , where \(\mathbf{I}\) is an identity matrix of 1’s on the diagonal and 0’s elsewhere; the \(\mathbf{I}\) matrix is the same dimensions as the direct requirements matrix \(\mathbf{A}\) to which it relates, which is a “production recipe” of the selected sector groupings comprising the economy, with the inputs into each sector are a fraction adding up to $1 (or other monetary unit as relevant) worth of production; \(({\mathbf{I} -\mathbf{A})}^{-1}\) being the famous Leontief inverse \(\mathbf{L}\) that includes the entire supply chain, and demand from end-consumers \(\mathbf{y}\) (also referred to as final demand or consumption) being equal to \(\left(\mathbf{I} -\mathbf{A}\right)\mathbf{x}\) . A relaxation of Steenge’s approach is described by Schulte in den Bäumen et al. ( 2014 ). Developed to be used in instances when the “unbound” constant production recipe approach results in negative final demand ( \(\mathbf{y}\) ) values, this method assumes that very small, marginal inputs to production, in the \(\mathbf{A}\) matrix, are substitutable, meaning intermediate demand can shoulder some of the shock to ensure no negative final demand in order to reflect better the real world. To achieve this, marginal inputs in \(\mathbf{A}\) are reduced to zero to ensure the post-event final demand sectors in \(\mathbf{y}\) are either zero or positive.

An alternative to removing marginal inputs in \(\mathbf{A}\) was developed by Faturay et al. ( 2020a ) because small values may nonetheless be important in complex supply-chain interactions; this approach uses optimisation coding in MATLAB to determine the maximum total output losses. Given the disaster “basic equation” \(\stackrel{\sim}{\mathbf{x}}=\left(\mathbf{I}-\widehat{\varvec{\upgamma }} \right)\mathbf{x}\) , with \(\mathbf{x}={(\mathbf{I}-\mathbf{A})}^{-1}\mathbf{y}\) , the optimisation approach to determining the post-disaster economy enables changes in intermediate demand ( \(\mathbf{A}\) ), final demand \(\mathbf{y}\) and total output ( \(\mathbf{x}\) ) in order to meet the constraints of no negative values in final demand ( \(\mathbf{y}\) ). This model was used in a comprehensive footprint of the first COVID-19 lockdown (Lenzen et al. 2020 ) and more recently in projections of climate impacts on the Australian food system (Malik et al. 2022 ). A new “minimum-disruption” approach to modelling the post-disaster transition has also been proposed by Li et al. ( 2022 ), who apply priority weights to essential sectors to guard against the economic shock. In this novel study of the tourism impacts of Australia’s 2019-20 mega-fires, we use the optimisation approach developed by Faturay et al. ( 2020a ) described above, because of its application to numerous recent disasters.

Data Collection

Tourism Research Australia (TRA) published a range of data in the National Visitor Survey ( 2020b ) and International Visitor Survey ( 2020a ); in order to provide a more comprehensive understanding of the losses from the bushfires, TRA provided, upon request, quarterly expenditure including day trips (personal communication, 31 August, 2022). Only data from January-March 2020 was used because expenditure only started falling in that quarter. By the following quarter, the fires had been brought under control and it would not be possible to determine if any bushfire tourism losses flowed through to the following quarter because non-essential travel was banned because of the coronavirus pandemic. TRA also provided the underlying data from surveys that sought to determine the proportion of tourists who were impacted by the bushfires (personal communication, 10 & 14 June, 2022). These percentages were applied to the March quarter losses to ensure no losses because of the coronavirus were included. In order to disaggregate losses by sector, the proportionate representation of tourism- and tourism-related sectors from TRA’s 2018-19 State Tourism Satellite Accounts (TSA) (Austrade & Tourism Research Australia  2020 ) was applied to the 2019-20 losses (Austrade & Tourism Research Australia  2021 ). The UN World Tourism Organization and Australian Bureau of Statistics definitions of tourism relate to expenditure by visitors to an area where the visit is for less than a year; TSAs, which comprise expenditure on tourism and related activities of nations, include business- and education-related travel, in other words, any visits, as opposed to long-term moves. Online Resource 1 SI 2.7 provides further details about the calculations of direct damages.

The Event (Gamma) Matrix

Losses were divided across eight regions (each State and Territory) and 39 sectors, which included the most-affected sectors as well as other key primary, secondary and tertiary sectors. The post-disaster losses were then compared with the pre-disaster total output for the year, for the relevant sectors and regions in the MRIO and converted into a proportion. A separate gamma matrix of capital damages was also compiled, with the treatment of infrastructure, including depreciation, following the approach described in previous IO disaster studies (Faturay et al. 2020a ; Lenzen et al. 2019 ) (see Online Resource 1 SI 2.6 for details); added together, these make up the final gamma matrix of proportionate losses for the economy. For example, 0.02 for South Australian Accommodation means that income in the accommodation sector in SA reduced 2% for the year; areas where no known direct damage occurred are 0. Table  1 shows the final gamma matrix ( \(\varvec{\upgamma }\) ) of direct losses and capital damages.

As can be seen in Table  1 , no losses were recorded for Tasmania (TAS) because that State recorded increased tourism expenditure (of $1.1 million). This study quantified the total impact from direct losses, across the supply chain, but did not quantify the impact of gains (in Tasmania); in the same way, insurance paid out can be seen as an economic stimulus, as can hospitalisations in providing money for the healthcare sector; these are also not included in IO disaster-analysis calculations. In this way, a standardised approach is followed in quantifying the short-term economic cost of the losses from each impacted sector.

MRIOs are based on countries’ input-output tables (IOTs) in the National Accounts so the aggregated sectors were selected from 1284 sectors in the Australian Industrial Ecology Virtual Laboratory ( http://www.ielab.info/ ), which are based on the Input-Output Product Classification in the Australian National Accounts (Australian Bureau of Statistics 2009 ). The States and Territories were aggregated from the 2214 Statistical Area level 2 (SA2) regions (Australian Bureau of Statistics 2011 ). A concordance matrix to aggregate the sectors and regions was converted into a MRIO of the Australian economy in the IELab. The IELab developed at the University of Sydney (Lenzen et al. 2014a ) was Australia’s first such collaborative cloud-based platform for IO analysis. Such platforms overcome the time-consuming nature of MRIO compilation through an open-source approach, with the source data updated regularly. IELabs have now been built for Indonesia (Faturay et al. 2017 ), Japan (Wakiyama et al. 2020 ), Taiwan (Faturay et al. 2020a ), China (Wang 2017 ) and the United States (Faturay et al. 2020b ), and the Global MRIO Lab infrastructure was used to build GLORIA on behalf of the UN International Resource Panel as the database for the open-access global Sustainable Consumption and Production Hotspot Analysis Tool (Lenzen et al. 2022 ).

Indicators for Impact Analysis and Unravelling supply Chains Through Production Layer Decomposition

The satellite account attached to the tailored MRIO was selected during the MRIO compilation in the IELab, with matrix calculations then carried out in MATLAB. In this study, the satellite account employment (in addition to the related indicator, income) was selected as an indicator for impact analysis, to be quantified along with the post-event total output ( \(\mathbf{x}\) ) and final demand ( \(\mathbf{y}\) ).

The change in final demand ( \(\varDelta \mathbf{y})\) is used to calculate the employment and income impacts of the disaster using the formula \(\mathbf{q}\mathbf{L}\mathbf{y}\) , where \(\mathbf{q}\) is the multiplier derived by dividing the desired indicator by pre-disaster total output \(\mathbf{x}\) , and \(\mathbf{L}\) represents the entire supply chain \({(\mathbf{I}-\mathbf{A})}^{-1}\) . Income data is extracted from the first row of the value-added block of the MRIO ( \(\mathbf{v}\) ), while the aggregated total employment data is contained in the 24th row of the employment satellite account in the IELab. In both instances, the \(\mathbf{q}\) matrix is calculated using element-wise multiplication so that the intensity sectors/multipliers align with the final demand sectors, enabling production layer decomposition (PLD) for a disaggregated view of impacts. The entire impact \(\mathbf{q}\mathbf{L}\mathbf{y}\) is unravelled at each production layer through the following decomposition:

where \(\mathbf{q}\mathbf{y}\) is the direct impact (first layer in the PLD), \(\mathbf{q}\mathbf{A}\mathbf{y}\) is the additional impact from direct suppliers involving the \(\mathbf{A}\) matrix of direct requirements, \(\mathbf{q}{\mathbf{A}}^{2}\mathbf{y}\) is the impact from suppliers of the direct suppliers and so on, to infinite (n) layers/orders of production i.e., direct suppliers as well as all indirect suppliers.

Limitations

Our results may be conservative because it is possible that tourists would have spent even less than anticipated in the Tourism Research Australia surveys on which this bushfire research is based, had it not been for the first COVID-19 lockdown, which then became the primary reason for slashed tourism expenditure. We calculated bushfire-related tourism expenditure losses from the National Visitor Surveys and International Visitor Surveys that were carried out from 21 January to 15 March (personal communication, 15 & 17 June, 2022), which asked tourists about the extent to which their changed behaviour occurred because of the bushfires. Had it not been for the pandemic, the bushfire impact on tourism may have measured more post-fire, without being mixed up with losses from concurrent disasters, meaning we would have identified potentially higher bushfire losses. As well, direct bushfire damages data were only available for regions, not sectors, apart from tourism-related infrastructure. Although sectoral expenditure is available in the 2019-20 ABS Tourism Satellite Account, this period included COVID-19; therefore, assumptions had to be made about bushfire-specific direct sectoral losses, based on the usual proportionate representation of tourism spend, which were then used to calculate total losses including indirect impacts (see Online Resource 1 SI 2.7 for details about the calculation of the direct damages data).

From the Tourism Research Australia quarterly data and bushfire surveys, we calculated direct losses in tourism expenditure of $1629.9 million nationwide, in addition to $112.6 million in depreciated infrastructure (in other words, $1742 million direct losses for the year, including infrastructure). In terms of regional breakdown, these direct losses (including infrastructure) were: NSW - $760.5 million, VIC - $347 million, QLD - $343.7 million, SA - $113.8 million, Western Australia (WA) - $135.6 million, TAS - $0, ACT - $22.2 million and Northern Territory (NT) $19.7 million. This triggered losses across the entire supply chain totalling $2801.6 million in total output, $1561.8 million in consumption, $809.4 million in income, and employment losses of more than 7292 full-time equivalent (FTE), which impacted sectors and regions in different ways. Taking the total output losses into account as a proportion of the pre-fire total output, in 2018-19, the losses were worst in NSW, closely followed by SA, which experienced significant fires not only in the Adelaide Hills winery and day-trip region near the State’s capital but also in Kangaroo Island, where almost half the island burned (Kangaroo Island Council 2020 ). Next in terms of proportionate losses was NT, despite the fact that this region did not suffer catastrophic fire conditions.

Geographic Distribution of the Employment Losses

The geographical spread of losses in employment are similar to losses in the other indicators measured in this study. Figure  1 shows that almost half of the 7292 jobs lost were experienced in NSW, the most populous State, which is also where the fires were worst.

Losses in full-time equivalent (FTE) jobs across Australia resulting from the tourism losses because of the 2019-20 fires. The most populous State, New South Wales (NSW), suffered about twice as many losses in employment as its neighbouring eastern States, equivalent to 3171 full-time jobs. The Northern Territory (NT), although not suffering catastrophic fires, nonetheless lost 75 jobs from the short-term shock. Nationwide, more than 7292 jobs were lost. Other regions: Victoria (VIC), Queensland (QLD), South Australia (SA), Western Australia (WA), Tasmania (TAS), Australian Capital Territory (ACT)

Figure 1  shows that although most of the employment losses were concentrated around Australia’s east-coast States that also suffered the most direct tourism losses, spillovers were experienced across the nation. QLD and VIC suffered about half as much job losses as NSW, at 1499 and 1430 respectively, and SA experienced about one sixth of NSW’s losses, at 516, followed by WA at 479. Tasmania, despite not suffering direct tourism damages, lost 13 jobs because of supply-chain impacts resulting from the contraction in consumption. The ACT lost substantially more jobs (110), closely followed by the NT (75 jobs).

Sectoral and Regional Hotspots

As can be seen in Fig.  2 that compares losses in consumption (final demand) and related income and employment, from an industry perspective, hospitality and transport were the worst hit overall, with the recreation and educational sectors also significantly impacted.

Losses in consumption, income and employment, across Australia’s eight States and Territories and disaggregated by broad sector groupings, because of the tourism shutdown from the 2019-20 bushfires. Hospitality and transport suffered the most losses. Regional abbreviations: New South Wales (NSW), Victoria (VIC), Queensland (QLD), South Australia (SA), Western Australia (WA), Tasmania (TAS), Australian Capital Territory (ACT), Northern Territory (NT)

The “Accommodation” and “Cafes, restaurants and take-away” study sectors, which make up our aggregated hospitality grouping, together suffered the most losses in the consumption, income and employment indicators. However, disaggregating into our 39 individual sector groupings in this study, the aviation-led “Air, water and other transport” sector was the worst-hit in consumption and income (but not in employment, where “Accommodation” dominated), losing $292 million and $159 million respectively.

NSW shouldered the most losses, including 44% of both consumption and income impacts; NSW differed somewhat from the other regions in that the single most-impacted sector, out of the 39 sector groupings in this study, was “Cultural and recreational services” across consumption, income and employment (reducing by $148 million, $73 million and 662 jobs respectively), although when considering “Accommodation” and “Cafes, restaurants and take-away” together as hospitality, the hospitality industry dominated NSW consumption, income and employment losses. The particularly large NSW losses in “Cultural and recreational services” is in part a reflection of the destruction of more than $200 million in Crown Lands and National Park infrastructure, (which was then depreciated - see Methods ). These impacts including on areas such as the World Heritage Blue Mountains National Park (where approximately 82% was burnt (Australian Government Department of Agriculture, Water and the Environment 2020 ) would also have resulted in flow-on impacts to the local community, as well as more broadly, in areas such as reduced consumption of lodgings, restaurant meals and transport. Differences can also be seen between indicators for regions that suffered similar total losses. These include: VIC suffered more losses than QLD in consumption but the reverse was the case for related income and employment, with a key driver being greater losses in VIC’s consumption of education and training ($37 million loss compared to $20 million). As well, WA experienced more losses than SA in consumption ($118 million compared to $102 million) and income ($60 million compared to $52 million) but not in employment (479 jobs lost compared to 516), where SA suffered particularly more losses in hospitality (229 jobs compared to 179. SA hospitality losses included from the Kangaroo Island destination the Southern Ocean Lodge, which was destroyed by the fires and for which the rebuild was estimated at $50 million (Boisvert 2022 ). From a per-capita perspective, the NT was particularly impacted; for example, the NT had the smallest population in Australia in March 2020, at 245,400 people, which was more than half the TAS population of 539,600 (Australian Bureau of Statistics 2020 ), however, the NT lost more income, at $9.3 million compared to $1.4 million. The underlying data on losses is in Online Resource 1 .

Chain Reactions Along Supply Chains

In the following analysis, we discuss the impact on income and employment, which was triggered by the contraction in consumption.

Figure 3  shows that almost all the impacts were felt within about six or seven layers in the upstream supply chain, after which the additional losses per layer particularly start to level off.

Production layer decomposition (PLD) of regions ( a ) and broad sector groupings ( b ). Layer 1 represents the impact from the direct tourism losses, layer 2 represents the impact from direct suppliers and so on, with the cumulative losses up to 10 layers depicted, which represent most of the losses. Employment losses measured in full-time-equivalent (FTE) jobs. Regions: New South Wales (NSW); Victoria (VIC); Queensland (QLD); South Australia (SA); Western Australia (WA); Tasmania (TAS); Australian Capital Territory (ACT); Northern Territory (NT)

The least-impacted regions tended to have a longer tail of losses because of supply-chain spillovers. In comparison, the most-impacted regions, the eastern States of NSW, VIC and QLD, experienced more losses directly or within a few orders of production.

Similarly, key industries such as transport and hospitality experienced more losses earlier on, while “Other services”, which includes sectors not directly impacted such as “Finance, property and other business services”, continued to experience significant losses further along the supply chain.

Regional Case Studies

Losses in the most-impacted State, NSW, followed a similar trend to the national results so in this section we highlight examples of divergence from the aggregated results, in the Australian Capital Territory and Tasmania. Additional disaggregation for regions and sectors and the underlying data are in Online Resource 1 SI 4 .

The dominance of losses in accommodation and the aviation-led transport sector in Australia’s capital may in part be explained by the “fly-in-fly-out” economy (Fig. 4 ).

Production layer decomposition of the impact of tourism losses from the 2019-20 bushfires in the Australian Capital Territory, for income and full-time equivalent (FTE) employment in broad sector groupings. Although the number of upstream supply-chain interactions is theoretically infinite, results are illustrated for up to 10 orders of production, which comprise most of the losses

The ACT experienced the biggest income impact in the transport industry, led by the “Air, water and other transport” sector, which lost $3.4 million. These losses are in part because of the extreme bushfire smoke that the ACT’s capital Canberra experienced, which resulted in the airport being closed for hours on one of the worst days (Foster 2020 ). “Accommodation”, as part of the hospitality industry, experienced substantially more employment losses than other sectors, equivalent to 30 jobs.

Despite Tasmania not experiencing an overall loss in direct tourism expenditure, losses from other regions flowed throughout Tasmania’s economy.

Production layer decomposition, across 10 broad sector groupings, of the impact of tourism losses from the 2019-20 bushfires in Tasmania. The losses are illustrated in terms of income and full-time equivalent (FTE) employment, up to 10 orders of production

As Fig.  5 shows, the losses from elsewhere in Australia flowed through Tasmania across the primary, secondary and tertiary sectors, with significant losses continuing to accumulate in upstream layers of production, particularly in the services sectors. TAS’s employment indicator is notable because although the manufacturing industry in aggregate was substantially impacted in TAS, out of the 39 sectors in this study, the “Accommodation” hospitality sector suffered the most, experiencing 2 job losses in TAS.

Tourism has been a critical driver of economic output and risks damage from climate change, particularly in countries such as Australia that are vulnerable to disasters. Tourism spend in the year prior to the fires was more than AU$120 billion, being responsible for the employment of 5% of Australians overall and 8.1% in rural areas, or almost one in 12 people (Tourism Australia n.d. ), and the bushfires burned worst outside of major cities because of tree cover. From a global perspective, Australia was one of the highest-yielding tourism destinations in 2018-19, with international visitors spending $44.6 billion (Tourism Australia n.d. ). Education-related travel services was Australia’s fourth-biggest export in 2018-19 and, when combined with personal travel, was beaten only by iron ore and coal and was responsible for more export income than natural gas (Australian Government Department of Foreign Affairs and Trade 2020 , p. 19); in fact, the federal export arm Austrade reported that its two most-impacted industries from the bushfires were tourism and education ( 2020 , p. 2). It should be noted that tourists are defined as any visitors who will stay for less than a year; standardised tourism satellite accounts (TSA) of tourism and related activities of nations include business- and education-related travel, meaning the official tourism statistics include not only holidaymakers but also the large and growing area of air travel generally. In Australia prior to the bushfires, “Air, water and other transport” was the main component of tourism travel, responsible for expenditure of $23.278 billion (compared to just $1.090 billion for rail transport, $1.252 billion for taxi transport, $1.854 billion for other road transport and $1.839 for motor vehicle hiring (Austrade & Tourism Research Australia  2020 ).

With bushfires/wildfires increasing compared to other natural hazards (Handmer et al. 2018 ) and natural hazards generally projected to intensify under climate change (IPCC 2022 ), it is important for countries such as Australia to quantify the economic impact of disasters as part of routine practice, that take account of supply-chain spillovers. As our research demonstrates, by including the entire supply chain, using IO analysis, total output losses identified were a 61% increase on top of the direct damages.

Our highly disaggregated results enabled us to identify differences in impacts along supply chains, which was important because the impacts were unevenly distributed. For example, in addition to the key industries of transport, hospitality and cultural and recreational services, the education sector was significantly impacted. Therefore, universities and other providers could consider planning for potential cuts to expenditure on their services in the longer term if major shutdowns to tourism become more commonplace because of increasing natural hazards in particular regions or perceptions that Australia may be unsafe. As well, although we found that the hospitality industry was the most affected overall, with “Accommodation” experiencing the most job losses, followed by “Cafes, restaurants and take-away”, in terms of consumption and income, the aviation-led “Air, water and other transport” sector suffered the most out of the 39 sectors that we studied, indicating that different approaches may be taken by the government depending on policy priorities, for example in terms of jobs or income. From a regional perspective, although the States that were declared bushfire catastrophes also instigated State inquiries to help guide responses, we found that some other regions suffered significant impacts compared to their pre-fire total output. As well, supply-chain spillovers rendered some smaller regions more vulnerable to shouldering the impacts from a per-capita perspective, and this was particularly the case for the remote NT, which has the smallest population. These disaggregated results may help decision-makers in investigating certain hotspots, not only for re-building post-fire but also in terms of preparing for the next disaster.

It is also worth considering the losses suffered by “Cultural and recreational services”, largely because of extensive infrastructure destruction, and spillover impacts, in National Parks that are key drawcards for tourists, for example to the World Heritage Blue Mountains in Greater Sydney. From infrastructure damage and destruction before even accounting for supply-chain impacts, we identified $275 million in losses, although these direct damages were then depreciation for the purposes of our impact analysis (see Online Resource 1 SI2.6 Summary of infrastructure damage). These infrastructure losses are borne by the State governments and their repair, which would be paid by public funding, is an investment in tourism in addition to nature-based recreation generally. However, similar damages in poorer countries could be much more difficult to rectify efficiently ahead of upcoming holiday seasons, particularly in developing nations with weak local municipalities. Therefore, natural hazards may increase economic inequalities, with the burden of climate adaptation and mitigation adding to the costs of governments already struggling under business-as-usual.

Although the losses from the tourism damage that we calculated only represented a small fraction of the nation’s economic output, Australia’s reputation as a pristine destination could become permanently damaged in the longer term under global warming, with fewer people travelling in Australia in our peak summer holiday season; similarly, people may start to avoid other countries and regions that are increasingly in the media for their wildfires and other natural hazards. The aviation-led transport sector, which suffered among the most losses, may expect a double-hit from future impacts of climate change, with carbon-intensive industries such as air travel set to become more expensive in the low-carbon transition, making a trip “down under” less attractive. Our findings have broader implications for other nature-based destinations particularly in the Asia Pacific, which is the most disaster-prone and populous region (United Nations Office for the Coordination of Humanitarian Affairs 2017 ). Countries reliant on tourism and in particular remote nations, where aviation plays a major role, are advised not only proactively to adapt their economies to worsening climate-fuelled natural hazards but also to prepare for the impacts of the necessary global transition to a low-carbon world. On the other hand, aviation globally has been increasing because of growing affluence (Lenzen et al. 2018 ) and it is possible that in the near future this trend will continue.

This is the first IO analysis applied to Australia’s 2019-20 bushfires, with a focus on the supply-chain impacts of the reduction in tourism expenditure. Future IO studies could calculate the impact of other megafire-affected areas such as forestry or estimate the economic impact of the fires overall, from this globally unprecedented event.

Our novel research into the losses from the tourism shutdown resulting from Australia’s 2019-20 fires found that flowing on from direct impacts of AU $1.7 billion, indirect impacts along supply chains resulted in $2.8 billion in total output losses and $1.6 billion in reduced consumption. The short-term drop in consumption from the unprecedented bushfires, in terms of reduced tourism expenditure during the peak holiday season, also triggered a reduction in income of $809 million and the shedding of 7292 full-time-equivalent jobs nationwide. Hospitality and the emissions-intensive transport sector were the most impacted, the latter of which is one of Australia’s top exports. In particular, the accommodation sector within hospitality stood out as suffering the most job losses.

By incorporating the entire supply chain, using IO analysis, we calculated significant spill-over costs, with total output losses being an increase of 61% on top of the direct damages identified. As well, invisible impacts of the fires were identified, such as in Tasmania, which did not suffer a direct loss in tourism but nonetheless lost 13 jobs overall, with its manufacturing sectors among the most impacted, because of tourism losses suffered in other parts of the country.

This sort of comprehensive supply-chain analysis is particularly important not only in Australia but also in other nations in the disaster-prone Asia Pacific, and other regions vulnerable to fires worldwide. In line with findings that fires are increasing disproportionately because of global warming, countries that rely on nature-based tourism are among those with the most to gain from climate-change mitigation but these countries must also prepare for the impacts to community-and-industry hotspots that will result from future fires, in an era that has been referred to as the Pyrocene.

Data Availability

The datasets generated and analysed during the study are available from the corresponding author on request.

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Acknowledgements

Tourism Research Australia provided crucial survey and expenditure data, without which this study would not have been possible. The authors thank Sebastian Juraszek for expertly managing our advanced computation requirements.

Open Access funding enabled and organized by CAUL and its Member Institutions This work was financially supported by the Australian Research Council (ARC) through its Discovery Projects DP0985522, DP130101293, DP200103005, DP200102585, DE230101652, LP200100311 and IH190100009, and the University of Sydney SOAR Funding. IELab infrastructure is supported by ARC infrastructure funding through project LE160100066, and through the National eResearch Collaboration Tools and Resources project (NeCTAR) through its Industrial Ecology Virtual Laboratory VR201. NeCTAR are Australian Government projects conducted as part of the Super Science initiative and financed by the Education Investment Fund. This research is also supported by federal government Research Training Program Stipend Scholarships. Manfred Lenzen was financially supported by the Hanse-Wissenschaftskolleg in Delmenhorst, Germany through its HWK Fellowships.

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V.R. and A.M. conceptualised the study; V.R. performed scenario analysis and drafted the manuscript, which was initially reviewed by A.M. and M.L. Coding for the model was designed by N.L.P and A.M. Y-Y.S advised on tourism calculations and all authors edited the manuscript.

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Reiner, V., Pathirana, N.L., Sun, YY. et al. Wish You Were Here? The Economic Impact of the Tourism Shutdown from Australia’s 2019-20 ‘Black Summer’ Bushfires. EconDisCliCha 8 , 107–127 (2024). https://doi.org/10.1007/s41885-024-00142-8

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• Sovereign Hill
• Sydney Opera House

“Our experiences can be divided into themes and this makes it easier for travelers to identify experiences that align to their interests,” says Sullivan. “The themes are performing arts, visual arts, on the sports field, cultural heritage, culinary experiences and multi-generational experiences.” Here are a few highlights

The Queensland Art Gallery I Gallery of Modern Art (QAGOMA) and the NGV - National Gallery of Victoria offer immersive experiences offering insights into the Australian collections, collections that visually reflect Australia’s story. The QACOMA experience, First Artists: Exceptional Indigenous Art & Dining , focuses on Queensland’s unique Aboriginal and Torres Strait Islander art and the NGV experience, Private Gallery Dinner , offers guests all four levels of the gallery, exclusively to themselves.

Adelaide Oval stadium

The Melbourne Cricket Ground and the Adelaide Oval have sports museums and grounds that honor the nation's sporting heroes and highlight our most famous sporting moments. They both offer tours that provide behind-the-scenes access: MCG Premium Access Tour and Adelaide Oval Stadium Tour .

Australia has the longest continuous living culture in the world at 65,000 years and we continue to add stories to it. Port Arthur Historic Site’s Wheel of Fate , the National Museum of Australia’s Big Histories and Sovereign Hill’s Taste of Gold experiences help to tell our long history.

Many of the attractions including the Art Gallery of New South Wales or Mona in Hobart are known for their restaurants and the experiences they offer, The Yiribana Experience and Mona Like a Rockstar respectively provide an opportunity to showcase their culinary delights. They combine art and culture with excellent food and wine.

Travelers are seeking immersive, meaningful and authentic experiences. They want to include what’s important to them in their travel itineraries and walk away with something more. The experiences of the CAOA collective can help deliver that.

Multigenerational Travel

Australian War Memorial, a member of Cultural Attractions of Australia

The popularity of multigenerational travel continues to grow, with many seeking enriching experiences and the opportunity to create shared memories. “Within our collective, numerous experiences cater to small (or larger) groups, making them ideal for families,” says Sullivan. “What underpins the CAOA collective is the sharing of Australia’s rich history and stories, providing an excellent way for multi-generational groups to come together and create unforgettable memories.”

Sustainability

Australian Parliament House, a member of Cultural Attractions of Australia

“Sustainability continues to be important to travelers and we recognize travelers are increasingly making choices about their travel experiences based on their commitment to sustainability,” says Sullivan. The collective is committed to sustainability and offers sustainable tourism experiences. From the Sydney Opera House having a 6-Star Green Star Performance Rating (Green Building Council of Australia) to Fremantle Prison and Port Arthur Historic site preserving world heritage sites with cultural heritage significance. For each member of the collective, protecting and sustaining Australia’s story is at their heart. Adds Sullivan: “We have recently put together a series of five case studies to showcase the sustainability initiatives of members.”

The very existence of the attractions within this collective emphasizes an inherent commitment to sustainability. “Experiences that honor our First Nations people encompass elements of both historical and future sustainability, just as those that showcase our government’s history, settlement stories, and our nation’s sporting achievements do,” says Sullivan. “In each instance, protecting and sustaining our nation’s story lies at the heart of their existence.”

An Evolving Collective

Currently boasting 30 curated experiences, our collective is committed to evolving their experiences and aligning with travelers’ passions and the dynamic shifts in industry trends. This ongoing commitment ensures that our offerings remain not only relevant but also continue to captivate and inspire those seeking unique and immersive cultural experiences.

“Our goal is to grow our collective to 25 members over the next few years,” says Sullivan. “We are working with each of the State Tourism Organizations to identify additional attractions that will help us continue to tell Australia’s broad cultural story.”

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Tourism industry

Learn how we support the Australian tourism industry and boost the visitor economy.

Main content

Austrade leads work to support the sustainable growth and prosperity of Australia’s visitor economy. 

We do this by:

• developing tourism policy
• managing grant programs
• providing data and research
• leading the national long-term visitor economy strategy.

About the visitor economy

The visitor economy covers all visitors who travel to and within Australia. This can be for reasons such as:

• visiting friends and family
• attending events.

A wide range of sectors provide goods and services to visitors including:

• accommodation
• culture, arts and recreation
• travel agents and tour operators
• education and training
• business event service providers
• food services

Strategy for the visitor economy - THRIVE 2030

We manage the national long-term strategy for the visitor economy, THRIVE 2030  – an industry-led, government-enabled strategy. It provides an action plan to rebuild and grow the sector.

The visitor economy was Australia’s fourth-largest export sector before the COVID-19 pandemic. In 2019, the sector:

• was worth $166 billion
• employed 660,000 people.

COVID-19 compounded pre-existing challenges facing the visitor economy.  THRIVE 2030  seeks to address these challenges and set out a long-term vision.

Grants and support

To help grow businesses in the visitor economy, we administer a range of export and tourism grants .

We support First Nations businesses in global trade and investment, and in tourism. Find out how we support First Nations businesses .

The  China Approved Destination Status (ADS) scheme  allows Chinese tourists to travel to Australia in guided groups. We manage the scheme in Australia with the Department of Home Affairs and Tourism Australia.

Tourism data and research

We provide statistics and research to assist the government, the visitor economy and Australian businesses. Find out more at  Tourism Research Australia .

Tourism ministers' meetings

Australian and state and territory government tourism ministers regularly hold meetings to work together on:

• progressing the national long-term tourism strategy
• addressing matters of relevance to the visitor economy.

The ministers are supported by the Australian Standing Committee on Tourism (ASCOT). Austrade leads ASCOT.

Read about the latest  Tourism Ministers' Meeting, 24 November 2023 .

Consultations 

We consult with visitor economy stakeholders to develop strategies and to inform our work. We invite industry feedback to the International Diversification Strategy for Australia's Visitor Economy - consultation .

Visitor Economy News

Email  VisitorEconomy@Austrade.gov.au

Related news

From grey nomads to tour guides.

Bill and his wife Jenni loved travelling Australia in their caravan. They retired early to enjoy life together as grey nomads. They rented out their house and hit the road.

Monarto Safari Park makes accessible tourism a priority

Monarto Safari Park ensured its new visitor centre and precinct was designed with accessibility in mind.

Training gives Indigenous people a pathway into tourism

Accor and the National Indigenous Training Academy are two organisations working to attract, train and retain First Nations people in the visitor economy

Footer content

Australian Tourism in 2020

2020 was a year of environmental, epidemiological and economic disruption for Australia’s visitor economy.

Download the report.

2020 started with some of the most devastating bushfires in Australia’s history followed by severe disruptions from Covid-19. This report describes how these events affected Australia’s tourism industry throughout 2020 and how government and industry responded. It also highlights the importance of a domestic-led recovery, and the challenges still being faced in 2021.

Contact TRA

mail   tourism.research@tra.gov.au

Tourism Research Australia (TRA) is a branch within Austrade. We are Australia's leading provider of quality tourism intelligence across both international and domestic markets. Domestic mobility data Monthly mobility data to report on domestic visitor movement. View data National Visitor Survey monthly snapshot

In 2022, Tourism Research Australia (TRA) celebrates 35 years as the official provider of Australian tourism insights. TRA was established in 1987 through an agreement between Australia's federal, state and territory governments. Its mission: to build a national understanding of the tourism landscape.

In 35 years, the team at Tourism Research Australia (TRA) has driven many data innovations. With their passion for understanding the why and how of tourism, TRA's new generation is ready to make their own mark. Among TRA's new recruits are Laura Nelson, Michelle Chiang and Tim Howard. Nelson works on the International Visitor Survey (IVS).

Tourism Research Australia's recipe for success: regular innovation and a client focus A love of data and the stories it tells drew Rod Battye and Justin Marshall to Tourism Research Australia (TRA) around 20 years ago. A quest for innovation is what keeps them there.

Tourism Research Australia is Australia's leading provider of quality tourism intelligence across both international and domestic markets. ... (Austrade) International Trade and Development Sydney ...

Tourism Research Australia predicts international visitor expenditure will exceed pre-pandemic levels in 2024 before increasing to A$48.8 billion by 2027. With our proximity to fast-growing markets in the Asia-Pacific, we're well-positioned to recapture a significant share of global travel spend.

New data out today from Austrade's Tourism Research Australia (TRA) shows domestic and regional tourism were the green shoots of a sector hard hit by lockdowns and border closures throughout 2021. The Minister for Trade and Tourism, Senator Don Farrell, said the Government is focused on getting the visitor economy on the path to recovery.

Austrade is responsible for tourism policy, projects, programmes and research. Within Austrade, Tourism Research Australia provides international and domestic tourism intelligence, including statistics and analysis. Tourism Australia is the Government agency responsible for attracting international visitors to the country.

Tourism Research Australia to report vital business events data Business events are important contributors to Australia's visitor economy. However, measuring their value is challenging because events: vary in size, type, location and industry involve direct and indirect expenditure (and outcomes) involve multiple data sources.

Tourism Research Australia (TRA) provides official statistics for Australia's visitor economy and independent research and insights for the tourism industry.

1. Tourism 2020 is a whole-of-government strategy designed to build the resilience and competitiveness of Australia's tourism industry.

National Visitor Survey results Annual and quarterly results and statistics on how Australian residents travel in Australia. Tourism Research Australia chevron_right Domestic chevron_right Domestic tourism results Year ending September 2023

International visitors are expected to return to Australia more quickly than previously predicted, according to Tourism Research Australia's latest forecasts. The Tourism forecasts for Australia: 2023 to 2028 report published today outlines a stronger growth for international arrivals than last year's forecasts.

Foreign Affairs and Trade. Tourism Research Australia Chairs and provides the Secretariat for the Tourism Research Committee. The Committee provides high-level leadership and oversight of research related to the Australian visitor economy and is a permanent sub-committee of the Australian Standing Committee on Tourism (ASCOT).

The Toolkit is a practical guide to help Australian tourism businesses understand sustainability and the actions they can take over time to become more sustainable. arrow_forward Read summary download PDF 9.5MB Title Australian Public Service Employee Census 2023 Description Highlights from Austrade in the employee census.

Tourism, including education-related travel, is one of Australia's top exports and generates substantial economic stimulus from Australians travelling in their own country, attracting visitors to diverse areas including World Heritage rainforests, picturesque beachside villages, winery townships and endemic wildlife.

CAOA. Cultural Attractions of Australia (CAOA) is a collective that was launched in 2019 to bring together Australia's landmark cultural attractions. The goal is to celebrate the country's ...

Tourism Research Australia (TRA) generates insights into the Australian tourism industry. This helps to improve public policy at state and federal level.

7 likes, 1 comments - staaa.org.au on March 6, 2024: "The visitor economy has long been an important part of Australia's prosperity. Before COVID-19,..." Short Term Accommodation Association Australia (STAAA) on Instagram: "The visitor economy has long been an important part of Australia's prosperity.

Austrade leads work to support the sustainable growth and prosperity of Australia's visitor economy. We do this by: developing tourism policy managing grant programs providing data and research leading the national long-term visitor economy strategy. Austrade is for the Visitor Economy Watch on About the visitor economy

Contact TRA mail [email protected] This report describes how global events affected Australia's tourism industry throughout 2020 and how government and industry responded.

yalla georgetown yacht

The Stunning Ritz Carlton EVRIMA Yacht

Gliding Across Tokyo’s Sumida River: The Mesmerizing Zipper Boat

CROCUS Yacht: An 48 Meter Beauty by Admiral

PHI Yacht – Royal Huisman’s $45 Million Superyacht

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YALLA Yacht – Impressive $80M Superyacht

The luxury YALLA yacht is a multi-award-winning yacht built by CRN Yachts. The YALLA was delivered from CRN’s Ancona shipyard in 2014.

The award-winning interior was designed by CRN’s interior design team in collaboration with Droulers Architecture.

Omega Architects contributed to the exterior design of the yacht. The YALLA is the very definition of a luxury experience on the water.

YALLA yacht interior

The stunning interior of the YALLA yacht was designed by Droulers Architecture in collaboration with CRN’s in-house Interiors and Design Office.

There is accommodation for 12 guests in 6 deluxe staterooms, including an owner’s suite and VIP staterooms.

The guest accommodations all have the best quality furnishings, amenities, and en-suite bathrooms.

There are facilities for 22 highly trained crew members, making the yachting experience of the highest quality for guests.

The yacht has many features that include a beach club that creates an area for indoor-outdoor living level with the water.

There is a pool, a well-equipped gym, and plenty of areas for socializing and al fresco dining opportunities.

There is an abundance of options for sunbathing on the YALLA. The garage has a limousine tender and many water toys that offer fun and action while aboard the yacht.

The interior of the YALLA yacht was a finalist for The ShowBoats Design Awards 2015 for Interior Design in a Motor Yacht over 500GT.

The exterior of the YALLA yacht was a finalist for the Naval Architecture Award on a Displacement Motor Yacht and the Exterior Design & Styling Award on a Motor Yacht over 500GT at The ShowBoats Design Awards 2015.

With its four spacious decks and sleek and sporty lines, the YALLA is an eye-catching yacht on the water. She was delivered in 2014 with a steel hull and an aluminum superstructure.

The design was penned by Omega Architects and built at the CRN shipyard in Ancona, Italy. CRN is a builder of luxury superyachts, and YALLA was a custom build for the shipyard.

Specification

The 73m YALLA yacht is powered by 2 Caterpillar engines , which gives her a top speed of 18.5 knots and a cruising speed of 12.5 knots. The YALLA has a range of 5500 nautical miles at her cruising speed.

She has a beam of 12.8m and a draft of 3.4m, with a displacement of 1709 gross tons.

She features at-anchor stabilizers that afford guests exceptional comfort levels by reducing the rolling motion of the yacht on the water.

The YALLA costs $5 – $8 Million per annum to operate.

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Crn megayachts.

YACHT ID NUMBER

YEAR LAUNCHED

LENGTH OVER ALL

73.00 m / 239 ft 5 in

NAVAL ARCHITECT

CRN Engineering

EXTERIOR DESIGN

INTERIOR DESIGN

Exclusive travelling in safe relaxation,

exploring shallow waters and anchoring closer to the shore

YALLA is a bespoke superyacht characterized by sleek, slender and sporty lines, which make the profile particularly streamlined. With 5 decks, M/Y she can host up to 12 guests in her six cabins, including the Owner Suite and VIP cabins, together with a crew of 22.

Specifications

HULL/ SUPERSTRUCTURE

Steel/Aluminium

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Tax code and VAT no. 04485970968 Registered Office Via Irma Bandiera, 62 – 47841 Cattolica (RN) Italy REA no. RN 296608 - Companies Register no. 04485970968 Share capital € 338.482.654,00 fully paid-up PEC: [email protected]

Designed by: Biasi – Tunnel Studios

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Motor Yacht

The external profile of this vessel has been designed by Omega Architects, in close collaboration with the CRN Engineering Department which developed the naval project, while their interiors have been created by Droulers Architecture, which has worked in close collaboration with the shipyard’s Interiors and Design Office.

The new megayacht, the first to be built by CRN on the new naval platform of 12.50 metres in width, is characterized by sleek, slender and sporty lines, which make the profile particularly streamlined. With 5 decks, M/Y CRN 132 73 m can host up to 12 guests in its six cabins, including the Owner Suite and Vip cabins, together with a crew of 22 members.

The construction of this new jewel of the sea, which includes the best design solutions realized by CRN, has required around 430,000 hours of work from the shipyard workers and subcontractors and the daily contribution of over 150 direct and indirect workers.

• Yacht Builder CRN View profile
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• Interior Designer Droulers No profile available

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If you have any questions about the YALLA information page below please contact us .

YALLA hit the water in 2014 at the CRN shipyard in Ancona. She was built under the shipyard build number CRN 132 is a luxurious 73-metre displacement vessel. Her main characteristics include sleek, slender and sporty exterior lines by Omega Architects, in close collaboration with the CRN Engineering Department. Her beautifully executed interior design has been created by Droulers Architecture, with tight collaboration with the yard’s in-house Interiors and Design Office. In 2014, YALLA received an award for the ‘Best Exterior Design’ at the Invictus Yachts Trophies competition.

YALLA’s NOTABLE FEATURES: Sleek, sporty lines ~ Award-winning design by Omega Architects ~ Great socialising areas ~ Fantastic al fresco dining possibilities ~ Excellent beach club ~ Pool ~ Well-equipped gymnasium ~ Beautiful limousine tender ~ Plenty of sunbathing option

Spreading over four spacious and magnificent decks, the this 73-metre vessel offers accommodation for up to 12 guests in six deluxe staterooms overnight, including the sumptuous Owner Suite and Vip staterooms. There is also accommodation for a numerous and highly trained crew of 22 members, taking care of guests every need with exceptional attention to detail and guests on board.

YALLA Specifications

YALLA was designed with numerous exceptional design solutions to promote on board entertainment, social life and relaxation. One of the main features must be the onboard wellness situated on the lower deck, that includes a beach club, large swimming pool as well as a well-equipped fitness area.

Made of steel and aluminium, YALLA is fitter with twin Caterpillar 3512B diesel engines. She is ABS classed and MCA compliant.

Yacht Accommodation

Accommodation is spread over six beautifully appointed staterooms, including one spacious deluxe owner accommodation. All staterooms over private en suite bathroom facilities and best quality furnishings and amenities.

Amenities and Extras

Custom made limousine tender by Younique Yachts amongst others, as well as a selection of water toys for guests entertainment.

YALLA Disclaimer:

The luxury yacht YALLA displayed on this page is merely informational and she is not necessarily available for yacht charter or for sale, nor is she represented or marketed in anyway by CharterWorld. This web page and the superyacht information contained herein is not contractual. All yacht specifications and informations are displayed in good faith but CharterWorld does not warrant or assume any legal liability or responsibility for the current accuracy, completeness, validity, or usefulness of any superyacht information and/or images displayed. All boat information is subject to change without prior notice and may not be current.

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“We reinvented the idea of Bespoke”. 'CRN devotes maximum attention to craftsmanship and style, representing the true added value of Designed & Made in Italy products.'

73M CUSTOM SUPERYACHT | From EUR€ 553,000/wk

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Off the hook yachts acquires georgetown yacht basin.

Jan 10, 2023

Off the Hook Yachts Acquires 300-Slip Marina in Georgetown Maryland  

The Acquisition 

Off the Hook Yachts is proud to announce the acquisition of Georgetown Yacht Basin (GYB) now rebranding under Georgetown Yacht Haven – a 300-boat slip full-service marina located on the Sassafras River in Georgetown, MD.  Off the Hook plans to restore the yacht basin to its former glory and reconnect with the local community in order to establish it as a household name in the area. 

As our founder is originally from Maryland, this will complement our current presence in the area, along with our MD sales team, which currently operates out of Bay Bridge Marina. The acquisition of the marina will allow us to expand on sales, service, and custom-built Nor-Tech Performance Boat sales in the region. Georgetown Yacht Haven has 300 slips, two paint sheds that can hold up to a 110-foot yacht, a 110-ton travel lift, a fuel dock, a swimming pool, bathhouses, and a complete ship store, along with many other amenities. GYH controls the largest travel lift in Northern Chesapeake Bay.

About Off the Hook Yacht Sales

Off The Hook Yacht Sales NC, LLC, based in Wilmington, North Carolina, was founded in 2012 by Jason Ruegg and has now become the largest marine wholesaler in North America. The company provides wholesale purchasing services for brokerages, new boat dealers, and private individuals, and has become a household name at the largest brokerages and dealerships in the Country. Off the Hook Yachts headquarters is in Wilmington, North Carolina, where it remains today. We have 12 other locations currently in the USA, with expansion plans for 2023. Additionally, OTH is proud to represent Nor-Tech Hi-Performance Boats from Georgia to Maine and Yellowfin Boats from Miami to the Florida Keys.  

About Georgetown Yacht Haven 

Georgetown Yacht Haven was originally constructed in 1949. The marina is situated on 14.26 acres along the Sassafras River.  This river is known for its very deep brackish to freshwater – making it ideal for boating in the Upper Chesapeake area.  Georgetown Yacht Haven is a full-service marina and shipyard with a restaurant and hotel on site.  For more information contact Tristan Price at (410) 648-5112 / [email protected] .

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COCOA BEAN YACHT CHARTER

73.99m  /  242'9   trinity yachts   2014 / 2020.

• Previous Yacht

Cabin Configuration

Special Features:

• Full-beam master suite with option for private lounge
• Custom-designed Jacuzzi
• Convenient guest elevator
• Generous sea-level beach club
• Huge choice of water sport toys
• Wheelhouse gym
• Generous exterior deck areas

The biggest delivery in the US in 2014, there are no end of well-equipped, luxurious living spaces on board the magnificent superyacht 'Cocoa Bean'.

The 73.76m/242' 'Cocoa Bean' motor yacht built by the American shipyard Trinity Yachts is available for charter for up to 12 guests in 6 cabins. This yacht features interior styling by British designer Evan K Marshall.

Built in 2014, Cocoa Bean is custom-built for world-class luxury yacht chartering, offering a wealth of spacious living areas and fabulous amenities, you'll be in for a treat from the moment you step on board. She has sensational features such as an elevator, beach club and gym.

Guest Accommodation

Cocoa Bean offers guest accommodation for up to 12 guests in 6 suites comprising a master suite located on the main deck, one VIP cabin, two double cabins and two twin cabins. There are 6 beds in total, including 4 king and 4 singles. A crew of nineteen, who specialize in creating exceptional charters, are on hand to provide guests with a yacht charter vacation to remember.

Onboard Comfort & Entertainment

Keeping comfortable and entertained on Cocoa Bean is easy thanks to the available amenities, particularly a beach club for you to relax on the edge of the water. Maintain your fitness routine and work out in the well-equipped gym or soak up the bubbles in style in the deck jacuzzi.

Whatever your activities on your charter, you'll find some impressive features are seamlessly integrated to help you, particularly an elevator, making any part of the yacht quickly and easily accessible. Whether you want to work, use social media or stream movies on board this yacht, you can with Wi-Fi connectivity or guests will experience complete comfort while chartering thanks to air conditioning.

Performance & Range

Cocoa Bean is built with a steel hull and aluminium superstructure. Powered by twin Caterpillar engines, she comfortably cruises at 14 knots, reaches a maximum speed of 15 knots with a range of up to 6,000 nautical miles from her 242,266 litre fuel tanks at 13 knots. An advanced stabilisation system on board reduces the side-to-side roll of the yacht and promises guests exceptional comfort levels at anchor or when underway.

Cocoa Bean knows a thing or two about fun on the water, with a selection of water toys and accessories for you and your guests to enjoy whilst on charter. Take to the sea on the Jet Skis offering you power and control on the water. Also there are waterskis that are hugely entertaining whether you are a beginner or a seasoned pro. Additionally, there are two kayaks - a tranquil and relaxing way to pass the time. If that isn't enough Cocoa Bean also features scuba diving equipment, inflatable water toys, paddleboards and snorkelling equipment. Cocoa Bean features two tenders, but leading the pack is a 7.62m/25' Chapman RIB to transport you in style.

Cocoa Bean is available upon request for charter this winter. She is already accepting bookings this summer for cruising in the Mediterranean.

This ocean-going luxury charter motor yacht carries up to 19 professional crew who will cater to your every need.

TESTIMONIALS

There are currently no testimonials for Cocoa Bean, please provide .

Cocoa Bean Photos

Amenities & Entertainment

For your relaxation and entertainment Cocoa Bean has the following facilities, for more details please speak to your yacht charter broker.

Cocoa Bean is reported to be available to Charter with the following recreation facilities:

• 1 x 7.62m  /  25' Chapman Transition RIB Volvo 300 HP engine
• 1 x Riva Iseo Tender Yamaha 260 HP engine

For a full list of all available amenities & entertainment facilities, or price to hire additional equipment please contact your broker.

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For a full list of all available amenities & entertainment facilities, or price to hire additional equipment please contact your broker.

'Cocoa Bean' Charter Rates & Destinations

Summer Season

May - September

€550,000 p/week + expenses Approx $597,000

High Season

€650,000 p/week + expenses Approx $706,000

Cruising Regions

Mediterranean Croatia, France, Italy, Monaco, Montenegro

HOT SPOTS:   Amalfi Coast, Corsica, French Riviera, Sardinia

Winter Season

October - April

€600,000 p/week + expenses Approx $651,500

Please enquire .

Charter Cocoa Bean

To charter this luxury yacht contact your charter broker , or we can help you.

To charter this luxury yacht contact your charter broker or

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73m superyacht Yalla launched by CRN

Italian yacht builder CRN has launched its 73m superyacht Yalla .

CRN welcomed more than 1,000 guests to the launching ceremony of CRN 132 Yalla , held late this morning at its shipyard in Ancona, Italy. The launch ceremony included speeches from Alberto Galassi, new CEO of the Ferretti Group , Lamberto Tacoli, Chairman and CEO of CRN, Xinyu Xu, Vice-chairman of Weichai Group, and the Mayor of Ancona Valeria Mancinelli.

Part of the Ferretti Group,  CRN  specialises in custom yachts up to 90 metres in steel and aluminium. Yalla is the first yacht built by CRN on its new 12.5m beam platform. More than 430,000 hours from CRN and its subcontractors were spent on Yalla 's build, with contributions from 150 employees.

Exterior styling comes from Omega Architects in The Netherlands, in close collaboration with the CRN Engineering Department. The five-deck motor yacht features sleek, sporty lines and a streamlined profile. Superyacht Yalla 's interiors are by Droulers Architecture, working with CRN's Interiors and Design Office. She hosts up to 12 guests in its six cabins, including an owner's suite and VIP cabins, along with 22 crew members.

'Following the launch of CRN 133 61m superyacht a few months ago, we are proud to celebrate the launch of the new Yalla of 73m, which represents a challenge and an objective for the whole CRN shipyard,' says Lamberto Tacoli, Chairman and CEO of CRN. ' Yalla will mark another important result for the development of CRN in the world. A sincere thanks for the trust of the owner and for the work of all employees and subcontractors who have worked on the project, to the architects Franck Laupman of Omega Architects and to Droulers Architecture. I also thank our shareholder Weichai Group and the new CEO of the Group Alberto Galassi for their participation in this important event for CRN and for the whole Ferretti Group.'

The Ferretti Group currently has five superyachts underway at the Ancona shipyard, including the 74m CRN 131, 55m CRN 134, a Ferretti Custom Line CL 124, the 61m CRN 133 and the Riva 122 Mythos , which are at the delivery stage.

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Strange Glow Over Moscow Skies Triggers Panic as Explosions Reported

B right flashes lit up the night sky in southern Moscow in the early hours of Thursday morning, new footage appears to show, following reports of an explosion at an electrical substation on the outskirts of the city.

Video snippets circulating on Russian-language Telegram channels show a series of flashes on the horizon of a cloudy night sky, momentarily turning the sky a number of different colors. In a clip shared by Russian outlet MSK1.ru, smoke can be seen rising from a building during the flashes lighting up the scene.

Newsweek was unable to independently verify the details of the video clips, including when and where it was filmed. The Russian Ministry of Emergency situations has been contacted via email.

Several Russian Telegram accounts said early on Thursday that residents of southern Moscow reported an explosion and a fire breaking out at an electrical substation in the Leninsky district, southeast of central Moscow.

Local authorities in the Leninsky district told Russian outlet RBC that the explosion had happened in the village of Molokovo. "All vital facilities are operating as normal," Leninsky district officials told the outlet.

The incident at the substation in Molokovo took place just before 2 a.m. local time, MSK1.ru reported.

Messages published by the ASTRA Telegram account, run by independent Russian journalists, appear to show residents close to the substation panicking as they question the bright flashes in the sky. One local resident describes seeing the bright light before losing access to electricity, with another calling the incident a "nightmare."

More than 10 villages and towns in the southeast of Moscow lost access to electricity, the ASTRA Telegram account also reported. The town of Lytkarino to the southeast of Moscow, lost electricity, wrote the eastern European-based independent outlet, Meduza.

Outages were reported in the southern Domodedovo area of the city, according to another Russian outlet, as well as power failures in western Moscow. Electricity was then restored to the areas, the Strana.ua outlet reported.

The cause of the reported explosion is not known. A Telegram account aggregating news for the Lytkarino area described the incident as "an ordinary accident at a substation."

The MSK1.ru outlet quoted a local resident who speculated that a drone may have been responsible for the explosion, but no other Russian source reported this as a possible cause.

Ukraine has repeatedly targeted Moscow with long-range aerial drones in recent months, including a dramatic wave of strikes in late May.

On Sunday, Moscow Mayor Sergei Sobyanin said the region's air defense systems had intercepted an aerial drone over the city of Elektrostal, to the east of Moscow. No damage or casualties were reported, he said.

The previous day, Russian air defenses detected and shot down another drone flying over the Bogorodsky district, northeast of central Moscow, Sobyanin said.

There is currently no evidence that an aerial drone was responsible for the reported overnight explosion at the electrical substation in southern Moscow.

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M/Y Yalla. M/Y Yalla is a luxury yacht built by CRN Yacht and designed by Omega Architects, with interior design by Droulers Architecture. The yacht was delivered to its owner in 2014 and measures 73 meters in length. This superyacht has the capacity to accommodate 12 guests in 6 suites and is equipped with facilities for 22 crew members.

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YALLA es un superyate hecho a medida caracterizado por líneas elegantes, esbeltas y deportivas, que hacen que el perfil resulte especialmente fluido. Con sus 5 puentes, el megayate puede alojar en sus seis cabinas -la suite del armador y cinco cabinas VIP- hasta 12 invitados junto con los 22 miembros de la tripulación.

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Italian yacht builder CRN has launched its 73m superyacht Yalla.. CRN welcomed more than 1,000 guests to the launching ceremony of CRN 132 Yalla, held late this morning at its shipyard in Ancona, Italy.The launch ceremony included speeches from Alberto Galassi, new CEO of the Ferretti Group, Lamberto Tacoli, Chairman and CEO of CRN, Xinyu Xu, Vice-chairman of Weichai Group, and the Mayor of ...

B right flashes lit up the night sky in southern Moscow in the early hours of Thursday morning, new footage appears to show, following reports of an explosion at an electrical substation on the ...

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