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WELLINGTON VISITOR STRATEGY 2015

Wellington Visitor Strategy

Tourism is a dynamic and valuable sector that contributes $1.4 billion each year to the Wellington region’s economy1.

Tourism and hospitality are estimated to provide over 16,000 full-time equivalent jobs to the region2. Tourism is

one of Wellington’s key economic and social drivers, contributing to long-term community, industry and business

development.

Positively Wellington Tourism (PWT) is the capital’s offi cial tourism organisation. It is a charitable trust principally

funded by the Wellington City Council (WCC) and has extensive partnerships with the private sector. Positively

Wellington Tourism’s role is to create economic and social benefi ts for Wellington by working with the private sector

to market the city as an attractive visitor destination.

In essence Positively Wellington Tourism aims to increase the number of visitors to Wellington and to extend the

length of stay of those visitors. Creating an exciting and interesting destination for visitors serves the dual purpose of

making Wellington a better place to live.

This Strategy has been drawn together by Positively Wellington Tourism. As the lead agency in the delivery of this

Strategy, Positively Wellington Tourism will work with all relevant partners to achieve the objectives as set out in this

document.

This Strategy aims to create a framework which will build on the growth that has been achieved since the formation

of Positively Wellington Tourism in 1995. Specifi cally, this Strategy seeks to:

• Set direction for all stakeholders to enable greater contribution and engagement;

• Clarify roles and responsibilities of the key stakeholders in Wellington’s tourism sector and in the

delivery of the visitor experience;

• Set clear action points for planning, investment in, and development of Wellington’s tourism product

and infrastructure;

• Provide a platform to drive even more effective and effi cient outcomes from marketing activities.

1 New Zealand Tourism Forecasts 2007-2013, Ministry of Tourism.

2 Department of Labour. Regional Labour Market Reports. Tourism Satellite Account.

This Strategy sets out to make sure that in 2015 visitors and residents alike will consider Wellington to be the ‘best

little capital in the world’.

The three themes which will deliver this outcome and under which action points are collected in this strategy are:

1. Our Place – Better Place to Visit, Better Place to Live

2. Our Customers – Targeted Marketing

3. Our People – Delivering the Experience

2008 has been a turbulent year across the globe. The global credit crunch, volatile fuel prices, the perceived

environmental impact of travel, the threat of recession and the occurrence of elections across a number of key travel

markets have each contributed to a signifi cant impact in the number of people travelling today and concern in regards

to what will happen in the years ahead.

Travel today is not a luxury; people from across New Zealand and the globe will continue to travel. Wellington must

maintain activity across all target markets to ensure that it remains a destination of preference.

WELLINGTON WILL BE CONSIDERED TO BE THE

‘BEST LITTLE CAPITAL IN THE WORLD’“ ”

PAGE 2

Wellington: A City on the Rise

Let’s take a look at Wellington during the early 1990s. The city was perceived to be bureaucratic and slightly dull,

home to politics and bad weather. It was not a place people recommended for a holiday. In fact, it was once said that

the best way to see Wellington was by leaving on the ferry.

Wellington today provides a very different proposition to the visitor. In the last 10 years, Wellington has developed

into one of New Zealand’s top three visitor destinations. It is also gaining attention as an international visitor

destination, with the Lonely Planet Bluelist 2007 dubbing it a ‘City on the Rise’.

Tourism today is a signifi cant contributor to Wellington’s economy.

NEW ZEALANDERS

Wellington’s success story is its domestic visitor market, which has grown rapidly over the past decade. Wellington

has 3.8 million domestic visitor nights per year. Domestic visitors contribute $557 million to the Wellington economy

each year, which is $1.5 million a day.

AUSTRALIANS

Wellington’s top international visitor market is our nearest neighbour, Australia. One third of all our international

visitors come from Australia and it’s a market that continues to grow.

Wellington has 917,000 Australian visitor nights per year. Australians contribute $152 million to the economy each

year, which is approximately $416,000 per day.

INTERNATIONAL – BEYOND AUSTRALIA

Wellington is coming of age as an international visitor destination. The capital enjoys 4.3 million international visitor

nights per year. International visitors contribute $536 million to the Wellington economy each year, that’s $1.5 million

every day.

Together the visitor sector contributes $1.4 billion in expenditure per annum and accounts for approximately 10% of

Wellington’s Regional Domestic Product (RDP), an average of $3.8 million every day. This little city has more than 8

million visitor nights per year. Wellington is now recognised as a vibrant place to live, work and visit.

PAGE 3

Making it Happen

The critical path and execution for the implementation of this Strategy have been set through a process of assessing

various projects in regards to:

• Impact on ultimate strategic goals

• Investment level required

• Diversity of stakeholder commitment

• Timeline

An achievability mark and timeline is provided for each strategic action:

Achievability: A – Can be completed on an annual basis within the resources of the RTO and key stakeholders

B – Can be completed in a short period of time within existing budget provisions

C – Can be completed in a moderate period of time but requires multi-stakeholder collaboration and resources

D – Long term project that the tourism industry will advocate for, but which is heavily reliant on multi sector resourcing

PAGE 4

Our Place – Better Place to Visit, Better Place to Live

PRODUCT DEVELOPMENT

Tourism products are crucial to attracting visitors. They keep people here longer by giving them tangible reasons to

stay. Wellington has a number of key attractions, but more year-round commissionable product is central to achieving

this Strategy’s vision.

Wellington needs at least two more major tourism attractions. It also needs a larger convention centre in order to

attract bigger conferences to Wellington.

INFRASTRUCTURE

Wellington’s current infrastructure and capacity are continually being enhanced, but increased demand during peak

periods and events can still result in strain on existing facilities. Wellington has been witnessing signifi cant growth in

commercial accommodation over the past fi ve years. Indications are that steady development will continue to grow

supply in this market. Wellington’s hotel capacity has increased by some 20% within the last two years alone.

In addition to this, and bearing in mind events such as the Rugby World Cup 2011, capacity management and planning

will become increasingly important if the region is to compete successfully in the international tourism market.

Positively Wellington Tourism and the city’s tourism sector view the following product and infrastructure

developments as important to continued industry growth:

i-SITE Visitor Information Centre Redevelopment

The i-SITE is Wellington’s offi cial visitor information and travel centre. For many visitors, the i-SITE is an integral

part of their Wellington experience. Located in Civic Square, the current site offers a central location in downtown

Wellington; however the site presents a number of access and parking limitations to both visitors and operators.

Purpose-Built Convention Facility

Conference tourism has long been a signifi cant economic contributor to Wellington’s economy. The convention market is

worth in excess of $90m per annum to Wellington3. While Wellington’s convention business has witnessed strong growth in

recent years, research indicates a decrease in market share in the multi-day Association conference market.

PAGE 5

3 A Review of the Opportunity for a New Convention Facility in Wellington, Angus & Associates

Large purpose-built convention / event centre facilities that are competitive with other regions are essential. There

are growing market concerns around Wellington’s growth potential in terms of conference / event activity. Wellington

is currently restrained by the lack of a convention centre with a large dedicated fl at-fl oor space.

City Transport

Seamless city transport links are an important component in the development of Wellington as a desirable

destination. Delivering residents and visitors with user-friendly and affordable transport links connecting key tourism

locations into and around downtown Wellington is a key goal of this Strategy.

Waterfront

Wellington’s waterfront area has always been a drawcard for visitors. Thanks to recent development through both

public and private investment, it now boasts landscaped public areas, recreation facilities and a range of bars and

restaurants. Wellington’s waterfront is an integral component in the delivery of the ultimate visitor experience

and is also a key brand element of Positively Wellington Tourism’s marketing activity, showcasing the diversity of

Wellington’s downtown experience.

Developing the waterfront experience is a key component in achieving this Strategy’s vision. The building of new

iconic attractions and events will continue to assist in the development of Wellington’s destination offer.

PAGE 6

Ease of access to our city

Wellington is located in the centre of New Zealand. This centrality presents signifi cant strategic advantages for

Wellington as a hub for air, road, rail and sea services.

Through the channelling of inbound and outbound travel markets, stronger trans-Tasman and long-haul air services

will allow the region to act as a key hub for international travellers wishing to travel around New Zealand.

Wellington’s main cruise berth and terminal facilities are located at Aotea Quay Wharf, alongside the key inter island

ferry terminal. Wellington must make more of the opportunity that these two platforms offer by providing quality

disembarkation services. Wellington is not delivering seamless connectivity of passengers and crew from Wellington’s

cruise terminal to and from the CBD.

Improved Visitor Signage, Information and Interpretation

The need for a more integrated tourism and directional signage programme has long been identifi ed; however recent

research from the Regional Visitor Monitor has provided clear evidence that signage in the Wellington region is not

meeting visitor expectations.

Accommodation

Wellington has benefi ted from an expansion and diversifi cation of accommodation inventory over the past fi ve years.

Further investment in the accommodation sector will allow the region to develop in line with demand without stifl ing

growth. Increased diversity of accommodation options will continue to provide visitors with new and exciting reasons

to stay.

Inner-City Campervan Facilities

Recent Positively Wellington Tourism research provides clear evidence that visitors feel that campervan and parking

facilities in Wellington city are inadequate. Wellington’s target markets with a high propensity to use campervans

include Australia, UK, Germany and the Netherlands.

Many visitors currently do not stay overnight in the city due to a lack of facilities. Instead, they continue on to their

next destination. Provision of inner-city campervan facilities, complementing other regional campervan sites, has the

potential to rapidly grow yield and length of stay.

PAGE 7

Action Delivery Lead Partners Achievability Timeframe

1. Commissionable Tourism Attractions

1 Identify product gaps and assist in the development of new product

1a Identify at least two product opportunities each year PWT A Annually

1b Seek out commercial operators to take up plans PWT Operators A Annually

1c Take a lead role in facilitating and supporting the development of world-class visitor attractions

PWT WCC A Annually

2. Nature Tourism Products

2 Identify opportunities that utilise Wellington’s natural environment and landscape

2a Collaborate with existing and proposed nature based products (e.g. Zoo, Zealandia, MEC) to maximise visitation conversion between products

PWT Wellington ZooKS

DOC

A Annually

2b Seek out commercial operators to take up plans PWT Operators C Annually

3. Events

3 Work with a broad spectrum of event organisations to diversify the range of events used to promote Wellington

3a Work with Arts Wellington to champion arts and culture events as a driver of visitation to Wellington

PWT Arts Wellington

A Annually

3b Support Wellington City Council in the ongoing implementation of the Wellington Events Strategy

PWT WCC B Annually

4. Film Tourism Experience

4 Support and champion the development of a permanent fi lm creativity experience within Wellington city

4a Work with Wellington’s fi lm sector stakeholders to identify and assist in the development of a commissionable fi lm tourism attraction(s)

PWT Film Sector D By 2015

5. Culinary Tourism

5 Support the food and beverage sector in developing experiences that maximise Wellington’s unique culinary offerings

5a Support GROW Wellington’s activities in creating regional excellence and vibrancy around all aspects of food and beverage, from primary production to restaurant service

PWT GW B Annually

5b Support tertiary education providers to ensure targeted delivery of excellent product and service training for Wellington hospitality sector

PWT Weltec ATTTO

HSI RI

HANZ

B Annually

PAGE 8


6. Maori Tourism Development

6 Support and champion the development of uniquely New Zealand or Maori experiences that add value to the Wellington visitor experience.

6a Work with existing providers to add Maori interpretation and perspective to visitor experiences

PWT Te Ara a Maui

A Annually

6b Identify product opportunities and work with Te Ara a Maui and local iwi to develop new cultural tourism product in Wellington

PWT Te Ara a MauiMTC

B

6c Seek the inclusion of a mix of Maori tourism product in Wellington Convention Bureau’s offering to international convention and incentive bids

PWT Convention Bureau

Partners

B Annually

7. Product Collaboration

7 Much of the core visitor activity product of Wellington city is linked through being part of Wellington City Council’s activity. Product linking will provide commercial opportunity around free product and create business effi ciencies in its promotion

7a Work with other CCOs, Wellington Convention Centre and Karori Sanctuary to have regular structured communication channels

PWT CCOsWCC

KS

A Annually

7b Work with industry SMEs to bundle product into a ’Wellington’ experience

PWT Tourism Industry

B Annually

7c Investigate the feasibility of shared mutual Sales & Marketing offi ce for CCOs etc

PWT WCC C By 2010

8. Infrastructure

8 Advocate to Wellington City Council and central government agencies for the development of infrastructure in Wellington that will maximise visitor spend and experience, and offer universal access

8a Promote the development and continual upgrade of public and private meeting, conference and convention space in Wellington

PWT Wellington Convention

Centre

Tourism Industry

B Annually

8b Provide research and business analysis service to potential investors (public and private) in convention space in Wellington

PWT Developers / investors

C Annually

8c Pursue the development of a purpose-built convention facility within Wellington City

WellingtonConvention

CentrePWT

WCCTourism Industry

D By 2015

PAGE 9


9. Cruise / Shipping

9 Create and deliver world-class cruise facilities including access to the CBD from the port

9a Continue advocating for the development of cruise-related waterfront infrastructure, including universal access

PWT CentrePort Wellington Waterfront

A Annually

9b Develop a Wellington Cruise Strategy PWT CentrePortWCCTNZ

B 2009

9c Support and advocate for the development of permanent transportation link between Kaiwharawhara ferry terminal, port and city

PWT CentrePortWCC

C By 2015

10. Campervan Facilities

10 Investigate with urgency the development of a high quality inner-city campervan facility

10a Search and identify potential facility locations within Wellington city and advocate for the provision facilities within WCC plans

PWT HAPNZ A Annually

10b Investigate and publish business analysis providing business case for development of campervan facility within Wellington city

PWT HAPNZ B By 2010

11. Tourism and Directional Signage

11 Ensure that signage into and within Wellington enables visitors to explore the activities the city offers with ease

11a Audit of the region’s existing tourism and directional signage

PWTTransit

WCC B 2009

11b Facilitate the establishment and implementation of a signage and way-fi nding strategy to enhance Wellington as a visitor destination

PWT WCCTransit NZ

C By 2010

12. Tourism Product

12 Support and champion the development and improvement of tourism infrastructure, including universal access

12a Investigate the creation of a platform to champion public/private sector joint venture partnerships in an aim to make capital investment more attractive

PWTGW

WCC C By 2010

12b Create a product development framework which will assist in effi cient assessment of new product proposals

PWT WCC C 2011

PAGE 10


12c Collaboration and investment between International Marketing Alliance partners to identify and develop new export-ready products

PWTIMA

Partners

Tourism Industry

C Annually

13. i-SITE Visitor Information Centre

13 Deliver world-class visitor information facilities

13a Investigate the feasibility of a new purpose-built i-SITE Visitor Information Centre that more closely aligns with Wellington's creative capital image

PWT PWW C By 2010

14. Airline Links

14 Lobby for increased air capacity and competition on trans-Tasman services.

14a Work with all airlines utilising Wellington International Airport Limited in order to increase capacity into Wellington from all ports (domestic and international) and work to ensure fl ight scheduling allows all visitors to maximise the opportunities that Wellington provides

WIAL PWT

WCCGW

A Annually

14b Identify potential airlines to utilise Wellington International Airport Limited and advocate for discussions between them and airport

WIAL PWT

WCCGW

A Annually

14c Monitor the airlines utilising Wellington International Airport for volume and appropriate frequency of fl ights

WIAL PWT

WCCGW

B Annually

14d Attract at least one airline to fl y daily long-haul services to Wellington, most likely from South East Asia, from 2015

WIAL PWTWCCGW

D From 2015

15. Transport Links

15 Deliver seamless city transport links to residents and visitors alike

15a Advocate for and support the enhancement and development of downtown Wellington’s transport links

PWT WCC A Annually

16. Accommodation

16 Deliver an accommodation sector that is diverse in its offer and is of the highest standard

16a Support and advocate for the ongoing development of a diverse accommodation sector

PWT A Annually

16b Work with private sector partners to assist in the development of a diverse accommodation sector

PWT Private Sector

Partners

C Annually

PAGE 11

Our Customers – Targeted Marketing

Through creating an exciting ‘city vibe’ Wellington locals and visitors alike enjoy an energy that continues to draw

them back which in turn draws more people into the city.

WELLINGTONIANS

95% of Wellingtonians think the city offers a high quality of life and 95% see it as a great place to live. Wellingtonians

have a strong sense of place. They enjoy living in a prime visitor destination that attracts high profi le events and has a

thriving, compact downtown hub.

Wellington’s visitor industry should engage with the local community to further foster pride in their city. This

will encourage them to bring friends and family to Wellington, and show them their city’s unique attractions and

experiences.

NEW ZEALANDERS

Wellington’s domestic visitor market is a huge success story, having grown rapidly over the past decade. Events have

played a vital role in developing Wellington’s brand, to a point where Wellington is now considered to be the ‘Events

Capital of New Zealand’. The launch of Te Papa in 1998 was perhaps the single biggest catalyst in boosting visitor

numbers. It has been followed by a number of other key developments around the city of which the best example is

the Wellington Regional Stadium.

Wellington is now clearly recognised across New Zealand as the most desirable urban visitor destination in the

country. The challenge for Wellington is to further increase visitation spend through promoting the city’s diverse range

of experiences and offerings.

AUSTRALIANS

Wellington’s top international visitor market is our nearest neighbour,

Australia. One third of all our international visitors come from Australia

and it’s a market that continues to grow.

Wellington needs to continue to be innovative and targeted with its

marketing activity in Australia. The aim of which is to increase awareness

of Wellington resulting in an increase in travel conversion to Wellington

from Australia.

PAGE 12

DISCOVER NEW ZEALAND’SCAPITAL OF COOL.

INTERNATIONAL – BEYOND AUSTRALIA

Led by Te Papa, the development of Wellington’s product offering has transformed the ability of the city to attract

a broad array of international visitors. Whilst good progress has been made, there is still a need to complete the

transformation of Wellington from a stopover to a destination.

Wellington must continue to work with Tourism New Zealand, the international travel trade, airlines, media, and local

partners who operate in international markets to raise the profi le of Wellington as a ‘must have’ component of any

New Zealand itinerary.


1. Destination Marketing

1 Position and promote Wellington as the ultimate urban visitor destination in Australasia

1a Collaborate with Wellington’s retail sector to enhance downtown vibrancy, particularly during high-profi le events

PWT CoCNZRA

A Annually

2. eMarketing

2 Deliver Wellington’s Online and eMarketing strategies

2a Encourage increased access to information on Wellington via innovative digital technologies

PWT WCCSector

Partners

A Annually

3. Australian Campaign Development

3 Continue to develop consumer, trade and PR activity to drive growth

3a Grow partner funding to deliver Wellington specifi c marketing campaigns

PWT WCC TNZ

Tourism Industry

Marketing Alliances

A Annually

3c Leverage Positively Wellington Tourism’s Online Strategy in interactive advertising and social media applications

PWT A Annually

3d Partner with trans-Tasman airlines to deliver consumer campaign activity

PWT Airlines A Annually

3e Maintain an active trade and retail marketing programme

PWT RA A Annually

3f Undertake promotional activity with online travel agents

PWT OTAs A Annually

4. Raising Wellington’s Profi le

4a Maintain a high profi le for Positively Wellington Tourism, and Wellington’s tourism sector

4b Ensure that tourism is seen as a key economic driver for Wellington now and into the future

PWT WCC A Annually

4c Positively Wellington Tourism is recognised as a leading commentator on industry issues and the development of destination Wellington

PWT WCCTourismIndustry

A Annually

4d Be seen as an inspirational leader that is trusted, respected and innovative

PWT WCC A Annually

PAGE 14


4e Be seen to be approachable and prepared to make informed comment

PWT WCC A Annually

4f Work with Wellington’s fi lm sector to leverage Wellington’s role as a global player in fi lm creativity

PWT Film Wellington

WETA

A Annually

5. Innovative Marketing Partnerships / Wellington Across the Globe

5 Maintain existing and develop new marketing partnerships

5a Forge new relationships with internationally recognisable and aspirational brands

PWT C

5b Maintain and strengthen Wellington’s International Marketing Alliance

Regional RTOs

IMA A Annually

5c Maintain and strengthen Wellington’s International Marketing Group

PWT IMG A Annually

5d Promote and develop Wellington’s position in the Classic New Zealand Wine Trail

PWT Regional RTOs

A Annually

5e Work with and leverage off Tourism New Zealand activity to promote the Wellington region to the travel trade across the world; particularly in key markets such UK, Europe and North America

PWT IMAIMG

A Annually

5e Work with and leverage off Tourism New Zealand activity to promote the Wellington region and build relationships in parts of the world that are not currently key to Wellington but may be in the future

PWT IMAIMG

A Annually

6. Destination Branding

6 Position Wellington as a creative playground and the Australasian destination of choice for domestic and international visitors

6a Position Wellington as a ‘creative playground’ that is universally accessible

PWT WCCSector

Partners

A Annually

6b Maintain Wellington’s position as New Zealand’s leader in domestic consumer marketing

PWT WCCSector

Partners

A Annually

Our People – Delivering the Experience

Wellington’s ability to achieve destination excellence relies on the region’s ability to deliver world-class visitor

experiences – they are mutually dependant.

Visitors engage with Wellington on many levels. High levels of satisfaction aid the outcome of repeat visits, longer

stays, increased spending and positive word of mouth referrals. It is essential that the visitor experience is excellent

throughout the entire visitor journey.

Industry and consumer feedback have identifi ed gaps in Wellington’s product offering and service quality, as well as

some dissatisfaction with some regional product and amenities.

i-SITE

The i-SITE is Wellington’s offi cial visitor information and travel centre. For many visitors, the i-SITE is an integral part

of their Wellington experience.

Ultimately the city’s i-SITE should refl ect Wellington’s creative and iconic status and be a key tool in extending the

stay and spend of visitors to the city. The i-SITE should also be positioned as a key resource for residents hosting

visiting friends and relatives in the city

SERVICE EXCELLENCE

The visitor service sector needs skilled, knowledgeable staff and excellent training programmes in order to deliver

high–quality services. Customer service skills, technical skills and commercial skills are all critical.

Success will depend on the quality of people the sector attracts and the ways that it grows and manages them;

understanding of employee motivation and aspirations, recruitment methods, professional training and the

development of career pathways will all contribute to success.

ACCESS

Accessible Tourism is tourism for all. People with disabilities, seniors, the visually and hearing impaired, and others with

accessibility needs should have the opportunity to experience Wellington unimpeded by physical or social barriers.

Accessibility needs to be a consideration in all activities and infrastructural developments to deliver upon the goal of

destination excellence.

PAGE 16

SUSTAINABILITY

Sustainability and its inherent relationship with tourism is perhaps the number one social, economic and

environmental concern in the sector today. Tourism relies more than any other sector on its sustainability.

The United Nations World Tourism Organisation defi nes sustainable tourism as “tourism which meets the needs of

present visitors and host regions while protecting and enhancing opportunity for the future”.

If current trends are to continue, businesses, communities and destinations which offer environmentally sustainable

products and services will fi nd themselves in strategically competitive positions.

STORYTELLING

The delivery of a world-class visitor experience requires engagement with rich and unique cultural, environmental

and social values through quality interpretation. In particular, Maori tourism adds a rich dimension to both the

international and domestic visitor experience. Tourism New Zealand research shows that demand for authentic Maori

tourism experiences is increasing, particularly in the international visitor market.

‘Telling the story’ is also a key principle of sustainable tourism. International examples show the use of storytelling and

legends in tourism as a way of enhancing the visitor experience can be highly successful.

Storytelling provides a more rewarding experience and offers perceived value for money – a key determinant of a

world-class visitor experience. The delivery of distinctive and aspirational stories, both existing and new, will create a

level of competitive advantage for tourism operators, and in turn, the destination.

PAGE 17


1. Business Development

1 Engage with and support the development of Wellington’s tourism operators

1a Provide integrated business support initiatives to SMEs in the tourism sector to assist the quality of Wellington visitor attractions

GW PWTNZTE

C Annually

1b Provide training opportunities for tourism and transport operators, accommodation providers and volunteers to strengthen skills in interpretation and storytelling

PWTTe Ara a

Maui

IMGNZTE

A Annually

1c Encourage uptake of organisational and staff training and education by tourism SMEs

GW PWT A Annually

1d Promote accredited operators and tourism award winners to visitors through regional communication channels

PWT i-SITEIMA

A Annually

1e Develop tourism business clusters for training & delivery to ensure solutions are tailored to local needs

PWT IMA C By 2010

1f Encourage industry associations and training providers to work with Wellington’s tourism sector to provide cost-effective skill development opportunities

PWT GWNZTE

WeltecATTO

HSIRI

C By 2011

2. Sector Development and Planning

2 Advocate for and lead the enhancement of Wellington’s tourism sector

2a Ensure the sector’s needs are communicated to local government by providing coordinated comments and submissions on, for example:• district plans• long–term council community plans• annual business plans• regional tourism development• destination management or economic development strategies• Resource Management Act processes

PWTTIANZ

GW A Annually

2b Ensure local authorities understand the benefi ts tourism offers and lead destination management and planning initiatives and processes to maximise these benefi ts

PWTTourismIndustry

WCCGWRC

A From 2009

2c Identify workforce development and training needs ATTTOHSI

TIANZ C 2009

PAGE 18


2d Investigate the development of professional development programmes for up-skilling Wellington’s tourism workforce

ATTTOHSI

PWT C By 2010

2e Work with Wellington’s ‘frontline’ services (taxis, public transport, touring, retail and accommodation) to deliver customised programmes aimed at: • delivering excellent customer service• boosting destination and product knowledge• improving understanding of the cultural protocols and information needs of emerging markets

ATTTOHSIRI

Tourism Industry

PWT

D By 2010

3. Accessible Tourism

3 Promote and advocate for universal access

3a Encourage the improvement of universal access and facilities within Wellington’s tourism sector

WCC PWT A Annually

3b Encourage the philosophy ‘Tourism Accessibility For All’ – accessible journeys, venues and services

WCC PWT A Annually

3c Improve awareness and understanding of the importance of universal access within the tourism sector at all levels

WCC PWT A Annually

4. Communities

4 Greater engagement between the community and the tourism sector

4a Engage with communities at a strategic level through increased engagement at the governance level — for example, through community boards, reference groups and councils

PWTWCC

Tourism Industry

A Annually

4b Ensure tourism decision-making by Wellington’s TLAs, communities, iwi and tourism sector is informed by high-quality research

PWT TNZWCC

A Annually

4c Promote local culture and incorporate this into all aspects of the visitor experience

Wellington iwi

Te Ara a Maui

PWTWCC

A Annually

4d Work with local authorities to increase the value that tourism brings to the community and to manage and mitigate any undesirable effects


C From 2009

4e Work with NZTE to facilitate a programme for investment in product development feasibility studies and business cases. Develop guidelines and criteria to link with the regional strategy

GWPWT

NZTE D By 2010

PAGE 19

5. Storytelling

5 Promote and deliver Wellington’s distinctive and aspirational culture and history

5a Encourage operators to use storytelling to connect cultural attractions across city and regional boundaries

PWTTe Ara a

Maui

WCC A Annually

5b Establish and promote Wellington as the logical home of New Zealand’s Matariki celebrations and as a place where the regions Maori heritage is recognised and celebrated

PWTTe Ara a

Maui

WCC C From 2009

6. Environmental Sustainability

6 Promote and lead the vision of a carbon neutral destination

6a Measure and monitor Wellington’s tourism carbon footprint

WCC PWT A Annually

6b Wellington’s tourism industry is the lead agent in achieving the city’s goal of being the fi rst carbon neutral capital


WCC A Annually

6c Delivery of Wellington’s STAR programme PWT WCCTMT

A Annually

6d Promote operators and companies who have achieved and exceeded sustainability accreditation

PWT WCCTNZ

i-SITE

A Annually

6e Promote Wellington’s sustainability credentials in tourism marketing, information and communication

PWT WCC B Annually

6f Promote Wellington as a compact city that is better explored carbon free

PWTWCC

Tourism Industry

B Annually

6g Ensure visitors are able to easily identify sustainable tourism products

TNZTMT

i-SITEPWT

B Annually

7. i-SITE Service Delivery

7 Deliver the ultimate i-SITE Visitor Information Centre experience

7a Promote Wellington’s compelling destination differences through dynamic service delivery at the i-SITE

PWT A Annually

7b Delivering customer services brilliantly PWT A Annually

7c Exploring innovative and exciting ways to become the leading i-SITE in New Zealand

PWT C By 2010

PAGE 20

OUR PARTNERS AND THE STRATEGIC ASSETS OF WELLINGTON

Wellington City Council

Wellington Museums Trust

Positively Wellington Waterfront

Wellington Convention Centre

Wellington Zoo

Karori Sanctuary

Wellington Cable Car Company

Arts Wellington

Te Ara a Maui

Greater Wellington Regional Council

Grow Wellington

Programme partners of Positively Wellington Tourism (international, airline, hotel, convention bureau, inter-island transport)

Wellington International Airport Limited

Te Papa

CentrePort

Tourism New Zealand

Qualmark

VIN inc

Ministry of Tourism

Ministry of Economic Development

Tourism Industry Association

New Zealand Hotel Council

Motel Association of New Zealand

Hospitality Association of New Zealand

PWT recognises all of Wellington’s tourism stakeholders and the

importance they play in the delivery of this Strategy. Between

2009 and 2015 strengthening existing partnerships, and forging

new ones, will be critical to achieving the aims of this Strategy.

ABBREVIATIONS

ATTTO Aviation, Tourism and Travel Training Organisation

CNZWT Classic New Zealand Wine Trail

CoC Chamber of Commerce

CP CentrePort Wellington

FIT Free Independent Traveller

GDP Gross Domestic Product

GW Grow Wellington

GWRC Greater Wellington Regional Council

HIS Hospitality Standards Institute

IMA International Marketing Alliance

IMG International Marketing Group

KS Karori Sanctuary

NZRA New Zealand Retailers Association

PWT Positively Wellington Tourism

PWW Positively Wellington Waterfront

RI Retail Institute

RTO Regional Tourism Organisation

TIANZ Tourism Industry Association New Zealand

TLA Territorial Local Authority

TMT Ministry of Tourism

TNZ Tourism New Zealand

UNWTO United Nations World Tourism Organisation

VFR Visiting Friends and Relatives

WCC Wellington City Council

Weltec Wellington Institute of Technology

WIAL Wellington International Airport Limited

WRS Wellington Regional Strategy

WTS Wellington Tourism Strategy

Level 28, Grand Plimmer Tower, Gilmer Terrace,

PO Box 10 017, Wellington, New Zealand.

P: +64 4 916 1205 F: +64 4 916 1214

E: [email protected]

wellington visitor strategy 2015 visitor strategy 2015. ... with the lonely planet bluelist 2007 ......

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