Post on 14-Mar-2018
WELLINGTON VISITOR STRATEGY 2015
PAGE 1
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’“ ”
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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.
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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
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Action Delivery Lead Partners Achievability Timeframe
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
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Action Delivery Lead Partners Achievability Timeframe
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
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Action Delivery Lead Partners Achievability Timeframe
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
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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.
PAGE 13
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.
Action Delivery Lead Partners Achievability Timeframe
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
PAGE 15
Action Delivery Lead Partners Achievability Timeframe
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
Action Delivery Lead Partners Achievability Timeframe
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
Action Delivery Lead Partners Achievability Timeframe
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
PWT Tourism Industry
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
PWT Tourism Industry
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: info@WellingtonNZ.com