2020 West Coast Cycle Trail Strategy

West Coast Cycle Current Status & Strategic Direction Trail Review for

www.beca.com Partnership Tenacity Enjoyment Care These tools are the start of a journey that will translate into a better connected, integrated and funded network of trails. That will underpin the intention of more New Zealander recreational cyclists, coming to the West Coast to cycle, more Outcomes/Findings often – which will help transition the West Coast region to a new economy. Finish what we’ve got Secure funding for maintenance and operation Create groups to initiate operation model The Journey 1 The West Coast region is in an economic transition 2 To achieve this transition from extractive mining economy/ 3 primary produce to a tourism there has been significant public destination. sector investment in tourism, This initial investment including cycle trail establishment. by public and private 4 sectors is generating cycle Funding the maintenance tourism visitation and operation of the 5 Creating a sustainable across the region, primarily for New established trails now Zealanders, and starting to generate (and into the future) is trail network a wider economic benefit. a major operational risk Engagement, investigation and • achieving a successful transition research has been completed by Development West Coast, Beca and • attain the forecast economic Select Contracts together with a benefits representative group of Stakeholders. • bring about the direct spend This has developed: to local businesses and the community • A sustainable trail network strategy • Cycle Trail Factbook • Sustainable operational models Contents

Customer 8

Host 12 These four strategies are our areas of focus in this document

Experience 14

Operations 16

The document illustrates There is an opportunity to develop a strategy to link the cycle trails • Existing Facts together and address ongoing • Focus on the customers • Network model maintenance and operational costs. • Identifying gaps in the model and Barriers to investment This strategy and the recommendations • How to enhance the Customer Experience have been developed to address this • Sustainable model opportunity. • Pre investment appraisal The strategy has been developed through engagement • Strategy actions with stakeholders. Destination Management Customer Experience • New Zealanders, young & old • Finish the current trails (investment) • Outdoor family adventure • Amazing scenery and heritage story • Repeat visitation • Choose your level of adventure • Distinct clusters West Coast • A mix of trail grades • Safe journeys Strategy • Improve amenity value Supercharge our growth through

s Destination Management of the

s Hosts Wild West Coast Trail Network Operations

e • The best hosts • Value the product we have

n • A network of amenities • Monetise our assets r • Quality not quantity • Sustainably fund trail operations e • Leverage through destination • Connected experiences d l development & management • Resilient infrastructure i

Cycle Tourism Growth d e Transitioning from extractive mining economy/primary produce to a tourism destination m The initial public sector and private sector investment in Cycle Trails across the West Coast region has generated increased cycle tourism a visitation, primarily for New Zealanders, and it is starting to generate a wider economic benefit. This section identifies the opportunities t for further growth in the West Coast economy based around enhanced and developed cycle and walking trails. n U # Visitation mix 90:10 Future (10-20 years) 70:30

1 Size of the prize

Cycling and walking numbers growth* Tourism spend in 20 years

*Basis $ 28,720 39,000 48,000 • 4% growth per annum up to year 5 15.2M - Cycle numbers 2021 10 years (2026) 20 years (2041) • 2.5% growth per annum to year 10 $ • 2% growth per annum to year 20 25.4M ** Based on an average spend of $142 pp over 20,200 27,900 34,000 an average of 3.0 days on the trail and includes a multiplier of 73%. Walking numbers 2021 10 years (2026) 20 years (2041)

A change from rate payer to user pays model can provide potential revenue for operations

Step 1 Step 2 Step 4 On trail Establish a story to sell the cycle trail Develop a West Coast Trails app and website Businesses contribute via a licensing model. Accommodation can generate revenue, development journey. Identify key pressure that promotes the trails, the benefits and Associated businesses contribute a percentage but limited trails have this option. points on the trails where clear improvements connects the dollar donated to the outcomes of annual earnings (3%) towards the can be made. Introduce signage, QR Codes on the trail. sustainability of the trails. Permit options and links across the network including A significant portion of West Coast trails are associated businesses that tell this story Step 3 Step 5 located on DOC land. The purchase of permits and encourage donations. Associated businesses charged a fee to Opportunities to increase donations as the for use of the trails may be appropriate for advertise on the App and website. network service offering is enhanced. some parts of the network (ie. private or public land). This option will not provide a consistent future income regionally.

Donation Capture by users So what?

In 10 years $426 average spend x 10%* In 20 years $450 average spend x 20-25%* *Basis Growth in trail network users means higher potential revenue • Ability to 30% charge to the trail user and expenditure on the West Coast. $ $ on top of their Visitor expenditure Progression towards a user pays model 42pp 100pp • this percentage represents an increasing will provide revenue that could enable a sustainable operating model for the $ $ donation capture that could be realised Donation capture of 2m Donation capture of 8.2m trails into the future. per annum for trails per annum for trails Matched Funding undertaken at a cluster or destination level Expenditure = Average $ Spend $142 walkers & cyclists) Expenditure = Average $ Spend ($142 walkers & cyclists) will increase outcomes. * Average no. of days (walkers & cyclists = 3.0) * Average no. of days (walkers & cyclists = 3.2)

2 Macro-economics of West Coast

Population Lonely Planet

Website identifies West Coast at: 34,608 No.12 of the ‘Top Sights in New Zealand’ (list of 20)

New Zealand Cycle Trust

10,150 13,550 8,890 ‘Best family rides’ Buller District Grey District Westland District #2 Wilderness trail

New Zealand’s longest and highest singletrack Living Visitors Annual spend per year #1 Old Ghost Road 43.3% $200.4m Tripadvisor Top West Coast Rural Domestic Outdoor activities 350,000 Domestic #1 Old Ghost Road 520,000 #12 WCWT International $ 56.7% 269.2m #46 Point Elizabeth Walkway #65 Kawatiri River Trail Urban International #89 Paparoa Track

3 New Zealand cycle trails

Top cycling markets International visitors go cycling 179,000 53% Growth since 2015 2 USA 3 CHINA 4.9% growth since 2015 International visitors ride NZ cycle trail

AUSTRALIA % 1 49,000 96 Growth since 2015

New Zealand cycle trail riders Female to male ratio Cyclists 23% 77% 49% 51% 57% Local Visitors Female Male 50 - 69 years old

Visitors Average spend for rider / day Visiting the area 13.5% 86.5% $207 $173 82% 57% International Domestic International Domestic Visited because of the Spend 2 days or cycling/walking trail more on the trail

4 West Coast cycle trails

Visitors to the area

12% 14% 24% Wellington International 8% Other 8% 31% Germany 16% West Coast 50% 8% Canterbury Australia Canada Buller 88% 8% 16% Domestic UK 12% Grey Auckland Netherlands Westland

Average spend Average length of stay rider per day

2.9 3.9 Grade 3 $ days on trail days on coast 208 35% Grade 1 West Coast Wilderness trail Cyclists 21% Grade 2 Grade 4 % # 18% 16% 59 1 Grade 5 $ % of established reason people 134 77 10% trails are the ride the trail is Old Ghost Road Trail 50 - 69 years old great rides for the scenery

5 Current Cycle trails

End to end trail offerings

1 2 3 4 5

West Coast Old Ghost Heaphy Paparoa Kawatiri Coastal Wilderness Trail Road Track Track Trail 132km 85km 78.4km 56.2km 55km

1 2 3 4 5

Predominantly Grade 2 Grade 4 Grade 3 Grade 4 Grade 2 with some Grade 3 sections with some Grade 5 with some Grade 4 Estimated cyclists per annum (current) Not available Not available does not include commuter trips 8,500 9,500 2,000

Estimated walkers per annum (current) Not available Not available does not include commuter trips 3,000 3,000 10,000

Total individual users (average) 11,500 12,500 12,000 Not available Not available

Other cycle trail destinations include: – Denniston Plateau – Charming Creek – Blue Spur Tracks

6 Non-financial benefits

Social capital World class Community identity The social contribution Mental health and road safety Enhancing local communities Cycling and walking trails that West The economic benefits of the Well-being benefits Coast towns can be proud of Enhanced by cycle trails and based NZ Cycle Trails was estimated to on qualitative evidence be $12.0M. These benefits were derived from reduced mortality benefits, commuting benefits and cost savings from diseases associated with physical inactivity.

Natural capital Financial and physical capital Human capital • Cycle and walking trails can help protect and showcase the • Cycling and walking trails act as catalysts to wider economic • Build capability skills that are directly involved in trail natural environment on the West Coast benefits construction • Trails can be used to run surveys and pest trapping and • Infrastructure to support trail users will also benefit other • Build capability and skills in supporting sectors such as bicycle monitoring programmes forms of tourism stores, transport operations • Cycling and walking trails are relatively low-impact recreational • The NZCT evaluation showed that the cycle trails helped • Provide additional career pathways into cycling, walking, and activities revitalise small communities including historic hubs, increased supporting industries on the West Coast and expanded the number of local businesses, and created jobs close to the locality of the trails

7 Customer Description Destination Management

A key part • Use localised cycle network and short recreational Neighbourhood/ • Local trips for accessibility to local schools, parks and trails adjacent to natural environments to perform shops as well as small family trips for recreation of the strategy family cycling small daily activities • Teenagers and adults commuting to and from work • Use a localised cycle network to perform small daily Commuter cycling is to focus on or school with a general travel range <15km trips • Time constrained and will only travel for the event • Travel specifically to participate in a variety of cycling, Sports cyclist itself with minimum time spent at other tourist running or multi-sport events customers attractions. • Will generally stay within an area with a good Our customers are cyclists and walkers network of easy to access trails • Participating for leisure and place a high value on • Prefer catered facilities and good rest areas and will Recreation cyclist enjoying the experience. Less constrained in time and • New Zealanders, young and old generally cycle within a hub of trails vary widely in skill and experience • Outdoor Family adventure • Pre-packaged options accommodation, food, and • Repeat Visitation transport options are attractive as they save time • Distinct Clusters • Touring cyclists travel long distances carrying • Safe Journeys camping gear and provisions • Will generally only pass through an area once • Prefer high-quality road surfaces, wide shoulders and Touring cyclist lightly trafficked back roads • Displays a range of accommodation preferences from basic camping to luxury accommodation • Rest areas, camping facilities and accommodation are important

• Will travel directly to towns located most closely to • Can be a domestic or international visitor the start/end of the trail • Seeks out the Great Walks of New Zealand due to Great walker • May spend an extra day or two either side of the the successful brand, certainty of experience and walk itself experiencing other tourism/cultural quality accommodation and paths attractions

• Travelling New Zealand for a short period of time (less than 1 month) • Attracted by the Great Walks brand but does International • Generally, does not spend a lot of time in one area not possess the skills or equipment necessary to due to the short duration and nature of their trip day walker undertake the full walk • Will only walk the start/end of the trail and exit on the same day

8 Network The Untamed Wilderness Network Model presents the components which would make up an ideal experience for a cycle or walking tourist to the West Coast. It shows the parts of a network that the customer interacts with on a scale of significance (ie. Local vs National). The network places the customer Model at the centre of the model and gives an indication of their individual service preferences. Each customer has a different set of preferences which are generally grouped into:

Experiences Network/ Infrastructure Amenity/Services Complementary Connectivity the trails and directly related trail requirements of a trail network supplementary products required Experience connections to and from the West facilities including building and access to by customers activities that will contribute to the Coast as well as around the region the trails overall experience for the customers

The model conceptually describes the network...

Understanding the current range of products available to each type of customer Identifying gaps and opportunities within the current product offering Viewing the cycle trail network from a holistic perspective A ‘system’ approach to sustainability, servicing and investment This model will assist in providing direction for investment in future projects

9 Overall ExperienceExperience INTERNATIONAL PRIVATE HUT Network private SERVICED HUT serviced Model HOTELS HEAPHY TRACK TRAILS FUTURE NATIONAL EMPLOYMENT PAPAROA HOTEL MOTELS BASIC HUT TRACK OLD GHOST ROAD WEST COAST Complimentary experience BLACKS POINT WILDERNESS TRAIL CONTRACTORS REGIONAL TRAIL WESTCOAST AIR BNB EVENTS TRAIL DENNISTON TREETOP DAY PLATEAU WALKWAY FINISH MAKERS SHELTER BLUE SPUR TRACK BULLER VOLUNTEERS LOCAL MARATHON AIR RESCUE START CAMPING OLD CHOST ST JOHN ROAD ULTRA complimentary network/ MARKET BREVET HOKITIKA RACES WILD FOODS infrastructure FESTIVAL experience FIRST AID SHANTYTOWN Network / Infrastructure MARKETS SHANTYTOWN

SPECIALIST DOLOMITES RECREATION cycle hire RETAIL CYCLE CAFE BAKERY SIT CAFE CAR i e DAY VISITOR INFORMATION WALK Connectivity VISITOR MUSEUMS CYCLE CENTRES HIRE munch cycle hire GREAT WALK wayfinding

RESTAURANTS wayfinding CHARGING STATIONS TRANSALPINE

SHUTTLE AIR MAP BOARDS/ TOWN TO TRAIL SIGNAGE

E-BIKES TOUR amenity/ services OPERATORS Connectivity Amenity / services connectivity

customers

hardcore mountain biker family commuter sports cyclist recreational cyclist touring cyclist great walker international walker

Commuter Family Sports cyclist Recreational cyclist Touring cyclist Great walker International walker 10 Overall Network Model This example demonstrates how the Family customer will interact with the West Coast Network Model. The coloured icons show the family customer Experience touch points with the network model. This links to the pre-investment appraisal PRIVATE HUT and identifies where to spend the next dollar to fill the network gaps. private

SERVICED HUT serviced HOTELS HEAPHY TRACK TRAILS FUTURE EMPLOYMENT PAPAROA HOTEL MOTELS BASIC HUT TRACK OLD GHOST ROAD BLACKS POINT WEST COAST CONTRACTORS TRAIL WILDERNESS TRAIL WESTCOAST AIR BNB EVENTS TRAIL DENNISTON TREETOP DAY PLATEAU WALKWAY FINISH MAKERS SHELTER BLUE SPUR TRACK BULLER VOLUNTEERS MARATHON AIR RESCUE START CAMPING OLD CHOST ST JOHN ROAD ULTRA complimentary network/ MARKET BREVET HOKITIKA RACES WILD FOODS infrastructure FESTIVAL experience FIRST AID SHANTYTOWN MARKETS SHANTYTOWN

SPECIALIST DOLOMITES RECREATION cycle hire RETAIL CYCLE CAFE BAKERY SIT CAFE CAR i e DAY VISITOR INFORMATION WALK Connectivity VISITOR MUSEUMS CYCLE CENTRES HIRE

cycle hire GREAT WALK wayfinding

RESTAURANTS wayfinding CHARGING STATIONS TRANSALPINE

SHUTTLE AIR MAP BOARDS/ TOWN TO TRAIL SIGNAGE

E-BIKES TOUR amenity/ services OPERATORS connectivity

customers

hardcore mountain biker family commuter sports cyclist recreational cyclist touring cyclist great walker international walker

Commuter Family Sports cyclist Recreational cyclist Touring cyclist Great walker International walker 11 The West Coast Host

Gaps in the model

Benchmarking • Accommodation (as presented on Tripadvisor listings) – 5 star = <5 – 4 star = <40 – Campground = <20 – Air BnB = 100-120 properties on www.airbnb.com • Shuttle services

Quality over quantity

Seasonal Peaks • 33% Visitation in Winter 66% Visitation in Summer • Increasing quality accommodation for peak periods will increase capacity during peak periods • Enhancing safe journeys by taking routes off roads • Enhancing the accessibility to other experiences through joint marketing

12 Barriers to Investment

There are a number of existing barriers faced by several cycle trails that can affect the overall cycle experience on the West Coast for the targeted customers. These Barriers create challenges for the West Coast becoming reputable as the ‘best hosts’.

Customer Hosts Experience Operations The gaps in the network are: • The gaps in the network are: • Trail Infrastructure Resilience • Licensing Uncertainty for Private Operations (Tenure of Licence linked to Concessions) • limited grade 2 trails which are good for families • limited connectivity with existing domestic flight • Perceived Weather schedule and passenger rail access to the West • E-Bikes Concession / DoC Policy (National Policy • safety concerns for riders on sections of the WC • Perceived Isolation Coast Uncertatnty cycle journey • Land Status and Access • Population Decline / Government Confidence • Resources to lead Horizon 3 – 5 thinking Sustainability of untamed wilderness brand relies on safety • Back of House including – Chainsaw Ticket of all users ie. for riders doing the Aotearoa cycle trail, – Safety Plans and JSA’s the cycle safety between Ross and the Glaciers is a concern. – Remote Working Policy (2 resources) – Standard Technical Specifications A serious accident could impact on the perception of cycle – Use of Shared Materials (Hokitika Gravels) – Track Building Roster and Volunteers trails being safe for all. – KPI’s for Operations (Days open)

13 Experience Existing Cycle and walking trails There is an existing network of trails which are all at various Opportunity to combine experiences and establish Clusters stages of maturity. There are also several projects which are of Cycle Trails as shown in the map below: in the planning, funding application or construction phases. • 1. Karamea to Westport (Buller DC) These are illustrated in the following District maps. • 2. Reefton to Punakaiki (Grey DC – Buller DC) Each District identifies quick win and longer term projects • 3. Greymouth to Ross (Grey DC – Westland DC) which will enhance the existing cycle and walking offering for the West Coast. • 4. Ross to the Glaciers (Westland DC) The engagement identified there are no gaps in the current experience on offer and the focus should be on finishing the 1 current trails. Each District identifies quick win and longer term projects which will enhance the existing cycle and walking offering for the West high density 2 Coast. or proposed cycling trail clusters 3 Creating Clusters

Distinct clusters of cycle trails within each of the districts will provide opportunities for streamlining current trail operations. Benefits of clustering operations include: • Connect Economic Geography 4 • Joint Marketing • Improve Economic Density • Increase Sustainability

In New Zealand there are several examples of successful cycling hubs which present a clustered approach. Clustered cycling developments are attractive for tourists and present opportunities for additional bed nights and increased spending.

14 Potential clusters Buller District Grey District Westland District

Scope Strategic fi Type Scope Strategic fi Type Scope Strategic fi Type

Customer Experience In Experience Paparoa track Quick Kawatiri trail • Safer journey • Finish the current trails progress Township loop trail upgrades • Finish the current win construction • Outdoor family adventure Quick trails win Charming Creek Experience Experience • Finish the current trails • Finish the current Improve current trails Quick Mahinapua loop track trails win • Choose your level Denniston Plateau of adventure trail Customer/Experience Long • Finish the current trails Work with NZTA and road Reefton cycle term controlling authorities during network • A mix of trail grades cycling and walking events to Experience Quick enhancements temporarily lower speed limits • Safer journeys win for sections of trail that Experience Kawatiri trail are on-road • Choose your level Long network of Adventure term development • A Mix of trail grades Hosts On trail accommodation Long Expand trail offering • The best hosts improvements term • Quality not quantity

Operations Milltown Causeway / bridge Long • Resilient upgrade term infrastructure

Relocate / upgrade cycle connection between Ross and the glaciers Customer Long • Safer journey term (engage with NZTA on funding opportunities for this project)

15 Operations

Potential Model for Growth and Sustainable Operations

Component Status 2-5 years 5-10 years 10-15 years 15 years

Level of maturity Start-Up Low Medium High Sustainable Volunteer or Typical 3% 3-5% 5-8% 8-10% Single Resource overhead cost Operational Quick Wins / Long Term Investment competitive model joint model years Strategic fit Recommended network model investment

Customer Customer Shared Joint Front of house • Joint marketing to enhance accessibility to experiences • Distinct Clusters and experience marketing marketing and marketing • Enhancing safety by removing road sections focus ‘clusters’ ‘region’ resource • Safer Journeys Experience • Enhancing experience through investment in existing 0-5 Combined • Finish the current trails trails and trail links Trusts Not for profit Governance regional Operations • Enhancing sustainability of the trail operations through model • Value of the product we have distinct clusters

Shared Back of Operations Hosts and Shared Joint operation house and operations focus services operations • Value of the experience • Improved Network infrastructure ‘clusters’ by operations ‘clusters’ ‘region’

region resource 5-10 Hosts • Enhancing the network of amenities and services • A Network of Amenities Network outcomes increase visitors grow network increase revenue fund maintenance • Formal Structure Operations • Formal Structure with Cluster • Formal Structure • Packaging experiences Commercial • Trust / Not • Regional Advisory • Connected experiences with Regional Representation with Governance 10-15 structure for Profit Group Advisory Group Governance Model/ Model structure • % of Marketing Experience • Complementary experiences to incorporate adjacent to • Ratepayer / Central Revenue to support • Choose your level of Adventure new trails • Increased % of Marketing Revenue to 15-20 Government Shared Services support Joint Operations Services • User Pays / Philanthropy • User Donations Funding • User Donations for operations • Licensed Model Funded for specific trail model • % of revenue from Licensing • Revenue invested • Matched Funding product Matched • Matched Funding at a Regional Level at a Trail Level Funding at a Cluster Level rate payer user pays • Joint Service and • 5 Year Plan • 10 Year Plan • Reactive Marketing funded • 2 Year Plan Sustainable identified, and 2 identified, and Maintenance • 2 Year Plan Identified operations year funded 5 year funded Identified reactive maintenance proactive maintenance Strategy and • Progression towards a joint model will provide opportunities to mitigate strategy and operation risks operation risks as identified in the table above.

16 Pre-Investment Appraisal

Component Network model contribution Yes/ No • Experience • Complementary Experience Network Model Component Type • Connectivity • Amenity / Service • Network Infrastructure

• West Coast Regional Strategy Alignment • Stakeholder Objectives • Provincial Growth Funds

• Owner/ Proponent Governance Model • Partnership • Operator

• Volunteer Depth / Sustainability Capability to Deliver / Operate • Operating Model Type

• Private Land Access / Ownership • Public • Sensitive Land

• Environmental / Cultural Key Outcome Metrics • Economic / Social

• Intentions / Confidence Key Private Sector Indicators • Buy, Hold, Sell, Invest Metrics

• OPEX Key Business Performance Metrics • CAPEX • Ratio of Private: Public Money

• Adjacencies Ability to Catalyse • Leverage Existing Investment • Leverage New Investment

17 DRAFT Pre-Investment Framework Notes

Will the proposal contribute to attracting new and repeat West Coast Cycle trail network customers?

Will the proposal contribute to the regional West Coast Cycle destination offering for New Zealand tourists?

0 1 2 3 4 5 6 7 8 9 10 Does the proposal enhance the outdoor adventure experience for the whole family?

0 1 2 3 4 5 6 7 8 9 10 Will the proposal provide a product that will attract repeat visitation to the West Coast?

0 1 2 3 4 5 6 7 8 9 10

Does the proposal fill a critical network gap by enhancing the product & experience?

Does it provide vital connectivity or links with the existing trail network?

0 1 2 3 4 5 6 7 8 9 10 Does it provide an enhanced experience of the West Coast Untamed Wilderness brand?

0 1 2 3 4 5 6 7 8 9 10 Will it contribute to balancing the mix of cycle trail grades on the West Coast?

0 1 2 3 4 5 6 7 8 9 10

Does the proposal consider high quality hosting which will contribute to the maturity of the Overall Network Model?

Does the proposal provide for an enhanced experience of the existing situation?

0 1 2 3 4 5 6 7 8 9 10 Does the proposal contribute network infrastructure?

0 1 2 3 4 5 6 7 8 9 10 Does the proposal provide a complementary experience for the existing network?

0 1 2 3 4 5 6 7 8 9 10

Does the proposal contribute to a sustainable operation model for the West Coast?

Does the proposal contribute to the overall destination management for the West Coast cycle network?

0 1 2 3 4 5 6 7 8 9 10 Does the proposal enhance the likelihood of monetising existing community assets?

0 1 2 3 4 5 6 7 8 9 10 Does the proposal consider long term maintenance?

0 1 2 3 4 5 6 7 8 9 10 Does the proposal enhance the value of the West Coast cycling product?

0 1 2 3 4 5 6 7 8 9 10 18 Strategy Actions

• Adopt Strategy, particularly the approach to creating Customer and Experience Hosts and Operations a sustainable model. • Develop a shared services marketing plan based on Clusters • Continue with implementation of Quick Win Projects • Establish a Regional Advisory Group with existing trail to best serve the Region. network operators, associated business leaders, and • Develop a shared service operations plan based on Clusters to best serve the Region. stakeholders. #Identify Channels • Establish Mandate and Terms of Reference for the #Trail Infrastructure Resilience Regional Advisory Group • Press/print media (newspaper and specialist sector) • Recruit and appoint an external Independent Chair. • adverts • Set Key Performance Indicator’s for Operations (i.e. days This position may require funding or adjusting of current • content marketing open, natural event response times (e.g windfall/washout) and contingency plans for visitors) position descriptions to include these strategy actions • video • Consolidate 2, 5, and 10 yr CAPEX and OPEX plans for • Confirm Clusters and Representation of each Cluster • editorial each region, based on each clusters requirements • Establish a work programme to achieve the strategy • radio stations outcomes and sustainable model • Identify base funding, donation requirements, and target • premium websites. licence revenue to achieve plan outcomes • Review proposed funding allocations using pre-investment appraisal and modify to achieve the strategy #Develop Collateral • Consolidate procurement process, specifications, and materials (e.g use of Hokitika Gravels) to create a consistent • Resolve outstanding land access issues through a • Establish West Coast Cycling branding, regional narrative experience where practical consistent legal instrument. on transitional economy, cluster specific narratives, weather • Online and real time track building roster and list and isolation perceptions, stock footage and photography. of volunteers at cluster and regional level.

#Test the Collateral and Strategy #Health and Safety • Focus group testing of content and sustainable model • Standard form of volunteer agreements approach (user pays, permits and donations) with target • Consistent Safety Plans, Level of Hazard Identification market demographics. and Job Safety Analysis #Grow Awareness • Better planning at a cluster level to meet requirements of Remote Working Policy (min. 2 resources) • Tell the story, create the momentum, and give the reason • Consolidate training and specialty requirements on why we want to create a sustainable model. (e.g chainsaw ticket) #Launch the Product #Stakeholders, Policy and Legislation • Cluster specific and supporting digital infrastructure • Coordinated response to concessions and ability to capture the revenue. to commercialise licensing for private operations #Build the Brand • Coordinated engagement to improve regional flight and leverage rail accessibility • Operational and tactical marketing. • Coordinated approach to e-Bikes policy on DoC Land and concession • Resolve outstanding land access issues through a consistent legal instrument.

19 References Reference documents we’ve used to compile the infographics

General Cycling Fact Book

• MBIE, Nga Haerenga NZ Cycle Trail Evalusation Report (2016) • West Coast Wilderness Trail project, Westland District Council • www.tripadvisor.co.nz https://www.westlanddc.govt.nz/sites/default/files/19.08.16%20 -%20Grant%20Thornton%20Report%20-%20West%20Coast%20 • www.airbnb.co.nz Wilderness%20Trail.pdf

• West Coast Trails, Trailforks https://www.trailforks.com/

Macroeconomics • Walking and Cycling on the West Coast, Department of Conservation https://www.doc.govt.nz/parks-and-recreation/places-to-go/west-coast/ • Development West Coast, Infometrics • MBIE, NZ Cycle Trail Evaluation Report, 2016 https://ecoprofile.infometrics.co.nz/West%20Coast%20Region https://www.mbie.govt.nz/immigration-and-tourism/tourism/tourism- • MBIE, Tourism NZ Sectors Report funding/nga-haerenga-the-new-zealand-cycle-trail/evaluation-of-the-new- https://www.mbie.govt.nz/assets/71b1167e78/tourism-nz-sectors-report.pdf zealand-cycle-ride-trail/

• MBIE, Regional Economic Activity Web Tool • Nga Haeranga: The Great Rides of the New Zealand Cycle Trails: http://webrear.mbie.govt.nz/summary/west-coast?accessedvia=west-coast some benefits in relation to costs https://www.mbie.govt.nz/immigration-and-tourism/tourism/tourism- • Tourism West Coast - Marketing Plan 2017-2021 Final funding/nga-haerenga-the-new-zealand-cycle-trail/evaluation-of-the-new- file:///C:/Users/BKZ1/Downloads/TOURISM_WEST_COAST_-_Marketing_ zealand-cycle-ride-trail/ Plan_2017-2021_Final_-_No_Budgets_bGCFDo1.pdf • West Coast Wilderness Trail Market Research Results 2018 • MBIE, Tourism dashboard https://www.westcoastwildernesstrail.co.nz/media/images/Market%20 http://tourismdashboard.mbie.govt.nz/ Research%20Results%2018_FINAL_GJOCPpl.pdf

• Development West Coast, Tai Poutini West Coast Economic • NZCT INC Insights Summary 2018 Development Strategy https://www.westcoastwildernesstrail.co.nz/media/images/NZCT%20 https://www.dwc.org.nz/images/01.HOME_PAGE/05. Insights%20Infographic%2030%20August%202018%20(1).pdf RESOURCESINFORMATION/West_Coast_Economic_Development_ Strategy_2018-2025.pdf • Active NZ, The New Zealand Participation Survey (Main Report), New Zealand, 2017 • MBIE, Provincial Growth Fund: West Coast Tourism Investment Package https://sportnz.org.nz/assets/Uploads/Main-Report.pdf https://www.growregions.govt.nz/assets/content/public-information/cabinet- paper-west-coast-tourism-investment-package.pdf • MBIE, International Visitor Survey https://www.mbie.govt.nz/immigration-and-tourism/tourism-research- • MBIE, Tai Poutinin West Coast Growth Study - Opportunities Report and-data/tourism-data-releases/international-visitor-survey-ivs/ September 2016 https://www.growregions.govt.nz/assets/Uploads/tai-poutini-west-coast- growth-opportunities-report.pdf

20 In partnership with