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A Strategic Plan for Tourism in the Coromandel to the Year 2020

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A Strategic Plan for Tourism in the Coromandel to the Year 2020 Towards 2020: A Strategic Plan for Tourism in The Coromandel to the Year 2020 3rd Edition – Revised April/May 2004 Thames / Coromandel and Hauraki Districts of New Zealand Developed from public and industry consultation 1991-1994 / 1998 / 2004 Author (Revised Edition 2004): Jenny Barrett, JB Consulting Original Author: Chris Adams Chief Executive Officer: Jim Archibald Chairman: Brian Grant For more information on progress on the Towards 2020 Strategy and for related documents visit http://www.thecoromandel.com/strategy.html Contents: 1.0 Executive Summary 3 1.1 The Vision 3 1.2 The Challenge: Preserving the visitor experience in the face of continuing growth 3 1.3 Key recommendations 4 1.4 The Coromandel in 2020 6 2.0 Background to the Towards 2020 Strategy 8 2.1 The Special Values and Experiences of The Coromandel 8 2.2 The 2004 Strategy Review 9 2.3 The Role of Tourism Coromandel 10 2.4 Tourism in The Coromandel: Today and in the Future 11 3.0 Destination Marketing: Increasing yield not just number 15 3.1 Goals 15 3.2 Issues 15 3.3 Recommendations 17 3.4 Actions 18 4.0 Destination Management: Protecting the special values and experiences of The Coromandel 20 4.1 Goals 20 4.2 Issues 20 4.3 Recommendations 23 4.4 Actions 25 5.0 Regional Tourism Development: Enhancing the community through advances in tourism 28 5.1 Goals 28 5.2 Issues 28 5.3 Recommendations 30 5.4 Actions 31 6.0 Regional Tourism Planning: Implementing the Towards 2020 Programme 34 6.1 Goals 34 6.2 Issues 34 6.3 Recommendations 36 6.4 Actions 38 7.0 Glossary 40 8.0 References 41 Appendix 1: Progress on the Towards 2020 Strategy 1994-2004 42 Appendix 2: The Interactive Traveller 44 2 Executive summary 1.1 The Vision Defining a clear and common perspective on what our region expects from tourism, is the first key step in developing a regional tourism strategy that is meaningful. This we can call a collective ‘tourism vision’. This consensus view on what type of tourism we want in the medium to longer term can help define all the issues (possible events that run counter to this vision), and recommendations (possible solutions that will help realise our vision) and actions (steps towards achieving our vision) that are identified in this plan. From our public consultation and review of related plans and submissions we have summarised the region’s aspirations in tourism as follows: “To develop the visitor industry as a source of economic growth and community enhancement with minimal impacts on the special values of The Coromandel’s natural environment and lifestyle.” 1.2 The Challenge: Preserving the visitor experience in the face of continuing growth The Visitor Experience The Coromandel offers a wide range of special visitor experiences. Eight are highlighted here. Together they constitute the visitor appeal of The Coromandel - they are the reasons why people come here - and they must be retained if increased numbers of visitors are to be attracted to the region in future. The Coromandel is special for: • A sense of exploration and re-discovery • A relaxed, special lifestyle shared with an interesting, expressive and talented community • Intimacy with the natural world offering personal interpretation by each individual • Dramatic landscapes, volcanic hills and dense green forests containing ancient kauri trees • Unspoiled recreational beaches and a clean, spectacular coastline • Variety of marine and maritime activities for all levels of experience • Accessible exposure to New Zealand's pioneering history and Maori heritage • Pastoral and rural activities reflecting the values of "middle New Zealand"1 Central to the Towards 2020 Strategy is a commitment to preserve and grow these experiences for the visitor and thereby enhance the region for the local and future populations. Continuing Growth Growth in visitor numbers appears certain to continue with an average annual growth rate of 2.3% to the Year 2009.2 During the period to 2020 and beyond it must also be accepted that the special attractions of The Coromandel are sure to encourage further growth in the permanent resident population. Conservative estimates anticipate an increase in permanent residents from 41,940 in 2001 to 47,764 by 2020.3 This is based on a static or only slightly increasing population in the Hauraki District and a 20% increase between 2001 and 2021 in the Thames-Coromandel District.4 This estimate of population growth excludes the impact of "absentee owners" who own residential property in The Coromandel and occupy or rent out their properties only at popular holiday times. 1 See Section 2.1 for a more detailed analysis of the special values and experiences of The Coromandel 2 New Zealand Regional Forecasts 2003-9 p.63 3 Census 2001 4 Hauraki Long Term Council Community Plan (draft) p.18 / Thames-Coromandel Long Term Council Community Plan (draft) p.16 3 The 2001 Census recorded 19,848 such dwellings in the Thames Coromandel District. This is forecast to rise by 38% to 27,436 by 2020. This development will be faster in some areas than others, for example Mercury Bay will see a 3.5% per year increase whilst Thames will only see a 0.5% increase.5 The pattern of their visits is likely to match the traditional visitor trends, meaning that in peak seasons there could be as many as 28,000 people staying in these properties on any given day. These factors - resident population growth and the impact of absentee owners - could have at least an equal and possibly greater impact on the infrastructure, environment and special values of The Coromandel than equivalent growth in seasonal visitor numbers. The present utility infrastructure of the combined regions has a total capacity able to serve around 75,000 inhabitants. This estimate is based on the number of approved residential properties multiplied by average occupancy for typical properties, with the Thames Coromandel District containing the majority. The actual permanent population currently drawing on the infrastructure is around 41,940. This suggests that overall there is significant available capacity within the infrastructure of the region. However, the critical limiting factor is the uneven distribution of utility capacity and the seasonal peaks and troughs of demand that occur in the most popular visitor locations, with an estimated Summer 2003/4 population of 106,000.6 This is the most significant constraint facing further tourism development in the region, and the one that demands the most careful management. In any case, achievement of the expected increased numbers of both residents and visitors will depend on the extent to which the special experiences of The Coromandel are protected - and promoted - over that period. There is no doubt that the promise of these experiences is capable of attracting far more residents and visitors than The Coromandel can accommodate and service to an acceptable standard. Managing this imbalance of "sales potential" and "delivery capability" is probably the greatest challenge facing the regulatory authorities, infrastructure providers and visitor service industries of The Coromandel today. The challenge of integrating increased visitor numbers amongst a growing resident population, while preserving all the features of The Coromandel’s unique experience calls for a carefully integrated programme of managed development. Effective co-operation and partnership between the tourism sector, local authorities and public agencies responsible for infrastructure and environmental management will be essential if the aims and objectives of this Plan are to continue to be achieved. 1.3 Key Recommendations These recommendations are by necessity a summary and where possible should not be read in isolation from the related issues, more detailed recommendations and actions pertaining to each section of this strategy. ¾ The Coromandel brand and marketing should reflect the region’s commitment to sustaining the natural environment. ¾ All local and regional marketing should reflect The Coromandel brand, ensuring that visitors who respect the special values and experiences of The Coromandel are attracted. ¾ To market and manage a world-class – and thus high yield – visitor experience, The Coromandel must guarantee quality and a high level of service. 5 Thames Coromandel Long Term Council Community Plan (draft) p.16 6 Thames Coromandel Long Term Council Community Plan (draft) p.52 4 ¾ Tourism Coromandel must take on a leadership rather than reactive destination management role providing the Councils with specific recommendations on future development to sustain the natural environment. ¾ The Councils must become the legal brokers for the Towards 2020 Strategy and enforce the recommendations of the Towards 2020 Strategy and Tourism Coromandel. ¾ Impact studies on changes to existing transport services must measure the effect on the nature and volume of visitors to the region and ensure that this in accordance with the guiding principles of the Towards 2020 Strategy. ¾ Environmental sustainability should be enhanced through the adoption by the tourism industry of an environmental benchmarking scheme. Other industries and organizations should be encouraged to adhere. ¾ Investors should be attracted and opportunities seized to develop tourism infrastructure that would enhance visitor access to the special visitor experiences and values. Gaps in the market and high yield opportunities should be used to foster public/private partnership. ¾ The Coromandel community should continue to be encouraged to be involved in and updated on the delivery of the Towards 2020 Strategy through local media and schemes to ensure communities benefit economically, environmentally, socially, educationally and culturally from tourism. ¾ To ensure that The Coromandel can leverage national marketing campaigns there must be sustained development of a network of cultural, heritage, Maori and arts and crafts experiences. ¾ High profile events, in keeping with the special values and experiences of The Coromandel should be developed to utilize tourism capacity during shoulder / off seasons, to stimulate economic growth and to showcase the region.
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