HURUNUI TOURISM STRATEGY 2017-2022 MARCH 2017 3 ‘IF YOU ALWAYS DO WHAT YOU ALWAYS DID, YOU WILL ALWAYS GET WHAT YOU ALWAYS GOT.’ Albert Einstein This Strategy has been created to replace the Hurunui District Tourism Strategy 2015-2020 after a series of workshops undertaken by the Hurunui Tourism Board. It signals a new approach to tourism management in the region, designed to ensure Hurunui maximises the opportunities New Zealand’s rapidly growing tourism industry presents. 4 5 “This Strategy outlines a bold new “New Zealand’s tourism sector is growing “The new direction for Hurunui Tourism FOREWORD approach to the way Hurunui Tourism rapidly with 4.5 million visitors expected that is outlined in this Strategy is crucial has traditionally operated. It will enable in 2022. This new Strategy repositions to growing the district’s tourism sector. It the organisation to proactively grow our Hurunui Tourism to make the most of this will bring a much more modern and active tourism product, support our operators and opportunity. Our new focus – away from approach to Hurunui Tourism’s leadership. better attract new visitors to our beautiful simply marketing our region to managing This is best practice and in line with how region. It has my wholehearted support.” it as a destination – will bring numerous tourism is being managed in progressive benefits to our region’s communities and cities and districts across New Zealand.” Winton Dalley businesses.” HURUNUI MAYOR Grant Lilly Janice Fredric BOARD MEMBER, TOURISM INDUSTRY AOTEAROA CHAIR, HURUNUI TOURISM BOARD AND BOARD MEMBER, HURUNUI TOURISM 6 7 TOURISM TOURISM BUSINESSES IN HURUNUI Rotherham, Hanmer Culverden Hawarden Amberley Greta Cheviot Waiau, IN THE HURUNUI Springs / Hurunui / Waikari Waipara / Leithfield Valley Area Mt Lyford Accommodation 49 6 5 11 13 3 9 5 Attractions 25 3 6 7 7 8 5 3 AN OVERVIEW Shopping 21 4 2 1 17 0 4 4 Tours & Transport 6 0 0 1 0 0 0 0 The Hurunui district has a long history in Services & Trades 29 6 3 4 31 3 18 5 tourism, primarily centred on the thermal Wine & Dine 27 7 4 4 17 2 6 4 waters in Hanmer Springs which have been attracting visitors for centuries. Artists 0 2 1 1 0 0 0 0 Early Maori used to stop and bathe in the waters as they Wineries 1 1 2 24 0 0 2 0 travelled across the South Island and today Hanmer TOTAL PER AREA 158 29 23 53 85 16 44 21 Springs Thermal Pools and Spa attracts more than half a million visitors annually. ** Please note these figures do not include holiday homes in either Mt Lyford or Hanmer Springs With more than a dozen spa and wellness operators, a wide variety of activities, accommodation and eateries, Hanmer Springs has cemented its place as New Zealand’s alpine spa village and as one of the country’s favourite tourism destinations. The Hurunui offers much more than Hanmer Springs. The Waipara Valley is one of New Zealand’s premier wine regions with award-winning wineries, restaurants and vineyards. Across the district – from its iconic rolling green hills, forests and rivers, to its vast and sandy coastlines – the scenery is some of the best in New Zealand. 8 9 HURUNUI THE SECTOR’S TOURISM BOARD VALUE Maximising the opportunities that tourism presents to the Hurunui is the job of the The Ministry of Business, Innovation and Employment’s (MBIE) Regional Tourism Hurunui Tourism Board, a Hurunui District Council committee. Members are chosen for Estimates (RTEs) show that tourism in the Hurunui is worth approximately $150 million their business skills, tourism sector insight and knowledge of the district. to the district’s economy annually. Overall, the RTEs show tourism in Hurunui is in excellent shape with total tourism expenditure increasing by 6.7% in 2016. The Board’s values and foundation principles are: WORKING TOGETHER SUSTAINABILITY FOSTERING The Key Performance Indicators (KPIs) that the Hurunui With other District Tourism Ensuring that what we do REGIONAL Tourism Board set to measure Hurunui Tourism’s success Organisations (DTOs), Regional is feasible in the long term in 2016 were achieved. Tourism Organisations (RTOs), and protects our precious DISPERSAL KPI set RTE for 2016 Encouraging visitors to the Hurunui District Council, environment and communities. Domestic Tourism explore all of our region. +2.5% +4.0% stakeholders and operators. Expenditure International Tourism +3.0% +15.8% Expenditure The table below illustrates the value and growth of tourism in the Hurunui district. Year $ million % increase 2010 110.809 2011 123.810 11.7% LEVERAGING SHARING 2012 122.740 -0.9% OPPORTUNITIES RESOURCES 2013 125.868 2.5% Looking for and capitalising Working collaboratively 2014 142.102 12.9% on opportunities that present with others to maximise our 2015 143.406 0.9% themselves to promote and grow limited resources. tourism in our district. 2016 153.027 6.7% 10 11 CHALLENGES & OPPORTUNITIES Domestic tourism spend in the district dipped in 2015 and still faces competition with cheap overseas travel and new or returning activities to Christchurch. Tourism in our district is also not growing as fast as it is in other areas. % Growth % Growth Domestic International District 2016 2016 Hurunui 6.7 15.8 Mackenzie 10.9 20.3 Kaikoura 8.4 17.2 Christchurch 7.4 14.5 Current tourism forecasts predict continuing growth in international tourism for the foreseeable future. However, Hurunui’s reliance on domestic tourism, especially from Christchurch, may restrict our overall growth. It is important for Hurunui Tourism to continue to reach into various target markets (for example, Auckland, Wellington and the conference and meetings sector). To capitilise on these markets’ potential, we need to adopt a more sales-focussed approach. It is also crucial that Hurunui Tourism works harder to attract new investment to the region so that our range of tourism offerings is increased. That will help attract both new and repeat visitors to our district. This Strategy outlines how this will be achieved. CHALLENGES & OPPORTUNITIES 12 13 To achieve this vision and to develop tourism in our district, the Hurunui MAXIMISING OUR Tourism Board has identified two core functions: FUTURE 2017-2022 The Hurunui Tourism Board recognises and embraces the vision expressed in the New Zealand Tourism Strategy: ENABLE DEVELOP OUR BUSINESSES TO DESTINATION GROW (SALES) Visitors and their host communities understand and embrace the spirit of Manaakitanga (hospitality), while New Zealanders’ environment and culture is conserved and sustained in the spirit of Kaitiakitanga (guardianship), and tourism is a vibrant and significant contributor to the economic development of New Zealand. This Strategy proposes a shift from solely focusing on destination marketing to destination management. Destination management is a process of leading, influencing and co-ordinating the management of all the aspects of a destination that contribute to a visitor’s experience, taking account of the needs of visitors, local residents, businesses and the environment. VISIT ENGLAND MAXIMISING OUR FUTURE 2017-2022 14 15 WE HAVE TWO AREAS OF FOCUS TO ACHIEVE THIS DESTINATION Destination Development: Destination Marketing: Developing Hurunui as a tourism destination Targeting key markets to visit our district and and collaborating with key stakeholders within actively selling all that our district offers. DEVELOPMENT and outside of our district. 1. DEVELOPING HURUNUI AS A TOURISM DESTINATION DEVELOPING COLLABORATING TARGETING SELLING/GROWING New products Hurunui businesses International Create selling Developing Hurunui as a tourism destination includes improving and supporting our & promotion groups visitors organisation Threading existing product, working to attract new products and investment and growing the product together Clusters e.g. Conferences & Digital channel number of events in the district. Hurunui Trails Trust incentives focus Attracting It is important to the Board that any potential development encouraged reflects and investment External alliances South Island Effective media enhances the district’s values and has the ability to attract visitors. e.g. South & CCT drive market relationships & Supporting results ventures Communities Christchurch Convert enquiries Events & North Island to sales conferences Special Interest Spread benefits WE HAVE IDENTIFIED FIVE POTENTIAL AREAS across district FOR PRODUCT DEVELOPMENT: DESTINATION DEVELOPMENT DESTINATION MARKETING OUTDOOR BACK RELAX NZ TASTE ACTIVITIES COUNTRY & REVIVE FARM LIFE MAXIMISING OUR FUTURE 2017-2022 16 DESTINATION 17 DEVELOPMENT Potential areas to focus on developing products and visitor experiences include (but are not limited to): OUTDOOR ACTIVITIES BACKCOUNTRY TASTE MTB Tracks (Hanmer & St James & Glen Hope) New driving journeys Cellar door tours by bike Cycle Trails (Waipara & Amberley) Photo stops Foraging product New linked walking tours Picnic tours (self drive day trips) New horse rides Night sky experiences River Journeys (rafting/kayaking) NZ FARM LIFE RELAX & REVIVE Combined farmstay & bike tours New pools offering(s) 2. COLLABORATING WITH KEY Foraging on farms Creative/arts events STAKEHOLDERS IN AND OUTSIDE OUR DISTRICT Movie theatre WHAT DOES SUCCESS Development of Hurunui will only LOOK LIKE IN 2022? occur if Hurunui Tourism actively Our Key Performance Measures collaborates with a variety of key ACTIONS UNDER THIS PILLAR INCLUDE: stakeholders. Including: • 20 new visitor experiences in the Hurunui New products - establishing a Tourism Growth Supporting ventures - improving relationships • Two leading