Date: Whanganui Visitor Strategy · This is the Whanganui Visitor Strategy covering the period 2013...

Date: August 2013 Whanganui Visitor Strategy 2013‐2018

Date: August 2013 Whanganui Visitor Strategy 2013‐2018

Title: Wanganui Visitor Strategy 2013‐2018

Originator: TRC

Contact person for queries: Charlotte Almond, Strategy and

Development Manager

Endorsed by: Visit Whanganui; Whanganui and Partners

Approved by:

Date adopted:

Wanganui District Council

2 September 2013

Date by which a review should be carried out:

Hubble ID:

September 2016

52859

Date: August 2013 3 | Page

Whanganui Visitor Strategy 2013‐2018

Executive Summary

This visitor strategy was prepared by TRC for the Wanganui District Council, Visit

Whanganui, Whanganui and Partners and wider community. It builds on the 2008 Visitor

Strategy and links positively with the Wanganui 10‐Year Plan, Family Friendly Strategy and

Economic Development Strategy. The overriding goal of the 2013–2018 Visitor Strategy is

to acknowledge and increase the contribution that tourism makes to the local economy,

lifestyle and wellbeing of Whanganui.

Whanganui’s destination marketing effort requires a number of inputs. The Marketing Plan

will be informed by this Visitor Strategy, and a Marketing Strategy, which is in progress.

These are underpinned by a suite of strategic documents.

The list of actions in this document is a high level look at the most obvious first steps. It will

be further developed in the work that flows from it.


Vision:

Whanganui is a place where people want to live, want to work and want to visit.

In achieving this vision, the strategy recognises that Whanganui has strengths and potential

in four main areas – (i) Mountains to the Sea Experiences, (ii) Arts, Culture and Heritage, (iii)

Sports and Cultural Events and (iv) Weekend Escapes.

The strategy includes the following goals and actions that will advance the performance of

Whanganui in these four areas.

1. Leadership

Outcome: Lead in a way that unites the industry

GOAL 1: The Visitor Industry is a recognised body, “Visit Whanganui”

GOAL 2: Whanganui and Partners engages Visit Whanganui to act on its behalf in tourism

matters as “Whanganui and Tourism Partners”

GOAL 3: Fully committed and engaged partnership with Council

Actions guidelines:

Complete the establishment of Visit Whanganui RTO as the representative body for

tourism in the District.

Complete associated strategies and plans.

Confirm Whanganui’s brand.

Generate a positive public image for Whanganui.

Initiate a Regional Tourism Summit.

Maintain regular industry communications.


2. Compelling Experiences

Outcome: Give visitors a strong reason for coming to Whanganui, to return and to refer

onto others

GOAL 1: Strong connections between the City and the River

GOAL 2: A famous river journey

GOAL 3: Events that raise profile and pride in Whanganui

GOAL 4: Thriving arts, culture and heritage activities

Action guidelines:

Fully participate in and support regional opportunities.

Connect Upokongaro to the city section of the M2C cycle trail.

Recognise opportunities from the Whanganui River Valley.

Identify events to be supported.

Grow the conference market.

Recognise and initiate plans for other iconic experiences.

3. Marketing and Information

Marketing is the third critical success factor and Whanganui needs a lot more profile in

nearby regions and internationally.

Outcome: Collaborative marketing initiatives with an effective online presence.

GOAL 1: An effective marketing plan

GOAL 2: Smart partnerships with neighbouring regions

GOAL 3: High performance i SITE

GOAL 4: Informed decisions


Action guidelines:

Prepare a marketing strategy and marketing plan.

Develop a client database of specific market segments for building relationships and

direct marketing activities.

Maximise online and social media potential.

Gather market intelligence.

Pursue regional marketing opportunities.

Integrate the i‐Site into RTO marketing and promotion activities.


Contents

1 Introduction 8

Who is it for? 8

How was it prepared? 8

Status of this document 8

Why do we need this? 8

Links with other plans and community goals 9

How will it be implemented? 9

2 Whanganui Visitor Industry Scorecard 10

A call to action 10

By the numbers 12

Whanganui has potential to grow the economic contribution from its

tourism industry 13

A stronger coordinated focus on main markets can produce results 16

3 Long‐term Vision 17

4 The Strategy 19

4.1 LEADERSHIP 19

4.2 COMPELLING EXPERIENCES 21

4.3 SMART MARKETING AND INFORMATION 23

5 Implementation Plan 25


Introduction

This is the Whanganui Visitor Strategy covering the period 2013 to 2020. It is an

opportunity to coordinate and collaborate with industry leadership, form smart marketing

partnerships, invest in the arts and events and create visitor experiences that connect the

Whanganui River with the city and which make the Whanganui River Road more of a must‐

do journey for visitors and residents.

Who is it for?

This strategy is for all those involved with the tourism sector including Wanganui District

Council, Iwi, tourism operators, event organisers, the arts and heritage sectors, visitor

attractions, and associated agencies such as Department of Conservation (DOC). Each has a

role to play. Areas covered by the strategy include the Wanganui District boundary together

with neighbouring regions Taranaki, Ruapehu, Rangitikei and Manawatu and major source

markets such as Palmerston North and Wellington.

How was it prepared?

Preparation of this strategy took place between February and June 2013. Council engaged

TRC Tourism Ltd to do this. Three industry workshops were held in Whanganui and at

Koriniti along with one‐on‐one meetings and telephone interviews with Iwi, Council and

Visit Whanganui, Whanganui and Partners, DOC, neighbouring Regional Tourism

Organisations and tourism operators. Feedback was also provided online via Quick Topic.

Status of this document

This is a non‐statutory document that will be used to inform future updates to the 10 Year

Plan, Annual Plan, Family Friendly Strategy and Economic Development Strategy. It will be

used by the visitor industry and Council to make decisions on investment in the tourism

sector. It is not a complete one‐stop‐shop of all the information needed to make decisions

over the next 10 years. This is ever‐changing and up to date data needs to be used as and

when decisions are required. The information on the tourism sector in this document is

limited to the major indicators that show how the sector has been and is performing within

the wider economy.

Why do we need this?

The visitor industry has and continues to play an important part in the Whanganui

economy. It links with and adds value to other sectors including the arts, sport and cultural

events, retail, education, conservation and heritage, also providing a rationale for investing

in community recreation, leisure and other district amenities.

Although a relatively small sector, the strategy can provide leadership, clear direction and

focused investment from the public and private sectors. Success of the industry relies

heavily on coordinated actions between the wider business community, tourism‐specific

businesses, Council, and other agencies such as the Department of Conservation (DOC), Iwi

Māori and sector organisations active in heritage, the arts, sports, events and attractions.


Links with other plans and community goals

The Visitor Strategy adds value to and supports the core economic and community goals for

Whanganui. These include:

How will it be implemented?

Implementation of the strategy will be under the leadership of Visit Whanganui, acting on

behalf of Whanganui and Partners and in partnership with Wanganui District Council.

•The visitor industry is a driver that supports the Family Friendly themes of Economic Prosperity, Community Partnerships, A Safe and Healthy Community, Active and Culturally Rich Community and Environmental Sustainability

•What's good for the community is also good for visitors

Family Friendly Strategy 2011

•Council priorities are to reduce debt while continuing to enhance civic amenities with a balanced approach

•Potential earthquake strengthening work will be a major priority with serious implications for built heritage

•Tourism is a driver for heritage restoration and use

•Tourism is also a driver ‐ in some cases a key driver ‐ for the other civic amenity projects outlined in the 10 Year Plan

WDC 10 Year Plan 2012 ‐

2022

•The visitor industry is an important form of economic development for any community

•The Visitor Strategy links to Goal 2: 'Wanganui is a preferred location for businesses and visitors'

•The visitor industry has a part to play in encouraging visitors to come back, invest and live in Whanganui

Wanganui Economic

Development Strategy 2012


Whanganui Visitor Industry Scorecard

A call to action

There is a firm belief that Whanganui has plenty of potential to grow as a destination.

Stakeholders agree that the tourism sector has and can continue to make the district a

better place to live, work and play. This shows that the visitor industry fits perfectly with

the Family Friendly Strategy, 10 Year Plan and Economic Development Strategy. Everyone

spoken to supports a call to action. A simple SWOT analysis summarises the current

situation and what lies ahead in terms of the challenges and opportunities.

Strengths Weaknesses

Cultural and built infrastructure in a

laid back setting ‐ compares well to

Eugene, Oregon, USA

Rowing clubs on the river

Whanganui River and Mountains to Sea

experiences (river, road and coast)

Arts and heritage especially glass art

Successful ‘quiet achievers’ in the

business sector

Mild climate, intriguing landscapes

Boutique experiences

Enchantment, cultural legacy,

welcoming community

Queens Park, Sarjeant Gallery,

Whanganui Regional Museum, other

historic heritage

Castlecliff Beach to Kai‐Iwi coastline

Active Mainstreet Group

2.5 hrs to Wellington, close to

Palmerston North, Ruapehu and

Taranaki, direct flights to Auckland

Positive relationships with other

Regional Tourism Organisations

A reliable visitor stream of friends and

family

Collaborative relationships with Iwi and

a unique river story that's unfolding as

we speak

Enthusiastic advocates, especially

among new residents

Lack of a distinctive "voice" for the

district

Limited sector leadership and

collaboration at a District level (OK at a

business‐to‐business level)

Regional marketing and product

development activity struggling to keep

up with neighbouring regions

Public image of Whanganui adversely

affected by recent events

Lack of action on the 2008 Whanganui

Visitor Strategy

Under‐utilised potential of the

District’s natural and cultural treasures

Geographically difficult for people

driving a direct north‐south route

Lack of direct flights to every large

metropolitan area in New Zealand

Lack of profile nationally and

internationally

Opportunities Threats

Integrating and highlighting Māori

cultural dimensions across a wide

range of visitor experiences

Providing distinctive visitor experiences

linking the River with the city

Lack of self‐belief, focus or leadership

Council – industry relationships falter

Investment in the tourism sector

reduces

Domestic and global economy


Making the Whanganui River Road one

of the best river drive journeys in New

Zealand

Growing the profile and impact of the

arts, heritage and events

Becoming Wellington’s new playground

for culture, adventure, events and

weekend escapes

Castlecliff/coast events and activities,

beach holidaying

Riverside activities

Retro rowing regatta and other quirky

heritage‐feel events

Waka on the river, coinciding with

dragon boat season

Mountains to Sea

“Western North Island” partnership

with Taranaki

East‐west partnerships with Napier

Sport Whanganui ‐ North Island school

groups

Partnering with the Chamber of

Commerce

Waste water treatment plant and

other potential impacts on visitor

experience (temporary)

Recent initiatives have started to tackle the challenges and take up on the opportunities. A

new industry ‐ council partnership (Visit Whanganui) has been established to lead

marketing activity and industry collaboration, and will take the lead in the implementation

of this strategy. Another key driver for the future will be Iwi‐Crown settlements regarding

the Whanganui River. This will see Iwi Māori playing an important role in tourism and other

sectors. The relevance, value and opportunity that this presents will be a game changer for

the district.


By the numbers

Nationally, the tourism sector is turbulent with mixed performance spread unevenly across

the sector. Visitor arrivals to New Zealand from Australia are up just 1%, the UK, US and

Europe arrivals are flat or declining. China is up over 35% and now our fourth largest

market (Tourism New Zealand, 2013). Domestic tourism is relatively weak although the

2012/2013 summer, showed record numbers of kiwis camping and at the beach.1 These

trends are having a knock‐on effect on Whanganui, as seen in the headline statistics:

Component Performance

Employment Between 5% and 7% compared with 9% to 10% nationally. Low

average growth in employment in the last 10 years in Wanganui

(0.2% per year) compared with nationally (2.6% per year).2

GDP contribution or share of

total economic output

Various estimates between 3.8% and 10%3.

Total visitor expenditure in 2009: $82 million with International

visitors accounting for $16 million (19.1%) and domestic visitors the

remaining $66 million (80.9%).

By 2016 total visitor expenditure in Wanganui RTO is forecast to

increase by $10 million (12.4%) to $92million, with international

expenditure up $5 million (32.1%) to $21 million and domestic

expenditure up $5 million (7.8%) to $71 million.4

Visitor nights Total 167,767 guest nights for YE April 2013, down 5% on YE April

2012 (up 2% on April 2012). Domestic market = 79% of total visitor

nights.5

Total capacity est. 1,500 beds including motels (46%), hotels (21%),

holiday parks (15%), B&B/other (14%), and backpacker (4%).

Approximately 15 are Qualmark accredited.6

Visitor arrivals Total 835,000 arrivals forecast for 2016 – increases expected from

international markets, a decrease is expected from domestic

markets – these forecasts no longer available.

Occupancy Annual average estimated to be between 40% and 50% (some

properties doing better).7

Comparison with other nearby or comparable regions overleaf shows that Whanganui is

experiencing a similar decrease in the annual volume of commercial guest nights.

1 Anecdotal feedback from holiday park tourism operators 2 Wanganui Visitor Strategy, 2008; BERL, 2008; Wheeler Group 2013 3 For the latest discussion on this refer to Wheeler Group’s analysis in The Value of Built Heritage Assets in Wanganui, 2013 pp. 9 ‐ 11 4 New Zealand Regional Tourism Forecasts 2010‐2016, Wanganui RTO (August 2010) 5 Commercial Accommodation Monitor, 2013 6 2008 Wanganui Visitor Strategy (little change since then) 7 Anecdotal reports from accommodation owners


RTO Nights

2011

Nights

2012

Nights

2013

Growth Rate

2011 ‐ 2012

Growth Rate

2012 ‐ 2013

Wanganui 172,873 176,415 167,767 2% ‐5%

Taranaki 547,196 569,367 556,310 4% ‐2%

Manawatu 468,651 471,689 446,720 1% ‐5%

Wairarapa 193,985 205,101 194,130 6% ‐5%

Gisborne 328,884 328,352 313,967 0% ‐4%

Source: Commercial Accommodation Monitor, YE April 2013

The most comprehensive overview of the visitation and expenditure data for Wanganui is

available in two reports – the Commercial Accommodation Monitor April 2013 for

Wanganui (Statistics New Zealand) and the New Zealand Regional Tourism Forecasts 2010‐

2016, Wanganui RTO (August 2010). These should be read in association with this strategy.

The error margins associated with the data in those reports are clearly stated, hence the

actual figures should be used with a degree of caution.

A call to action could greatly improve on these indicators. It is very encouraging to note that

despite the statistics, there has been investment in new accommodation (two new 4 Star

motels), cafes and restaurants, tours and activities in the district in the last 5 to 8 years.

Whanganui has potential to grow the economic contribution from its tourism industry

Whanganui could grow the economic contribution from its tourism sector through

concerted investment in events, the arts, heritage attractions, supporting infrastructure for

the Whanganui River Road and in building more activities that link the city with the River.

Broadly speaking Whanganui has strengths in four main areas:

Mountains to the Sea Experiences Sports and Cultural Events

Arts and Heritage Weekend Escapes


Mountains to the Sea Experiences

The Whanganui River lies at the heart of the district, offering a pathway and connection

between the city, its communities and neighbouring regions. It is steeped in Māori and

European history with intriguing stories to tell. Visitor experiences in Whanganui River

National Park could be a lot more appealing with further public and private sector

investment. A cluster of accommodation, café, kayaking, marae stay, jet boat businesses

and other attractions (day and overnight walks, historic sites such as Kawana Flour Mill and

villages such as Jerusalem) currently connect visitors with the River and there is room to

grow this further, particularly between Pipiriki and the city and between the city and

Upokongaro. The Mountains to Sea Cycleway is gaining popularity further up the River and

the traditional rafting and kayaking journeys down the upper River to Pipiriki remain as

popular as ever. Now is the time to add value, package activities and generally enhance

visitor experiences along other stretches of the river.8 For instance, a walking and biking

trail linking Upokongaro with the city would enable a boat trip up and ride / walk / kayak

back. That might stimulate more businesses to be based in Whanganui or an existing one to

expand. An annual event could be held on this to grow its profile.

Arts, Culture and Heritage

The current estimate of the full value of heritage assets to the city’s economy is

approximately $40 million annually.9 Standout heritage attractions include Queens Park,

Whanganui Regional Museum, Sarjeant Gallery, Durie Hill elevator and tower and the

Whanganui Riverboat Centre historic buildings. The No. 12 Tram and Tram Shed and Ward

Observatory are also distinctive yet lesser known attractions. Wandering around the old

part of town provides visitors with a delightful collection of historic buildings many used as

offices, boutique shops and cafes.

Whanganui has a reputation for being one of if not the leading destination in glass art and

manufacture. The only glass school in New Zealand is located here. In addition to formal

courses in glass art, fashion and design, the school also runs the highly regarded Summer

School of Art in January. There are over 30 active glass artists in Whanganui, some with

international reputations. The Chronicle Glass Studio in the old town is a must see.

8 Operators such as the Wairua, Whanganui Scenic Experience Jet Tours and Baldwin’s Adventures are active on the lower sections of the River and are keen to explore further opportunities 9 Wheeler Group, 2013


Sports and Cultural Events

There are at least 30 events held annually having district, regional or national significance.

It is estimated that these events draw well in excess of 65,000 people, of which more than

30,000 people are estimated to come from outside of Wanganui.10 The Festival of Glass

(September) attracts over 2,000 followers and organisers believe there is strong support for

it to become a stronger national event. The Cricket Festival attracts about 3,000 visitors for

three nights. The same applies for Artists Open Studios (60 studios open together over

March / April each year) that could easily double its patronage given 50% of its participants

are repeat visitors from out of town.

Other key events include:

Weekend River Traders Whanganui Market

Cemetery Circuit (December)

Celebrating Opera Week (January)

Masters Games (every two years in February)

Artists Open Studios (March)

Pūanga Whanganui Matariki Festival (June)

Glass Festival (September)

Hoop Nation (October)

Jet Sprint Championships (December)

Billy Webb Regatta (December)

Whanganui is recognised nationally for sporting strengths in cycling and rowing. In terms of

the future, events will play an increasingly important role in building positive profile for

Whanganui. Funding priorities should focus on those events that showcase the district’s

strengths in rich Maori and European culture, the River, arts and heritage.

Weekend Escapes

Whanganui is not really thought of as a weekend escape destination for nearby regions,

especially the larger populations of Wellington and Palmerston North. Yet, there is plenty of

10 2008 Visitor Strategy


potential to attract couples and families and small groups of friends. More family friendly

and boutique accommodation experiences would help, although it is recognised that

current occupancy levels for most operators are lower than many other parts of the

country. Whanganui could perhaps look to the Wairarapa in terms of how it has grown as a

Wellington weekend escape – largely based on historic buildings, quaint and quirky shops

open on weekends (Greytown, Martinborough, parts of Carterton), events such as the

Martinborough Wine, Food and Music Festival, other good food and wine – with a drive

time that is not much less than it is to Whanganui.

In this regard, the look and feel of Whanganui is very important. This is true for residents

and visitors who are either passing through to Taranaki, Ruapehu or staying for a weekend

escape. Playing a crucial role in this is Mainstreet – the rate‐funded organisation that looks

after main street appearance, streetscape and amenities associated with Victoria Avenue.

One of its challenges is convincing enough main street businesses to remain open during

major events and long weekends. There are enough quirky and speciality stores in

Whanganui that collectively could drive interest in weekend shopping from surrounding

regions, much in the same way that Palmerston North has achieved over many years.

The new i‐SITE situated beside a revamped river precinct demonstrates what could be

achieved with further investment in amenities, businesses and services that connect the

River with the city. The Whanganui i‐SITE has a key role to play in orientating visitors to the

city and in enabling them to easily book and undertake activities.

A stronger coordinated focus on main markets can produce results

Whanganui has lost market share to other regions. The first priority is to gear Whanganui

events, attractions and activities towards specific market segments in neighbouring regions,

especially Taranaki, Palmerston North and Wellington. The next priority is with

international visitors. Getting famous online will be the most effective way to provide

visitor information and help drive conversion to visit Whanganui for domestic and

international visitors. Mobile compatible information and campaign publicity will be

essential. If the skills are not in‐house, then the best marketing investment will be to buy it

and form a long‐term working relationship with the right supplier.


Primary domestic markets are:

1. Visiting Friends and Relatives (VFR) ‐ make up 46% of total domestic visitor nights

and contribute towards 40% of total domestic visitor expenditure11.

2. Weekenders from Manawatu, Wellington and Taranaki ‐ interested in soft

adventure on or beside the River, arts and culture, markets and festivals, supported

by quality boutique shopping and dining.

3. Nearby day‐trippers. They currently make up 45% of domestic visits to the district.

4. Event visitors from outside the district.

5. Conferences and conventions with up to 350 delegates.

The primary international markets are:

1. Australia – make up approximately 50% of regional spend from international

markets.

2. UK, Germany, USA.

3. VFR market (especially from Australia and the UK).

4. Culturally interested/aware travellers.

5. International visitors to Ruapehu, Taranaki and Wellington (feeder regions).

Long‐term Vision

The long‐term mission is that tourism becomes a more important contributor to the

Whanganui economy. That would mean moving from around 4% ‐ 5% of regional GDP

towards 8% or 10%. That would see tourism as a more effective vehicle for strengthening

Whanganui as an attractive place for people to visit and families to live. The Family Friendly

Strategy vision is that Whanganui is the best place to live in New Zealand. The visitor

industry can play a very useful role in achieving that vision.

For tourism to play a bigger role, the industry and Council will need to continue and ideally

increase its investment in Mountains to the Sea Experiences, Arts and Heritage, Sports and

Cultural Events and Weekend Escapes. There are constraints around available funding, but

a lot can be achieved by concerted and coordinated action by the key players.

11 2008 Visitor Strategy


From a visitor industry view, the long‐term vision (2025 and beyond) is that:

Whanganui is a place where people want to live, want to work and want to visit.

Progress towards achieving this vision will be assessed by using the following indicators:

Indicator Verification Interim Targets

Contribution to regional GDP Economic survey Between 5% ‐ 7% by 2017

Employment Economic survey To be determined once baseline

employment confirmed

Visitor nights and

expenditure

CAM and Regional

Expenditure Reports, MBIE

To be determined by Visit

Whanganui – as a minimum to

return to positive annual growth

Visitor satisfaction,

propensity to return or refer

onto others

New annual visitor surveys To be determined by Visit

Whanganui

New or expanded events Event calendar and event

impact reports


Whanganui

Public and private sector

investment in

accommodation, attractions,

activities

Annual Plans, building

consents, resource

consents, industry survey


Whanganui

Community and public

perception

Annual perception surveys To be determined by Visit

Whanganui, Council and Whanganui

and Partners


Three development horizons are expected to fill the gap between now and the 2025 vision.

These horizons tend to merge and overlap, where work on the longer‐term horizons needs

to occur concurrently with the shorter‐term priorities.

The first horizon involves achieving some quick wins. This involves fixing immediate sector

issues between 2013 and 2015 in marketing effectiveness, public perceptions of Whanganui

and industry collaboration. As much investment should be leveraged between 2015 and

2025 (accepting the constraints on funding) to strengthen the appeal of the destination and

create compelling reasons to visit Whanganui. This will involve obtaining funding from a

wide variety of sources – simply relying on Council budgets will not be enough to take full

advantage of the opportunities. Assuming these investments are made, 2025 onwards

could signal a period of consolidation and ongoing enhancements to the investment period.

Destination Development Horizons for Wanganui

Solve immediate sector

issues

Leverage investment Consolidate growth

Establish Visit

Whanganui partnership

with council

Define markets

Establish success

measures

Interpret & translate

strategy to

implementation/work

programme

Marketing Plan

Leverage associations ‐

RTONZ, i‐SITE NZ

Identify investors

locally and further

afield

Involvement by Iwi in

tourism increases

River Road journey

City – River

connections

Arts, culture,

heritage and events

expansion

Whanganui famous online

River Road journey rated

highly

Thriving arts and events

Plenty of City – River

experiences on offer

Potential of cultural

institutions fulfilled

The Strategy

LEADERSHIP

Lead in a way that unites the industry

Rationale

Most regions and cities in New Zealand have clearly defined organisations responsible for

marketing the destination. In these places, leadership for the tourism sector stems from

councils (infrastructure, event funding, attractions, venues and access) and from their

Regional Tourism Organisations (for marketing and sector communications).

Whanganui is in the process of establishing sector leadership in a partnership arrangement

between the industry (Visit Whanganui through Whanganui and Partners) and Council.

Council and Visit Whanganui are looking at the full range of options ranging from a Regional

Tourism Organisation (RTO) function being embedded within Council (such as Rotorua) to


stand‐alone RTO models such as Tourism Dunedin and Positively Wellington Tourism.

Nationally, the trend for small to mid‐sized councils is to combine economic and destination

marketing functions either within council or within a stand‐alone economic development

agency (such as Venture Taranaki).

Visit Whanganui would provide the operational management, influence and networks into

the wider community and business world. The EDU team would provide the administration.

Best practice for RTO boards and advisory groups is to appoint members with strong

governance and business skills, even if these are outside the tourism sector.

Outcomes

1. The strategy is owned and driven to effect operational outcomes.

2. Whanganui marketing activities and campaigns are being implemented effectively.

3. Marketing and product development partnerships are being formed with neighbouring

regions.

4. Whanganui is an effective leader in partnership with regional tourism representatives.

GOAL 1: The Visitor Industry is a recognised body, “Visit Whanganui”

Action:

This industry body will represent Whanganui and Partners on tourism matters and,

through them, will form a partnership with the Economic Development Unit (EDU)

of Wanganui District Council.

GOAL 2: Whanganui and Partners engages Visit Whanganui to act on its behalf in tourism

matters as “Whanganui and Tourism Partners”

Actions:

Complete the establishment of the RTO as the representative body for tourism in

the District.

Prepare and implement a three‐year marketing strategy and associated marketing

plan.

Complete the brand review project for Whanganui.

Visit Whanganui supports Council and other community leaders in generating a

positive public image for

Whanganui.

GOAL 3: Fully committed and

engaged partnership with Council

Actions:

Initiate a regional tourism

summit so the industry, Iwi,

Council and others can


generate ideas, hear about progress with the destination as a whole, discuss and

solve issues and network.

Maintain regular industry communication.

COMPELLING EXPERIENCES

Give visitors a strong reason for coming to Whanganui, to return and to refer onto others

Rationale

The Whanganui region has some excellent market‐ready experiences and some of the

infrastructure that has been developed recently on the riverfront in the city adds to this.

The focus for going forward should be on strengthening existing and adding new activities

for Mountains to the Sea Experiences, Arts and Heritage, Sports and Cultural Events and

Weekend Escapes. The River Road is an exceptional resource that has potential to be

developed into a great journey both on and off the water. The arts and events sectors are

growing and can be easy wins for building on the current foundation and better leveraging

the opportunities associated with them. Whanganui Iwi should also, post settlement, have

resources to engage more fully in tourism.

The focus for product development has been simplified and centres on Whanganui’s core

attributes, points of difference or easily scalable initiatives/products. The goals below

reflect the four areas and subsequent actions to achieve them.

Outcomes

Whanganui is recognised as an appealing boutique destination within the North

Island that has a range of experiences focused around arts, culture and the

environment.

Iwi play a more active role in the development of tourism in the region.

The River Road is acknowledged as one of the best scenic drives in the country

where visitors can immerse themselves in Māori and European culture, history,

nature and discovery in a semi‐remote and mystical setting.

Opportunities with the River are capitalised on to strengthen the connection

between the River and the city.

Whanganui’s arts scene is

nationally recognised, as is its

events calendar.

The lower North Island discovers

Whanganui as a great place for

short‐breaks, weekend escapes,

and events.

Air transport links with

Wellington, Christchurch and


Dunedin are improved.

Occupancy rates increase (or other measures as identified).

GOAL 1: Strong connections between the City and the River

Actions:

Fully participate in and support regional opportunities e.g. Mountains to the Sea

(M2C) cycle trail and Whanganui River Journey.

Connect the Upokongaro to city section of the M2C cycle trail.

Further develop combined river – land activities between Pipiriki and Wanganui.

GOAL 2: A famous river journey

Actions:

Identify and develop a range of roadside stopping places and appropriate

infrastructure and amenities needed to support tourism.

Develop the concept of a River Road Scenic Drive and create stories and

interpretation to enrich the journey.

Work with Journeys on the Whanganui to create and expand experiences along the

River Road that complement the stories and interpretation themes.

GOAL 3: Events that raise profile and pride in Whanganui

Actions:

Leverage off key events to promote Whanganui.

Support the redevelopment of

the Mountains to Sea

Adventure Race.

Strengthen and coordinate

promotion of events.

Re‐establish a conference

bureau function so that

Whanganui can better attract

small to medium‐sized

conferences.

Assess the potential of existing

or new events that will

support the Whanganui brand.


GOAL 4: Thriving arts, culture and heritage activities

Actions:

Leverage off the existing offers of Whanganui's heritage and cultural institutions in

promoting the city's overall experience.

Identify key events to be supported.

SMART MARKETING AND INFORMATION

Collaborative marketing initiatives with an effective online presence

Rationale

Smaller and less accessible regions in New Zealand are looking at new and innovative ways

to make their marketing dollars go further. Two of the main areas they are doing this are

online and through partnerships with industry and, especially for long‐haul markets,

partnerships with neighbouring regions. Some regions collaborate to market into Australia

although most go it alone.

Whanganui as a destination has been underperforming in this area. Under Journeys on the

Whanganui the industry has managed to keep some aspects of promotion ticking over with

international markets, but a more focused and coordinated effort is needed to build greater

awareness of what Whanganui has to offer to its core markets. The effectiveness of the Te

Kāhui Tupua marketing and product development alliance should be reviewed or refreshed.

Getting famous online is now essential. This means having rich content, easy booking

functions, an events calendar that is linked to social media and other campaigns so that

specific market segments can be targeted with packages and other deals (for instance, for

arts and glass festivals using a client database approach).

As a starting point, a 3‐year marketing plan should be prepared by Visit Whanganui and

updated annually working in tandem with Council and other key partners.

Outcomes

Whanganui catches the eye of neighbouring regions with a clear and coherent

brand, especially the Wellington market, evidenced by increasing bednights, day

visits and participation at events.

Increase in international visitor nights.

Greater levels of industry contribution to marketing campaigns and activities.

GOAL 1: An effective marketing plan

Actions:

Prepare a 3‐year marketing plan that is updated annually.

Maximise online and social media potential.


Develop a client database of specific market segments for building relationships

and direct marketing activities.

GOAL 2: Smart partnerships with neighbouring regions

Actions:

Pursue regional marketing opportunities.

Formalise agreements with Visit Ruapehu for jointly marketing the Mountains to

the Sea Great Ride.

Increase cooperative activity and communications with neighbouring regions.

Target visitor traffic moving between Wellington and Taranaki as well as Wellington

and the Central North Island.

GOAL 3: High performance i SITE

Actions:

Undertake 3‐yearly reviews of the i‐SITE operations and overall business

performance.

Invest in training, product familiarisation technology and booking systems so that

the i‐SITE plays a relevant and effective role in the visitor experience.

Manage the i‐SITE so it is an integral part of marketing, communications and

promotion activities.

GOAL 4: Informed decisions

Actions:

Gather, monitor and report market intelligence.


Implementation Plan

This Visitor Strategy provides the overarching framework aimed at increasing the

contribution that tourism makes to the local economy, lifestyle and wellbeing of

Whanganui. It includes general action points that will be developed through an

Implementation Plan. The Implementation Plan will identify timeframes, lead and

secondary agencies and resource requirements. The marketing actions will be further

developed through the Marketing Plan.

Date: Whanganui Visitor Strategy · This is the Whanganui Visitor Strategy covering the period 2013...

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