Draft Palmerston North City Council Tourism and Visitors Strategy (TVS)

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2 Draft Palmerston North City Council Tourism and Visitors Strategy (TVS) Introduction and Purpose of the Strategy This strategy document has been developed to provide leadership to the agencies involved in the delivery of tourism and visitor activities in the City, to assist with planning for increasing numbers of visitors to the city and to identify opportunities for further growth. The Council is a major provider of infrastructure and recreational opportunities in the City and contributes to the marketing of the City. Visitor numbers to the City are already at significant levels and there has been consistent growth in the number of tourists staying overnight in the City. The City Marketing Strategy identifies possible actions to improve the perception and image of Palmerston North, which will also improve its attractiveness as a destination for visitors. This strategy however recognises the importance of high quality information on our performance and increased coordination in the marketing of Palmerston North. Tourism plays an important role in the economic strength of Palmerston North City and also influences the type and quantity of services which need to be provided by the Council water/waste water, solid waste, recycling, roading, parking and amenities such as public toilets and parks and recreational areas. Additional visitors to the city increase demand for these services so an understanding of visitors to the city and expected increases in visitor numbers is required for the Council to adequately plan for these services. The Council also plays a role in the marketing of the city to visitors and also to encourage more businesses and people to consider Palmerston North to be a desirable location to work and invest. Enhancements to infrastructure in the City and the development of attractions which make Palmerston North a more desirable place to visit will also make Palmerston North a more desirable to live. There is overlap between the terms visitor and tourists and both have been used in this strategy. Ministry of Tourism definitions are: Tourism - the activity of persons travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business or any other purpose. (United Nations approved definition) Tourist - anyone who spends at least one night away from home, no matter what the purpose. Visitors - a broader category than 'tourist', includes tourists and sameday visitors. A successful tourism strategy needs to identify how to: Welcome, involve and satisfy visitors to the city Achieve a profitable and growing business sector Engage and benefit local residents Protect and enhance the local environment Council Roles Council has an important role in the delivery of tourism and visitor activities through its roles in destination management and destination marketing., Vision Manawatu, Sport Manawatu and Community Arts Palmerston North are funded by the Council to assist with the delivery of these activities. 1

3 1. Destination Management Council is an enabler of tourism though the provision of key infrastructure and management of tourism s negative impacts. Council s broad roles to implement this policy include, Providing and maintaining first class infrastructure, Fostering initiatives to encourage growth in the number of visitors to the city, for example through festivals and events, Provision of recreation and leisure activities, for example museum, parks, walkways and indoor recreation facilities District plans which encourage a vibrant and growing retail sector Encouraging new businesses to develop in the city and growing existing businesses. 2. Destination Marketing Promotional and information activities include the provision of information centres and a visitor website. Brand development and marketing of the city and region has been addressed in more depth in the City Marketing Strategy. The strategy recognises the importance of: in visitor centre management, leisure tourism, convention and event facilitation and coordination and promotional activities external to the region. Vision Manawatu in promotion and fostering the development of businesses related to the tourism and retail sector within Palmerston North Sport Manawatu in enhancing Manawatu s national profile as a sporting centre and facilitating and coordinating sporting events which bring sports people and visitors to the city. Community Arts Palmerston North in promoting the arts, including visual arts, theatre and dance, in Palmerston North., Sport Manawatu and Vision Manawatu are jointly funded by the City Council and Manawatu District Council for promotional and development activity in the broader Manawatu region. Visitors to Palmerston North Domestic tourism dominates the statistics for tourism in the Manawatu 1 Regional Tourism Organisation (RTO). Separate data is not available for Palmerston North City but we know 75% of guest nights in commercial accommodation in the Manawatu RTO are in accommodation located in Palmerston North City. Total economic spend in the Manawatu RTO for the year ending 2006 was estimated to be $308.9 million. (Source: Ministry of Tourism). Ministry of Tourism statistics show that domestic visitors contributed 96% of total visits to the region in 2006 and 87% of total tourism expenditure in the region. Key activities undertaken by domestic visitors to the region between 1999 and 2007 are: Domestic visitors to the region come from: Shopping and dining 53% Manawatu- Wanganui region 44% Visiting friends and 28% Wellington 31% relatives Business 10% Hawkes Bay 10% Education 5% Auckland 4% (Total responses add up to more than 100%) Taranaki 3% 1 Manawatu RTO - Manawatu District Council, Palmerston North City Council, Rangitikei District Council, Tararua District Council 2

4 People visit Palmerston North for holidays, business (for example to visit a lawyer), education, medical and health treatment, visiting friends and family, for shopping and to attend events in the city. Domestic day visits 2 to the region dominate the tourism statistics (2.1 million visits in 2006, 73% of total visits to the region) and also contribute a significant proportion of the total spend by visitors to the region (45% in 2006). The Manawatu RTO was the fourth largest for day trips in the year to September 2007 (only Auckland, Waikato and Canterbury had more day trips). Total retail sales in the city in the year ended December 2007 were $1.7 billion, 2.6% of national retail spending while the city s population share is 1.9%. International visitor numbers to the region are small compared with total visitor numbers to New Zealand but are forecast by the Ministry of Tourism to grow by 3.5% per annum between 2006 and 2013 (see Appendix 1). International visitors tend to stay longer in the region, contributing 32% of visitor nights in the region and 13% of total visitor spending. Holiday travellers generate 50% of visits to the region by international visitors while travellers visiting friends and relatives generate a further 29% of visits. In 2006 the average length of stay in the region for international visitors was nearly seven days international visitors to New Zealand stay for an average of 20 days. International educational visitors stay for an average of 38 days in the City. Tourism, especially domestic tourism, and capturing the discretionary spending of business, convention and education visitors is important for Palmerston North. This strategy brings together the current initiatives, many of which are ably led by, to create a single statement of the Council s role in fostering the tourism and visitor market. Other than support for, the Council s direct involvement in supporting tourism and visitor industry is in coordination or advocacy and in the provision of infrastructure and amenities. 2 Day visit a trip by a person of at least 40km (one way) within New Zealand but outside their usual environment. Context Palmerston North is not currently renowned for its dominance of tourism product that attracts significant numbers of international visitors. The presence of the NZ Rugby Museum however is a key strength for the rugby segment of visitation. The location of Te Papa in Wellington and substantial event bidding in Wellington and other regions is not necessarily a barrier to growth of tourism in the City since tourists can easily access Wellington, the Hawkes Bay, Taranaki and the Central North Island ski fields from a central base in Palmerston North. This gateway concept is a strength that is being further developed to enable leveraging of commissionable tourism product located in neighbouring regions. Palmerston North offers a strong retail sector that services a wide region, drawing a high number of visitors from the surrounding Manawatu-Wanganui region and from Wellington and the Hawkes Bay. In assessing visitation it is also important to recognise the influence of the education sector in attracting visitors to the region. This includes Massey University, UCOL, International Pacific College and ETC Learning Centre. MidCentral Health and other medical and health providers also play an important role in bringing regional visitors to the city. Also important is the growing strength in cultural diversity within the Palmerston North community and the depth and breadth of activities and events associated with this segment. The breadth of economic activity in Palmerston North City reduces the need for environmental management and infrastructure management systems focussing on the tourism sector, however Council does need to give thought to developing policy that focuses on sustainability particularly in managing natural resources in line with the New Zealand Tourism Strategy 2015 launched in November Infrastructure managed and owned by the City will need to increase if the City is going to expand to an estimated population of 93,600 by 2031 (Statistics New Zealand medium growth forecast) and will allow the City to cater for increased visitor numbers. At times there are seasonal inflows of tourists and visitors and while these do not currently cause 3

5 environmental pressures faced by many key tourism centres, key consideration needs to be given to future proofing to maintain this position. The tourism sector is characterised by a large number of diverse small scale operators and Ministry of Tourism Sustainable Best Practice Guides offer useful tools for small business operators to operate their businesses in a way that is more efficient and profitable while also enhancing environmental sustainability. For example, improving energy and water use reduces business cost and yet is also positive for the environment. Best practice guides developed cover accommodation, food and wine, fresh water, land activities (one location), land activities (on the move), marine activities, transport operators and visitor attractions. The strategy takes into account and acknowledges the work already undertaken by and draws on the Ministry of Tourism Tourism Planning Toolkit for Local Government. A wide range of stakeholders were consulted in the development of this strategy. Vision The draft Palmerston North City Council Tourism and Visitors Strategy is consistent with the vision for tourism development in this region: To be recognised as New Zealand s preferred events, convention and leisure destination with a range of facilities to meet the needs and aspirations of our local community and visitors to our region. ( Strategic Plan ) Strategies To achieve this vision the following strategies have been identified: The City has effective infrastructure and enhanced sustainable best practices The City attracts a higher share of New Zealand retail sales The City has a strong and growing conventions market Support events that grow a positive City profile and economy Increase the economic contribution from leisure tourism in the city and region Positive local, national and international perceptions about Palmerston North as a visitor destination Contribution to Community Outcomes The Community Outcomes consultation identified nine broad aspirations for the City. These outcomes listed below are all relevant to Tourism and Visitors Strategy: People here have lots of fun things to do People feel safe Palmerston North is attractive, clean and green Business will grow here and people have lots of job opportunities People will have lots of learning opportunities It is easy to move around the Palmerston North The City s physical infrastructure is reliable The community is supportive and people and organisations work together People are well-housed and healthy. 4

6 Relationship of the Tourism and Visitor Strategy with the Core Policies The following diagram shows the relationship between the Tourism and Visitor Strategy and the core policies and related strategies: Economic Policy and City Economic Development Strategy Tourism and Visitor Strategy Events Strategy Arts Strategy Outdoor Recreation Strategy City Marketing Strategy 5

7 Where are we in 2007? Where do we want to be in 2016? There are various groups involved in leading tourism and visitor initiatives. There is effective leadership that provides strategic direction and coordination of resources to meet the City (and Regional) requirements for the tourism and visitor industry. The perception of the City as a destination for tourism and visitors is poor. The City is perceived as an attractive destination for tourism and visitors. The City has a poor image among people who have not visited the city. The City is widely recognised as a preferred destination for visiting. There are limited attraction strategies targeting visitors and tourists. The City has an image that is pleasing and people are keen to associate with. The city has existing strengths in visiting for retail, business and education and in visiting friends and family. There are a wide range of attraction strategies targeting visitors and tourists. Existing strengths are retained and enhanced. 6

8 Destination Management Goal 1: The City has effective infrastructure and enhanced sustainable best practices Vision Manawatu through its business enhancement programmes has the opportunity to assist businesses to implement sustainable best practice. Improvements to transport services (international and domestic air services, bus and train services) and better integration with existing public transport services offer more opportunities to encourage visitors to the city. Continued investment is required to improve the airport and bus terminals and the railway station. Consideration however needs to be given to reinstatement of regular shopper surveys in light of the importance of the retail sector in the tourism and visitor strategy for the city and appropriate forums for communicating the results of the surveys to the Council and retailers. There are also opportunities for upgrading and enhancing the two camping grounds in the city through increased investment by the Council or through consideration of alternative management arrangements and greater private sector input. Possible Actions 1.1 Assisting tourism businesses to implement sustainable best practice 1.2 Improve rail passenger services to and from Wellington 1.3 Improve city transport terminal facilities jointly with transport operators (bus, train, airport) Key Performance Indicator Number of businesses implementing best practice programme Deadline Ongoing 10 Year Plan Reference/Cost Responsibility Council (CCS) / Vision Manawatu / Destination Manawatu Number of services Ongoing Horizons, Council (CF / CN) Terminal facilities improved 1.4 Improve linkages between transport terminals Additional linkages developed 1.5 Improvements to camping grounds Increased occupancy rate, Qualmark rating 1.6 Improve signage for visitors to the city Improvement in indicators from previous surveys Ongoing Horizons, Council (CF / CN), Airport Ongoing Ongoing Ongoing Horizons, Council (CN) Council (CCS / CN) Council (CN / CCS)) Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 7

9 Goal 2: The City attracts a higher share of New Zealand retail sales This strategy is developed against the expectation that the retail sector in Palmerston North will continue to grow and will attract a higher share of total New Zealand retail sales. Expansion of the sector will require an increase in the number of retailers in the city as well as expansion of existing retail premises. Expansion of the Plaza is likely to be positive for the retail sector in view of the trend towards shoppers preferences for shopping in large fully enclosed malls, with ample free parking. Vision Manawatu plays a role in attracting new businesses to the region and assisting existing businesses with training and support. City Council proposed planning changes to the outer business zone are designed to improve the strength and vitality of the inner business zone in the city. This will need to be supported by provision of car parking and continuing investment in CBD revitalisation to achieve a city that looks and feels attractive. continues to liaise with City Centre Marketing, a key group for facilitating communication with the retail sector in the city, however there is no designated Council funding presently allocated for this interaction. The Council is also proposing a regular retailer forum in it s Business Friendly plan to improve communication between the Council and the retail sector. Possible Actions 2.1 Review the outer business zone: increasing the density of development in the CBD promoting a pedestrian oriented CBD promoting urban design outcomes to benefit the CBD recognising heritage precincts in the CBD 2.2 Improved city marketing among retailers through increased cooperation and coordination 2.3 Attract more specialist high value retailers to the city 2.4 City Art Strategy increases commercial opportunities for artists in the city Key Performance Indicator District plan supports a strong CBD Increased private sector funding for Destination Manawatu Number of retailers Deadline Draft Plan change completed by December 2008 s s 10 Year Plan Reference/Cost Responsibility Council (CF) Council (CCS) / Council (CCS) / Vision Manawatu Number of exhibitions Annual s Council (CCS) / Community Arts Palmerston North Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 8

10 Goal 3: The City has a strong and growing conventions market The City is an important host location for domestic and international conventions, with its central location a useful marketing advantage. Links with the tertiary education and research facilities located in the city are also positive for future growth in the convention market. Further expansion of accommodation capacity in the city will increase the opportunity for the city to host larger conventions in the future. The city currently has strengths in the convention market for conventions with 500 or less people but increases in the quantity of high quality accommodation in the city will increase the opportunities for the city to host larger conventions. Parking is an issue for the Convention Centre and will need to be addressed if the city hosts larger conventions. provides a dedicated convention bureau function which already plays an important role in bidding for and assisting conventions held in the city. also works closely with venues bidding for conventions to be held in the city. Improved linkages with local iwi and the wider Maori community offer increased cultural / commercial opportunities such as involving iwi in local conventions (welcomes, cultural performances, marae visits, marae stays). Possible Actions Key Performance Indicator Deadline 10 Year Plan Reference/Cost Responsibility 3.1 Ensure Council owned facilities are well maintained and are responsive to changes in demand in the convention market Share of New Zealand conference market Survey of conference organisers Council (CN / CCS) / 3.2 Improved data collection on the number of conventions being held in the city and the number of attendees, utilisation rates for Council facilities and customer satisfaction with convention facilities, commercial accommodation and attractions in the city. Share of New Zealand conference market Number of new conferences Increased length of stay Council (CCS) / 3.3 Identify gaps in convention offerings which the city should address. Opportunities identified Council (CCS) / 3.4 Increase cooperation and collaboration among venues in the city and region Increased initiatives from cluster engagement Council (CCS) / 3.5 Identify opportunities for involvement of Maori and other cultural groups in conventions and other events held in the city Opportunities identified Council (CF / CCS) / Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 9

11 Goal 4: Support events that grow a positive City profile and economy A wide range of events and sporting and cultural activities already draw visitors to the city from the surrounding regions. The Council, Destination Manawatu and Sport Manawatu play important roles in facilitating and promoting these events. Strengths are being developed in secondary sports hosting in the city. Events development needs to be targeted to areas where city infrastructure is well positioned. A week-long secondary school sports tournament in the city may bring more wealth to the city than a Hurricanes rugby game even though the total number of visitors to the city is less. The city s central location means it can still benefit from high value event bidding in other centres, offering a central point for visitors to Wellington, the Wairarapa, Hawkes Bay and Taranaki. The skill and resources already developed by convention centre bureau are also useful in facilitating events in the City. The proposed Business Friendly Plan retail forum offers an opportunity for engaging centre city retailers in embracing events in the city. The Events Strategy, which was completed in 2007, is already guiding actions under this goal. The updated Arts Strategy will also guide the development of events in the city. Possible Actions 4.1 Increase the number of sports tournaments held in the city and the region. 4.2 Allocate funding for major events that attract overnight visitors to the City. (Event Strategy 2007 goal 1.1) 4.3 Allocate 80% of the funding in the Event Funding Scheme to events or event bids that attract overnight visitors (Event Strategy 2007 goal 1.4) 4.4 Fund a regional or national level event that builds on our unique environments and profiles the activity or activities in an area such as the Kahuterawa Outdoor Recreation Area / Eco Park. (Event Strategy 2007 goal 1.7) Key Performance Indicator Number of significant sporting events Event(s) is held. Number of overnight visitors increases. Deadline Ongoing 10 Year Plan Reference/Cost Responsibility Council (CCS) via Sport Manawatu / Destination Manawatu Council (CCS) Funding is allocated Annual Council (CCS) Demonstrated media coverage or advertising of the event in at least 3 other regions outside the Sport Manawatu region is provided to council by the event supported. Annual Council (CCS) Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 10

12 Goal 5: Increase the economic contribution from leisure tourism in the city and region Leisure tourism is an emerging area for the region and has been associated with its development through direct media liaison and through Tourism New Zealand, in hosting of key influencers, the building of relationships with the trade and inbound tour operators and trade show participation in New Zealand and Australia. This activity is linked back to an upgraded website for campaign related initiatives. While the focus of leisure tourism development is likely to be mostly outside the city boundary, the city is the key provider of accommodation in the region and offers a strong retail sector with a broad range of restaurants and cafes. The development of the Turitea Eco Park offers new opportunities for the Council to partner with the private sector to develop new tourist experiences with a strong sustainable environment focus. There are also opportunities for Vision Manawatu to work with to attract new tour operators to establish in the city and investment in new attractions. Improvements to the two City camping grounds offer opportunities to broaden the range of accommodation offered in the City. The development of the New Zealand Rugby Museum offers the opportunity to attract more visitors to the city, with significant international visitor opportunities during Rugby World Cup The Council s Community Funding Policy includes funding for coordination of sporting events in the city. Possible Actions Key Performance Indicator Deadline 10 Year Plan Reference/Cost Responsibility 5.1 Implement the Outdoor Recreation Strategy so that visitors have a variety of opportunities to engage in both active and passive recreation. Improvement in indicators from previous surveys Ongoing Council (CN) 5.2 Identify opportunities for the development of leisure tourism by the Council or the private sector Opportunities identified Council (CCS) / Vision Manawatu / Destination Manawatu 5.3 Assist the development or attraction of new tourism enterprises and expansion of existing businesses Estimate of additional jobs created Council (CCS) / Vision Manawatu / Destination Manawatu 5.4 New Zealand Rugby Museum is enhanced to become a key visitor attraction in the city Increased visitor numbers Council (CCS) / New Zealand Rugby Museum 5.5 Develop management plans for city reserves that offer unique opportunities for visitors to the city Improvement in indicators from previous surveys Ongoing Council (CN) 5.6 Council owned pools offer increased sports and leisure opportunities for visitors Number of national and regional tournaments Council (CCS) / Sport Manawatu Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 11

13 5.7 Identify the leisure tourism opportunities from the development of the Eco-park (Turitea Reserve and Hardings Park) 5.8 Implement the Kahuterawa Recreation Hub Plan 5.9 Aokautere Recreation Lake is completed as a city reserve and the development of public and commercial recreation opportunities is facilitated 5.10 Develop sports fields and indoor and outdoor courts to attract additional regional and national sports events 5.11 Implement the Manawatu Active Transport Strategy and the Pathways Network Plan 5.12 Maintain and develop the partnership with Horizons to develop the Manawatu Gorge area as a major tourist attraction Eco-park development plan completed Subject to funding and resource consent approvals Council (CCS / CN) Plan is completed December 2008 Council (CN) Reserve is completed Number of additional events attracted Improvements to city walkways, cycle tracks and recreation reserves increase recreational opportunities in the city Constructive partnership maintained Subject to public / private partnership agreement Council (CN) Council (CN / CCS) / Sport Manawatu Ongoing Council (CN / CCS) / Sport Manawatu Ongoing Council (CN) / Horizons Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 12

14 Destination Marketing Goal 6: Positive local, national and international perceptions about Palmerston North as a visitor destination There is a level of overlap between destination management and destination marketing, for example, with the provision and functioning of information centres considered to be a destination management role and yet it plays a role in the marketing to visitors to the City, offering information on accommodation options and events and leisure activities in the City and surrounding region. Long-term funding contracts for have enabled it to develop a high level of credibility as a Regional Tourism Organisation. This has assisted with improving the involvement of the private sector in the management and funding of the organisation, offering the business sector increased opportunities to assist with the marketing of Palmerston North to visitors. Wellington, Taupo, Tauranga, and Queenstown all apply targeted rates on the business or tourism sector, to help to fund destination marketing activities. Targeted rates offer the opportunity for business sector input into key decisions on the level of investment in funding for key events for the city and investment in other marketing opportunities. The Plaza also invests in marketing the retail sector in the surrounding regions. Improved statistics on the tourism sector give greater insight into the needs of visitors to the city and assist with longer-term planning for future growth. Possible Actions 6.1 Collect, collate, analyse and publicise key visitor and tourism indicators 6.2 Undertake regular city image, visitor satisfaction and event funding effectiveness surveys through surveys of: o Shoppers o Users of commercial accommodation o Visitor Centre visitors o Other visitors to the city (see also City Marketing Strategy) 6.3 Encourage coordination between education providers, retailers, accommodation businesses and other providers of tourism services in the marketing of Palmerston North Key Performance Indicator Annual visitor / tourism indicator produced Number of positive media articles Improvement in indicators from previous surveys Creating opportunities through clusters and collaboration Deadline 10 Year Plan Reference/Cost Responsibility Annual Council (CF) / Council (CF) / Council (CCS) / Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 13

15 6.4 Effective synergies are developed amongst tourism stakeholders located inside and outside the city 6.5 Ensure coordinated marketing material is developed and available for all visitors to the City 6.6 Review opportunities for targeted rates to fund the promotion of the city as a visitor / tourist destination and to fund selected events in the city (Event Strategy 2007 goal 1.10 and Business Friendly Plan 2008 goal 3.1) Expanded or new products developed in association with Expanded or new marketing material developed Report to Council by 31 October 2008 Council (CCS) / Ongoing Council (CCS) / Completed for 2009 LTCCP Council (CF / Corp) Key for Council Units: CN City Networks, CCS Community and Commercial Services, Corp City Corporate, CF City Future 14

16 Appendix 1 Summary Tourism Data Visitors to the Manawatu RTO Forecasts for International Visitors to the Manawatu RTO International Overnight Visitors International Day Visitors Day Visitors - Domestic 74% Overnight Visitors - Domestic 22% Day Visitors - International 1% Overnight Visitors - International 3% Number of visits ('000s) f f f f f f f f - forecast Calendar year Number of visits ('000s) 3,000 2,500 2,000 1,500 1, f - forecast Forecasts for Visitors Nights in the Manawatu RTO Visitor Nights Domestic Visitor Nights International f f f f f f f Calendar year Year ended June 2007 Number of Day Visitors 1 Total Number of Visitors Auckland RTO 5,048,956 7,358,853 Waikato RTO 3,561,374 4,564,433 Canterbury RTO 2,912,444 4,428,506 Manawatu RTO 1,600,591 2,053,791 Northland RTO 1,594,381 2,518,503 Bay of Plenty RTO 1,484,127 2,336,846 Wellington RTO 1,472,570 2,657,657 Kapiti / Horowhenua RTO 1,229,881 1,477,897 Rotorua RTO 1,146,594 1,760,254 Hawke's Bay RTO 861,316 1,488,755 Coromandel RTO 805,660 1,579,978 Lake Taupo RTO 695,575 1,374,576 Wairarapa RTO 649, ,999 Southland RTO 597, ,218 Taranaki RTO 561, ,474 Dunedin RTO 518, ,266 Other regions 4,673,839 7,682,776 Total 29,414,902 44,877,782 Manawatu RTO - Manawatu District Council, Palmerston North City Council, Rangitikei District Council, Tararua District Council [1] Day visit a trip by a person of at least 40km (one way) within New Zealand but outside their usual environment. 15

17 Manawatu Regional Tourism Organisation (RTO) Forecasts Domestic International Visitor Nights Average Stay Day Visitors Overnight Visitors Day Visitors Overnight Visitors Domestic International Domestic International ('000s) ('000s) ('000s) ('000s) ('000s) ('000s) (Number of nights) , , , , ,614 1, , , , , , , , , f 2, , f 2, , f 2, , f 2, , f 2, , f 2, , f 2, , Note: the domestic day trip threshold of 80km (return trip) has been more stringently enforced since This change instantly reduced the recorded number of day trips and created a structural break in the data. Source: New Zealand Regional Tourism Forecasts Manawatu RTO - Ministry of Tourism (August 2007) 16

18 Appendix 2: Tourism and Visitor Strategy Meeting with External Stakeholders March 2007 A meeting was held at the Convention Centre in March 2007 with key external organisations involved with the tourism sector in Palmerston North. The following document was prepared identifying key strengths and weaknesses for the tourism sector in Palmerston North and the broader region as well as opportunities and threats for the industry. This was prepared to assist with the preparation of the initial draft of the Tourism and Visitors Strategy but the list of strengths, weaknesses, opportunities and threats has not been consulted on further or been subject to further development. It is included to give insight into some of the issues identified in the development of the draft strategy. The following people and organisations were represented at the meeting: Bruce Lochore - Hospitality Association of NZ David Walsh - Convention Centre & Arena Manawatu Kathy Gibson - Andrew Powrie - Vision Manawatu Sandra Cattermole - Te Manawa Garry Goodman Palmerston North International Airport Sheryl Bryant, Osman Hussein, Palmerston North City Council 17

19 Strengths and Weaknesses for Palmerston North City Tourism Tourism and Visitor Strategy Meeting with external stakeholders, April

20 Strengths Central Location International Airport Tertiary Education Science and technology Bio-Commerce or Biotech City Military / Vision Manawatu / Sports Manawatu Hospital Progressive Solid infrastructure Big Businesses Performing Arts - Centrepoint Family-oriented Accommodation Collaborative approach Shopping and Retail Cost-effectiveness Agriculture Motor Sports Connectivity (internet) Recreation/sports Te Manawa/Rugby Museum Esplanade Science Centre River Gorge Rugby, soccer, basketball Wind Turbines IPC Secondary Schools Walking tracks CBD Green Space Venues Distribution Centre Visible I-site Square Easy transport and parking Weaknesses Location - bypassed by major highway Poor perception Weak branding Lack of Icon Accommodation - number and type Lack of commissionable product Poor night life / restaurants / café culture Inner city vibrancy lacking Lack all weather tourism, activities, wind, wet climate Lack of marketing Lack of marketing intent Student interaction Private sector sponsorship Private schooling Unless we market ourselves outside will not convince residents (perception changes) No iconic event Tourism and Visitor Strategy Meeting with external stakeholders, April

21 Opportunities and Threats for Palmerston North City Tourism Opportunities Capitalize on central location Smart branding (internal and external) Private Secondary School Building external relationship Eco-tourism development - can turn to national events (low level) + rugby institute Iconic Venue 5-star hotel Motor Sports Rugby World Cup International gateway Equestrian sports Ohakea Investments in facilities Growing opportunity tourism NZ Celebrity Speakers and performers Science, research and technology Building relationships with sponsor international and national Integrated transport (rail/road/air) Improved gateway access highway 1 Foxton under rated for PN Trade with China Redevelopment of Lido Threats Water Marketing and branding of other regions Proportion of resident against marketing and branding (anti-growth elements) Relocation of tourism product (Rugby Museum) Hawke s Bay Own Parochialism Playing catch-up Sponsorship Climate change and sustainability Aging population Tourism and Visitor Strategy Meeting with external stakeholders, April