Destination Pōneke
DestinationPōnekePutting People at the Heartof Pōneke WellingtonD E ST I N AT I O N M A N AG E M E N T PL A N 202 1 – 203 1
Introduction2Strategic framework4Strategic focus areas6Enriching experiences6Future proofing7Sharing our stories8Top 4 priority projects10About this plan12Putting people at the heart of Pōneke14From dull to dynamic16A glimpse into Wellington in 203118A collaborative approach19Wellington’s tourism sector today22Strategic Focus Areas26Enriching experiences26Future Proofing36Sharing our stories5462Enriching experiences63Future Proofing67Sharing our stories72Destination Management PlanAction Plan202 1 – 2 0 3 1Contents1
IntroductionIn Te Ao Māori, Wellington is knownas Te-Upoko-o-te-Ika-a-Māui, thehead of the fish of Māui. The namecomes from the story of Māuihooking a giant fish out of theocean, which became the NorthIsland of Aotearoa.The fish’s tail is Northland, its head is Wellington.It’s an apt description for the capital city ofAotearoa, the place where big decisions aremade. Or as Liz Mellish (Te Ātiawa) Chair of TeWharewaka o Pōneke puts it, “the head of thefish is where the brains are. Wellington is a placeof imagination and thought-leadership.”Being the head of the fish is something wehave taken seriously in developing DestinationPōneke, a new destination management planfor Wellington city.Whilst devastating, the Covid-19 pandemic hasprovided the opportunity to stop and thinkabout tourism and its value to Wellington andAotearoa. As Government has articulated,tourism must “enrich New Zealand” culturally,economically, socially and environmentally.Fundamental to this wellbeing framework isour approach that a great place to visit mustalso be a terrific place to live and all destinationinitiatives must be of mutual benefit to visitorsand community.As an urban destination and the most creativecity in Aotearoa, enhancing Wellington’svibrancy and giving visitors a taste of local life,through enriching experiences, underpins thisplan. We want people to explore and have fun,but also to be inspired by what they experienceand who they meet.2Our ambition is to transformWellington into a zero-carboncity famous for experiencesthat ignite curiosity and makeyou think.By doing this, we believe we can also buildWellington’s reputation as a place wherepeople want to belong, whether for a weekendor a lifetime.We’ve summarised this in a unifying vision:Wellington is a zero carbon capital famous fortransformational experiences.To achieve this, we all must work togethertowards the same goal, whether you’re abusiness owner, policy maker, inner city worker,tech developer, community organiser orresident. It will take that creative thinking andcollaboration Wellingtonians are famous for,along with perseverance and adaptability.Let’s make Wellington wildly famous.
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Strategic frameworkVISIONWellington is a zerocarbon capital famous fortransformational experiences.MISSIONGOALMake Wellington wildlyfamous by enriching it as aplace where people can enjoymemorable, life-enhancingexperiences - over a weekendor a lifetime.Enhance the economic,social, cultural andenvironmental benefit fromtourism in Wellington, forthe wellbeing of all.CROSS CUT TINGPRINCIPLES4KotahitangaTake a collaborative approach toensure the destination managementof Wellington is managed by many,aiming for shared outcomes.
STRATEGIC FOCUS AREASMake Wellington famousas a place where localsand visitors alike canhave wild, memorableand transformativeexperiences all yearround - ensuring thevisitor economy addsvalue and creates jobs.Future proofingMeet the needs oflocals and visitorsby developingand maintaininginfrastructure, thevisitor economyworkforce and ourbeautiful environment.Sharing ourstoriesEnhance Wellington’sreputation as NewZealand’s creative heartto keep it front of mindas somewhere peoplewant to live and visit.Welcome to a place where cosmopolitan and natural environments are seamlesslyconnected and the path towards a sustainable future is clear. Where creativity andtikanga Māori are part of our DNA, easy to experience, see and learn from.A place where everyone is welcomed, and everyone belongs.202 1 – 2 0 3 1EnrichingexperiencesManaakitangaKaitiakitangaWork together to ensure localsand visitors have welcoming andpersonally enriching experiences nomatter where they are in Wellington.Ensure the visitor economy is developedwith sustainability at the centre of allplanning and decision making to protectour city for future generations.Destination Management PlanNau mai, haere mai ki Pōneke.5
Strategic focus areasEnriching experiencesMISSIONG OA LMake Wellington famous as a place locals andvisitors alike can have wild, memorable andtransformative experiences all year round ensuring the visitor economy adds value andcreates jobs.Develop existing and new experiencesto attract a diverse range of visitors toWellington and improve livability for locals,and create jobs.FOCUS A REA SK EY ACT I O N SLeverage Wellington’s capital city statusShare the stories of mana whenuaElevate culinary experiencesHighlight the creativity of WellingtoniansPromote our natural environmentHost unique live experiences/eventsEnhance existing experiencesWork with mana whenua to share theirstories, through the development of Te AroPa and other initiativesFeasibility study into new commercialtourism experiences that align withWellington’s strengthsDevelop an investor proposition andundertake outreach to commercialoperators/investorsDevelop capability and develop newexperiences within existing businesses,including national and governmentorganisations around nationhood storytellingImprove accessibility to Wellington’sregional trails network through bettertransport and wayfindingInvest in events that attract visitation intoWellington and build its reputation withtarget audiencesLeverage the investment in the TākinaWellington Convention and ExhibitionCentre to deliver urban regeneration inthe Courtney Place precinct, includingattracting new hotel investment6
Future proofingMISSIONG OA LMeet the needs of locals and visitors bydeveloping and maintaining infrastructure, thevisitor economy workforce and our beautifulenvironment.Wellington businesses transition to aregenerative model, and visitors and residentsmake the behavioural changes requiredachieve this goal.FOCUS A REA SK EY ACT I O N SEnhancing city safetyConsidering short term visitors withinurban design projectsDeveloping the tourism workforceHousing availability and affordability forresidentsImproved accessibility, services andinfrastructureChampion and promote visitor experiencesthat are zero and low carbonE-fleet conversion by tourism operatorsNationwide integrated ticketing system forpublic transportEnsure all public transport options canaccommodate mode-shift transport such asbikes and scooters202 1 – 2 0 3 1Improving access to and aroundWellingtonDevelop and run sustainable tourismprogrammes so local businesses canmeasure and reduce their carbonImprove wayfinding across the city throughconsistent and clear signageImprove public transport connections fromtransport hubs including the airport, portand ferry terminalUrban planning initiatives such as lanewayredevelopment and street art to beautifythe city in a distinctly Wellington wayIncrease access to water through publicwater fountains and bottle refilleriesExpand CBD waste bins to include organicand recyclable wasteDestination Management PlanBusiness sustainability and a regenerativetourism industry7
Sharing our storiesMISSIONG OA LEnhance Wellington’s reputation as NewZealand’s creative heart to keep it front of mindas somewhere people want to live and visit.Wellington is globally famous as a creative,welcoming and environmentally focuseddestination.FOCUS A REA SK EY ACT I O N SDevelop the audiences interested invisiting WellingtonWork with mana whenua to enrichWellington’s story and brandCommunicate a compelling brandpropositionUndertake targeted marketing campaignsand communications activity to attractvisitation to WellingtonShare inspiring stories to enhanceWellington’s reputation and give peoplemultiple reasons to visit8Engage locals to advocate for Wellingtonvia their networksLeverage events to attract visitation andbuild our destination propositionWork with local creatives to shape andshare the Wellington storyWork in partnership to make ourinvestment go furtherWork with the international travel trade toadd Wellington to NZ itineraries
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Top 4 priority projects10AC T I O NPartner with governmentinstitutions to develop theirproduct and customer experienceofferingREASONINGREASONINGWellington is rich in local andnational institutions that tellstories of Aotearoa. However,they’re often closed at weekendswhen domestic travellers aremost likely to visit and theirinternal tourism capability is oftenlimited. Addressing this wouldenable deeper engagementand stronger cultural andeconomic benefit when it comesto leveraging our capital citystatus and improve access ofthese experiences to visitors andcommunities.2Share the stories ofmana whenuaIntegral to Wellington’s story arethe stories of mana whenua. TeĀtiawa is already making greatprogress in sharing their stories- notably via Te Wharewaka oPōneke, Pipitea marae and thestorytelling uncovering of thesite of Te Aro pā. Te Ātiawa isworking to enhance Te Aro Pā, aproject that will enable them toshare the stories of their iwi in amore memorable, engaging way.This project will enhance culturaltourism in Wellington and providea place for Wellingtonians tobetter understand the history oftheir home.AC T I O N1Leverage Wellington’scapital city statusSupport mana whenua toshare their stories, through thedevelopment of Te Aro Pa andother initiatives
Sustainable tourism programmesand visitor-friendly public transportplanning202 1 – 2 0 3 1To reach carbon neutrality,environmental stewardship needsto be part of every decision made inrelation to Wellington’s destinationmanagement. Of particular interestis de-carbonising public transportand making it more accessiblethrough integrated ticketing,better frequency and mode shiftoptions. Many Wellington tourismoperations are already on ameaningful sustainability journey,particularly larger companies.Some indeed have been doing sobefore the regenerative tourismterm was even coined. However,sustainability is less visibleamongst small and mediumtourism businesses. To address thisWellingtonNZ is currently deliveringa trial project to build capabilitywith local tourism businesses withplans to roll out more widely.Destination Management PlanFeasibility and investmentattraction into new commercialtourism experiences and thedevelopment of local IP.Transition to a carbonzero tourism industryREASONINGDeveloping new experiencesaligned to Wellington’s strengthswill make the city a moredynamic destination, attractnew visitation, extend length ofstay and boost value. Tākina isone such new experience withits exhibition space somewherenew to entertain audiences.It also offers an opportunityfor New Zealand creatives topremiere new exhibitions andstories, before touring elsewhere.To achieve this, investment inlocal IP is needed – to ensureAotearoa’s stories can becaptured and shared in animmersive, engaging way.4AC T I O NREASONINGDevelop local IPACTION311
About this planThis destination managementplan will enable WellingtonNZto actively lead, facilitate andadvocate in ensuring thatWellington city as a destinationis managed in a sustainable way.It is about enhancing aspects ofour destination so that Wellingtoncontinues to be a great place tolive, work, study and visit, and isready for future change.Destination Pōneke has been developed bycanvassing the aspirations of communitiesacross Wellington, not just the tourism industry.It has included research and consultation withiwi, Wellington residents, potential studentsand talent, New Zealanders who want to traveldomestically, local businesses and associationswho represent the wider business and tourismsectors, and local and central governmentbodies.Taking a collaborative approach, this documentincorporates the views and expertise fromthe many stakeholders we have engaged andcollaborated with to develop our vision andpriority projects to support jobs in our region,add diversity, vibrancy, and prosperity to ourcommunities.12Our vision is for Wellington tobecome a zero-carbon capitalfamous for transformationalexperiences – whether you arehere for a weekend or a lifetime.To ensure this strategy and action plan isfuture-proofed, a sustainable lens has beenapplied across all focus areas and projects, aswell as being flexible to ensure it is agile to acontinuously changing operating environment.This plan should also be cross-referencedwith the Wellington City Council’s EconomicWellbeing Strategy, Aho Tini Arts and CultureStrategy and the Wellington RegionalDestination Management and WellingtonRegional Economic Development Plans.About WellingtonNZThis plan has been written and facilitated byWellingtonNZ. WellingtonNZ is the Wellingtonregion’s economic development, events, andpromotions agency. Our ambition is to make theWellington region wildly famous as a place tovisit, live, study, work, do business and invest.Our vision is that the Wellington region isthriving with more people participating in thebenefits. WellingtonNZ receives funding fromWellington City Council, Greater WellingtonRegional Council, central Government and itsagencies, and a range of private sector partners.
From a visitor sector perspective, this plan willsit alongside similar documents from Porirua,Hutt Valley, Kāpiti and Wairarapa. These willunderpin the Wellington Region DestinationManagement Plan, which will bring togetherthe ambitions of the region as a destination in acoordinated fashion.As a result of Government’s 2019 Review ofVocational Education (ROVE), a Regional SkillsLeadership Group (RSLG) was establishedby MBIE and local workforce and skillsdevelopment groups are coordinating efforts.The policies of government and the constrictedNew Zealand labour market will mean thatengaging with these groups and ensuringtourism, hospitality and retail employmentis included as a need in the future RegionalWorkforce Development Plan will be important.In 2019, Greater Wellington Regional Councilpublished a Regional Māori EconomicDevelopment Plan, from this Te Matarau aMaui has been established. This plan focuseson building a sustainable Māori economyrecognises tourism is a sector where theopportunity exists for mana whenua to beemployed in and also establish a business.Simultaneously to the development of thisDestination Management Plan, Wellington CityCouncil has developed a plan for economicwell-being and has already published Aho TiniThe visitor sector is facing up to the challengesof climate change and the future developmentof the sector will depend on transformation toaddress its carbon footprint. This is recognisedin all levels of government. Wellington CityCouncil’s Te Atakura – First to Zero resolves tomake Wellington a carbon neutral capital city by2050. The initiatives proposed in the DestinationManagement Plan must align with the ambition ofTe Atakura.The Councils and iwi of the region committed toa Regional Growth Plan in 2021 that considersthe future infrastructure, transport, utility andhousing needs of the region. Following on fromthis, WellingtonNZ is developing a RegionalEconomic Development Plan for how theeconomy can be stimulated to grow sustainably.Wellington is the engine room of the regionaleconomy and the key attraction for visitors; thisWellington City Destination Management Planwill provide an important pillar to the Region’seconomic development plan.202 1 – 2 0 3 1This destination management plan does not sitin isolation. It has connections and relationshipswith numerous other plans developed in ourcommunity, by our region and with government.Its development has considered these otherplans and the views of the organisationsresponsible for delivering them.2030 - Arts, Culture & Creativity Strategy. Boththese pieces of work connect to this plan. Theyall target the creation of a vibrant Wellingtonexperience for residents delivered throughdriving a thriving economy and dynamic artsand culture offering. The WellingtonNZ-ownedMajor Events Strategic Framework also connectsto these plans and recognises the need to find abalance in events between commercial successand delivering cultural and social outcomes.Destination Management PlanStrategic Alignment13
Putting people atthe heart of PōnekeA new era for tourism in WellingtonThe city’s most important touristsare not those visitors who travel thefurthest and spend the most. Theyare in fact its residents.These are the people that make a city vibrant,who regularly fill its restaurants, explore itstrails, visit its attractions, create its art and packits theatres. They are the people who drive aneconomy, enrich culture, create community andhave the power to drive positive change.It’s therefore essential that locals love wherethey live and for that enthusiasm to spreadto visitors. And for each to add value to theother’s experience.The liveabilty of Wellington is therefore centralto WellingtonNZ’s approach for creating thisDestination Management Plan for Wellingtoncity. We want everyone to feel like our city is aplace where they belong. Whether they’re herefor a few days or a lifetime.We strongly believe that by doing this, we willcollectively make choices and decisions thatenhance Wellington as both a place to live andvisit. To ensure that the people that choose tocome here will support local businesses, getengaged in our culture, and respect of our whenua.To ensure that planning decisions and newinvestment make it easier and more enjoyable forpeople to explore Wellington, and to ensure thatthe impact on our environment is minimal.This means considering both residents andvisitors when approaching how to best manageWellington’s development as a destination.Put simply, to put people at the heart of our place.The way visitors now explore a city is alsointricately linked to how locals live. They wantto soak up the vibe of a place and experiencewhat it’s like from a local’s perspective. To visitthe corner cafe and stumble across a bar tuckeddown a laneway. To leisurely browse for booksand hear from locals the stories that don’t makea museum wall. To experience culture and meetthe chef at the end of an incredible meal. Totake a morning stroll along a trail near theirhotel and tread more lightly to reduce theirenvironmental impact.For residents, it is essential that Wellington isa place that’s easy and enjoyable to live. Thereare five fundamental aspects of great, liveablecities: robust neighbourhoods, accessibility andsustainable mobility, a diverse and resilient localeconomy, vibrant public spaces and affordability.14“ It’s therefore essential thatlocals love where they liveand for that enthusiasm tospread to visitors. And foreach to add value to theother’s experience.”
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From dull to dynamicThe evolution of Wellington as adestinationWhilst the history of tourism inNew Zealand is more than 100 yearsold, it wasn’t until the mid-1990’sthat Wellington took its first stepsto becoming a destination peoplewanted to go for a holiday.In 1995, Wellington’s pages in the ubiquitousNew Zealand Lonely Planet Guide were few andlargely guided visitors to speed south over theCook Strait to the South Island. Wellington’shotels were as good as empty at the weekends,and some would even shut during schoolholidays. Put simply, Wellington was seen asgrey, dull and windy.Jump forward 25 years and only one of thoseremains true, due to the determination oflocal leaders’ who saw the potential for amore dynamic city. Kicked off by then Mayorand former Minister of Tourism, Fran Wilde,Wellington was put on Aotearoa’s visitor mapthanks to the development of major newinfrastructure. The most noticeable of thesewas the construction of The Museum of NewZealand Te Papa Tongarewa. Te Papa Tongarewa(‘container of treasures’) was created as a placethat would deliberately tell a more provocativeand culturally diverse story of our country.When Te Papa opened in February 1998,16Wellington began to realise its place as thecapital of New Zealand and the place that hostsand shares our nation’s stories.Next was a new stadium for the region. Alwaysa place known for arts and culture, the newWellington Regional Stadium opened in 2000and immediately enabled Wellington to stepinto the limelight as a thrilling events capital.The Wellington Rugby Seven’s became anational institution and the Stadium’s locationin the central city made sure that whether itwas the British and Irish Lions, Rugby or CricketWorld Cups, the Rolling Stones or Eminem,Wellington became the events destination ofchoice for New Zealanders.But it wasn’t just about new buildings. Localconservationist Jim Lynch had a vision to bringnative birds back into the city centre. In 1995,an urban eco-sanctuary was created in Karoriwith an extraordinary 500 year aim to returnit to its pre-human state. Zealandia, a fullyfenced predator-free conservation project, hassuccessfully reintroduced 18 species of nativewildlife back into the area, some of whichpreviously had been absent from mainland NewZealand for more than 100 years. Native birdlifein Wellington now thrives thanks to Jim’s vision.Around this time, Wellington City Council alsoestablished its Regional Tourism Organisation,Positively Wellington Tourism.
The city attributes enjoyed by locals have alsobecome a driver of international visitation. Butonly to a point. For a capital city, Wellingtonattracts far less of the international visitor piethan its domestic popularity suggests.It is also a city struggling with growingpains. Transport, housing, water and buildinginfrastructure all need significant developmentto ensure Wellington remains desirable.Destination strategies from 1995, 2003 and2008 have guided Wellington city to coming ofage as a destination. Now as the world looks torecover from the Covid-19 pandemic, Wellington12Colmar Brunton Research into perceptions of Wellington, December 2020The bi-annual Quality of Life Project survey. Partnered by 8 NZ councils. LWellington-Report.pdf202 1 – 2 0 3 1In 2021, Wellington city has become theleading urban break destination for NewZealanders, a statement proven by recentColmar Brunton research1 and consistentlyranks2 highly as the most liveable city in NewZealand by people that live here.Destination Management PlanPromoting the city as aweekend break destination,Wellington went from zeroto hero being heralded as theCoolest Little Capital in theWorld by Lonely Planet, aLocavores dream by Vogue,the Little City that Could andDid by the Huffington Post,and the Most Liveable City inthe World by Deustche Bank.must find a new way forward. A path that iseconomically and environmentally sustainable. Apath that shares not only certain stories of NewZealand but also the stories of Te Whanganuia-Tara and the tangata whenua of this place. Apath that allows Wellingtonians to keep lovingtheir city and sharing it with visitors.17
A glimpse intoWellington in 2031The Tan whānau touch down atWellington Airport. They’ve justflown to Wellington in a bio-fuelledplane. They’re greeted in the airportby beautiful waiata and a large solarpowered sign that welcomes themto Wellington – Aotearoa’s creative,low-carbon capital.As they walk through the airport terminal, amessage appears on their phone encouragingthem to “Make your trip carbon free” bydownloading the Carbon Free Aotearoa(CareFreeNZ) app. They press the downloadbutton. Browsing quickly through the app, theyfind it can not only count the carbon they useand save but is also filled with lists of carbonzero businesses and activities – and it can beused to pay for public transport.Once they’ve collected their bags, the Tans hop onthe electric bus swiping their phone as they board.Driving through the city they notice colourfulstreet art everywhere and make a plan go and takesome photos later. As they tap off, the CareFreeNZapp gives them a smile, letting them know they’vesaved 1,777 gm of CO2 by using electric publictransport vs a fossil-fuelled taxi ride.Arriving at their quirky inner-city eco hotel,they are warmly welcomed by staff and offereda refreshing iced kawakawa tea. They wanderinto the hotel’s native-garden courtyard andwatch as a kereru takes a drink from the brightyellow flowers on a kōwhai tree.Over the next two days in Te Whanganui-a-Tarathey explore much of what the city has to offer.They enjoy a waka tour of the harbour, startingwith a mihi whakatau, before walking to theTe Aro Pa experience where the vibrant digitaldisplays that overlay the remnants of whare18give them a glimpse into how tangata whenualived before the arrival of colonial settlers. Theexperience inspires them to buy a painting,created by a local Te Ātiawa artist, to take home.As well as inspiring visits to Zealandia, Te Papa,the Parliamentary Precinct and Wētā Workshop,they also have lots of fun at a pick-your-ownpath maze experience where the paths visitors godown determine the story they uncover. Createdby multiple storytellers from Wellington, fromfilmmakers to game developers, every member ofthe Tan family follows a different character andadventure, and all four emerge with anecdotesat the weird and wonderful things they’d spottedand learnt along the way.A highlight for the Tans is dining out. Theylove the coffee, craft beverages and localeats, and using the CareFreeNZ app theyfind all the carbon zero places they can dine,and love discovering the stories told at eacheatery around where in the region the foodcomes from and the people that produce it.The kids love eating at the food truck marketoff Courtenay Place, where they sit at sharedtables, listen to live music and chat to locals.The Tans can’t believe how easy it is to getaround the city and how much they can pack intotheir two days. They’ve walked everywhere andhardly needed to use transport, and when theyhave, the public transport system has been easyto navigate. They’re impressed that the signagearound the city is bi-lingual, and whilst theycan’t speak te reo Māori, they have been usingsome kupu here and there they’ve been learningvia the te reo dictionary on the CareFreeNZ app.At every spot they’ve checked in with their appand feel good about how much carbon they’vesaved on their trip. As they sit on the ferry making their way to the South Island – Mr and MsTan talk about sending the kids to university inWellington. It seems like such a great place to live.
A collaborativeapproachTo develop a destination management plan for Wellington, WellingtonNZ hasengaged widely with mana whenua, the local tourism industry, event partners,residents and domestic visitors. International visitor perceptions were examinedvia Tourism New Zealand research. These perspectives and research haveshaped the priorities and actions identified as part of this work.Tertiary institutions400 Wellington residentsHoteliers200 workers who wouldconsider moving to a differentdestination within New ZealandCentral government agencies,including Tourism New Zealand andthe Department of Conservation100 studentsLocal councilsMana whenua ofWellington City: Te Atiāwaand Ngāti Toa RangatiraTourism businessesIndustry associationsTransport organisations:Wellington Airport, KiwiRail,Waka Kotahi, Great WellingtonRegional Council, Air New Zealand,CentreportDestination Management Plan1,700 New Zealanders whointend to travel domestically202 1 – 2 0 3 1This included:19
Understanding broadperceptions of WellingtonComprehensive quantitative research with ColmarBrunton was undertaken with 1,700 16 year oldsfrom across New Zealand who were intendingto travel domestically. This also included 400 Wellington residents and 200 people who workin an occupation the Wellington region is tryingto attract and 100 current or potential tertiarystudents. This ensured that those we consideredthe perspectives of those that currently live orare interested in living in Wellington.Industry perspectives andcollaborationTourism development consultancy TRCundertook 1:1 interviews with local iwi and25 senior tourism leaders from across theaccommodation, experience, arts and culture,transport, environment and local governmentsectors. These views have been factored into therecommendations made in this plan.20Te ĀtiawaTe Ātiawa has bold ambitions for connectingwhānau to their whenua of Te Whanganui aTara. These aspirations and plans take a holisticapproach around social, cultural, environmentaland economic wellbeing. The iwi wants to bringtheir people home and for their rangatahi tofeel connected to this place. It wants to provideemployment and career pathways and to passon to them the stories of Te Ātiawa so they’resustained for future generations. It wants tosee the harbour and its wildlife better lookedafter to support their regenerative tourism goalsand projects. To do this the iwi needs partners,resource and a richer understanding by locals ofthe importance of Te Ātiawa to Wellington.Ngāti Toa RangatiraNgāti Toa Rangatira’s vision is to build a “strong,vibrant and influential iwi, firmly grounded in ourcultural identity and leading change to enablewhānau wellbeing and prosperity.” Much of theirmahi is therefore concentrated in Porirua, buttheir mission to nurture a resilient environment tosustain future generations transcends boundaries.In creating economic opportunities for their iwithat leverage the tourism sector, Wellington citywill be an important opportunity.
Wellington’s tourismsector todayEconomic opportunityPrior to the Covid-19 pandemic, internationalt
This destination management plan will enable WellingtonNZ to actively lead, facilitate and advocate in ensuring that Wellington city as a destination is managed in a sustainable way. It is about enhancing aspects of our destination so that Wellington continues to be a great place to live, work, study and visit, and is ready for future change.
acquainted with unique destination features and to promote the destination on its basis. Kim & Brown (2012) suggested that the planner of a destination could get more benefits by having a better and deep knowledge of destination features that generates positive experiences to the tourists and influence them to revisit the destination.
it “provides comprehensive management of tourism for the State of Hawaii.”5 Thus, HTA is a destination management organization and not strictly a destination marketing organization. 6 According to Prague Eventery, an event and destination management company, “Destination management
Destination image is the sum of perceptual beliefs, knowledge, affective feeling, and total impression that a visitor holds about a destination, and it plays a critical role in determining purchase decisions in the destination-choice process, and the attractiveness of a destination (Kotler & Gertner, 2002).
This Destination Management Plan (DMP) has been developed by Destination North Coast, one of six new regional Destination Networks that was established by Destination New South Wales (DNSW) during 2017 to drive the growth of the visitor economy in regional New South Wales (NSW) through increased jobs and investment.
Base: The Lake District reduced destination list n 713 The Lake District last 3 years reduced destination list n 297 Countryside destination n 1695 Total base n 12771 19% 20% 26% Within 6 months 35% 7 - 12 months 1 - 3 years 3 years Ever Visited The Lake District : *Please note respondents can have visited more than one destination in the .
PREGLED RAZVOJNIH CILJEVA I PRIORITETNIH AKTIVNOSTI PO STATISTIČKIM OBLASTIMA U ovom poglavlju detaljno su navedene prioritetne aktivnosti prema pojedinim statističkim oblastima uz dodatno objašnjenje za te aktivnosti. Za neke prioritete ne navode se dodatna obrazloženja, jer on
Destination Take the Trip Look Back on the Trip . Visitor Experience Value Chain . Design a Visitors Survey Number of visits to the destination Method of travel (solo, tour, family, etc.) Primary reason for visit How did you hear about the destination Attractions you expect to visit Activities you hope to experience
Destination Australia Scholarships 2021 (Domestic) 3 Destination Australia - An initiative of the Australian Government Purpose The Destination Australia program is a scholarship funded by the Australian Government Department of Education, Skills and Employment, and aligns with the National Strategy for International Education 2025.
