Taitokerau Northland Destination Management Plan 2021
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Taitokerau Northland Destination Management Plan 2021
Contents
Foreword from Co-Chairs – He Whakataki-ä-Hemana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
The Partnership – He Mahi Ngätahi!. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Our Vision – A Mätou Moemoea. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Our Visitor Industry Story – Körero Mä Ngä Manuhiri . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
The Destination Management Approach – Huarahi Anga Mua . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Our Plan and Actions – Rautaki me te Whakahaere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Closing Remarks and Acknowledgements – Kupu Whakakapi Me te Mihimihi. . . . . . . . . . . . . . . . .23
Appendices – Ngä Täpiri. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Background and Approach to the Taitokerau Northland
Destination Management Plan (TNDMP).. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
List of Tables and List of Figures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
The Four Partners. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Situational Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Foreword from Co-Chairs
He Whakataki-a-Hemana
Tënä koutou kätoa.
Taitokerau Northland is an important meeting We are committed to working together with a
place that has always been at the centre of dual heritage consideration to decision-
Aotearoa New Zealand’s story. We have had making, while also considering alignment
the privilege of working with a committed with He Whakaputanga me Te Tiriti o Waitangi
leadership team of industry experts and and the United Nation’s 17 Sustainable
participants, leading iwi decision makers, Development Goals. The challenge will be to
Northland Inc decision makers and talented implement the new Destination Management
staff, our consultancy team from Meneth, Plan, and the existing Economic Action Plan
Department of Conservation / Te Papa with relevance to the context of how people
Atawhai, Waka Kotahi, Northland Regional live and work in the region. This work will be
Council and the district councils of Northland one of several important pillars that will see
(Far North, Whangärei and Kaipara). Taitokerau Northland achieve vibrant
success. The objective of the leadership
We have an outstanding destination to share,
advisory group is to enable, inspire, motivate,
both with New Zealanders and international
and deliver meaningful steps that will shape
visitors. Through the benefits of our shared
the future for us all.
buy-in, Tourism being one, we hope to
enhance the lives of those who call Taitokerau
Northland home while inviting others to our
beautiful whenua.
Regional partners have been discussing
Dame Jenny Shipley
destination management since 2016 and this
plan lays out our hopes for how we evolve
going forward. While the tourism industry
faces great challenges, this plan seeks to
address those challenges and design
proactive, productive, and actionable solutions. Harry Burkhardt
3
The Partnership He Mahi Ngatahi! In May 2020, a new partnership was formed with a Memorandum of Understanding (MOU) signed between the Te Au Märie Sestercentennial Trust, Te Hiringa Trust & Business Promotions, Northland Inc. and Te Puni Kökiri (TPK) Taitokerau to align the objectives of each organisation to co-create and implement a Destination Management Plan unique to Taitokerau Northland. The Taitokerau Northland Destination Management Plan (TNDMP) is built on the value set provided by Tikanga Mäori and incorporates key Te Tiriti o Waitangi principles of participation, protection, and partnership. Many aspects of the development of the plan and its ongoing implementation will reflect the Mäori principles of Tino Rangatiratanga, Whanaungatanga, Kaitiakitanga, Manaakitanga and Kotahitanga. The vision of this partnership is consistent with the TNDMP objective, which is; To enhance the value of our visitor experiences in collaboration with iwi, hapü and stakeholders, for the benefit of our communities, businesses, the environment, and future generations.
Our Vision A Matou Moemoea
Taitokerau Northland - Destination Management Plan - 2021
Taitokerau Northland has been an • How this generation reimagines for the
extraordinary meeting place over next generation, what Taitokerau
Northland should look, feel and be like
centuries. It is steeped in rich by 2040;
cultural history, is a place of
• Develop alliances that build buy-in for
spiritual significance and the economic, social, cultural, and
birthplace of modern Aotearoa environmental benefit;
New Zealand. Visitors have been • Alignment with WAI 262 and contemporary
drawn to this region to explore and Treaty of Waitangi claims and kaupapa that
experience our people and place. impact on Mäori;
With inspired leadership and careful planning, • Mäori, hapü and iwi aspirations for the
we are confident that Taitokerau Northland visitor industry as informed by engagement
will remain an inspiring and sustainable and the Taitokerau Mäori Tourism Strategy
visitor destination. 2018 – 2023;
This TNDMP seeks to reimagine what it will • The importance of Mäori traditions,
take to capture the Mauri (life force) of practices and knowledge already existing
Taitokerau Northland, so it is positively felt by in a values-based destination management
all who live and visit. We share history and approach; and
communities, we have our challenges and • Alignment with the Destination
complexities that make our welcoming Management Guidelines 2020 released by
nature, and our localised stories unique to Ministry of Business, Innovation &
Taitokerau Northland. Employment (MBIE).
With an eye on 2040, that commemorates Important key values we will seek to reflect
200 years since the signing of Te Tiriti o in this plan will include:
Waitangi, this plan in 2021 signals our choice
• Seeking to understand the impact
to make fundamental changes that have
welcoming visitors has on our region and
positive outcomes.
proactively manage those impacts;
We will consider: • Working collaboratively with Mäori,
• Immediate actions that support existing communities, agencies, and industry to
visitor experiences; progress and develop the visitor industry,
while protecting and nurturing our natural
• Identifying actions that could have a world; and
positive impact on the Visitor industry in
the next five years; • Developing our people to participate in the
visitor industry.
6
Our Visitor
Industry Story
Korero ma Nga
Manuhiri
David Kirkland
Taitokerau Northland - Destination Management Plan - 2021
Taitokerau Northland’s
Unique Proposition
Taitokerau Northland is not only a The subtropical climate gives the region
place of astounding beauty with competitive advantage in the Aotearoa New
Zealand (Aotearoa NZ) visitor economy with
rugged coastlines, sweeping
relatively long summers and mild winters
turquoise bays, ancient kauri making Taitokerau Northland an attractive
forests and abundant wildlife, it is visitor proposition year-round. The warm
a place of deep cultural and climate brings the perfect conditions to grow
historical significance, from the produce not found elsewhere in the country,
arrival of Kupe the first Polynesian and opportunity to showcase this from
explorer to Aotearoa shores to the paddock or orchard to plate through the
region’s burgeoning food and beverage scene.
first encounters between Mäori
and Päkehä peoples. The opportunity for hapü and iwi Mäori to tell
their stories specific to place throughout
The Taitokerau Northland region covers a
Taitokerau Northland is one that is just
large geographical area including the three
beginning to be realised and part of what
districts of Far North, Kaipara and Whangärei,
makes the region’s visitor experience unique
several tribal rohe and is home to some of
in its proposition.
Aotearoa New Zealand’s most recognised
visitor icons and attractions such as Täwhiti
Rahi / Poor Knights Islands marine reserve,
Waitangi Treaty Grounds, Motukokako / Hole
in the Rock – Bay of Islands, Täne Mahuta in
Waipoua Forest and Te Rerenga Wairua /
Cape Reinga. And while the region remains
relatively undiscovered, the product on offer
and visitor experience continues to build in
areas such as luxury accommodation, world
class golf courses, art and cultural
experiences centered around storytelling at
place and walking and cycling trails.
Figure 1: Map of Taitokerau Northland
Taitokerau Northland - Destination Management Plan - 2021
Regional Data – Visitor Spend
Figure 2: Total Visitor Spend in Northland Y/E Dec 2019 Figure 3: International Spend on Northland by Market 2019 Figure 4: Taitokerau / Northland Domestic and International Visitor Spend Y/E 2019
1400 80
Domestic International Retails sales - other
1200 70
Retail sales - fuel and other automotive products
60
1000 Retail sales - alcohol, food and beverages
50
Spend in $m
800 Other tourism products
40
$m
600 Other passenger transport
30
Food and beverage serving services
400 20
Cultural, recreation and gambling services
200 10
Accommodation services
0 0
2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 0 2 4 6 8 10 12 14 16
Australia
United Kingdom
USA
Rest of Europe
Germany
Rest of Asia
Canada
Rest of Oceania
China
Africa and ME
Rest of America
Korea
Japan
$m
*Incl spend by day and overnight visitors, excludes GST
Domestic International
Tourism is one of Taitokerau Northland’s largest industries, made up of two regions accounting for 60% of this being, tourism attractions, accommodation and
hundreds of businesses, many of them small to medium enterprises Tämaki Makaurau / Auckland (30%) and dining out is comparatively small compared to
Taitokerau Northland (30%). general retail items, petrol, supermarket and
(SMEs) and sole proprietor operations. The industry accounts for over liquor outlets.
10% of the region’s employment and approximately 7% of the region’s While Australia has traditionally been the
GDP (source: Infometrics.co.nz). largest international market visiting the This visitor spend profile also illustrates how
region, contributing $68m (26%) to annual Taitokerau Northland’s visitor industry thrives
Between 2013 and 2019 Taitokerau Northland and to continue building off a strong base of through a regional support network of activity,
visitor spend, the next contributing source
experienced strong growth in the domestic investment in visitor experiences, driven by local people and businesses that
markets of UK, USA, and Rest of Europe
and international markets inline with the rest accommodation, product, services, and don’t necessarily fit the view of what
of Aotearoa NZ. By 2019, domestic spend was workforce development. contribute significantly less to Taitokerau
constitutes tourism activity. From the
starting to flatten off and be replaced by the Northland’s economy. Of note is the lack of
Close proximity to New Zealand’s largest city, fishermen supplying their catch to Mangönui
growth in international spend. Asian visitors to the region, with the largest
international airport and population base, Fish Shop in the Far North, the contractors
Asian market being China in 9th place, which
By 2020, tourism spending in the region also makes Taitokerau Northland one of the working for Waka Kotahi NZ Transport
goes against the national trend of visitation Agency (Waka Kotahi) to improve road safety
accounted for $1.12 billion (b) and fell only most accessible destinations for Tämaki and spend. Largely this due to their length of
just below previous years (with $1.13b in Makaurau / Aucklanders and those arriving by throughout the region, to the Four Square
stay in NZ, travel style and a lack of dairy owner in Kororäreka / Russell, everyone
2018). Taitokerau Northland benefitted from air into Tämaki Makaurau / Auckland. Prior to
awareness of the offering to date. has their part to play in this vastly
pent up demand for domestic travel when 2020, the domestic market had consistently
New Zealanders could travel again in 2020, contributed to the tune of 76% ($856 million Due to this dominance of local and domestic interconnected ecosystem.
giving the industry reason for a hopeful future (m)) of a total $1.12b annual spend, with the visitation to the region, spend on traditional
9
Taitokerau Northland - Destination Management Plan - 2021
Regional Data – Visitor Trends
While Taitokerau Northland achieved 1.961m annual guest nights in 2019 Figure 5: Visitor Nights in Taitokerau / Northland by district and accommodation, Y/E Dec 2019
(source: Commercial Accommodation Monitor, September 2019, Stats
NZ), accommodation type by district also paints another clear picture of 1,400,000
domestic market dominance, with a high percentage of visitors staying in
owned holiday homes or those of family or friends. 1,200,000
Furthermore, 53% of the visitors to Taitokerau effort to attract the meeting and conference
Northland cited the reason for travel as a market from Tämaki Makaurau / Auckland and
1,000,000
holiday, 38% visiting friends and relatives, also the education market with the impending
only 5% on business-related travel and 4% changes to the Aotearoa NZ history school
classed as other. curriculum, making Taitokerau Northland a 800,000
more relevant destination than ever.
Seasonality and regional dispersal are
problematic in Taitokerau Northland as half of In terms of satisfaction, Taitokerau Northland
600,000
the region’s visitor nights are spent in the Far rates consistently high with domestic visitors,
North with the majority in the Bay of Islands, achieving a Net Promoter Score of 44, which
driven by the concentration of key attractions is significantly higher than the average across
400,000
in this area (source: AA Traveller/Fresh Info other regions in Aotearoa NZ. The July-
Domestic Visitor Survey). Visitation is also December 2020 Tourism Industry Aotearoa
further concentrated in the summer season (TIA) Domestic Satisfaction Survey ranked the 200,000
with the peak of trade occurring across the region as the third most satisfying destination
weeks between Christmas Day and Waitangi with 72% of people saying they were
Day. There is an identified opportunity to extremely satisfied or very satisfied. 0
address seasonality somewhat by applying
Hotel Motel Backpacker Holiday park / House you House friend / Rented House Other
camp own relative
Far North district Whāngarei district Kaipara district
10Taitokerau Northland - Destination Management Plan - 2021
Access to the Region
Taitokerau Northland is accessible for Figure 7: Cruise passenger spend in Taitokerau / Northland pre COVID-19
visitation by land, air and sea. There are three
25,000
airports situated in Whangärei, Kerikeri and
Kaitaia, and Air New Zealand services both the
Whangärei and Kerikeri airports several times 20,000
a day, with increased capacity through the peak
summer season. Barrier Air services Kaitaia
Spend in $(000)
15,000
airport from Tämaki Makaurau / Auckland
twice daily.
10,000
The Twin Coast Discovery Highway is a long-established 800
kilometre (km) touring route starting and finishing in Tämaki
Makaurau / Auckland and championed by Northland Inc and
5,000
Waka Kotahi to explore the best the region has to offer, and
more recently a framework for infrastructure and product
development through the Twin Coast Discovery Highway
0
Revitalisation Project started in 2016. This route is now
2015 2016 2017 2018 2019
complimented by seven recommended 50-150km ‘Northland
Journeys’ that connect parts of the region not directly linked by
the Twin Coast Discovery Highway, with further ‘Journeys’
under development.
ships, the local infrastructure and social license to operate
Passenger cruise ports are in the Bay of Islands and Marsden were beginning to come under pressure in the Bay of Islands.
Cove and marina berths exist throughout the region, with
While pressure was experienced in the north, the southern end
infrastructure concentrated again in the Bay of Islands and
of the region was set to welcome its first passenger cruise
Whangärei areas. The Bay of Islands had experienced
ships to North Port at Marsden Cove in late 2020, driven by the
significant growth in the passenger cruise industry in both
development of the Hundertwasser Art Centre visitor
passenger numbers and spend from 2017 to 2019. Up to
experience in Whangärei. This would assist in spreading the
120,000 visitors per summer cruise season were coming
benefit of the cruise sector beyond the Far North District.
through the Bay of Islands before March 2020 and most of the
benefit of the resulting spend was concentrated in Paihia, The passenger cruise industry is a good example of where
Kororäreka / Russell, Waitangi, and the surrounding Bay of Taitokerau Northland is for the most part a developing
Islands area. With the growth in number of cruise ships calling destination, while also requiring the application of a destination
into the port and the increasing size and capacities of these management approach in iconic areas of high visitation.
Figure 6: Twin Coast Discovery Highway Navigation Map
11Taitokerau Northland - Destination Management Plan - 2021
Regional Economic Maori Tourism
Development and Investment Development
In recent years, Taitokerau late 2021, further building the infrastructure Through both private and public investment, Mäori
Northland has received significant and visitor experience offering for the region. tourism experiences that have story-telling of
central government investment Many of these visitor experience projects also Taitokerau Northland and its people at its core are
require additional advice and support to
through the various funds ensure successful launch and sustainable
growing in number and quality.
administered by the Provincial business practice over time. Although capital investment has been deployed for a number of projects,
Development Unit (now known as notably through the Provincial Development Unit, extensive engagement
Känoa – Regional Economic The visitor industry is also a key focus area in
informing the Taitokerau Mäori Tourism Strategy 2018 – 2023 brought to
the Tai Tokerau Northland Economic Action
Development & Investment Unit) Plan (TTNEAP). The TTNEAP recognises that
light further work that is required to make sure Mäori-owned tourism
including the Provincial Growth the value of tourism can be lifted by
businesses are supported to realise their full potential. The support
Fund (PGF) and Tourism identified includes: Mäori-led groups and key roles established within the
encouraging development of uniquely-
industry; activity to lift knowledge and capability, and better opportunity to
Infrastructure Fund, to the tune of Northland products and services to extend
raise the visibility of Mäori culture through various channels such as
$575m spread across 156 seasonal visitation and widen visitor
marketing material and regional positioning; while retaining hapü and iwi
different projects (as of 30 dispersal. Sector growth will require a
ownership of local narrative.
November 2020), including collaborative destination management
approach while considering the balance of Ongoing support to bring the unique Mäori way of viewing the world to the
infrastructure, tourism and other forefront is required and through this is the belief that preservation of
quality over quantity and value versus volume.
sector developments. The projects within this workstream aim to culture, identity and the natural world must be intrinsic to the destination
Investment projects vary and show both the improve sector performance through an management approach.
need for, and potential of, investment in the integrated destination management and
region. Examples of completed projects marketing approach which enhances tourism
include Manea Footprints of Kupe Cultural and Mäori tourism experiences, and
Centre in the Hokianga, Te Rau Aroha addresses accommodation and infrastructure
Museum within the Waitangi Treaty Grounds, to support the sector. Particular focus has
both opened in 2020, and wharf and airport been placed on the use of the Twin Coast
infrastructure upgrades in the Bay of Islands. Discovery Highway as a framework for
The Hundertwasser Art Centre in Whangärei development of infrastructure and experience,
is the next exciting development to open in connecting communities and marketing.
12A Strong and Collaborative Foundation Despite the global events of 2020 and the effect on travel and tourism, the region has discovered that Taitokerau Northland’s tourism industry is strong, resilient and well-connected, and immediately came together across various forums to support each other and create new opportunities for the region and its people. New partnerships have been formed to support the tourism industry – the industry that is more than the temporary visitor and their experience of the region, it is about everyone – business owners, employees, residents, communities, and the environment it operates in.
The Destination Management Approach Huarahi Anga Mua
Taitokerau Northland - Destination Management Plan - 2021
Alignment and
Engagement
New Zealand government Destination The TNDMP has been developed and structured in
Management Guidelines 2020 provide the definition of a unique way for Taitokerau Northland with over
destination management as “the mechanism by which 20 local, national, and international reports, plans, and
New Zealanders can ensure that tourism in their region strategies used to inform the recommended actions.
reflects their wishes and they have an agreed way to Further, the TNDMP aligns Mäori, communities, key
maximise the benefits that tourism brings whilst agencies and partner strategies to ensure consistency
managing any negative impacts.” of direction, messaging, and implementation.
This movement towards better destination management was a result of The framework for the TNDMP used the Destination Management
tourism globally and nationally, experiencing strong, and for some Guidelines 2020 produced by MBIE to inform process and document
destinations unsustainable, growth over a long period of time with structure, distilling down the 16 suggested components into seven initial
a primary focus on increasing the number of visitors to an area and the areas of focus.
amount they spend.
The development of the TNDMP was overseen by a working group of the
Taitokerau Northland, however, remains relatively undiscovered by the partners, and the Leadership Advisory Group (LAG). The LAG is made up of
domestic and international visitor and so has room for intentional growth senior leaders from the region including iwi and hapü, tourism business,
in the tourism sector. This objective must be achieved through careful local and national agencies, and will be supported by an implementation
management of the destination consistent with local expectations and working group to make the actions a reality.
aspirations, seeking a balance across economic, cultural, social and
A region wide consultation and engagement process over two months
environmental wellbeings that support our communities in a positive way
informed the shape of the plan. See page 28 for detailed feedback.
while sharing it with others.
The events of 2020 and its impact on international travel has provided an
opportunity to reassess how tourism is managed now and in the future.
Going forward, bold new strategies and initiatives can be implemented that
allow our people to treasure their culture and the local environment, while
pursuing sustainable development goals alongside meaningful economic
opportunity in order to thrive and regenerate.
15Taitokerau Northland - Destination Management Plan - 2021
Key Headlines Turning the
from Engagement Plan into Action
1. Mäori traditions, cultural identity and 8. Stories have high cultural and potentially The working group, facilitated by the partners is in
values need to be at the forefront. economic value and need to be told by progress to collectively support the implementation of
those with the right to tell them. these actions.
2. A strong appetite for greater The TNDMP is a living document, that will have regular reviews to its
environmental protection (land and 9. Signage, wayfinding and interpretation strategic direction and actions. It will provide a regional overview and
marine) and environmental improvements required across the region. encourage destination management at local levels of engagement.
sustainability.
10. Brand representation for the region to be
3. Seasonality currently prevents economic further explored.
viability of many businesses and creates
significant unemployment issues. 11. Aucklanders and locals should be
included in the primary target audiences
4. Physical Infrastructure improvements in regional marketing.
to connectivity including roading, mobile
phone coverage, and high-speed 12. Stronger and more cohesive
broadband. communication and collaboration
cohesive across the sector and region
5. Cultural Infrastructure enhancement key would be beneficial.
to future success for community and
visitor experience. 13. Acceptance to move to a variety of user
pays models and a willingness to explore
6. Emphasis on lifting the quality of product additional revenue streams.
offerings and service levels.
14. People want to see action, change, and
7. Social inequality across the region was leadership from this plan.
noted with a strong need to address it.
16Our Plan and Actions Rautaki Me te Whakahaere
Taitokerau Northland - Destination Management Plan - 2021
The following actions represent the combined insights from Mäori,
communities, tourism industry, desktop research, and the partners.
These actions have been grouped into 7 overarching focus areas.
1. Insights 4. Capability 6. Environmental stewardship
Succinct, reliable and timely data is key to 88% of survey respondents said capability Sustainability and environmental
informing decisions on the visitor and skills development was important. stewardship a primary factor given the
economy. The challenge of accessing A barrier in rural areas is access to connection between visitors, the natural
reliable and useful data in the NZ tourism transport, and the availability of physical environment and social licence within our
sector is not new and this is amplified at a and digital products and services. communities. Feedback through
regional level. With Destination Building on programmes such as the consultation aligned strongly with this
Management now being a focus there is a Northland Labour Initiative, delivered by sentiment and many in Taitokerau
growing need for economic data at a more Queenstown Resort College (QRC), and Northland recognise this significant
granular level while also measuring the Go with Tourism campaigns will support connection and the ongoing actions and
mood of the community and understanding attracting people capability to the industry leadership required to protect and restore
the wider impacts of the visitor economy. and developing this. our natural environment.
2. Leadership 5. Product Development 7. Marketing
Leadership is a key component of Despite significant investment in recent The regional marketing of Taitokerau
destination management and was also an years, there remains gaps and Northland as a visitor destination will
area of consistent conversation and opportunities in the market to further continue to be led by the partners and
feedback during the engagement process. develop and strengthen existing and new facilitated by Northland Inc as the Regional
There is strong support for the collective “attractors” across the region. Tourism Organisation. The future
leadership approach. Seasonality, story-telling content and direction of regional branding requires
regional dispersal are key factors for ongoing discussion, collaboration and
3. Infrastructure developing products and key actions. cooperation of all partners to the TNDMP.
A key to success will be aligning the range Existing plans such as the Regional
of infrastructure plans and their Walking and Cycling Strategy, Waka
development priorities. Kotahi funded business cases for the Twin
Coast Discovery Highway and similarly
local council Long-Term Plans will build
on activity to date.
18Taitokerau Northland - Destination Management Plan - 2021
Insights Leadership
Action Objective Action Objective
Establish an annual region-wide To monitor sentiment towards tourism and the Establish and strengthen a To have oversight of the actions in this plan and
survey of residents and impacts on communities. Leadership Advisory Group generate support and buy-in from a range of
businesses. including government agencies, stakeholders.
iwi and hapü, councils and
Establish a bi-annual tourism To capture aggregated performance data, sentiment tourism businesses.
operator survey. for the TNDMP implementation, and guidance for
marketing activity. Establish long- term sustainable To enable future cost-proof facilitation and
funding for the implementation of implementation of the TNDMP.
Lobby MBIE and Statistics NZ To make fact based and data led decisions on the the TNDMP
(Stats NZ) to provide reliable and future management and marketing of the region.
accurate international and Establish an independent To facilitate connectivity, visibility, participation, and
domestic tourism data at a Taitokerau Mäori Partnership product development for Mäori tourism operators and
regional level. Group. increase shared learnings.
To ensure ongoing focused communication,
Capture baseline and future To monitor visitor contribution to environmental and development, and facilitation of Mäori tourism
revenue from tourism-related cultural regeneration and seek ways to increase this. products in the region and optimal synergy between
income through concessions, the Mäori Partnership Group, Northland Inc and other
licenses, and user pays access parties as identified.
models.
Assess a variety of visitor To create additional sources of income, better manage
user-pays models across the visitor flows, and generate revenue for further
region to access certain sites of environmental and cultural protection, developing
environmental or cultural better experiences, and funding infrastructure.
significance.
Develop localised Destination To research and develop concise action-orientated
Management Plans for areas plans for each of the high visitation areas of Bay of
surrounding iconic attractions. Islands, Tutukaka, Tawhiti Rahi / Poor Knights,
Waipoua Forest and Te Rerenga Wairua / Cape Reinga.
19Taitokerau Northland - Destination Management Plan - 2021
Infrastructure Capability
Action Objective Action Objective
Create physical and digital To educate visitors on the history and culture of the Create cultural storytelling To promote and market authentic storylines of people
story-telling platforms across region, encouraging them to spend more time content and capability. and place, requiring a commitment from all partners
the region utilising existing experiencing and learning about Taitokerau Northland. to buy-in to a regional approach to how we share the
council, iwi, hapü, and narratives in the region.
government owned assets.
Encourage and support tourism To lift quality and service levels across the region
Support the Implementation of To work with stakeholders and assist with tourism businesses to attain Qualmark leading to a better regional reputation and net
the range of infrastructure sector productivity, access, visitor flow, and safety, accreditation. promoter score.
projects already set out in the ensuring successful implementation of projects.
TTNEAP. Explore with education partners To promote opportunities in our smaller towns for
opportunities to run seasonal and skills and employment opportunities.
Actively seek private sector To improve the economic viability of the region and its pop-up tourism/business
investment in accommodation, smaller communities. programs in smaller towns.
and attractions that create new
jobs, appeal to a domestic and Create a tourism business To increase the likelihood of creating financially
international audience, and feasibility framework and support sustainable tourism businesses and generate
support regional dispersal. network to guide new business employment for local people.
start-up development.
Establish a sustainable practical To attract new people into the industry, and up skill
tourism skills development and maintain existing workforce during off peak
program or apprentice-style season. To provide opportunities to those without
system in partnership with local formal qualifications.
education providers and industry.
Create a register of tools and Document tools available and build pool of resources
resources available to assist to support existing operators whether through further
existing operators. product development, capability building, funding
resources, coaching and mentoring.
20Taitokerau Northland - Destination Management Plan - 2021
Product development
Action Objective Events – Develop a Taitokerau To address seasonality and regional dispersal by
Northland events strategy and creating locally owned events that attract people from
Education – Develop education- Taitokerau Northland is positioned well to be a secure funding for across the region and Tämaki Makaurau / Auckland for
based itineraries and products centre for school curriculum that supports the history implementation. multiple days, are non-weather dependent, and create
that meet the learning needs and of our nation and a destination rich in historical and demand off-season increasing employment
budget of schools from across NZ. cultural knowledge. opportunities and business viability.
Experience is aimed at applied learning outcomes.
Walking – Create a Great Walk for To create a new reason to visit and spend longer in the
Taitokerau Northland that would region, appealing to a range of audiences that is
Cultural – Identify and support To support the development of an exclusive range of be the closest and most user-friendly, accessible and creates opportunities to
iwi, hapü, or Mäori-led Taitokerau Northland products positioned for the accessible great walk from add commercial value through services along or
businesses to develop products domestic audience. Tämaki Makaurau / Auckland. associated with the walk. This will create jobs in
that attract a domestic audience. construction and in new product opportunities.
Cycling – Build new cycleways To attract families and less serious cyclists, Twin Coast Discovery Highway – To better focus resources for development along the
and trails to appeal to a range appealing to locals and over-night and day trippers Secure resources to continue to Twin Coast Discovery Highway.
of audiences, leveraging the from Tämaki Makaurau / Auckland that are easily develop this touring route asset
current cycling boom and accessible and safe. To encourage regional dispersal, repeat visitation, new
as a platform for marketing, new
creation of the Pou Herenga Tai: product development, the telling of Taitokerau
To strengthen opportunities for marae and community product development, and
Twin Coast Trail. Northland stories, and to give consumers an easy-to-
collaboration offerings building communities
understand way to explore the region. Development
and visitation will build and connect communities
Arts and Creative – Support the To generate off season demand for arts and creative across the region.
work of Creative Northland (CN) sector attractions and events, increase employment
and increase opportunities for opportunities, and preserve cultural arts and craft skills.
local creatives and artists to be
part of tourism product
development and events.
Produce – Paddock to Plate To build on the work of Savour! Northland to address
Create a food and beverage seasonality by creating demand for food and beverage-
tourism strategy for Taitokerau based products and events, assisting with regional
Northland to add value and build dispersal, and generating incremental revenue
the profile of local fresh produce. opportunities for producers.
21Taitokerau Northland - Destination Management Plan - 2021
Environmental Stewardship Marketing
Action Objective Action Objective
Develop a consistent, region-wide To take a region wide position on freedom camping, Develop and implement a To provide clear direction and market segmentation to
plan to manage freedom camping. aligning policy and policing across the district councils Marketing and Public Relations activate targeted campaigns that will seek to address
and Northland Regional Council (NRC), learn from (PR) strategy for Taitokerau seasonality and regional dispersal.
existing local and national initiatives already in place, Northland with focus on the
and support with adequate infrastructure. domestic and Australian markets.
Regenerate Taitokerau To preserve and replenish the marine environment Investigate the feasibility, and To address the feedback that Taitokerau Northland
Northland’s coastal and marine through significantly increased use of rähui, mätaitai, assess the benefits of developing needs a stronger brand proposition, assess viability
environment. taiapure and marine reserves, leading to a healthy the regional brand. and the cost benefit to achieve this.
ecosystem.
Execute year-round marketing To create awareness and preference for Taitokerau
Accelerate plans for predator free To protect and support the regeneration of native flora and PR campaigns with focus on Northland as a destination, supporting regional
reserves across Taitokerau and fauna and create revenue-generating educational the domestic and Australian dispersal and seasonality.
Northland. and tourism attractions that create employment and markets.
revenue back into conservation.
Create a communication strategy Actively and accurately depict, and where necessary
Develop a climate action Keeping in line with the climate action plans of the to positively position Taitokerau defend, Taitokerau Northland’s reputation through a
framework for Tourism operators regional and district councils in Taitokerau Northland Northland, reinforce the region’s shared key messages communication approach.
in Taitokerau Northland. and leveraging the TIA Sustainability Commitment, brand value and grow a positive
develop a climate action framework that Taitokerau reputation.
Northland tourism businesses can apply to their
operations.
Encourage and support tourism To encourage operators, not yet on the sustainability
businesses to adopt the TIA journey to commit to sustainability, making a positive
Sustainability Commitment and contribution to New Zealand so that tourism gives back
Tiaki Promise ethos. more than it takes.
22Closing Remarks and Acknowledgements Kupu whakakapi Me te Mihimihi
Taitokerau Northland - Destination Management Plan - 2021
The Leadership Advisory Group
The TNDMP was established on
a basis of partnering for goodwill
to raise the profile of those who
live in the Taitokerau Northland
region.
Collectively we have worked to research,
consult and engage with others in designing
a set of actions to support the tourism sector
and visitor industry. It is important that 2040
belongs to the future generation and is why Harry Burkhardt, Co-Chair
their participation in this plan will be Dame Jenny Shipley, Co-Chair Te Kahu O Taonui – Taitokerau Iwi Chairs
significant. Independent Forum
The TNDMP lays out specific actions that will
impact on the visitor economy, and we expect
it to be a catalyst for the way in which we
think and make decisions for our people and
place in Taitokerau Northland.
Shaun Clarke Riki Kinnaird Sue Reed-Thomas
Far North District Council The Duke of Marlborough Department of Conservation / Te Papa Atawhai
Hinurewa te Hau Greg McManus Snow Tane
Creative Northland Waitangi Treaty Grounds Te Roroa Development Group
Te Warihi Hetaraka Steve Mutton Wane Wharerau
Kaumatua Waka Kotahi Te Rünanga-A-Iwi-O-Ngäpuhi
Jeroen Jongejans Murray Reade
Dive! Tutukaka Northland Inc
24Appendices
Nga Tapiri
Whangarei District CouncilTaitokerau Northland
– Geography, Population
& Employment Overview
Taitokerau Northland is situated north of Taitokerau Northland has one of the most and improve the economic performance of
Tämaki Makaurau / Auckland and its southern socio-economically deprived populations in Taitokerau Northland in general.
boundary cuts through the middle of the the country with personal and household
Pre COVID-19, tourism was the third largest
Kaipara Harbour, across north of Te Hana, income well below the national average. High
employer industry in Taitokerau Northland
and through to the east coast just south of levels of deprivation are associated with
employing 8,200 people or 11% of the
Mangawhai. The region is bordered by Te adverse impacts on health, education and
workforce but is only the 6th ranked industry
Moana Nui a Kiwa / Pacific Ocean on the east employment outcomes.
in terms of contribution to Gross Domestic
and Te Tai o Rëhua / Tasman Sea to the west,
The combination of high unemployment and Product (GDP) at 7.6%, and 10th in terms of
and stretches north all the way to Te Rerenga
under-skilled workers results in a lost GDP contribution per job. Despite tourism
Wairua / Cape Reinga, Aotearoa NZ’s
economic opportunity for Taitokerau productivity increasing slightly in the last four
northern most point.
Northland and increasing visitor spend is one years it still performs poorly in comparison to
Local government administration is carried way to create new jobs, close the income gap, other industries.
out by the NRC and three territorial district
councils Kaipara, Whangärei, and Far North
District Councils. Table 1: Taitokerau Northland demographic overview
Taitokerau Northland is home to 179,000
Northland New Zealand
people, with 2.63% of New Zealand’s
population, with the majority (51%) living in Number of people 179,076 4,699,755
the Whangarei District (2018 Census).
Median age 42.6 years 37.4 years
Taitokerau Northland iwi include Ngäpuhi,
Ngäti Whätua, Ngäti Whätua ki Kaipara, Te Number of Mäori 64,458 (36.0%) 775,836 (16.5%)
Roroa, Ngätiwai, Ngäti Hine, Te Aupöuri,
Ngäti Kahu, Ngäti Kurï, Te Rarawa, Ngäi Employed full-time 42.7% 50.1%
Takoto and Te Uri o Hau amongst others.
Unemployed 5.2% 4.0%
Ngäpuhi is recognised as New Zealand’s
largest iwi. Median income $24,800 $31,800
Over $70,000 11.5% 17.2%
26Taitokerau Northland - Destination Management Plan - 2021
APPENDIX 1
Background and Approach to the
Taitokerau Northland Destination
Management Plan (TNDMP)
Desktop Research and Situational Analysis Regional Workshops Figure 8: Feedback from engagement hui. Northland SWOT
Desktop research was undertaken to 14 workshops were held in October 2020
acknowledge and understand the wider across Taitokerau Northland in Dargaville,
context from which this plan was developed. Mangawhai, Waipu, Whangarei (x2), STRENGTHS WEAKNESSES
This involved capturing insights from a range Kawakawa, Paihia (x2), Kerikeri, Ömäpere,
of national and regional strategies that Kaikohe, Mangönui, Kaitaia, and Pukenui with
informed the framework for this TNDMP and 298 people responding to the workshop Skills/Capability
People Cultural heritage Regional communication
ensured alignment of direction. A full invitations. The workshops covered a range of
Proximity to AKL Beaches Stories Digital connectivity Reputation
situational analysis can be found in Appendix 3. topics and sought feedback on a number of
There are numerous plans in place and key issues and opportunities for tourism in Waitangi History Wayfinding Lack of unified identity
Forests Weather
excellent work underway already nationally the region. Attendees were representative of Space Infrastructure/Roads
and locally to address a range of issues and a good cross section of local tourism Diversity of landscapes Local interpretation
Laid back lifestyle Air access Inequality
opportunities by multiple agencies, businesses, iwi and hapü, council and Produce Seasonality
organisations, iwi and hapü, and the private government agencies, not for profits, and Birth place of the nation Twin coasts Service Regional marketing Crime
sector in the region. A list and summary of resident associations.
some of the most relevant documents can be
When asked about the Strengths, Weaknesses, Unity of identity Cross sector collaboration
found in Appendix 5.
Opportunities, and Threats (SWOT) of the
New funding models Creative sector
region the next diagram represents the Pandemic lockdowns Global warming
Engagement and Feedback Process Events Bold environmental protection
collective feedback. There was a strong sense Youth leaving region
Using the combined resources and databases Marine parks Cycle ways Food Funding
of pride coming through but also an honest
of the funding partners, a wide-ranging Education Competitor regions Natural disasters
realisation of the challenges and areas for Better infrastructure
database of industry businesses, improvement. Many of the opportunities Access to stories Environmental degradation
stakeholders, iwi and hapü contacts of over tended to be the opposites of weaknesses and Reduce seasonality
Conferences Horticulture development (cape)
4,000 was set up. This listing was used to will require substantial investment to realise. Mäori involvement/visibility Walkways
invite people to a series of regional What is clear is that there is a remarkable
workshops and an online survey, with an Better industry communication Te Araroa Trail
cultural, environmental, historical, and
engagement rate across both of 11.7%. knowledge asset base to start from.
OPPORTUNITIES THREATS
27Taitokerau Northland - Destination Management Plan - 2021
Online Survey from tourism-related businesses, 17% Feedback
The online survey was sent to the same residents, and 14% from local or central When asked about thoughts of the impact
database following the workshops. 163 government agency representatives. of tourism on the region the results were
responses expressed similar feedback as the as below.
The questions related to their feelings about
workshops and some clear directives were Taitokerau Northland now, what they love
given as to which areas they want the plan to about it, what they recommend others to see
address and focus on. There was a fair and do, what are its strengths, weaknesses, Figure 10: Online survey responses on Tourism
representation from across the region with opportunities and threats, and the direction What do you think higher levels of tourism could What do you think higher levels of tourism could
the largest number of responses, not they would like to see being taken regarding a have a positive impact on in Taitokerau Northland? have a negative impact on in Taitokerau Northland?
surprisingly, coming from the high population range of destination management issues and
bases of Whangärei and Paihia, 46% being opportunities. 100 100
80 80
Figure 9: Online survey responses
60 60
What do you most love about Taitokerau Northland? What words best describe Taitokerau Northland?
Percent
Percent
40 40
20 20
0 0
Environmental Cultural Social Economic Environmental Cultural Social Economic
wellbeing wellbeing wellbeing wellbeing wellbeing wellbeing wellbeing wellbeing
Thinking ahead 10 years, which three words If a visitor asked for three best things to see and do
best describe your aspiration for in Taitokerau Northland, what would you tell them?
Taitokerau Northland in 2030? Figure 11: Online survey responses. Impacts of Tourism
What impact would higher levels of tourism in
Taitokerau Northland have on your wellbeing?
12% Don't know
10% No impact
12% Negative
66% Positive
28Taitokerau Northland - Destination Management Plan - 2021
When asked what is important for the future Table 2: Online Survey Responses. Importance of impacts on tourism.
of the region, there were clear views on How important do you think the following are for the future of tourism in Taitokerau Northland?
focusing on elements fundamental to
destination management, such as managing Not at all Somewhat Moderately
impacts of tourism on local communities, Important Very important
important important important
with 90% of respondents seeing this as
important or very important, and 87% seeing The focus on local history
a focus on local history as important or very 1.2% 1.2% 10.4% 25.2% 62%
important. 87.2%
There appears to be a clear mandate amongst Providing more things to see and do
those who engaged in the survey to: 6.1% 8.6% 10.4% 38% 36.8%
74.8%
• forge a new path and do things differently;
• place more resource and emphasis on Managing the impacts of tourism on
managing negative impacts on the local communities 1.8% 2.5% 5.5% 19.6% 70.6%
environment; 90.2%
• give Mäori greater input, influence,
Managing the impacts of tourism on
visibility, and opportunity at all levels of
the environment 1.2% 1.8% 3.1% 11.0% 82.8%
the industry;
93.8%
• develop skills and capability within the
region to work in tourism businesses; Forming effective partnerships with iwi
• develop new and diverse demand drivers 4.3% 5.5% 6.1% 28.2% 55.8%
that tell the history and stories of the 84.0%
region whilst also addressing seasonality
(more to see and do); and Focusing on value rather than volume
3.7% 6.1% 12.3% 24.5% 53.4%
• to review current tourism-related funding 77.9%
models to include more user pays models.
Extracting more value from free
attractions /activities 20.2% 12.9% 21.5% 24.5% 20.9%
Increasing capacity, skills, and
capability across the sector 2.5% 3.1% 6.7% 33.1% 54.6%
87.8%
Moving to more of a user pays model to
fund destination management and 12.3% 11.0% 28.8% 36.2% 11.7%
promotion
65.0%
29Taitokerau Northland - Destination Management Plan - 2021
Table 3: Online Survey Responses: What is important for the future of the region?
Not at all Somewhat Moderately
Important Very important
important important important
Making sure locals are aware of what
is available in the region to 1.8% 1.8% 8.6% 36.2% 51.5%
recommend to others 87.7%
Making sure people outside of the
region are aware of what is available to 2.5% 2.5% 7.4% 28.8% 58.9%
see and do via marketing campaigns 87.7%
One-on-One Stakeholder interviews • The tourism operators were incredibly • Iwi / hapü representatives reiterated • Waka Kotahi have a number of major
45 interviews were undertaken with concerned about the impact of the concerns over ongoing lack of involvement roading projects planned and underway that
stakeholders who were unable to attend the pandemic, closed borders, restricted in policy decision-making, opportunities to will help with current congestion and safety
workshops, those who requested a one-on- visitor movements and the short-term tell their stories, visibility of Mäori culture in issues that were raised in the engagement
one format, and those that the partners viability of their businesses. In general, the region and in marketing material, a lack process. They noted that change takes
requested be interviewed, given their the operators understood and support the of focus on environmental protection time and causes disruption, and their
importance and influence in the future of direction of destination management and including the management of the marine primary focus is on road safety. They
destination management in the region. This sustainability. They are seeking strong environment, and ongoing support required continue to be very supportive of the Twin
included iwi and hapü representatives, private leadership and support from Northland to develop business and tourism capability. Coast Discovery Highway and are keen to
business owners, the Bay of Islands Inc and other agencies to assist with remain engaged and support the TNDMP.
The WAI 262 treaty claim was often raised,
Marketing Group, Northland INC, Te Au Märie generating short-term domestic demand • DOC engaged in a number of ways during
and the impact that the new whole-of-
Sestercentennial Trust, Te Hiringa Trust & to ensure their survival during 2021. With the engagement process and are supportive
government approach to responding to this
Business Promotions, government agencies reliance on the domestic market likely for of the direction of the TNDMP and the
claim might have. The findings of the
including DOC, Waka Kotahi, council most of 2021, and a slow recovery of alignment it has with their own Heritage
Waitangi Tribunal’s inquiry published in its
management, Te Puni Kökiri (TPK), Ministry of international visitors potentially over 3-4 and Visitor Strategy recently released.
report ‘Ko Aotearoa Tënei’ (This is
Social Development (MSD), Ministry of years, they are focused on destination
Aotearoa). The claimants sought to • MPI was interested to learn more about
Primary Industries (MPI), and NZ Police. marketing, new product development, and
preserve their culture and identity, and the what the tourism sector is doing and how
events to drive short-term demand and
Feedback relationships that derive from this, and they can be more involved in creating
ease the constant challenge of
There was a genuine sense of appreciation differs fundamentally to previous claims. opportunities for producers and farmers in
seasonality. A number of operators also
from all interviewees for the opportunity to “New Zealand, the Tribunal says, is the region leading to cross sector
expressed strong concerns around
be involved and consulted on this plan, and beginning a transition to a new and unique collaboration and leveraging resources and
environmental management and are
for the leadership being shown by the national identity. But for this transition to funding. The idea of new food and produce-
seeking greater protection of the marine
partners in making the conversation about succeed, 'Over the next decade or so, the based events, especially in the shoulder
environment, specifically, as it is one of
tourism more collaborative and inclusive. For Crown–Mäori relationship, still currently season was discussed and is certainly a
the key drawcards for Taitokerau
a number of entities and people it was their fixed on Mäori grievances, must shift to a new area of opportunity to be explored.
Northland. Tourism operators expressed a
first opportunity to engage and learn about less negative and more future focused
strong desire to see Northland Inc’s
destination management, what it is trying to relationship at all levels”.
funding substantially increased and
achieve, and how they can support and secured for the future in order to operate
benefit from it. in areas where there is private sector
market failure.
30Taitokerau Northland - Destination Management Plan - 2021
APPENDIX 2
List of Tables List of Figures
Table 1: Taitokerau Northland demographic overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Figure 1: Map of Taitokerau Northland. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Table 2: Online Survey responses. Importance of impacts on tourism. . . . . . . . . . . . . . . . . . . . . . . .29 Figure 2: Total Visitor Spend in Northland Y/E Dec 2019. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Table 3: Online Survey Responses: What is important for the future of the region?. . . . . . . . . . . . .30 Figure 3: International Spend on Northland by Market 2019. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Table 4: Strategies, reports and documents relevant to the development of the TNDMP . . . . . . . .39 Figure 4: Northland Domestic and International Visitor Spend Y/E 2019. . . . . . . . . . . . . . . . . . . . . . .9
Figure 5: Visitor Nights in Northland by district and accommodation, Y/E Dec 2019. . . . . . . . . . . . 10
Figure 6: Twin Coast Discovery Highway Navigation Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Figure 7: Cruise passenger spend in Northland pre Covid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Figure 8: Feedback from engagement hui. Northland SWOT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Figure 9: Online Survey reponses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Figure 10: Online survey responses on Tourism. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Figure 11: Online survey responses. Impacts of Tourism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Figure 12: International Tourist Arrivals, World (UNWTO). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Figure 13: UNWTO Expected Time to See a Recovery in pre Covid levels. . . . . . . . . . . . . . . . . . . . . .33
Figure 14: UNWTO Expected Time to See a Recovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Figure 15: Growth in Arrivals to NZ 1922-2019. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Figure 16: Arrivals by Key Markets to NZ in 2019. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Figure 17: Monthly NZ Visitor Arrivals to Nov 2020.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Figure 18: Export Earnings by Sector Y/E March . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
Figure 19: Perceptions that current number of visitors is too high. . . . . . . . . . . . . . . . . . . . . . . . . . .35
Figure 20: Top 5 ways tourism applies pressure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
Figure 21: Is International Tourism Good for NZ?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Figure 22: Westpac forecast of opening of NZ borders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Figure 23: Destination Management (MBIE). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
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