12 month review SOUTHLAND MURIHIKU DESTINATION STRATEGY 2019 2029 - To February 2021 - Great South
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SOUTHLAND MURIHIKU
DESTINATION STRATEGY 2019 - 2029
12 month review
To February 2021
Contents
~ EXECUTIVE SUMMARY................................... 4
~ REFRESHING YOUR MEMORY......................... 6
~ SOUTHLAND TOURISM SECTOR
HIGHLIGHTS.................................................... 8
~ IMPLEMENTATION APPROACH.................... 10
Implementation Approach 1:
‘Building Block’ Priority Recommendations...................... 11
Building Block Project 1:
Branding (Destination Focused).....................................12
Building Block Project 2:
Destination Tourism Organisation..................................12
Building Block Project 3:
Destination Events Strategy............................................13
Building Block Project 4:
Regional Destination Marketing Plan.............................13
Implementation Approach 2:
High Priority Investment Recommendations.................... 15
Maruawai Precinct Development..........................................16
Milford Opportunities Project.................................................18
Implementation Approach 3:
Priority Projects Undertaken By Great South.................... 19
Bluff Motupōhue 2020 Tourism Master Plan.....................20
Food Tourism............................................................................20
Agritourism................................................................................21
Dark Skies Interpretation & Experiences..............................21
Lower South Collaboration - 45 South NZ...........................22
Visitor Services (i-SITE) Assessment...................................23
Tourism Data & Visitor Insights.............................................23
New Flights Into Southland....................................................24
Industry Workshops.................................................................25
Sub-Regional Action Plans.....................................................26
Product Packaging...................................................................26
Low Emission Tourism............................................................27
~ KEY REGIONAL PROJECTS SHOWCASE....... 29
Southland Murihiku Events Strategy....................................30
Invercargill City Centre Master Plan.....................................31
Murihiku Marae Redevelopment...........................................32
Predator Free Murihiku............................................................33
~ SUMMARY OF IMPLEMENTATION
PROGRESS..................................................... 34
~ LOOKING FORWARD...................................... 40
Executive summary
When the Southland Murihiku sector – as well as the ability of the region to work their experiences where possible. The review has
collaboratively. The degree to which communities also reinforced the need for Southland to focus on
Destination Strategy 2019- 2029 buy in to sustainable tourism, will also have an effect projects that represent its unique selling points which
was launched in December on the ability to achieve the recommendations. will help differentiate it in an extremely competitive
domestic tourism sector.
2019, it was anticipated the Great South, as the guardian and driver of the
Strategy, has integrated recommendations and This has resulted in Great South’s prioritised focus
recommendations within it would priorities within its business and operations. This on development of key projects as below:
be implemented over the following will ensure its approach to destination management
~ Bluff Motupōhue 2020 Tourism Master Plan
10 years. However, only one year incorporates all aspects of destination development
and promotion as reflected in the New Zealand- ~ Food Tourism
later, already two thirds of the 68 Aotearoa Government Tourism Strategy. ~ Agritourism
recommendations meant to guide ~ Inter-regional Touring Routes
COVID-19 PANDEMIC
the sustainable growth of tourism ~ Invercargill - The Gateway to Southland
in the region are either complete, With the global pandemic of COVID-19 closing ~ Low Emission Tourism (Sustainable Catlins,
New Zealand’s borders to international visitors in
in progress or under investigation, early 2020, the region’s tourism sector has had a
Cycling, Walking, and Dark Skies)
all despite the interruption challenging year. Great South remains committed to The Strategy had a clear focus to increase visitor
supporting the Southland community and business spend and extend length of stay. Unfortunately,
of COVID-19. sector during this challenging time and with support COVID-19 meant this was not achieved in 2020.
of central and local government, is delivering a range These goals will continue to be re-evaluated as
This significant progress can be attributed to the of services to support the region’s restart and the situation changes. Great South will continue
combined commitment made both in principle and overall recovery. to provide tourism business support, particularly
in resourcing by key stakeholder organisations to through the Regional Business Partner programme.
achieve the outcomes of the Strategy. The ability to One such action has been to review the Strategy It will also provide data and visitor insights to support
continue this pace of activity and to grow the visitor to ensure it is fit for purpose in a COVID-19 destination management and to allow measurement
economy will be determined by the level of ongoing environment. The review has ensured there is a of tourism activity, including spend and visitor flows.
support offered by key stakeholders - particularly clear and prioritised focus on the domestic market
from councils, central government, and the private and supporting businesses to ‘pivot’ or ‘repackage’
4 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 2020 Update 5
Refreshing your
memory
SOUTHLAND MURIHIKU
DESTINATION STRATEGY
The development of a strategy was a key Southland destination is managed, establishes THE VISION
“
recommendation of the Southland Regional a framework to ensure the economic and social
Development Strategy (SoRDS) Action Plan, benefits of tourism are shared across the entire
in recognition of significant tourism growth in Southland region moving forward, and represents a For Southland to be
Southland. From May 2012 to May 2019, Southland shift in the approach to tourism planning.
achieved 50.5% growth in tourism spend and 57.1% recognised as a distinct visitor
Instead of looking only at destination marketing, the
growth in guest nights.
Strategy embraces a destination management focus
destination (and a place to
The Strategy was developed through a process of which involves taking a holistic approach to planning live, work and invest) guided
extensive consultation, including a large number for, and sustainably growing the visitor destination.
of interviews, workshops and discussions, surveys
by strong sustainability
completed by more than 390 people with an interest The Strategy aligns with the New Zealand-Aotearoa principles and values.
in Southland’s future, as well as detailed research Government Tourism Strategy and has been
and analysis. developed incorporating the best practice principles
of destination management.
The Strategy provides a blueprint for how the
THE GOALS
1 2
Reach $1billion in Grow overnight
visitor spend by 2025 visitation to 1.3million
and $1.4billion by 2029 visitors by 2029
6 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 7
Southland tourism sector highlights
FOR THE 2020 YEAR MONTHLY VISITOR SPEND BY RTO AND REGION (MRTES)
Source: MBIE Monthly Regional Tourism Estimates (MRTEs)
REGIONAL PERFORMANCE AGAINST TARGETS lockdown and with domestic travel possible again
some parts of the region have, and are faring, more
Prior to COVID-19, the region was tracking well to positively than others. When split by RTO, Southland
reach the spend goals outlined in the Strategy ($1 RTO has shown a strong rebound in visitor numbers
billion visitor spend by 2025). For the calendar year and spend, while Fiordland RTO has not, largely
2019, the total Southland region achieved 3% growth due to its heavy reliance on large volumes of
in visitor spend which equated to $692 million, with international visitors.
Southland RTO (Regional Tourism Organisation) up
by 2% to $442m and Fiordland RTO up by 5% on the
previous year to $250m. However, in 2020 the region INSIGHTS AND OBSERVATIONS
faced an emergency flooding event in the first week Marketview card spend data shows that in January
of February, closely followed by border closures, 2020 both RTOs were tracking strongly compared
national lockdown and a lack of international visitors to the same month in 2019. However, with the
as a result of COVID-19. At the same time the impacts of COVID-19, both RTOs fell strongly and
government changed its approach to data, meaning Fiordland recorded a 94% reduction in spend in
2020 activity needed to be measured using a April 2020 relative to April 2019. Southland RTO
different methodology. also had significant decline due to COVID-19 but
has subsequently recovered quickly, and at times Note: The two RTOs combine to form the Southland Region
CHANGE IN DATA COLLECTION outperformed previously recorded spend, while
Fiordland RTO has not.
Since COVID-19 the Government’s key measurement
tool for visitor spend, the Monthly Regional Tourism After moving closer to the prior year’s spend in July,
Estimates (MRTEs), has become unfit for purpose. Fiordland RTO has continued to face steady decline
This is due to increased use of international cards making it the worst affected RTO in the country.
by New Zealanders returning home, a reliance on The reasons for this are linked to the fact that
international surveys, and characteristic changes Fiordland is a significantly isolated region; it does PERCENTAGE CHANGE IN MONTHLY VISITOR SPEND
to the visitor market (length of stay, type and not see the through-traffic other areas benefit from
source of visitors). Great South now monitors and and international visitors usually account for a high
BETWEEN 2019 AND 2020
Source: Marketview
reports visitor spend using Marketview data, which percentage of visitor spend (approx. 65%).
captures actual visitor spend through electronic card
transactions. It does not include visitor spend with Other destinations within Southland have seen a
cash, online purchases, bookings through agents different trend in visitation activity. Stewart Island
or prebooked activities and as such represents a Rakiura had 26% more visitors between June and
portion of the previously estimated MRTEs, which November than the previous year while Milford
attempted to account for the value of these activities. Sound Piopiotahi saw a decrease of 82% on the
2019 calendar year.
THE IMPACT OF COVID-19 With a largely domestic visitor market, data and
operator experience shows strong visitation over
COVID-19 has severely impacted visitor spend and weekends and holiday periods with quieter periods
hampered progress to achieve the $1b visitor spend mid-week. Key travel routes through Southland
goal detailed in the Strategy. During this time, and remain consistent with the Southern Scenic Route
while international borders remain closed, Great and State Highway 6 from Invercargill to Queenstown
South’s focus has been on stimulating domestic showing good traffic volume. Many domestic visitors
visitation and monitoring the situation based on appear to be focused on self-drive touring, utilising
prior spend levels. Key indicators monitored have the lack of international travel as an opportunity to
shown the number of visitors and spend through the experience more of New Zealand and regions they
Southland region were significantly impacted from may not have been to before, such as Southland.
March 2020 onwards. As the country moved out of
8 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 9
Implementation IMPLEMENTATION APPROACH 1:
approach ‘Building block’
priority
To achieve the goals in the Strategy, a recommendations
comprehensive range of recommendations were
developed and structured as follows:
~ Eight ‘building block’ priority recommendations The Strategy identified eight ‘building block’
recommendations to sustainably manage and grow
~ Five high priority investment recommendations Southland as a visitor destination. While not being
~ 55 recommendations as identified within ‘ribbon-cutting’ projects, they are necessary to ensure
the five groupings of: product development, a successful destination management approach is
infrastructure, governance, sustainability, achieved. The ‘building block’ projects are as follows:
marketing and promotion
ROLE OF GREAT SOUTH
Great South is the guardian and driver of the
Strategy, in partnership with the region’s councils Branding
and other major stakeholders. Regional (Destination
Destination Infrastructure Focused)
While Great South will oversee the overall Tourism Tourism Investment
implementation of the Strategy, there are a variety Visitor Leadership Organisation Plan
of agencies and groups that are already playing key Southland Economy Group
roles in its effective implementation. Destination Tourism Awareness
Regional Events Investment Campaign
It was a recommendation of the Strategy that a Destination Strategy Prospectus
tourism leadership group be formed, however this Marketing
has been delayed due to COVID-19. That group would Plan
work alongside Great South to help drive the overall
implementation of the Strategy.
Great South elected to prioritise four of the eight
building block projects in the Strategy, because they
either had a regional focus, enabled other projects to
happen, or were an extension of its current business.
Undeterred by COVID-19, Great South progressed
Great South is also supporting the five high priority four of these eight ‘building block’ projects as
investment recommendations including the Milford detailed in the following pages. These four projects
Opportunities project, Maruawai precinct in Gore reflected key priority areas for the region including
and development of the Bluff Motupōhue 2020 the development of a strategic approach to events,
Tourism Master Plan, which includes two of the high implementation of key marketing campaigns
investment projects within it. in a highly competitive domestic sector and an
assessment of the overall branding and positioning of
Of the other 55 recommendations in the Strategy,
the region. The fourth project related to the alignment
Great South is actively driving 22, while also
of the region’s two RTOs to support an integrated
supporting other project leaders to implement their
and sustainable regional tourism approach.
respective projects.
The other four building block projects will be
progressed as the region returns to a ‘business as
usual’ environment.
10 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 11
2. Consumer & Industry Insights - COMPLETED impacted by COVID-19 and the lack of international late 2020. The five-year Events Strategy reflects a
visitors. The aim is to ensure that all aspects of regional commitment and desire to maximise the
BUILDING BLOCK PROJECT 1: Testing the pillars identified in the Southland Story,
developing a sustainable destination are addressed benefit of events for the region, its community and
Angus & Associates has undertaken research to
BRANDING (DESTINATION understand perceptions of the region by consumers with a key focus on marketing to local and domestic its people. The vision is ‘a supported dynamic and
visitors and supporting businesses to adapt and sustainable event sector that encourages community
FOCUSED) (visitors and possible visitors) as well as industry
package their products and experiences accordingly. participation and drives visitation to the region by
(trade channels and key stakeholders).
building on unique points of difference’.
The consultation undertaken to develop the
3. Destination Brand Evaluation, Development FUTURE FOCUS It is focused on achieving four key goals:
Strategy identified a lack of understanding (locally,
domestically and internationally) regarding “what” & Implementation - UNDERWAY The priority is to implement the transition of ~ Attract, retain, grow and enhance
Southland is as a visitor destination and the lack Utilising insights from the Angus & Associates Destination Fiordland into Great South and maximise sustainable events
of a clear destination brand. The recommendation research, current destination brands for both opportunities to develop, manage and market a
was that to elevate Southland’s profile, consideration Southland and Fiordland will be evaluated, and new unique, highly competitive and sustainable Southland ~ Maximise community wellbeing: economic, social,
should be given to developing a destination brand options considered, before being integrated into visitor destination, which includes Fiordland. cultural and environmental
for Southland. This would leverage off the recently all regional promotional activity. This will include
completed Southland Story project and should: an upgrade of the southlandnz.com website and Support for tourism operators will continue to be ~ Encourage excellence in event management
development of new content and marketing provided, building on the $292,281 that was
~ Determine the region’s destination attributes and allocated to Fiordland operators in 2020 through ~ Provide a balanced events calendar
collateral and assets.
its unique points of difference Great South as the government’s Regional Business
Partner. This will also include the continued FUTURE FOCUS
~ Develop a series of sub-regional/local brands FUTURE FOCUS provision of workshops and training to support
which demonstrate the unique flavour of these Implementation of the vision and goals identified in
The next area of focus is stage 3 (as above). and build capability.
areas, but which align with the overarching the Events Strategy is the key future focus. This will
Southland destination brand Another key focus will be realising the potential of involve multi-stakeholder collaboration and close
positioning Te Anau as the gateway to Milford and alignment with regional promotion and marketing
~ Link to local community identity and in the short term, while events are used as a key
Fiordland National Park and other parts of Fiordland
manaakitanga principles so that locals can clearly
identify with a regional brand
BUILDING BLOCK PROJECT 2: in line with the Milford Opportunities Project. driver of domestic visitation.
DESTINATION TOURISM Ensuring events and tourism align within Fiordland
~ Ensure that the regional destination brand is a key and Southland will be a particular focus, as well
success factor in delivering a quality meaningful ORGANISATION as ensuring the dispersal and timing of events
and welcoming experience for visitors BUILDING BLOCK PROJECT 3: throughout the calendar year.
The Strategy recommended that the region could
~ Define the brand and the region’s position
benefit from having one well-structured and well- DESTINATION EVENTS Implementation will be supported with
based on the unique geographic position
between Southland and surrounding high profile
resourced Regional Tourism Organisation (RTO) in STRATEGY financial support from the government’s Regional
the interests of growing the overall visitor economy Events Fund.
destinations such as Queenstown and Dunedin
on a sustainable basis. Although Southland has a vibrant calendar of events,
PROGRESS TO DATE This would enable integrated tourism leadership only a small portion of these yield high economic
(a SoRDs recommendation) and support a wider value and attract visitors from outside of the region.
The development of a destination brand has been focus of not just marketing and promoting the Most are seen as important community events, BUILDING BLOCK PROJECT 4:
divided into three stages, two of which are almost rather than visitor-focused destination events.
region, but also developing new product, attracting REGIONAL DESTINATION
complete. This work has provided valuable insight investment and supporting the provision of fit-for-
into how both Southlanders perceive their region and purpose infrastructure.
It was identified that a strategic framework was MARKETING PLAN
how it is perceived by those outside of Southland. required to find gaps and opportunities within the
This information will be essential in developing any existing events calendar, to build capability and
PROGRESS TO DATE The Strategy recommended an update of the
destination branding. capacity within the events sector and to utilise
regional marketing plan to reflect new tourism
events to enhance visitation to the region. Using
From April 2021, Destination Fiordland’s RTO products proposed in the Strategy, as well as a new
events to drive domestic visitation has become more
1. Southland Story - COMPLETED responsibilities and services will be delivered by destination brand and associated collateral, including
important with international borders closed.
Great South. While Southland will continue to have the new southlandnz.com website. The marketing
Research undertaken by Principles Consulting
two RTOs, it presents an opportunity to strengthen plan would identify the most appropriate channels
defined how Southlanders see themselves and the PROGRESS TO DATE
the regional Southland visitor proposition with the (including social media) to target identified domestic
region, in terms of it as a unique place to live, work,
improved alignment of both RTOs. The Southland Murihiku Events Strategy(see page and international markets, as well as strategies
learn and visit.
30), developed by Great South in consultation with targeting locals to encourage greater ownership of
With its reliance on international visitors, Fiordland the Southland destination brand.
has been one of the RTOs most significantly key stakeholders, was adopted by all Councils in
12 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 13
IMPLEMENTATION APPROACH 2:
The marketing plan would also seek to ensure that
sub-regional marketing initiatives strengthened High priority
investment
their respective points of difference to reach niche
markets, while at the same time leveraging the
recommendations
destination brand to its full potential.
PROGRESS TO DATE
A marketing plan was developed for the 2019-2020
season, however COVID-19 made this plan irrelevant,
both with the limited ability for travel, and with all The Strategy identified five tier-1 game changer
regions targeting the domestic leisure market. As projects to stimulate investment in Southland. These
a result, Great South amended the marketing plan high priority recommendations are as follows:
and the following campaigns were developed and
delivered post lockdown:
~ Together Southland - Buy local, Stay local, Be local
(encouraging Southlanders to support local)
Rediscover #MySouthland (social media Boutique Bluff Ferry Maruawai
~ Bluff Southern
campaign targeting Southlanders to share their Regional Terminal Precinct Options for
Marine
favourite spot/hidden gem and to explore their Accommodation Tourism Development Milford Sound/
Discovery
own region) (with Staff Development including Te Anau
Centre
Accommodation) Hub Distillery
~ Rediscover Southland (targeting self-drive
markets to visit Southland, from Christchurch
south including neighbouring regions)
~ Discover Southland (targeting Aucklanders to
visit Stewart Island in particular, utilising the
jet connectivity and sustaining Great South’s These projects presented a significant opportunity
partnership with Air New Zealand) to position Southland as a strong destination in
its own right, generating significant public and
As well as specific campaigns, Great South has private investment into the region. They would also
achieved over 90 media articles creating awareness encourage the introduction of new commissionable
of the region, promoting travel opportunities and has (paid) product into the region, helping to attract a
hosted a number of famils and influencers. higher-yield visitor market. These projects will also
assist with the generation of new and ongoing
Social media continues to be a successful tool
employment opportunities.
with Southland placed as the fifth most popular
region out of 31 in New Zealand based on followers While Great South has supported the Maruawai and
(SouthlandNZ has approximately 150,000 followers Milford Opportunities projects, its main focus has
across its social media channels). been on developing accommodation and on Bluff.
The investigation into developing accommodation
FUTURE FOCUS for the region was halted by COVID-19 but is a future
focus, intrinsically linked to the current provision of
A new marketing plan is currently being developed housing. It is pleasing to see the development and
based on the insights from Angus & Associates, continued progress of the Invercargill Licensing
and with the Fiordland RTO included in overall Trust’s central Invercargill hotel, The Langlands.
destination branding. Work with the region’s sub-
regional promotions groups, to support alignment The two priority projects for Bluff, the Ferry Terminal
of sub-regional and regional marketing and product Tourism Development Hub and the Bluff Southern
development, will also continue. Marine Discovery Centre, needed to be looked at in
a wider context, hence the development of the Bluff
Motupōhue 2020 Tourism Master Plan (see page 20).
14 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 15
of the neighbouring Eastern Southland Gallery, this Centre – a museum facility that will tell the wider FUTURE FOCUS
museum redevelopment has adopted a strong art story of the Mataura River valley. A long-standing
MARUAWAI PRECINCT focus with nationally significant artists and designers research partnership with Hokonui Rūnanga and The Maruawai Centre will embrace a number of
different functions. It will be a critical link between
DEVELOPMENT lending weight to still manufacture, display content Gore District Historical Society will ensure that the
and merchandise production. early history of ‘Maruawai’ will be told in an engaging mana whenua and the wider community, and to
This project is being developed and led by way, and with strong artist input. In the broadest this end education will be a key component. With
Gore District Council sense this district story will be a ‘paddock to the Gore Visitor Centre acting as front-of-house there
PROGRESS TO DATE will be a strong visitor connection and a critical link
plate’ one with not only our traditional mahinga kai
The Maruawai project is a three-stage development, Contractors have begun structural work on the sites explored, but also significant cameos from between our broader Maruawai story and those told
which will culminate in a suite of facilities within museum building and many aspects of the displays Flemings Mill (and the nationally iconic Sgt Dan in adjacent, specialised precinct facilities.
the eventual Maruawai Cultural Precinct. and fit-out are being fabricated off-site. The still and brand), and a variety of other producers. The merging
the distillery equipment are due to be commissioned of indigenous flora and fauna with introduced STAGE THREE
STAGE ONE off site (New Plymouth) in late January, then species will give rise to story scenarios incorporating
prepared for being shipped south once building This will see themed and fully developed street
known (brown trout) and other lesser known district
This involves the redevelopment of the Hokonui work is complete later in 2021. scape which is visitor, pedestrian, and event friendly.
stalwarts. Again, a range of artist/designer sub-
Moonshine Museum and the $1.9m project will Public art will be a prominent component. This
projects will abound.
deliver an operating distillery, refreshed displays, project is in its conceptual phase with the future
FUTURE FOCUS focus to engage with wider national and international
and facilities for functions and tours – with a strong With a total project cost of $2.9m, this museum
emphasis on themed merchandise. The visitor A strong emphasis will be on the indigenous nature development has attracted significant funding from contemporary art networks and practitioners, private
will be taken through the chronology of illicit spirit of the eventual ‘Hokonui’ product lines, and the the Provincial Growth Fund, Gore District Council, philanthropists and national funders.
production in wider Southland, the rise and decline engagement of local suppliers and hospitality Community Trust South, Mataura Licencing Trust
of localised Prohibition, and development of 21st providers. Community partnerships with Mataura and a range of other project participants and donors.
century ‘Hokonui’ production. Licensing Trust, Hokonui Runanga Incorporated,
Eastern Southland Gallery and artist networks will PROGRESS TO DATE
This initiative has attracted significant funding from infuse a unique ‘flavour’ to the museum.
the Provincial Growth Fund, Gore District Council, The host building has been secured and workspaces
Community Trust South, Mataura Licencing Trust, developed ($1m) and detailed design is beginning
STAGE TWO
and a range of other project participants and (now that stage one construction is underway).
donors. To complement and build on the success This involves the development of the Maruawai
16 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 17
MILFORD OPPORTUNITIES
PROJECT
IMPLEMENTATION APPROACH 3:
This project is being developed and led by the
Milford Opportunities Governance Group
Priority projects
The Milford Opportunities Project was established
in 2017 to create an ambitious and innovative undertaken by
Great South
masterplan for Milford Sound Piopiotahi, the
Milford corridor and the region surrounding it.
The masterplan will make recommendations to
ensure Milford Sound Piopiotahi maintains its status
as a key visitor icon and provides a world-class In the past year Great South identified the following
visitor experience. It must be accessible, uphold priority projects for immediate progression and/
mana whenua, national park and conservation or further investigation. These will build upon or
values, and maintain its World Heritage status. It complement the ‘building block’ or high priority
must also add value to Southland and New Zealand. investment projects.
The Project was created as a result of the growing
congestion in Milford Sound Piopiotahi and the ~ Bluff Motupōhue 2020 Tourism Master Plan
Milford corridor, which if not addressed, is expected
~ Food Tourism
to become an issue again when borders reopen.
It is led by a governance group made up of local ~ Agritourism
government, central government, iwi and business
representatives. It will be delivered through a three- ~ Dark Skies Interpretation and Experiences
stage process, with stage one, which established
~ Lower South Collaboration - 45 South NZ
context, vision and objectives, completed in
September 2018. ~ Visitor Services (i-SITE) Assessment
Stage two was about creating ideas, public and ~ Tourism Data and Visitor Insights
stakeholder engagement, and workstream research
on key areas in order to define and choose options ~ New Flights into Southland (Rakiura, Te Anau
to be included in the masterplan. The work done in and Invercargill)
the past 14 months has been focused on validating ~ Industry Workshops (Social Media & Digital
ideas with data, information and public feedback. Literacy Up-Skilling)
This stage will be completed in mid 2021 when the ~ Sub-Regional Action Plans
masterplan is made public. Adoption and possible
implementation of the masterplan by Government ~ Product Packaging
will be stage three of the process.
~ Low Emission Tourism
To date, the background reports have been
completed by the project team and sent to the
governance group for final consideration. The draft
masterplan is being completed and will also be
approved by the governance group. The aim is for the
masterplan to go to government ministers in April,
before it is publicly released in May/June.
18 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 19recommended for investment, and feature in the developed to target visitors and build Southland’s developed with high interest in this area. Visitors
Master Plan. The Master Plan received extensive position as a ‘foodie destination’. are increasingly seeking ways to gain a more
BLUFF MOTUPŌHUE 2020 local media coverage and the feedback from the connected, authentic experience and agritourism
TOURISM MASTER PLAN close to 50 submissions received during the public PROGRESS TO DATE offers a unique view into our rural communities.
consultation phase was positive. The community is
delighted to see both recognition of the potential of Great South has led the development of a regional PROGRESS TO DATE
Bluff is a popular visitor destination attracting visitors
and investment in Bluff. food tourism strategy with support from Eat New
for a variety of reasons. Its rich history and culture
Zealand. The market assessment and research Great South has identified agritourism as a key pillar
is represented by various attractions, and its links
FUTURE FOCUS phase of this project, involving a series of workshops for the region. In 2020, it engaged the support of
with Stewart Island Rakiura go beyond providing the
around the region, was completed in late 2020 Strategies Marketing Consultancy Ltd to assess the
terminus for the twice-daily ferry service which runs
The feedback received following public consultation and resulted in the development of a food industry current market within Southland, creating an audit of
across Foveaux Strait. While a significant number of
on the draft Master Plan is being collated and will be database, an operator map and an assessment operators and identifying opportunities.
visitors are welcomed each year, their length of stay
used to amend the Plan. Projects such as the Bluff of Southland’s iconic food stories from a visitor
in Bluff tends to be short.
Hill Motupōhue Lookout Pouwhenua and development perspective. FUTURE FOCUS
The Strategy identified significant potential for Bluff of mountain bike tracks as part of the proposed
to benefit more from the opportunities presented Active Recreation Hub were of high interest to locals. FUTURE FOCUS Throughout 2021 an accreditation system will
by tourism, which in turn became the focus of The process forward is currently being defined, but be investigated and implemented, along with
the Tourism Master Plan. Similar to the rest of will continue to be a multi-stakeholder approach. The final strategy development is set to be complete the development of an online platform to market
Southland, this was linked to encouraging visitors in early 2021 and the pathway forward, from a agritourism to visitors. The development of
to stay longer and spend more, by developing Great South perspective, will be shared soon after agritourism based itineraries and opportunities
products and experiences that fit with the people and its completion. The Strategy is complementary to to support operator development will also be
place. These would also showcase the unique and many key projects already underway, including the progressed within the coming year.
compelling aspects of Bluff as a destination. development of the Southern Pioneers Food Hub
which has received Provincial Growth Fund support.
PROGRESS TO DATE
Great South has facilitated the development of FOOD TOURISM
the Bluff Motupōhue 2020 Tourism Master Plan
alongside the Invercargill City Council and Awarua Southland is well known for its unique food, and DARK SKIES INTERPRETATION
Rūnanga. It provides concepts for the future food production is a core part of the region’s identity, AND EXPERIENCES
development of Bluff as a jewel in the crown of the providing a strong foundation to position the region AGRITOURISM
Southland region. The ultimate aim of the Master as a food tourism destination. However, there is
Plan is to transform and revitalise Bluff to make it currently limited ready-to-market food tourism Stewart Island Rakiura is one of 14 certified
Due to Southland’s strong farming background and International Dark Sky Sanctuaries and is one of only
a more attractive place to live, work, play, visit and product on offer such as farm gate trails, cooking
agricultural story, the region has the potential to two in New Zealand (the other is Great Barrier Island).
invest in, over the coming 20 years. schools, fruit and vegetable picking experiences, food
become known as the ‘Agritourism Capital of New This, coupled with the vast number of places in
events and ‘paddock to plate’ dining experiences.
The Ferry Terminal Tourism Development Hub Zealand’. Many farmers are increasingly looking to Southland unaffected by light pollution, provides the
and Bluff Southern Marine Discovery Centre were The opportunity was therefore identified to diversify their farm-based income and numerous opportunity to create new product leveraging off this,
two of the five high priority projects in the Strategy assess how the Southland food story can be visitor experiences and farm stays have been focusing on dark sky interpretation and experiences.
20 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 21PROGRESS TO DATE project between the eight RTOs of the lower South
Island: Destination Queenstown, Great South,
In 2020 Great South continued to support the work Tourism Waitaki, Clutha Development, Destination
VISITOR SERVICES (I-SITE) TOURISM DATA AND VISITOR
required to maintain the Sanctuary and to promote Fiordland, Tourism Central Otago, Enterprise Dunedin ASSESSMENT INSIGHTS
it to visitors. A sky quality measurement meter was and Lake Wanaka Tourism. The project seeks to
installed on the island, Sanctuary branding and develop a network of touring routes throughout
signage was created and Rakiura’s night sky was Work is underway by i-SITE New Zealand to Data and visitor insights are key to the tourism
Otago and Southland which showcase unique, investigate the role i-SITES will play in the future, in industry as they highlight trends, guide where
marketed through media and via the SouthlandNZ diverse and sustainable visitor offerings and
website. In October, Great South also ran a Dark Sky recognition of the change in way visitors plan and investment should be made and provide key
experiences targeted at both locals and visitors. book their trips. For financial viability, i-SITEs need information on the sector. During the last year
Ambassador training course on the island to provide
technical knowledge on the night sky and support A role dedicated to the touring route has been to adapt. The Destination Strategy recommended Statistics NZ and MBIE began an overhaul of the
the development of dark sky tourism product. established and, while it sits within the Great South that Southland review its visitor information services, data platforms they have traditionally collected
team, the role works alongside all RTOs involved in including i-SITEs, to gain an understanding of their and shared with industry. This signalled a period
the project. To date, an MOU for the project has been role in the tourism system. of change for some of our key data sources, with
FUTURE FOCUS
established and the roading network for the route COVID-19 also affecting the assumptions that many
Beyond Stewart Island Rakiura, opportunities for has been determined. PROGRESS TO DATE of these have been based on. As a result, Great
dark sky designation in Fiordland will be investigated South has investigated new sources of insights
in consultation with Southland District Council, The outcome from the national review of the i-SITE and will continue to work on accessing data that
FUTURE FOCUS network is expected mid-2021 and Great South has
the Department of Conservation, the Fiordland gives the most accurate picture of activity in the
Community Board, local iwi and the local community. Continue progress with the business case for been contributing to this process at a national level. region possible.
this concept throughout 2021, including wider Great South has facilitated an independent review of
stakeholder engagement. local i-SITE services, which have been significantly PROGRESS TO DATE
This project will also include the development of a impacted by COVID-19. For the Invercargill i-SITE, Recognising the importance of data for the region’s
LOWER SOUTH COLLABORATION wayfinding strategy, analysis of existing product on it meant a drop in international visitors and a major development and to support businesses with their
decline in revenue, which resulted in the Invercargill
- 45 SOUTH NZ offer and identification of gaps and opportunities to
i-SITE visitor information and booking centre being
decision making at this crucial time, Great South
encourage greater visitor dispersal around the region has created a Data Analyst position within the
and a consistent approach to information. closed indefinitely from December 2020. organisation. This position is ensuring a coordinated
Increased collaboration between the RTOs of the
approach to the sourcing and communication of
lower South Island has been recognised as key to FUTURE FOCUS data and insights alongside national happenings.
improving visitor management, as visitors don’t
recognise traditional RTO or regional boundaries. The Great South will continue to work closely with Throughout 2020, Marketview data based on card
identification of meaningful partnerships will provide i-SITE New Zealand, Tourism New Zealand and the transactions has been utilised which has provided
increased ability to consider the uniqueness of each Department of Conservation on future opportunities some very important insights regarding spend
region as well as visitor travel patterns and future as there becomes more clarity on a new future from financial transactions within the region. This
market demand. national network. The Invercargill i-SITE situation has helped to guide Great South’s approach in a
will continue to be reviewed as borders reopen and COVID-19 environment.
PROGRESS TO DATE international travel resumes.
Understanding accommodation occupancy is
The 45 South NZ Touring Route is a collaborative also essential and Great South uses two key tools.
22 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 23Air DNA provides information on the non-commercial beyond simply servicing the tourism leisure sector. schedules and services on behalf of the region, planning, and digital enablement.
accommodation sector and MBIE has recently enhancing ease of travel both into and out of
released a revised commercial accommodation tool, The opportunity to maximise infrastructure and Southland. This will also complement efforts to Great South has partnered with an external digital
the Accommodation Data Programme which uses capability of the Invercargill Airport was also promote Invercargill as a gateway to Southland. media specialist to deliver five digital marketing
voluntary data provided by individual properties. recommended for exploration. This would support Marketing collateral and wall maps have recently workshops (two of which took place towards the end
Invercargill Airport acting as the southern gateway been installed at Invercargill Airport supporting this. of 2020 and three in mid-February 2021).
to the region and increase connectivity to the lower
FUTURE FOCUS south, complementing the existing Queenstown Great South will continue to work collaboratively These workshops were a deep dive into the digital
northern gateway and the Dunedin north-eastern with the ‘lower south’ and other ports to actively marketing world, showing the possibilities for
Great South continues to wait on outcomes of the businesses to promote themselves online through
national review of visitor data and insights and, in gateway. encourage regional dispersal, by way of joint
marketing campaigns and product and itinerary social media, google ads, SEO, email marketing and
the meantime, will identify priority needs for data, the importance of a good website.
to determine which data sources are most useful. PROGRESS TO DATE development opportunities. Initially these will be
A focus on understanding visitor flows is a priority focused on the domestic leisure market but would
which will support investigation into touring routes Great South played a key role alongside other show preparedness for the return of international FUTURE FOCUS
as well as ensure the provision of fit for purpose stakeholders in lobbying for and obtaining a direct visitor markets.
jet service between Auckland and Invercargill. The Great South will partner with an external specialist to
infrastructure in the region. This can be achieved undergo the Google DMO programme which helps
with data tools that investigate population density. service began in August 2019, four days a week
and it allowed travel to Auckland and back in a day, make sure Southland is best represented online. Part
Great South will also continue to work on interpreting benefiting business travellers in particular. of this programme will be two workshops across the
and communicating key trends and insights obtained
INDUSTRY WORKSHOPS region for businesses to claim and/or improve their
from data and making this information more With its introduction, Great South partnered with google my business listing as well as some general
accessible to the wider community. Air New Zealand to deliver a nationwide marketing The Strategy identified a need for the industry digital marketing skills.
campaign called ‘Speechless in Southland’, which to upskill in the areas of social media and digital
achieved some of the best results for any campaign Great South will continue to assess operator needs
programming, for more cost-effective ways to reach
Air New Zealand had delivered. This campaign was and will facilitate workshop opportunities throughout
a wider range of visitor markets.
supported by Invercargill Airport, Southern Institute the year targeting specific areas of need as they are
NEW FLIGHTS INTO SOUTHLAND of Technology, ILT, SBS Bank, NZAS and South Port. identified by the tourism sector.
PROGRESS TO DATE
(RAKIURA, TE ANAU AND The jet service was suspended as a result This may include, but is not limited to, working
Building capability within the tourism sector has with trade, storytelling, or repackaging experiences
INVERCARGILL) of COVID-19, however a revised service was
been a priority and post COVID-19, Great South, to appeal to domestic visitors. These workshops
reintroduced in July 2020 focussing on enabling
(who administer the Regional Business Partner will be delivered with support from the Government’s
The Strategy identified that domestically, the region domestic leisure travel. Subsequently, Stewart Island
programme and COVID-19 specific funding), were Strategic Tourism Asset Protection Programme,
is perceived as remote (‘deep south’, ‘lands end’ etc) Flights amended their flight times to Stewart Island
able to provide support and advice to the tourism which Great South is managing on behalf of
and therefore harder and more expensive to access. Rakiura and this has resulted in record numbers of
sector across a range of areas. the region.
Auckland visitors to the region.
Airfares from Wellington, Auckland and even This support totalled $474,000 and included help
Christchurch have often been prohibitively expensive, FUTURE FOCUS with human resources, health and wellbeing,
deterring impulse visits to Southland. Improved and business continuity and planning, finance and
more affordable connectivity would have benefits Great South will continue to advocate for additional resource management, marketing strategy and
24 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 25challenges experienced through COVID-19 as well as products and events together, these included the
the future opportunities of tourism and events. ‘Rediscover Southland’, ‘BikeFest’ and ‘Summer
SUB-REGIONAL ACTION PLANS Wheels’ campaigns. LOW EMISSION TOURISM
To encourage greater dispersal of visitors and Great South has also worked one-on-one with
The values and underlying principles on which the
economic benefit throughout the region, the further individual businesses to investigate how they could
PRODUCT PACKAGING Strategy was developed express a clear desire for
development of sub-regions will be critical. The package their products to appeal to new or different
tourism in the region to be developed in a way that
goal is to support the celebration of the uniqueness markets, particularly in light of COVID-19 and
achieves economic benefits, but also benefits our
of each sub-region, which contribute to an overall The Strategy identified a need to develop more switching from an international to domestic focus.
natural environment and local communities.
compelling regional proposition. commissionable products to increase visitor spend.
This can be achieved in a number of ways including FUTURE FOCUS The Strategy recognised the impact of climate
Partnerships with local sub-regions was one of developing new product, supporting diversification of change on the tourism industry and the importance
the suggestions in the Strategy, to help support existing products and looking at how products and Great South will continue to progress key touring of building a low-emissions and climate resilient
an alignment of community values and tourism, experiences are packaged together. route development projects such as the 45 South economy. It also acknowledges an awareness
providing opportunities for gateways and regional NZ project. One-on-one support will continue to be and desire of visitors to experience low emission
hubs, as well as product packaging and itinerary Currently there is limited bookable product packaging provided for tourism operators to support them experiences such as cycling, walking, stargazing etc.
development. available on online booking platforms for Southland. to look at developing commissionable product
The vast majority of packages (which include offerings and to utilise trade channels. Great South With all this in mind, the Strategy identified the
PROGRESS TO DATE product within Southland) appear to be booked in will continue to develop and market compelling potential for Southland to reposition itself as a low
Queenstown which results in a skew in the regional packaging of products and experiences emission tourism region, an approach which would
Great South has begun engaging with Southland’s spend figures. Encouraging development of more appealing to the domestic leisure market in align well with the NZ Aotearoa Government Tourism
sub-regional promotional groups. Initially this was commissionable product, viable business operations the foreseeable future. Strategy and Great South’s organisational values.
to create awareness of the Strategy, the value of it and creating more bookable product packages will
and opportunities for their respective communities. encourage stronger regional marketability. PROGRESS TO DATE
The focus has now switched to identifying joint
partnership opportunities, allowing Great South PROGRESS TO DATE Great South, in partnership with Ministry for the
to understand how to support and enable each Environment and The Tindall Foundation, established
sub-region to develop their own individual tourism As Southland grows commissionable product, the first regional Carbon Neutral Advantage
offerings, events and points of interest (as well as aligning complementary products that form programme in 2018. The purpose of this programme
infrastructure to meet the needs of visitors). This compelling and unique experiences for visitors is is to identify strategies that support the transition to
will be reflected in the development of specific a good way to offer a stronger commissionable a low emission future for the region. This has been
investment plans for some groups. proposition. The Lower South Collaboration (45 achieved by engaging with regional businesses and
South NZ), along with the wayfinding strategy community.
FUTURE FOCUS work, is laying the preliminary work in auditing and
packaging the complementary products already In 2020 several workshops have been run with
The future focus is to continue to develop and on offer. local businesses to provide them with the tools to
implement the investment plans for specified measure their emissions along with strategies to
promotion groups. There will be effort to understand There has also been a number of marketing and reduce them. These workshops will continue in 2021.
the priorities of local communities, understanding the promotion campaigns which have packaged various
26 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 27Another initiative, in partnership with key
stakeholders, was to install electric vehicle charging Key regional
facilities throughout the region and in particular
along the Southern Scenic Route. Five new charging
locations were added to the region’s network in the
projects showcase
last two years - at Te Anau, Bluff and Athol in 2019
and at Curio Bay and Tuatapere in 2020.
There are now 23 electric vehicle charging stations While Great South is the guardian and main driver
throughout Southland, including nine ChargeNet of the Strategy there are many regional stakeholders
fast chargers. From 2019 to 2020, there was a 45% and community agencies who are actively delivering
increase in distinct charging station users. recommendations and projects that form part of
the Strategy.
In 2020, Great South and Clutha Development
initiated a partnership to identify how to develop, The following showcase of key regional projects
manage and promote the Catlins as a sustainable are being delivered by community agencies and
destination. It acknowledges the economic stakeholders. Each project will form an integral
opportunities from tourism for the community, part to the regional implementation of the
which must be achieved alongside environmental, overall Strategy.
cultural and social considerations. The framework The highlighted projects are:
for this project will be developed in 2021, as will the
identification of other opportunities for low emission
~ Southland Murihiku Events Strategy
tourism in the wider region.
~ Invercargill City Centre Master Plan
FUTURE FOCUS
~ Murihiku Marae Redevelopment
This is a key area of focus for Great South and
~ Predator Free Murihiku
development of Southland as a low emission
destination. Progress to date will continue to be
built upon including development of low emission
activities such as cycling, walking, stargazing and
overall the concept of ‘slow’ tourism.
28 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 29Regional Development Strategy 2015 and the
SOUTHLAND MURIHIKU Southland Murihiku Destination Strategy. INVERCARGILL CITY CENTRE abundant natural resources. The city centre will
retain the characteristics of a big-scale landscape
EVENTS STRATEGY The Strategy’s vision is “a supported, dynamic and
MASTER PLAN while creating places for people that celebrate
sustainable event sector that encourages community Invercargill’s cultural values.
This project is being developed and led by
Home to the famous Bluff Oyster & Food Festival, participation and drives visitation to the region Invercargill City Council ~ Restore a connection with the environment
Tussock Country Music Festival, Burt Munro by building on unique points of difference”, and it Southlanders live in a stunning area, with strong
Challenge, Kepler Challenge and many more iconic focuses on achieving four key goals. It outlines Creating public streets that make people want connections to the estuary and other water
events, it is clear from the diversity of these events a suggested implementation framework and to visit Invercargill’s city centre, connect major sources. The city centre will contribute to a
that Southland embraces the vibrancy and social suggests that success will be determined by a multi developments and encourage people to stay is the healthy living environment and reflect Invercargill’s
wellbeing that events can deliver. stakeholder partnership approach considering those aim of this major planning project. special position alongside the estuary.
who fund, deliver, leverage and attend events.
Events can be looked at from different perspectives: ~ Move for prosperity and wellbeing
Implementation will be boosted in 2021-22 with It’s an exciting time for Invercargill. Significant Balancing movement around the city centre is key.
~ They are important to Southlanders, contributing support from the Government’s Regional Events investment is being made in city centre development, Pedestrians, cyclists, drivers, and heavy vehicle
to the quality of life on offer in the region Fund. While the Strategy has only recently been with the Council working alongside to create more operators have different needs that must be
formally adopted (after an inclusive process of vibrant streets and build connections around the city. considered, including safety, access, and shelter.
~ They play a key role in attracting people to the
development), implementation of key projects has
region to both live and visit The City Centre Master Plan draws on the input Promote a destinational gateway
been progressing. This progress includes one-on- ~
and ideas of community groups, iwi, individuals Invercargill is the launching point to explore
~ They can define what it is to be a Southlander and one support for 34 destination events, supporting
and businesses from across the region, setting a Southland – the city centre needs to be a place
represent various aspects of the Southland Story them to better promote their events and attract more
pathway to a city centre that is enticing to visitors that people want to spend time in as they prepare
attendees - especially from outside of the region.
Overall, it is agreed that they can create a sense of and makes Southlanders proud. The Master Plan to discover the amazing attractions of the region.
A key focus has also been on supporting event
place, belonging and resident satisfaction adding to itself is just the start of the process. It offers a
organisers with capability- building opportunities
the liveability of a place. framework for future projects, along with guidance ~ Urban play to make you stay
and creating support networks.
on how the city centre could work better for people. The Council wants to create a place that everyone
In response to COVID-19, connection for locals to can enjoy by making Invercargill more fun and
each other and their community will be of even The Master Plan was endorsed by Invercargill playful for people of all ages and abilities, which
greater importance. More than ever before, events City Council in February 2021 and work on initial will also encourage people to stay for longer.
are highly valued because of their role in driving projects (Esk and Don streetscaping) is being fast-
and stimulating domestic tourism and vibrancy, tracked to align with target opening dates of other ~ A city to inhabit and enjoy
particularly while New Zealand’s borders are closed city developments including Invercargill Central A vibrant city centre is good for business,
and international vistation is limited. For this to be Limited and Langlands Hotel. Other aspects of the becomes an attractive place to live, encourages
achieved, there is a need for alignment with overall plan will be carried out over several years, with more people to stay in the region and reflects the city’s
destination development and attraction activities. time being taken to discuss concepts with the local heritage. The Council wants to support all of these
community and retailers. interests and build on the city’s strengths.
Th Southland Murihiku Events Strategy 2025 reflects
a regional commitment and desire to maximise the The Master Plan is based on a set of Guiding
benefit of events for the region, the community and Principles that the community told the Council they
its people. It has been developed by Great South want for the future of their city. These are:
in consultation with key partners and aligns with ~ Celebrate scale and identity
regional strategic planning including the Southland Southlanders live in wide open spaces with
“ Events have a key role in driving
domestic visitation.
“ Creating a vibrant heart for
Invercargill.
30 Southland Murihiku Destination Strategy 12 Month Review Southland Murihiku Destination Strategy 12 Month Review 31You can also read
