Maori Tourism Action Plan May 2011

New Zealand Māori Tourism Action Plan:
Enabling leadership and collaboration in the
Māori tourism sector
July 2011 - June 2014
New Zealand Māori Tourism Society
May 2011
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
The Action Plan focuses on the following strategic areas, selected for their potential to
maximise impact and value for the Māori tourism sector:
Major cities/centres
Conservation Estate
These strategic areas are supported by the following enablers:
Quality & Capability
Information & Research
Branding & Promotion
Clear priority initiatives will be identified and implemented within the Action Plan.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Key Stakeholders
There is a wide group of stakeholders who participate in the development of Māori tourism.
Māori tourism sector:
New Zealand Māori Tourism Society (NZMTS), Māori Tourism Businesses, Māori
Trusts & Incorporations, Iwi and Hapu, Federation of Māori Authorities, Poutama Trust.
Tourism, Economic Development, Māori Affairs (Te Puni Kōkiri).
Inter-departmental Implementation Group (IDIG):
NZMTS, Ministry of Economic Development (MED), Te Puni Kōkiri (TPK), Ministry for
Culture and Heritage (MCH), Department of Conservation (DOC), New Zealand Trade
and Enterprise (NZTE), Tourism New Zealand (TNZ), other government agencies.
Wider tourism stakeholders:
International airlines, tourism industry bodies, regional tourism organisations (RTOs),
Māori regional tourism organisations (MRTOs), local government, Ministry of Foreign
Affairs and Trade (MFAT), broader cultural institutions, e.g. Te Papa.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
The following principles with guide the implementation of the Action Plan:
Maximising leverage of the available $4.5 million by:
Working with Māori and other tourism stakeholders to identify and commit
resources to jointly build on existing or develop new practical and accessible
tourism initiatives that maximise investment impact.
Extracting synergies from cooperative and coordinated efforts between
government departments.
Timely identification and implementation of a clear set of priorities.
The NZMTS will do this by:
Providing proactive leadership
Operating in a consultative and transparent manner
Establishing collaborative partnerships
Critically evaluating initiatives
Minimising duplicative efforts
Maximising impact of investment by working with key stakeholder organisations,
not individual businesses.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Roles and Relationships
The New Zealand Māori Tourism Society represents and supports the Māori
tourism sector and its development.
The NZMTS is responsible for implementing the Action Plan. It will provide the
leadership, management and administrative support to implement the Plan. It
will be the key interface with the broader stakeholder community.
The Inter-departmental Implementation Group (IDIG) will assist the NZMTS in:
• Developing priority initiatives to give effect to the Plan.
• Coordinating and being accountable for government activities to deliver on its
members responsibilities under the Plan.
• Monitoring the effectiveness of initiatives under the overall Plan.
Te Puni Kōkiri will:
• Contract manage the $4.5 million Māori tourism appropriation over 3 years.
Stakeholder Roles and Relationships will be developed as initiatives under the
Plan take shape.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Stakeholder Inter-relationships
Wider Stakeholder Groups
Broader Māori Economic
Development Strategy
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Māori Tourism Outcomes
New Zealand tourism embraces Māori culture as a core part of the visitor
Recognised and measurably higher quality Māori product and tourism
Increased visitor numbers through Māori tourism businesses.
Increased yields for Māori tourism operators.
Increased levels of consumer satisfaction.
A stepped increase in business capability.
Increased investment in the sector.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Major Centres
Focus and rationale
Major cities, in developing
strategies to become destinations
in their own right, for example
Auckland, provide a platform for
the Māori culture and tourism
operators to leverage and position
themselves in the developmental
Gateways to New Zealand, i.e. ports
and airports, have a distinct Māori
dimension and product offerings.
In this context, there is considerable
potential to further develop and
maximise Māori tourism product.
Synergies with events and proximate
regional strategies.
Can be aligned with Māori export
Establish with tangata whenua, local government and key tourism entities in the major cities robust
processes to further develop Māori tourism propositions and facilitate their implementation.
Processes established with three major centres – between July and December 2011
Establish a formal process with Auckland stakeholders, including ATEED (Auckland Tourism,
Events, and Economic Development), to explore particular potential in Auckland.
Initial engagement by 30 July 2011
Māori culture and tourism is recognised
as a distinct and integral part of the
major cities’ tourism offerings.
Potential to fill shoulder/low season.
Identify specific capability enhancement/mentoring initiatives in the major cities to support Māori
tourism operators.
Identified new Māori tourism offerings,
e.g. around the volcanoes of Auckland
and the Wharewaka in Wellington.
Facilitate networks that bring businesses together to identify specific opportunities for extracting
more value out of Māori tourism product and experiences.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Events Strategy
Focus and rationale
The Government’s major events
strategy recognises the longer
term economic, social, cultural
and international profiling benefits
to New Zealand.
Opportunity to further leverage off
and promote Māori tourism and
culture through existing and new
NZMTS, in consultation with IDIG and the major events strategy team in MED, identify and prioritise
target events.
Key national major events have a
distinctive Māori dimension which can
be leveraged to support Māori tourism.
For example, the Society of American
Travel Writers‘ Conference in November
2011, and the 2012 Olympic Games.
Process begun by 1 June 2011
Undertake a formal stakeholder engagement programme to secure support for the proposition(s).
Opportunity to create new and or
support existing Māori events that
could fill shoulder seasons and leave
a lasting Māori tourism legacy.
NZMTS and IDIG unlock and co-ordinate resources across agencies and other stakeholders.
At least one further Māori cultural
tourism event is recognised as iconic,
with the capacity to maximise Māori
tourism value and fill shoulder low
season potential, e.g. Matariki.
Process commenced
Formalise for each event the interagency commitments to achieving the objectives, including by
encouraging and supporting stakeholder leadership.
Key New Zealand offshore events have
a distinctly Māori flavour that promotes
and enhances New Zealand’s
Develop implementation and evaluation plans with the specific event stakeholders (NB ex-ante and
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Regional Strategy
Focus and rationale
There is unrealised Māori tourism
potential in the regions.
Maori tourism operators are
predominantly located outside large
Managers of RTOs, MRTOs, DOC and iSITEs have developed processes and
are engaged in strategic and operational
collaboration, thereby enabling
businesses to maximise their potential.
Disparate approaches pose real
constraints on the ability of all
tourism businesses to maximise
Increased collaboration and cooperation between the RTOs, the
MRTOs, DOC and the i-SITEs can
overcome these constraints and
provide a basis to exploit new
business opportunities.
NZMTS, supported by IDIG, to facilitate in each region an enduring leadership forum and processes
to encourage collaboration and support new business opportunities.
Process commenced in Northland. Three other regions by 30 November 2011
NZMTS to work with RTOs, MRTOs, local government and other key stakeholders and businesses to
identify opportunities for collaborative marketing and promotional opportunities on and offshore.
Effective communication, marketing and
promotion of Māori culture and tourism
opportunities in regional, inter-regional
and international campaigns that
maximise the unique value of New
Zealand’s tourism offering.
Process commenced in Northland. Three other regions by 30 November 2011
NZMTS, MED and TNZ to identify and deliver key information and research to support regional
deliverables objectives.
Identification and research programme commenced by 30 September 2011
Improved information and data on the
value of existing Māori tourism and its
potential economic contribution to the
Identify specific capability enhancement/mentoring initiatives in the regions to support Māori tourism
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Maximising Māori cultural value of the conservation estate
Focus and rationale
Maximising Māori cultural value of
the conservation estates.
There is a strong relationship
between Māori history and values to
the land and the values that underpin
the management of the conservation
The opportunity exists to build
effective and authentic engagement
with the landscapes through tangata
whenua and to develop and support
high yield Māori tourism products on
conservation land.
New high quality and high yield tourism
products of significant scale that
leverage the iconic values of the
conservation estates and reflect
engagement with tangata whenua, their
values, stories and connections with the
land. For example, Northland, Hauraki
Gulf, Taranaki/Whanganui River, West
Coast, Central Plateau.
NZMTS to establish an effective and enduring process with DOC, Māori stakeholders and MCH to
identify “product” on the conservation estates that will support authentic high value Māori tourism
Engage and support tangata whenua to develop their stories that connect with the land in a way that
will ensure the delivery of a high quality experience whilst maintaining cultural integrity.
Value would be further maximised if
integrated with regional strategies.
A forward programme identified with
stakeholders based on continuing
Support existing Māori tourism operators on public conservation land to deliver a quality experience
with improved access to DOC visitors and more effective distribution channels, management and
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Focus and rationale
Maximising synergies between
promotion of trade, and Māori
cultural and tourism
Māori cultural values and practices
have potential to support NZ Inc
trade promotion.
Māori cultural values are recognised as
supporting deeper and sustainable offshore business relationships.
Identify and implement a process to ensure that:
• Information on trade events is shared with NZMTS and IDIG.
• Opportunities are maximised to leverage international cultural diplomacy initiatives, for example
MCH’s Cultural Diplomacy International Programme, to support Māori tourism.
By 31 July 2011
NZ Inc trade promotion effort has
potential to promote Māori culture
and tourism propositions to offshore
business stakeholders.
NZMTS to liaise with NZTE, MFAT and TPK to further facilitate:
• The promotion of Māori culture and tourism into trade promotion efforts.
• Māori tourism engagement in the development and implementation of NZ Inc trade strategies.
Māori tourism benefits from the trade
promotion effort offshore and onshore.
By 30 September 2011
NZMTS and IDIG to work with MFAT and NZTE to:
• Develop a process to ensure that Māori business interests are represented on trade missions
where appropriate.
• Further leverage opportunities to use trade missions to promote inbound marketing initiatives that
showcase Māori culture, tourism and broader Māori business interests, including investment.
Māori tourism reaps significant benefits
from the growing Chinese and Indian
tourism market.
Liaise with Māori tourism stakeholders to further inform the ongoing implementation of the China and
India Strategies.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Business Propositions to build quality and capability
Focus and rationale
Quality of cultural and tourism
To achieve high value returns Māori
tourism products and services need
to be authentic and of high quality.
Building the highest quality around a
set of key products can in turn drive
improved quality down the supply
There is an opportunity to build on
the quality initiatives supported by
the Rugby World Cup 2011 and
current TPK initiatives.
Collaboration with whānau, iwi and
hapū, and MCH opens the
opportunity to develop high quality
Māori culture and tourism product,
including stories.
Building capability through
Growing Māori tourism business
requires an understanding of where
and how to extract unrealised value
from competitive supply chains. This
is supported by effective business
Effective networks will also support
Māori tourism businesses to gain
greater access to government and
other services.
Improving quality recognised by
increasing examples of excellence in the
delivery of services and products as
demonstrated, for example, by uptake of
standards such as Qualmark marae.
NZMTS to work with relevant agencies and businesses to promote examples of excellence to Māori
toursm businesses, for example through websites, media and other means, with a focus on Māori
tourism businesses but also including other Māori businesses and non-Māori tourism businesses
where relevant.
Discussions underway with Poutama Trust to design and deliver this action
Quality Māori cultural and tourism
experiences are identified as unique by
a Māori mark that identifies a quality
Establish a process with stakeholders, including RTOs and MRTOs, to explore the potential ways to
develop a unique quality experience mark designed to attract high value tourists, both international
and domestic.
Process established by 30 Sept 2011
Demonstrated new business capabilities
to allow Māori tourism businesses to
extract maximum value from supply
chains. Increased Māori business
understanding of, and access to, the
wider business networks.
“Marks” of quality and authenticity
reflected in TNZ and regional tourism
promotion efforts internationally and
NZMTS, MCH and DOC to work with stakeholders to support the development of quality benchmarks
for Māori tourism product on the conservation estates.
Further promote uptake and participation in industry initiatives by providing targeted information
about relevant research, training, and existing industry standards such as Qualmark.
By 30 November 2011
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Information, Research and Evaluation
Focus and rationale
It is important to have reliable and
robust research about the Māori
tourism sector to support
business development, and
evaluate the impact and return on
There is a need to build the quality of
Māori tourism data sets at the
economy wide and regional basis,
and at a more targeted and
granulated level. This information is
vital to informing more coordinated
approaches, supporting new
business opportunities, and
managing risk.
The government’s core tourism data
sets will include more detailed
information on the performance and
value of the Māori tourism sector.
There are opportunities for key
stakeholders to collaborate and
exploit synergies to strengthen the
body of research on Māori tourism to
benefit Māori tourism businesses
and the broader tourism sector.
NZMTS and IDIG to work with MED to ensure that the pending review of the government’s core
tourism data sets in the Tourism Satellite Account incorporates key Māori tourism performance and
value information.
By 30 July 2011
Other key research needs and gaps are
identified and met through engagement
and consultation with Māori tourism
businesses and key stakeholders.
Good information bases are required
to undertake robust evaluation and
establish performance benchmarks.
Improved and targeted research,
informed by the industry, will also be
central to supporting effective
business decisions.
Research benchmark for Māori tourism
established and channels to
disseminate information to businesses
in the sector strengthened.
An effective online database for Māori
tourism businesses.
NZMTS to establish a process with IDIG members and Māori tourism business stakeholders within
the context of this Plan to:
• Identify key information and research gaps.
• Develop methodologies and pathways for collecting, analysing and disseminating information.
• Develop performance benchmarks.
• Establish evaluation frameworks.
By 30 September 2011
NZMTS and key Māori tourism business stakeholders to identify and leverage existing web and
online tools (including social media) to support business information sharing and networking,
including current work by NZMTS, Poutama Trust and Regional Tourism Organisations New Zealand
(RTONZ) developing a Māori tourism online booking portal and database.
Stocktake and preliminary assessments done by 30 September 2011
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.
Branding and Promotion
Focus and rationale
An opportunity exists to further
brand and promote Māori tourism
as a unique point of difference and
value to the current New Zealand
tourism proposition.
Māori cultural imagery, values and
practices are integrated as a unique
point of difference into national tourism
marketing activities and campaigns.
We need to maximise synergies
between existing and developing
Māori brands and existing national
tourism brands.
There is considerable scope to
coordinate and better leverage
current disparate tourism strategies
to collectively market Māori product
and services offshore.
Māori language supports and reflects
Māori tourism branding and promotion.
Māori enterprises and brands are more
visible and accessible through existing
offshore promotion campaigns as a
definable segment.
NZMTS, working with TPK and Māori tourism stakeholders, to develop a framework and processes
for inclusion of Māori culture and experiences in existing national tourism marketing campaigns.
NZMTS to work with TNZ to develop a co-ordinated Maori presence on which
will showcase Māori tourism and enable Māori tourism businesses to market themselves directly to
overseas consumers.
NZMTS, TPK and TNZ to collaborate with the Māori Language Commission to identify and
implement at least one major campaign in partnership with the private sector, for example Māori
signage at airports, reflecting the unique cultural offering of New Zealand.
National Māori branding, a high level
introduction to Māori New Zealand and
Māori enterprise, embraces Māori
tourism and is leveraged in our offshore
marketing activities.
By 30 Oct 2011
NZMTS and TPK to work with other partners on Māori branding to ensure that it supports the
achievement of outcomes under this Action Plan.
TNZ, RTOs, i-SITEs and tangata
whenua promotion and marketing
strategies are aligned.
© 2011 Deloitte. A member of Deloitte Touche Tohmatsu Limited.

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