Strategic fit
Destination Management (DM) planning needs to be cognisant of national and regional planning frameworks to reduce the potential for conflicting objectives and unfulfilled goals. Destinations also have a role in influencing the focus of these frameworks.
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Central and local government strategies, policies, planning and regulatory frameworks determine the environment within which the tourism sector operates. This includes the location, type and scale of tourism activity that is permitted within a destination.
Consideration also needs to be given to the policies and plans of neighbouring regions if they have an influence on your visitors’ movements (e.g. port and airport ‘gateways’, travel routes, consistent signage along a touring route if it crosses regional boundaries).
Tourism is integral to economic development and is a key driver and tool to achieve wider economic development goals. The visitor economy should be a core component of economic development strategies.
Consideration of treaty partnerships and Crown–Māori relationships are part of managing the destination. At the national level, this may include Treaty Settlements Acts and Crown commitments and accords. Consider:
| National frameworks | |||
| Sustainable Development Goals | Government Economic Plan | National Transport Strategies, Policies and Plans | Resource Management Act |
| New Zealand-Aotearoa Government Tourism Strategy (MBIE & DOC) | Tourism 2025 & Beyond (TIA) | Tourism New Zealand Strategic Plan | DOC Visitor & Heritage Strategy (in development) |
| Regional frameworks | |||
| Local Government District & Long Term Plans, Community Plans | Regional Tourism Strategy | Regional Economic Development Strategy | Labour Market Strategy |
| Conservation Management Strategies and National Park Management Plans | Regional Coastal and Freshwater Plans | Māori/iwi/hapū plans | Regional Land Transport Plans |
Tourism New Zealand, Kawakawa Bay Track, Rotorua
Ask
- Have we considered the various national, regional and local strategies/plans/policies, their desired outcomes and measurement frameworks?
- How does our DM plan give effect to Te Tiriti o Waitangi?
- Do the regulatory and policy frameworks provide a supportive environment that manages the sector productively and sustainably?
- What opportunities and challenges do these present?
- Have we provided input into, and/or drawn from, the relevant plans and strategies through planning cycles and processes (e.g. Council Long Term Plans)?
- Are we familiar with the neighbouring regions’ or destinations’ frameworks? How do these affect us? Is there an opportunity to collaborate or share information?